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Debra Nelson
LIS 770-99
Final Assignment


I had a hard time deciding on the type of paper to write for the final assignment. I like the
concept of an issue paper, but felt compelled to create a marketing plan too. When I found the
Pew Study presentation, I knew I wanted to explore the information assembled there. As I read
through the slides, I realized that I could respond to the data with marketing suggestions
targeted for a public library. Presenting my paper in this fashion will allow me to do a cross
match. I think this goes hand in hand; the Pew Study is all about issues discovered via market
research. This is an issue paper that will offer marketing/management ideas based on the
statistics obtained by the Pew Study presentation.
The PowerPoint presentation, The New Library Patron, was presented by Lee Rainie as a
keynote speaker at the Internet Librarian Conference in Monterey, California on October 29,
2013. Lee Rainie is the Director of the Pew Internet and American Life Project; a study on the
social impact of the internet. The Pew Internet Project is an initiative of Pew Research Center.
Pew is a nonpartisan, nonprofit organization of fact-finders who conduct research to provide
insight into the attitudes and trends of America, and the world.
Market research about the impact of the internet is critical information for libraries. The
internet has greatly changed the way people live and interact. The cyber world has affected the
workplace, politics, education, health care, and community life; just to name a few! Internet
use is a change that all libraries have been impacted by which has forced them to change their
modes of operation in an effort to remain relevant.
A librarys Strategic Plan, if it is to be effective, will find ways to encompass these
transformations, and bundle them to deliver the best services to patrons. The Strategic Plan will
include an environmental scan, SWOT analysis and market research studies (like Pews) to help
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navigate the direction of the plan. Developing a Strategic Plan is an important management
function, of which marketing is a critical component.
It is noteworthy, and not surprising, that I found this study on the internet! In fact, it was
shared on Facebook by a library-oriented Facebook page that I like. This is a clear example of
one of the ways the internet has altered the exchange of information. Social media is a
marketing opportunity that some libraries have leveraged better than others, and is influenced
by management. Libraries are not always quick to jump on the bandwagon of the latest trends;
they tend to analyze their options. This type of careful approach consequently results in slow
responses and lost opportunities. It is a challenging for libraries to be adaptive in quickly
changing environments. In the library where I work, the director proudly refers to himself as a
Luddite. He is wary of the newest technological developments. Sometimes it takes strategic
convincing to get his approval for ideas that he thinks are passing fads. This is not always a bad
thing because it forces staff to do their research before presenting their arguments to him.
Thankfully, he is receptive to staff that have done their homework, but it does slow down
progress and momentum.
I will not be able to discuss every statistic presented in the study. The presentation is outlined
by 5 points, and I will discuss the overall theme for each point:
1. Libraries are deeply appreciated, especially for their community impact.
91% of the respondents indicate that libraries are important to their communities, and 76% say
libraries are important to them and their families. 63 % say that the loss of their public library
would have a major impact on the community. The results demonstrate that libraries are
highly trusted, and valued for the work they do to promote reading and to enrich the
community. In fact, the research indicates that the public has more confidence in libraries than
it does in the military, the police, organized religion, or public schools! I was most surprised to
learn that libraries have a higher confidence ranking than the military. Libraries are highly
esteemed in the Importance category also.
What does this mean for a librarys marketing plan? As a library manager, the above results are
great news and should be shared; especially with stakeholders. The library brand is strong;
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libraries represent a public good and a librarys value to the community is its brand. Patrons
love the services their libraries provide. They respond positively to free access to materials and
resources, and believe that libraries provide many services people have a hard time finding
elsewhere. People appreciate their libraries; if not for themselves, then for their communities.
80% of Americans say borrowing books is very important, and the same percentages of
respondents think reference librarians provide a very important service. They like the quiet
spaces too. Overall, people think a communitys quality of life improves by having a public
library. Based on this evidence, libraries are doing a good job; they can pat themselves on the
back and not get discouraged by people who claim they are becoming obsolete. Of course,
managers cant sit back and rest easy, either. A continuing effort must be to offer a wide range
of community services. These services would reflect the values and interests of the community.
For a community with an increasingly diverse population, this would require services and
programs to be attractive to all segments of the community, including multicultural events, and
purchasing foreign language materials to add to its collection.
A librarys marketing plan must always keep its community at the forefront of its service vision,
and be a welcoming environment. For example, Piscataway (N.J.) Public Librarys welcome sign
is displayed in 15 languages. The library encourages the community to get involved in the
library by showcasing the items from their native countries.
Mary Rzepczynski wrote a wonderful article, Great Libraries, where she describes fourteen
strategies developed by PPS to help libraries become great. They are:
Offer a Broad Mix of Community Services
Foster Communication
Showcase History and Information
Build Capacity for Local Business
Become Public Gathering Places
Boost Local Retail and Public Markets
Offer Easy Access
Makes the Surrounding Area Come Alive
Feature Multiple Attractions and Destinations
Design to Support Function
Provide a Variety of Amenities
Change with the Calendar
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Depend on Wise Management
Catalyze Community Revitalization
PPS (Project for Public Places) (www.pps.org) is an excellent resource for libraries to find
inspiration. PPS is a nonprofit planning, design, and educational organization dedicated to
helping people create and sustain public spaces that build stronger communities.

2. Libraries have a PR problem
Only 23% of the respondents say they know all or most of the services their libraries offer. 47%
say they know some, and 30% say they know not much or nothing at all of what of what their
libraries offer.
These numbers are astonishing and they alone can be a topic of an entire issue paper.
Although discouraging, the information reveals an outstanding opportunity for libraries to focus
on promoting themselves, since it is evident that are doing poorly in that area. They have to
sell themselves like never before; they have to tell their story in the new, competitive market.
All the changes truly challenge the assumption of what a librarians job truly is.
So, what can libraries do about their PR problems? The reassuring news is that library non-
users are already fans of the library and are primed to hear what libraries can do for them; they
are receptive to what libraries have to offer and do not need to be convinced of the librarys
value. It is up to the library to get its message out.
It is incumbent for libraries to adopt a make it happen marketing mentality and the internet
can be an integral player in the process. In addition to having its own website where programs
and events are listed, a library can reach out to patrons through social media, such as: Twitter,
Facebook, Instagram, Pinterest, Flickr, YouTube, and Vine. The social sites are attracting the
attention of our users. Doesnt it make sense to have a presence there? User content is
prevalent on the web and it is essential that libraries recognize that they are users too.
Technology can reach different segments of a librarys clientele to build a broader audience.
Another way to reach out to the community is through the community:
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Contact school newspapers to place ads for events or story ideas.
Place ads and flyers at local businesses.
Work with school Art teachers to promote art exhibits at the library.
Create promotional items to give out at library events: magnets, Frisbees, bookmarks,
etc.
Communication comes in many forms, and face-to-face interaction has potential for the best
results. The human factor is a great marketing opportunity. The best library promoters are
library staff! The statement from Potters article says it best: Promoting the people that deliver
the service is better than promoting the products themselves. According to Pew, people like
librarians; 81% of library users say that librarians are very helpful. The librarians that I know are
outgoing, tech savvy, and they are not stuck behind a desk. They are showing up at Farmers
Markets, Summer Festivals, school picnics, and have a presence at various community events.
The librarians where I work go to schools to read stories, and put on puppet shows. Business
librarians go to meetings sponsored by networking groups, such as ChamberNet. As a manager,
I would encourage my staff to continually explore ideas where the library could be seen and
heard. Effective promotions can synergistically remedy shortcomings and promote strengths.
Lastly, libraries are hiring marketing specialists to help them with their efforts. Libraries must
continue concentrating on rectifying their PR problems, but it is worth the cause!
3. Library patrons are diverse, but there are some groups who are quite removed from the
library world.
According to the Pew study, there is a truly detached population out there that matters to
you. Among the statistics: 39 % of respondents do not have library cards, 19% have never
visited the library, 16% did not read book in the past month, and 9% do not know where the
nearest library is. For a public library, this is a dismal revelation.
Library patrons that use public libraries the most have college degrees, or have some college.
More women than men use libraries. 16-17 year olds use public libraries the most. The group
least likely to visit the library are aged 65 and over. Parents with children under age 18 are big
users of the library, and according to the research, moms are the most enthusiastic.
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How should libraries respond to this information? It would be in a librarys best interests to
elicit advocacy from its strongest supporters because they interact with the detached
population and have opportunities to engage them about the benefits of the library. The
advocates can reach the group far better than the library can. Retailers focus on their best
customers, and libraries can learn from that strategy. Retailers appreciate their best customers
and reward their loyalty. The best customers are the strongest allies; they are key influencers
and promote the health of the organization and have the potential to bring more business.
Moms who support the library make powerful and influential allies; they are not afraid to share
information with others. Parents respond very positively to organizations that enrich their
childrens lives. A library can establish a mothers club, or a grandparents club to increase their
commitment to the library. Teenagers also make great library partners for they are the future
college graduates and future parents. A library can establish a teen advisory board that invites
members to meet new people, get practical leadership and decision making experience, have
fun, and become invested in the library.
4. Patrons wish list for new services is extensive and pretty undifferentiated.
Patrons want libraries to do it all; to retain their traditional services while become cutting edge
too. They want the library to continue providing a generous quantity of books (which takes up
space), yet they want more meeting rooms, tech centers, reading rooms, etc. (which requires
space). They want new services and expanded services. They want the best of all worlds,
including impersonal technology coupled with human interaction. For instance: users want
library cell phone apps, and remote research services (online Ask a Librarian), yet they want
personalized book recommendations and classes/instructions on digital devices. The library is
pulled in different directions to fulfill the wish list. Its a dilemma because libraries have finite
resources and need to strike a balance between the conflicting desires of their patrons, while
competing with external rivals.
How can library management/marketing respond? The data from his presentation shows that
users desires are roughly split in three opinion groups. Less active library users, along with
parents, teens, African Americans, Latinos and lower income households definitely want more
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library space and added technology. At the other end of the spectrum are the ones who want
to keep libraries just the way they are. This group is composed of active internet users, higher
income patrons, Caucasians, older patrons, and patrons that use the library frequently. In the
middle group are the ones who think libraries should maybe free up space. They are the 18-
29 year old smart phone users who are white and not as knowledgeable about libraries.
How can a library respond to the desires of its less active users without alienating its customer
base? For one, the library must know the community. If it is an urban environment, or lower
income area, or has African American and/or Latinos as part of the community, then it is
necessary to add more technological opportunities to the library. The patrons from these
communities may have limited access to technology and physical spaces outside of the library.
As I mentioned before, parents of minor children love libraries, and they are in the group that
are most enthusiastic for new tech-based services. Therefore, unless the library is located in a
retirement community, it cannot ignore parents. If however, the library is from an affluent
community that is composed of older white patrons, the library does not have as many external
pressures to change. The answer lies in knowing the demographics and seeing beyond the
horizon.
As much as a library would like to do it all, Reality interferes with those plans. In the
conflicting desires of its patrons, management must find ways to compromise. Librarians are
very creative people who have the ability to meet the diverse needs by introducing incremental
changes that are not too disruptive to the customer base. Some libraries have had the luxury of
renovations, where they were able to blend the old with the new - they added new spaces
without forfeiting the traditional space for books. They added teen centers, technology
petting zoos and created customized cell phone apps without sacrificing opportunities for
human interaction. If I were a manager in charge of library space, but could not afford a
renovation, I would hire an interior designer to help reconfigure the librarys interior to
improve the flow of the area, and buy new furniture to complement the new arrangement, if
possible.
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I think the patrons who resist change wont mind some adjustments, as long as the library still
gives them what they want (i.e. books and traditional services). By compromising, everyone
gets something out of the deal; the customer base is not abandoned, and less frequent users
have more reasons to use the library.
As learned earlier in this course, libraries depend and learn from each other. As a Circulation
manager, I rely on discovering the best practices of my fellow Circulation managers. The
quandary presented in Point #4 illustrates another reason why libraries should look to their
peers to see what has worked for them. Lastly, libraries can refer to the American Library
Association for help and inspiration. For example, the ALAs Young Adult Library Services
Association is a resource that provides guidelines for creating and designing physical spaces for
teens.
5. Libraries have a mandate to intervene in community life.
77% of respondents think public libraries should definitely coordinate more closely with local
schools in providing resources to kids. 77% also responded that public libraries should
definitely offer free early literacy programs to help young children prepare for school.
It is not surprising that people want libraries to intervene in community life, since libraries are
highly valued as a communitys public good. Librarians are trusted, and are viewed with more
confidence than educators. There are many ways that libraries can intervene in community life,
especially where learning is involved. There are lifelong learning opportunities that libraries can
present to patrons of all ages; beginning with mom and tot programs, to pre-school programs,
after-school activities, teen events, English as a Second Language classes, assistance for local
business owners, training for new skills the list is exhaustive! The library where I work hosts a
finals week every semester for the local high school students. Pizza, snacks, and refreshments
are served every evening during finals week to encourage students to come to the library and
study.
A great example of merging a public library with a school recently occurred in Chicago. The
Back of the Yards Library is a hybrid archetype that Mayor Rahm Emanuel hopes will be copied
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and continued. The library is housed in the same building and shares a wall with the back of the
Yards High School. The library is staffed by a school librarian, a branch manager, a teen
services librarian, and 2 part time librarians. Open 6 days a week, eight hours a day, it is a full-
service library with special programs for teens. The entrance to the library is separate; students
must exit the school to enter the library. This is an experimental test site, but very intriguing
and exciting. Without it, the neighborhood would not have had a public library. The
community and the high school students benefit from having a public library within the school.
It is cost-effective, and innovative. The city of Chicago will learn from this experimental
archetype, refine the model, and continue to look for ways to merge public libraries with
schools.
Another opportunity for libraries to intervene in community life is through civic engagement.
Libraries and communities form partnerships to create programs that promote civic
engagement. The Riverside County Library in California and the California Council for the
Humanities joined forces to produce a program called Making a Difference. An article in
Public Libraries magazine described the successful joint venture, where This new model of
programming is creating a sense of space and community within the library for civic
reflection, civic dialogue, and civic engagement.
Maker spaces are becoming popular with libraries as a way to engage the community.
According to an article in Public Libraries, the Fayetteville Free Library in New York was the first
public library to have a Maker Space, which was dubbed, The Fab Lab. Patrons create their
own creations from 3D printers, and share their knowledge with each other. The Fab Lab has
been successful, and more libraries are becoming familiar with makerspaces. They are an
exciting concept, and have evolved out of the do it yourself culture. Makerspaces give people
the tools to create, hack, and remake their world for the better. The article suggests that
libraries have conversations with their communities to discover what they want to know more
about; and to encourage creativity to let loose.
All the pieces of this course came together for me as I wrote this paper. The course material
became synthesized in my mind; the ideas I studied this semester morphed from theory to
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reality. It became clear that in order for a manager to do her job and to keep the library moving
forward, the thematic knowledge acquired in this class must be woven together and
continuously applied. What struck me the most is how important it is for a manager to be a
good leader; especially in todays economic and political climate. Libraries are partners with
their communities and their leaders must be community leaders. Opinions of residents will
become increasingly important and library managers will need teamwork skills, and the ability
to build bridges with the outside world, while concurrently managing the internal mechanisms
of the library.














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References
About Us. (n.d.). Pew Research Center's Internet & American Life Project. Retrieved December
06, 2013, from http://pewinternet.org/About-Us.aspx
About. (n.d.). Project for Public Spaces. Retrieved December 06, 2013, from
http://www.pps.org/about/
Baker, K. (2012). Meeting the Needs of Diverse Communities. Public Libraries, 51(5), 34-35.
Borman, L. D. (2012). Rocking the Joint. American Libraries, 43(9/10), 26-27.
Britton, L. (2012). A Fabulous Laboratory. Public Libraries, 51(4), 30-33.
Chicago Public/School Library Hybrid Opens. (2013). Library Hotline, 42(36), 1-1.
Internet Conference and Exhibition for Librarians and Information Managers. (2013). Internet
LIbrarian 2013 [Brochure]. Retrieved December 06, 2013, from
http://conferences.infotoday.com/documents/180/IL2013_FinalProgram.pdf
Long Island Libraries Roll Out Custom App. (2013). Library Hotline, 42(37), 5-6.
Potter, N. (2012). Marketing your Library... Terry Kendrick. American Libraries, 43(11/12), 50-
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Project History. (n.d.). Pew Research Center's Internet & American Life Project. Retrieved
December 05, 2013, from http://pewinternet.org/Static-Pages/About-Us/Project-
History.aspx
Rainie, L. (2013, October 29). The New Library Patron. In Internet Librarian: Lee Rainie Keynote.
Retrieved December 07, 2013, from http://www.libconf.com/2013/10/28/internet-
librarian-lee-rainie-keynote/
Rainie, L. (2013, October 29). The New Library Patron. Pew Research Center's Internet &
American Life Project. Retrieved December 05, 2013, from
http://pewinternet.org/Presentations/2013/Oct/The-New-Library-Patron.aspx
Rzepczynski, M. (2012). Great Libraries. Public Libraries, 51(5), 12-13.
Smith, M. (2012). Making a Difference. Public Libraries, 51(4), 34-39.
Teen Space Guidelines. (2012, June 7). American Library Association. doi: d4dfc6fe-fd90-d914-
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