Marketing in the special library environment - Marketing of Library and Information Services

Library Trends, Wntr, 1995 by Janet E. Powers

Abstract

Special libraries developed in response to a need for specific information and the emerging recognition that an organization with quick access to good information may have a competitive advantage. Effective marketing is an ongoing well-executed process of planning for favorable exchange to help achieve organizational objectives. Marketing plans in special libraries integrate library services and functions with organizational goals and objectives, influencing the behavior and performance of the organization by the way information from the library is communicated and used. Successful special libraries, located in either profit or nonprofit organizations, effectively increase organizational opportunities by discovering and delivering information that is really needed. Integrated strategic marketing planning within the special library environment focuses the library toward organizational strategic thinking and planning and offers the opportunity to develop more effective library services, which may lead to overall improved organizational decision-making.

Introduction

Special libraries develop their own culture. They are part of the culture of their parent organization, thinking and doing things the way the organization thinks and does things. They are part of the common assumptions and beliefs and part of the shared values and understandings of the organization. The organization's culture sets the tone and style of communication within the organization, promoting the common interpretation of "reality" of the organization. Behaviors, emotions, talk, and physical objects reflect the culture of an organization. Organizational leaders define and influence culture by their behavior and response to organizational situations.

Special libraries are also influenced by the very traditional cultures of libraries, specifically the expectation of the familiar. Since most special libraries do not adequately fulfill traditional library roles, not fulfilling the expectation of the familiar is a part of the culture of special libraries. How special libraries handle the expectation of the familiar in a positive meaningful way defines an important component of their culture. Additionally, the culture of special libraries defines them as special - i.e., not academic, school, public, or research. A widely used definition of a special library is from White (1984) and suggests that a special library "exists to support and enhance the mission of the organization in which it is housed" (p. 25). Special libraries provide special services to specialized clientele in a specialized location. The culture of special libraries sets special libraries apart from traditional libraries, that distinction becoming a part of the organizational culture surrounding the special library.

Successful special libraries influence organizational culture, responding proactively to traditional roles of libraries and the expectation of the familiar by defining and promoting a more current and service-oriented image. The special library creates a "reality" of itself within the cultural arena surrounding it that provides a positive and consistent philosophy that accurately reflects the mission. Blending special library culture and organizational culture into a positive service-oriented client-based image within the culture is a challenge for most special library managers.

An integrated marketing plan is a very effective tool for a special library to define and transmit its image, philosophy, and mission within the organizational culture to create a dynamic process of information exchange. Strategic positioning within the organization will become a more defined and planned process with the development and implementation of a marketing plan.

Marketing Plan

Marketing plans in special libraries integrate library goals and objectives with organizational goals and objectives. An integrated marketing plan blends internal and external environments (objectives, goals, strategies, and plans) of an organization with public relations, advertising, and communications, including publications, and presentations of the organization's culture and image to convey a consistent message to a target audience. The marketing plan orients the organization toward a path of future growth and opportunity, thereby creating priorities to achieve goals and objectives, and provides a framework for organizational communication. The planning process identifies, promotes, and evaluates organizational activity.

The marketing process is the process of exchange - i.e., taking something of value and exchanging it for something needed. The process of developing a marketing plan creates the plan and the path to future growth and development. The process itself is critical to the success of the plan. The process of developing the plan defines it and is more important than the plan itself. The process of planning is the product of planning. Again, the organizational culture influences the marketing planning process; an open empowering client-centered culture will offer the best opportunity for inclusiveness in planning, resulting in a comprehensive shared marketing plan.