Filling the planning vacuum

Information Outlook, Feb, 1998 by Doug Church

* How many people have Internet access at different geographic locations?

* How comfortable are the different audiences with this delivery format?

* How do they integrate information into their day-to-day job, and how should the system be configured to match this behavior?

* Are there other processes that can be combined with the information system to deliver a total work solution?

While people thought they had answers to some of the questions, the project was too important to base decisions on conjecture alone. In the absence of definitive answers, the planning session reached a stand still.

If you can relate to this scenario, then you probably appreciate the difficulty (and potential pitfalls) of planning in the absence of reliable information. Whether you are faced with far-reaching strategic decisions, or short-term tactical ones, having good information can mean the difference between success and failure. In short, well-designed marketing research can save money and better direct valuable resources. But there are some common traps to avoid along the way.

Why Practice Marketing When We Don't Sell Products?

For some, the word marketing is synonymous with sales, which implies a revenue-based transaction. In a broader context, however, marketing principles are equally applicable to libraries and information services which are set up as cost centers. Particularly in today's lean business environment, corporate services which do not meet the needs of user groups or contribute to the success of the organization will quickly become the focus of cost-cutting initiatives.

To appreciate the value of research, you must first view what you do in a marketing context. In a nutshell, end-users become customers. If you don't continue to meet or exceed their needs, the competition (alternatives or budget cutters) will eat you alive. Even if you operate on a fixed budget, understanding trade-off decisions can lead to higher satisfaction (and utility).

Don't Put the Cart Before the Horse

In some cases, managers recognize the value of good research, but don't start by developing the framework in which the information will be applied, the resulting research objectives, and the most appropriate methodologies to address specific requirements. In many cases, the opening line that we hear is, "we need to do a survey" or "we need to convene some focus groups". A better approach is to scope out the requirements, prioritize these requirements in terms of their contribution to strategic objectives, and then think about the best approach to gather information within a manageable budget.

Developing a Research Framework

While data collection and analysis can be both costly and time consuming, some basic steps should be taken to integrate customer and market knowledge into the planning process. At the very least, you should be cognizant of information gaps and potential areas for investigation. To show how research can contribute to the planning process, let's continue with the Intranet information project described earlier.

As the group proceeded with their discussion, they realized that it would be best to develop a framework to identify their information requirements. The framework outlined various elements of the service development process. Once they had developed the framework, they determined their information requirements at each stage, as well as any challenges which might arise in gathering the information. At the end of the session, they came up with a table. (See Table A.)

With this framework in place, the group was in a much better position to identify [TABULAR DATA FOR TABLE A OMITTED] specific research projects, associated objectives, possible sources of information, the most appropriate methodologies, and the budget for conducting the work. In particular, decisions about methodology became much clearer because the research requirements and methodological considerations were identified in advance. For example, the requirement to understand the detailed workflow and behavior of different audiences implies qualitative and/or observation techniques. It's not something that you could really assess through a survey. Alternatively, understanding the relative importance of various content elements and the trade-offs that users make implies a quantitative methodology.

Research and Planning are Components of an Iterative Process

As the initiative proceeds, there should be recognition that research and planning are not separate processes. They work hand-in-hand, back and forth, as part of a single, iterative process in which decisions are made based on reliable, objective information. Furthermore, the two components strike a necessary balance between conceptual and analytical thinking, and between corporate realities and objective market input. (See Table B.)

If we turn again to the sample project, the research that arises from the framework that the group developed would not happen independent of the planning process, with the group reconvening once all of the information is gathered. Rather, the sequence might go something like this: (See Table C.)