Library of Birmingham - Marketing Promotion - Essay Example

?Executive Summary The Birmingham libraries have traditionally been associated with negative public perceptions due to poor publi and this has greatly influenced their low performance in service and product offerings; there is low public awareness of public libraries and their range of products and services in the Birmingham populations. For instance, the city population is not familiar with most of the library names, leave alone their products and services such as resources for the study of family history, and free internet resources to library users respectively. Marketing promotion strategies have increasingly become important tools in achieving marketing objectives including building customer relationships, understanding market needs, and satisfying consumers through value creation in today’s highly competitive global market environments (Baines and Page 2008, p.5). Marketing is based on five Ps namely product, place, price, promotion, and people (Russel 2008, p.12) and through marketing, marketers identify market needs, and prices that consumers will be willing to pay for products addressing those needs (Blythe 2005, p.4); using people in global markets by communicating the specific places where they can be found, and their prices. This way, promotion marketing increases sales substantially, in addition to collecting market feedback regarding consumer tastes and preferences, and addressing specific market needs. Marketing promotion strategies offer great potential for the library of Birmingham, which if explored to the maximum could have the impact of improving the library experience and increasing attendance substantially. For instance, marketing promotion strategies will increase the library’s visibility to the market both around and beyond Birmingham thereby creating awareness of the library and its services fulfilling the marketers’ objectives. Besides creating awareness of the library’s presence, marketing promotion strategies will appraise the library of Birmingham together with its products and services; by highlighting its major competitive advantages such as online catalogues, online search databases, and exciting web contents, among other things, the library of Birmingham will attract more attention from potential library users. Marketing promotion strategies are centred on the Library of Birmingham’s exciting displays of content, internal organization, rich archival offers, and user help guidelines that offer readers enhanced new experiences especially in terms of the ease of finding books. Additionally, marketing promotion strategies focus on the library of Birmingham’s innovative technologies such as online search databases that have greatly transformed the library experience; for instance, readers are able to evaluate particular resources in the library through online database reviews and can make book orders without necessarily visiting the physical store. Overall, marketing promotion objectives for the Library of Birmingham are to increase the number of visitors, internet users, book borrowers, Family History service users, in addition to increasing the library use by underrepresented ethnic minority and socially excluded groups, and the library’s use for learning and study. This paper presents a report on the marketing promotion situation analysis of the Library of Birmingham using the SOSTAC model; this report aims at establishing the library’s current promotion and public relation marketing strategies, key objectives, in addition to a strategic direction action plan, and the control metrics. Apart from that, this report will also propose a number of recommendations for the library’s promotion and public relation marketing strategies, specific goals that should be focused in the approaches, and viable future trajectory options for the library of Birmingham. Introduction Marketing promotion strategies are increasingly becoming a focal point of management in the business world today due to increasing pressures in the complex market environments; in this respect, businesses seeking to compete favourably and achieve market sustainability engage in promotions of their goods and services in fierce battles for market space and power (Palmer, Cockton and Cooper 2007, p.5). However, marketing has shifted dramatically from the traditional product-centred ‘make and sell’ philosophy to the more recent customer-centered ‘sense and respond’ philosophy in practice today (Von and Jung 2003, p.4), and instead of hunting, marketing is more like gardening. The library of Birmingham is faced with the need to communicate its services and resources to potential markets to bridge the gap between’ information rich’ and ‘information poor’(Panlibus 2013, p.4), and without marketing, readers can hardly know what libraries have to offer (Alcock 2011, p.5). Marketer’s always aim to communicate the right information, and to increase awareness of products and services to prospective consumers in diverse markets through the various components of marketing including promotion. Marketing promotion strategies are particularly necessary for libraries today because they need to be more proactive in rigorously analysing and demonstrating the value of their services (Broady and Lobo 2011, p.124) to justify their continued funding from key stakeholders in the face of pressures in the global product, service and labour markets environments. Businesses are battling to outperform each other by reaching even the remotest target customers, and maintaining them by building lasting, fruitful consumer relations based on an understanding of market needs and consciously struggling to meet these expectations through value creation. The various marketing promotion strategies that businesses engage in include but are not limited to advertising of their products and services in various media such as the print (magazines, newspapers, and other publications), television, radio, outdoor signage, and on websites, short-term sales promotions, direct marketing, in addition to telemarketing and public relations. Effective personal selling thrives on competent interpersonal and communication skills, expertise on products and services, and excellent sales and marketing competencies (Donaldson n.d, p.361) while public relations entails maintaining goodwill and mutual understanding between businesses and the public (Crosier n.d, p.422). This is through communicating the right through both the print and broadcasting media, doing interviews on the media and word of mouth. Short-term sales promotions will take the form of coupons, competitions, and contests aimed to connect with the customer to generate awareness, inform, entertain, and generally persuade them to change their attitudes and behaviour in favour of a brand (Peattie and Peattie n.d, p.471). Direct marketing strategies entail identifying consumer needs through established customer databases (Housden and Thomas 2002, p.9); thereby, sending letters, emails, pamphlets and brochures to these particular target clients; direct marketing is often reinforced by personal selling or telemarketing. Libraries can use any combination of these marketing strategies in creating awareness for their resources and services thereby encouraging use of the library by academic communities (Martey 2000, p.261); this will enable them to achieve a strong market force in the global economies that will guarantee their operational sustainability. This report will appraise the marketing promotion strategies of Birmingham library through a detailed up to date situation analysis, in addition to highlighting the libraries marketing promotion objectives. The report will then proceed to make a number of recommendations for the library’s promotion and public relation marketing strategies, implementation action plan and controls, and viable future trajectory options for the library of Birmingham. This report is crucial to the library because it will provide a feedback that is crucial in the library of Birmingham’s strategic management planning; for instance, this report will provide an effectiveness benchmark for marketing planning to facilitate distribution of the library’s products and services to a wider consumer population in the various markets. Situation Analysis The city of Birmingham alone has a large market potential because it has a culturally and ethnically diverse population totalling to about one million people, out of which about 44% are under 30 years of age, 30% are lone parents and about 13000 babies are born on a yearly basis. These statistics are indicative of a potentially rich market base for the Library of Birmingham, and a key advantage of the city of Birmingham’s home market is its remarkable diversity that could be a great asset to the library in the marketing promotion strategies for its wide range of products and services. Birmingham is a diverse city, composed of over 42% of residents from ethnic groups other than the white, 46.1% Christians, 19.3% Muslims and about 22% of the population are immigrants (Birmingham City Council, 2013). The Library of Birmingham occupies a strategic position, bringing a unified cultural and social focus right at the centre of Birmingham city, with a wide collection of local archives; the library’s unique design is also a marvelling landmark projection that is hardly unnoticeable. The city of Birmingham has over 40 community libraries, including the library of Birmingham, which are experienced in planning and performance; undeniably, the market share for each library has been narrowed considerably because all of them are offering the same products and services to the same target audience at the same time. For instance, strategic themes in the libraries include learning, information, and culture but there is a very negative perception towards libraries that has resulted to low performance, and low public awareness of the local libraries. Statistic reports indicate that over 21% of the city population does not even know the name of the libraries while other interesting surveys show that 33% of under 25’s have no idea of what was available at the library. Additionally, these percentages reportedly are having low awareness of other services offered by the library such as free internet and resources for the study of family history; particularly, the greatest non user interest in family history was reported in the under twenty five and Black ethnic minority groups. On the other hand, the greatest non-user interest in internet services offered by the library was reported in the under 25’s, parents and African Caribbean respondents. In this respect, the Library of Birmingham needs to engage in serious marketing promotion strategies to raise awareness of its presence in the city of Birmingham in addition to the awareness of its offerings and price ranges. Similarly, the library needs to practice effective public relations marketing strategies to improve its public image and public perception among all key stakeholders, and to develop a distinctive visual identity and subsequent sub-brands, to tap the great potential of the city’s diverse market population. Objectives Following the research into the Library of Birmingham’s current situation, a picture of the library’s current position in the public libraries industry emerges, and a number of objectives defining the library’s future direction can be identified. This report will present two sets of objectives that need to be focused by the library and these are marketing objectives and communication objectives, where the marketing objectives entail the more tangible and measurable objectives while communication objectives include the less tangible and less measurable behavioural results. Marketing objectives include: To increase the number of library visitors by 15% by end of the year To increase the internet users by 50% in three months beginning now To double the current number of book borrowers by the end of August To increase the number of Family History service users by 30% come January next year To triple the number of underrepresented ethnic minority and socially excluded groups by beginning of new year To increase the use of the library’s resources and services for learning and research by 60% in two years starting now To retain 100% of the existing library user population over the next five years Communication objectives include: To establish a high level of awareness of the library’s products such as resources for studying family history over the next three months To alter the Birmingham target market perceptions of the library from low quality to high quality by the next summer To reinforce the library brand position at the top as a leading centre for study and research by next year To increase awareness of the library’s services such as free internet access for its users by December Strategy Strategy, the determination of business long term goals and objectives, adoption of the courses of action and the allocation of resources necessary for carrying out those goals (SWAM 2002, p.3) , is the key to successful marketing (Singh and Shukla 2009, p.640); strategy in the implementation of promotion marketing in the Library of Birmingham and it will entail the following: Selection of target market segments in marketing promotion such as the media, current library users, those living in Birmingham and other Postcodes, young adults aged between 16-25 years, low-income groups, socially excluded groups such as Blacks and/or African Caribbean, library staff and council taxpayers. Segmentation in this case refers to identifying homogeneous buying behaviour within particular group (and heterogeneous buying between different groups) such that each group can be considered as a target for a distinct marketing strategy (Malcolm n.d, p.428). Clarification of key messages to be communicated such as the library brand superiority over competitors, wide range of library resources and services including resources on family history and internet resources. Selection of communication tools to be integrated and utilized from advertising through both the print media such as magazines, newspapers, and other publications, and the broadcast media such as television and radio, or through outdoor signage and on websites, to short-term sales promotions, to direct marketing, in addition to telemarketing and public relations. Sequence of communication tools should be effectively calculated to ensure messages reach the largest audiences possible within the shortest timeframes achievable, to create the most desirable behavioural impacts on the target consumers in the identified market segments. Time scale for activity should range from short-term, to medium to long-term periods because different marketing promotion activities will require varying lengths of time for the desired behavioural impacts to be achieved. Tactics There various specific communication tools at the library’s disposal include: Advertising: the library of Birmingham can increase both the awareness of its presence and awareness of its wide range of resources and services by using advertising in both the print media and the broadcast media to reach out to the target audiences in its prospective market segments. For instance, advertising through the print media such as magazines, newspapers, and other publications, and the broadcast media such as television and radio, or through outdoor signage, and on the library home website can yield positive outcomes. Short-term promotions: the library of Birmingham can undertake short-term promotion campaigns targeting to increase awareness of its resources to the diverse market segments especially the underrepresented minority audiences Public relations: public relations are essentially an integral part of marketing, and the library can explore this platform to send positive messages to the public thereby altering public perceptions of its resources and services considerably through word of mouth. Direct mail: The library can also explore the use of email lists to send mails to people urging them experience its varied range of resources and services, and following these direct mails with personal marketing. Sponsorships: Sponsorship of both local community and regional events gives the Library of Birmingham an opportunity to be seen by prospective library users around and beyond the city of Birmingham thereby stamping its presence in the market. Exhibitions: exhibitions such as book fairs afford the Library of Birmingham an opportunity to display its wide range of resources and services to a large audience that is interested in using the library resources for study and research purposes, in addition to utilizing other library services. Branding: this entails creating a strong market identity that is easily recognisable, and target consumers can relate to in the varied market segments because brand equity is the biggest and most valuable asset of any business (Ambler 2004, p.5). In this case, the Library of Birmingham needs to be consistent in its promotion marketing messages to create a strong identity in the market. Action plan Conduct wide daily advertising campaigns through both the print media and the broadcast media for the next two months to reach out to target consumers in the prospective market segments, to increase awareness of the library and its sub brands in the form of the wide range of resources and services over the next three months. Practice excellent public relations by passing the right messages to the public on a weekly basis through both the print media such as magazines, newspapers, and other publications, and the broadcast media such as television and radio, or through outdoor signage, and on the library home website over the next six months, to change the Birmingham city’s low quality perceptions of the library resources and services to high quality by the next summer Carry out short-term promotion campaigns in target market segments such as the socially excluded Black and/or African Caribbean groups on a monthly basis, to increase awareness of the library and its resources by next summer. Generate a direct email list of both the existing regular library clientele and new individuals in the target markets that the library wishes to attract, to inform and update them about the wide range of library resources and services on a monthly basis, to increase the number of library visitors by 15% by end of the year. Give out annual sponsorships in support of local community and regional social events and/or individuals to contribute to social goodness, thereby increasing the use of the library’s resources and services for learning and research by 60% in two years: in line with social marketing approaches, businesses should help achieve and maintain a desirable social change (Donovan and Henley 2010, p.1) Carry out quarterly exhibitions displaying the library’s wide range of resources and services to increase the number of Family History service users by 30% come January next year, and to double the current number of book borrowers by August. Maintain a consistent brand image to create a strong market identity that is easily recognisable, to retain the top position as an excellent centre for research and learning, to retain 100% of the existing clientele over the next five years. Controls In the implementation of the promotion marketing strategy, the management should undertake the essential task of monitoring and measuring all tactical activity against the objectives, to assess the effectiveness of the tactics in practice accordingly; to this end, managers can use the following metrics: Quantified objectives: the stated objectives must be met at or within the specified periods for the particular tactics to be effective in the promotion marketing strategy of the library. Method of Measurement: regular surveys or Measures Of Performance along stated Key Success Factors will be used to determine whether stated objectives are being met in the required time frames or not. Frequency of measurement: the frequency of measurement will vary according to the stated Key Success Factors ranging from weekly, monthly, quarterly, annually, accordingly. Accountability: the library section heads under the overall headship of the chief librarian will be accountable and responsible for tracking performance of the library along key success factors Cost: costs must be within a +/- 1 margin variance against budget Recommendations and key objectives With the statistic reports indicating that over 21% of the Birmingham city population does not even know the name of their local libraries and other surveys showing that 33% of young people under twenty fiveyears of age have no idea of what was available at the library, the Library of Birmingham has to make promotion marketing its focus. Wide daily advertising campaigns through both the print media and the broadcast media for the next two months will increase awareness of the library and its wide range of resources and services over the next three months. The library should also consider maintaining communications through regular updates on library resources and services if it intends to retain one hundred percent of its existing regular library user population because long term customer relationships is a critical asset (Ward n.d, p.505). The great non user interest in family history reports in youths under twenty five years and Black ethnic minority groups, in addition to reports of the great non-user interest in internet service in the under 25’s, parents and African Caribbean are particularly undesirable. The library of Birmingham needs to carry out short-term promotion campaigns in the specified target market segments namely the socially excluded Black and/or African Caribbean groups, and youths under the age of 25 years on a monthly basis, to increase awareness of the library and its resources on family history and internet services by next summer. Apart from these monthly short-term promotions, the Library should also carry out quarterly exhibitions displaying its wide range of resources and services to the prospective markets with an aim of increasing their utility in the existing library user population. The negative and stereotypical media-generated public perceptions of low quality resources and services of local public libraries in the city of Birmingham are a potential threat to the creation of strong market power and superior brand image for the library of Birmingham. In this case, the library needs to deal with the pervasive media stereotypical perceptions by embarking on serious branding campaigns and practicing effective public relations. To this end, the library should consider carefully packaging and passing the right messages to the public on a weekly basis through both the print and broadcast media, to improve its public image and public perception among all key stakeholders, and to develop a distinctive brand identity for its wide resources and services References Alcock, J. 2011. Strategic marketing in academic libraries: An examination of current practice. Available at: http://cadair.aber.ac.uk/dspace/bitstream/handle/2160/7732/jo%20alcock%20-%20strategic%20marketing%20in%20academic%20libraries.pdf?sequence=1 [Accessed 3rd July, 2013] Ambler, T. 2004, Marketing and the bottom line: The marketing metrics to pump up cash flow. 2nd ed. London: FT/Prentice Hall. Baines, P., Fill, C. and Page, K. 2008, Marketing. Oxford: Oxford University Press. Birmingham City Council. 2013. Population in Birmingham. Birmingham.gov.uk. [Online]. Available at: http://www.birmingham.gov.uk/cs/Satellite?c=Page&childpagename=Planningand-Regeneration%2FPageLayout&cid=1223096353755&pagename=BCC%2FCommon%2FWrapper%2FWrapper [Accessed 3 July 2013] Blythe, J. 2005. Essentials of Marketing, 3rd Ed. New Jersey: Prentice Hall. Broady, P.J., and Lobo A., 2011. Measuring the quality, value and impact of academic libraries: The role of external standards. Performance Measurement and Metrics Vol. 12 No. 2; pp 122-135. Crosier, K. (n.d). Promotion. In Baker, M.J., ed., 2003, The Marketing Book 5th ed. Butterworth Heinemann . Donaldson, B. (n.d). Selling and Sales Management. In Baker, M.J., ed., 2003, The Marketing Book 5th ed. Butterworth-Heinemann . Donovan, R and Henley, N. 2010, Principles and Practice of Social Marketing: An International Perspective CUP. Cambridge: Cambridge University Press Housden, M. and Thomas, B. 2002. Direct Marketing in Practice , Elsevier Science & Technology. Oxford. A Butterworth-Heinemann Title Malcolm, M (n.d), Strategic marketing planning: Theory and practice. In Baker, M.J., ed., 2003, The Marketing Book 5th ed. Butterworth-Heinemann Martey, A.K. 2000. Marketing Products and Services of Academic Libraries in Ghana. Libri, vol. 50, pp. 261–268. Palmer, R., Cockton, J. and Cooper, G. 2007, Managing Marketing, Oxford : Butterworth Heinneman. Panlibus. 2013. Strategic marketing in academic libraries. Panlibus Magazine. [Online] Available at: http://www.capitasoftwareandmanagedservices.co.uk/software/Documents/libraries-panlibus24.PDF [Accessed 3 July 2013] Peattie, S. and Peattie, K. (n.d). Sales Promotion. In Baker, M.J., ed., 2003, The Marketing Book 5th ed. Butterworth-Heinemann. Russel, E 2008, Fundamentals of Marketing. Bloomsbury: Fairchild Books Singh, R. and Shukla, A. (2009). Role of Marketing Strategy in Academic Libraries : A Study. [Online] Available at: http://crl.du.ac.in/ical09/papers/index_files/ical108_103_233_2_RV.pdf [Accessed 3 July 2013] SWAM. 2002. Strategic Marketing Planning. Artsderbyshire.org.uk. [Online]. Available at: https://artsderbyshire.org.uk/images/Strategic-Marketing-Planning_SWAM_tcm40-158995.pdf [Accessed 3 July 2013] Von, V. and Jung, C. 2003. Marketing strategies for academic libraries. [Online] Available at: http://behm-steidel.fh-hannover.de/DA_Jung_03.pdf [Accessed 3 July 2013] Ward, K. (n.d). Controlling marketing and the measurement of marketing effectiveness. In Baker, M.J., ed., 2003, The Marketing Book 5th ed. Butterworth-Heinemann Read More