Marketing of information nilis 2013 december 29 mtl
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Marketing of Library and Information Services
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Marketing of information nilis 2013 december 29 mtl
- 1. http://www.youtube.com/watch?v=ucOyxhxM6wM http://www.youtube.com/watch?v=mooZ_So2b-s http://www.youtube.com/watch?v=xOTznegj-Hs http://www.youtube.com/watch?v=6SQHcUIZdiQ MARKETING OF LIBRARY AND INFORMATION SERVICES By J J G Arachchige University of Ruhuna
- 2. Are we safe in our Business?
- 3. අ අ අ අ අඅ අ අ අ අ අ අ ? What marketing is? අ අ අ අ (Selling products) ? අ අ අ අ අ අ අ (Advertising) ? අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ (Attracting people)? අ අ අ අ අ අ අ අ අ(Winning people) ? අ අ අ අ අ අ අ අ ……….? Partly yes. But more than that.
- 4. What marketing … cont. ‘Marketing is the process of finding and then keeping customers’. – Theodore Levitt “Marketing is the analysis, planning, implementation and control of carefully formulated programs designed to bring about voluntary exchanges of values with target markets for the purpose of achieving organizational objectives. It relies heavily on designing the organization's offering in terms of the target market's needs and desires and as using effective pricing, communication, and distribution to inform, motivate and serve the markets.“ - Philip Kottler (1994) Definition
- 5. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ (The most agreed in the library context is "to provide the right information to the right user at the right place at the right time“) අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Marketing has a theoretical part and a creative part.
- 6. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ Anyway, marketing begins before the production and continues until the product goes to the customer/end user g2gemini.com
- 7. අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Why marketing? Companies today have various issues Deteriorating capital/funds අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ High production cost අ අ අ අ අ අ අ අ අ අ අ Alternative productions අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ Change අ අ අ of consumer behaviour අ අ අ අ අ අ අ අ
- 8. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ How about the library? Are libraries safe today? අ අ අ අ අ අ අ අ අ අ Enough අ අ අ අ අ අ අ අ fund ? අ අ අ අ අ අ Optimized usage ? අ අ අ අ අ අ අ අ අ අ අ අ Support from අ අ අ අ අ අ parent organization ? අ අ අ අ අ අ අ අ අ අ Have අ අ අ අ අ අ අ අ good recognition ? අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 9. අ අ අ අ අඅ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Is library the only place providing information in the area? What about Google? Articles and book chapters download Google docs and Spreadsheets Google calendar Google base Google maps Google wallet G-mail Gtalk Google scholar Google phone IGoogle ප ප ප ප ප ප ප ප ප ප ප ප ප
- 10. අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Are there hidden competitors? Video retailers Communication centers TV/Cable TV Radio News agencies Private libraries Database dealers – article download at 99 cents. Online business and more and more
- 11. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ What about the situation? අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Invading library’s අ අ අ territory අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Threat to the library අ අ අ අ අ අ Challenge අ අ අ අ අ අ අ අ අ අ අ Competition අ අ අ අ Profit
- 12. අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ Are libraries losing their monopoly position අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Users no longer satisfy with the library අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Are users aware of the අ අ අ services available අ අඅ අඅ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ
- 13. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ How about the library අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Catalogue Vs අ අ අ අ අ Google search අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ Opening hours අ අ අඅ අ අ අ අ අ Target services අ අ අ අ අඅ අ අ අ අ අ User friendliness අ අ අ අ අ අ Satisfaction අ අ අ අ අ
- 14. අ අඅ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ What can we do for our survival? Fight? අ අ අ අ අ අ අ අ අ Withdraw? අ අ අ අ අ අ අ අ අ අ අ Compete? අ අ අ අ අ අ අ අ Alliance? අ අ අ අ අ අ අ අ අ අ අ Explore market for new services? අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ So how? Source : www.education.oriyaonline.com
- 15. අ අ අ අ අ අ අ අ අ අ අ අ අ අ Competitive Responses අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Better we respond like a අ අ අ business අ අ අ අ අ අ අ අ අ අ We have අ අ අ අ අ අ අ අ අ to market the library අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ We can learn from business sector අ අ companies
- 17. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Proactive අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Business companies are proactive and customer oriented අ අ අඅ අ අ අ අඅ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ find the needs of customer අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Segment the market අ අ අඅ අ අ අඅ අඅ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Then plan and create the product for target segment අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ If potential, it අ අ අ අ අ අ අ අ අ අ අ අ අ stimulate the market to create a demand අ අ අ අ අ අ අ අ අ අඅ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Maintain the product excellence
- 18. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ (marketing process) අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ Marketing process අ අ අ
- 19. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Market of the library The General Market • අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ www.guardian.co.uk The broad community that we serve : –අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ students, faculty and staff of a college or අ අ අ අ අ other school. – අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ The residents, businesses and government offices of a town or city –අ අ අ අ අ අ අ අ අ අ අ අ The departments, staff and management of a corporation or other
- 20. Different Viewpoints User’s View Librarian’s View Books, Videos & More Articles & Databases Reserves Library E-Journals Library of Congress Source: Jia Mi Google Email/IM Friends Other Catalogs Research Resources Digital Collections Course Websites Library Website Frederick Nesta Shanghai International Library Forum 2006 Text Books Assigned Readings
- 21. ප ප ප පප ප ප ප ප ප ප ප ප අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ www.designrulz.com It is important to know our general Community However, no library serves 100% of their available community. A small segment of the general community makes up the bulk of our business. Repeat customers who could- and should- become our
- 22. අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Core Customers: who your core customers are: Who • A variety of ways to find out Surveys/ Questionnaires Library Database Circulation Records Important to know their basic demographics: Age Sex Income level Children at home Education level Languages spoken at home Religion What products/ services do they want/ need Whatever else seems important for your library
- 23. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ What our users need? අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අඅ It අ අ අ අ අ අ අ අ අ අ අ depends on the segment අ අ අ අඅ අ අ අ අ අ අ අ අ අ Research information අ අ අ අ අ අ අ අ අ ප Educational අ අ අ අ අ අ අ අ ප resources අ අ අ අ අ අ අ අ අ අ Entertainment අ අ අ අ අ අ අ Community information අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ Raw data අ අ අ අ අ අ අ Personal help අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Life skills අ අ අ අ අ අ අ අ අ අ Soft skills අ අ අ අ අ අ අ අ අ අ අ ප Space අ අ අ අ අ අ අ අ අ අ
- 26. අ අ අඅ අ අ අ අ අ අ අ අ Marketing Mix 4 Ps (7Ps) Product - අ අ අ අ අ අ අ අ අ Price - අ අ අ අ අ අ අ Place - අ අ අ අ අ අ අ අ අ Promotion - අ අ අ අ අ අ අ අ අ Process - අ අ අ අ අ අ අ අ අ අ People - අ අ අ අ අ Physical evidence - අ අ අ අ අ අ අ අ අ
- 27. අ අ අ අ අ අ අ අ අ (Product) අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 28. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ What can we produce Any information resource/service user wants Reference Information Service Telephone Information Service Interlibrary loan SDI Story hours Programs: puppet shows, film series, tax assistance, etc. Learner’s adviser service Information and referral Circulation of materials Lending of toys, tools, art prints, etc.
- 29. Collections of materials: bestsellers, video, films, books, magazines, etc. Access via cable television or computer Online Catalog CD-ROM database access Use of audio visual equipment/computers Books by mail Bookmobile service Study carrels Meeting rooms Reserve materials And so on …
- 30. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Branding and packaging Business companies package and brand their products for the target customer LUX soap Milk powder Specialization to serve better than others අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 31. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Can’t libraries package and brand? Information for kids ? Teen information? Information for house wives? New couples? Colombo information? School library news? School Highlights? Senior citizens entertainment?
- 33. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Quality – product specification Library can ensure the quality අ අ අ අ අ අ අ අඅ අ අ අ අ අ Accuracy of information අ අ අ අ අ අ අ- Timeliness අ අ අ අ අ අ අ අ අ අ අ අ අ - Welcoming staff අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ- Quick easy අ අ අ අ අ අ අ අ catalogue අ අ අ අ අ අ අ - Website user-friendly අ අ අ අ අ අ අ අ අ අ අ අ අ අ- Update අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ- Easy අ අ අ අ අ අ අ අ අ process and procedures අ අ අ අ අ අ අ අ- Pleasant environment අ අ අ අ අ අ අ
- 36. Collection
- 38. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ A library’s products include materials, information access and services. But they also include friendliness, comfort, community and a wide variety of life-enhancing pleasures. Most libraries instinctively can assign a high value to these things.
- 40. Pricing of products Business people price their products to gain ROI. Return - Cost = profit They use various pricing strategies
- 41. අ අ අ අ අ අ අ (Pricing) අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අඅ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 43. අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ
- 44. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Can library services priced? අ අඅ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ not necessarily අ අ අ අ අ අ monetary term අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ Depend on the objectives අ අ අ of the firm
- 45. අ අ අ අ Cost = capital +staff time + අ අ අ recurrent expenditure අ අ අ අ Return= No. of services + No of අ අ අ අ users satisfied + No. of books purchased + overdue charge+ subscription fee + Deposit + Photocopy Charge + research assistance + Internet access fee + + +…. අ අ Profit = Image + User loyalty + Credit අ අ from the parent organization + Increase of annual allocation + Recognition Carnival approach? Supermarket approach
- 46. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ When a customer buys a quarter inch drill, what they really want are quarter inch holes – Theodore Levitt Pamper your core customer. Remember that customers don’t really want products or services, they want benefits. Give
- 47. අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ Library අ අ අ අ අ අ අ - Membership fee අ අ අ අ අ අ අ අ අ අ අ අ අ - Deposit අ අ අ අ අ අ අ අ අ අ අ අ අ අ - Photocopy අ අ අ අ අ අ අ අ charge අ අ අ අ අ අඅ අ අ - Document අ අ අ අ අ අ අ අ delivery charge අ අ අ අ අඅ අ අඅ අ අ අ අ අ අ අ අ අ අ අ Internet search අ අ අ අ අ අ අ අ - Consultancy අ අ අ අ අ අ අ අ fee
- 49. අ අ අ අ අ අ අ අ අ Distribution of products අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Business companies use various channels to send away their products to the customer. They make the product available, easy to buy Retail Intermediaries Agents Direct sale
- 50. න න න න නන න න න න න න න න නන න න න න න න න නන න න න න න න න න න න න න නන න න න න න න න න න න න න
- 51. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Distribution of Library products අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ- Counter අ අ අ අ අ අ අ අ අ අ අ අ අ අ- Collection අ අ අ - Catalogue අ අ අ අ අ අ අ- Reading space අ අ අ අ අ අ අ අ අ අ අ- Document අ අ අ අ අ අ delivery අ අ අ අ - Mobile services අ අ අ අ අ අ අ අ - Webpage අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ - Online databases අ අ අ
- 53. Mobile services
- 56. The library building is the most obvious presentation of the library to the community. A library that is shabby, overcrowded, dated, institutional or hard to use is sending the wrong message to the community. A library that is attractive, distinctive, comfortable and easy to use is more likely to become a vital part of the community
- 57. Check for Is the library building friendly, welcoming and barrier free? - Does the library have an inviting reading area with comfortable furniture? - Is the library overcrowded? - Is the library making good use of the available space? - Is the library in good repair? - Are the grounds attractive? - Is the lighting soft but strong? - Are the restrooms clean? - Is the signage large and clear? - Are the staff members genuinely friendly?
- 59. අ අ අ අ අ අ අ අ අ Promotion of products අ අ අ අ අඅ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ Business companies not only produce products but also give publicity Make aware of new products Promotional programmes Awaken the sleeping markets Create needs
- 60. AIDA approach Grab Excite Create Prompt ATTENTION INTEREST DESIRE ACTION අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 61. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ How libraries can promote අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ build up a positive image that will encourage customers to visit the library more often and support its activities and projects. අ අ අ අ අ - Direct mail අ අ අ අ අ අ අ - Exhibitions අ අ අ අ අ අ අ අ - Publications අ අ අ අ අ අ අ - Advertisements අ අ අ අ අ අ අ අ - Webpage අ අ අ අ අ අ අ අ අ අ - Social media අ අ අ අ අ අ අ අ අ අ - Slogan අ අ අ අ අ අ අ අ - Logo අ අ අ
- 62. අ අ අ අ අ අ අ Outreach අ අ අ අ අ අ අ අ අ අ-Speaking engagements අ අ අ අ අ අ අ අ අ - Interview shows අ අ අ අ අ අ අ අ අ අ අ අ අ අ - Sponsorship of අ අ අ අ අ අ community events/activities අ අ අ අ අ - Offsite seminars අ අ අ අ අ අ අ අ අ- Offsite workshops අ අ අ අ අ අ අ අ අ අ - Service club අ අ අ අ අ අ membership Other club memberships Offsite delivery of library services අ අ අ අ අ අ අ - Offsite අ අ අ අ අ අ අ
- 63. අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Paid Advertising Radio Television Outdoor billboards Newspapers
- 64. Direct Mail Letters Newsletters Sales or product/service/ announcements Flyers Postcards "Special customer" offers Brochures Direct response Coupons Bill stuffers Other
- 65. අ අ අ අඅ අ අ අ අ අ අ අ Print Newsletters. Brochures Flyers Posters Bookmarks Handouts Other
- 66. අ අ අ අ අ අ අ අ අ අ අ අ අ Public Relations News releases Articles in magazines, journals, etc. Open houses, coffees, etc. Customer care Other
- 67. අ අ අ අ අ අ අ අ අ අ අ One-On-One Selling Presentation materials Personal letters Customized proposals Telemarketing Library personnel training Other
- 68. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ Sales Promotions Discounts Coupons "Buy one fine, get one free” Other
- 75. Celebrations
- 78. අ අ අ අ අ අ අ අ අ අ People in the library give a good image
- 79. අ අ අ අ අ අ අ අ අ අ අ Process and procedures satisfy customers
- 80. Physical evidence is an inviting factor
- 81. The building itself The interior of any service environment is important.. Packaging. Internet/web pages. Paperwork (such as invoices, tickets and dispatch notes). Brochures. Furnishings. Signage (such as those on aircraft and vehicles). Uniforms and employee dress. Business cards. Mailboxes. Many others .
- 82. Evaluate Do our users know that library can serve better than web resources as there is a personalized assistance? If no, aware them Is the library reaching every one which could use the resources available? Service available? What resources / services do users actually want? If not positive, revise the plan. Revise the marketing mix.
- 83. build up a positive image that will encourage customers to visit the library more often and support its activities and projects අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 84. Thank you
- 85. Marketing Strategy Menu Strategy Library Customer Target Ideas for Our Library Target Date Marketing @ your library ® Person Responsible Results
- 86. අ අ අ අ අඅ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ (Marketing planning) ;;aj ú.zyh - Analysis/Audit - where are we now? wruqKq ksrAKh - Objectives - where do we want to be? WmdhudrA. - Strategies - which way is best? Wmlzu - Tactics - how do we get there? lzshdldrs;ajh - Implementation - Getting there! md,kh - Control - Ensuring arrival /are we on the right track?
- 87. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ (Selecting the market) අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 88. අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ oප ප ප ප ප ප ප o ප !ප ප ප ප ප ප ප ප ප ප ප ප ප oප ප ප ප ප ප oප ප ප ප ප ප ප ප ප ප ප ප ප
- 89. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ Identifying Marketing Gaps අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ (Who are our existing / potential customers? අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ (What are their current / future needs?) අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ How can we satisfy these needs? Can we offer a product/ service that the customer would value? Can we communicate with our customers?
- 90. අ අ අ අඅ අ අ අ අ අ අ අ අ Market segmentation අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ s අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ
- 91. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ අ • ප ප ප පප ප (Geographical) ප ප ප ප ප •ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප (Demographic) • ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප (psychological) • ප ප ප ප පප ප ප ප ප ප ප ප (Behavioural)
- 92. ප ප ප ප ප ප (Geographical) ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප
- 93. ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප (Demographic ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප
- 94. ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප (psychological ප පප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප
- 95. අ අ අ අ අඅ අ අ අ අ අ අ අ (Behavioural ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප Highland milk food Coca cola
- 96. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ (SMART) ප ප ප පප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප Specific ප ප ප ප ප ප ප ප Measurable ප ප ප ප ප ප ප ප ප Accessible – ප ප ප ප ප ප ප ප ප ප ප ප ප Realistic – ප ප ප ප ප ප ප ප ප Time bound – ප පප ප ප පප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප
- 97. අ අ අ අඅ අ අ අ අ අ අ අ අ අ අ අ (Market Positioning) wdh;khg WÉ; WmdhudrA. f;dard .ekSfïoS my; i|yka lreKq flfrys ie,ls,a, fhduq l<hq;= fú wdh;kh i;= iïm;a mzudKh ksIamdokfha iajNdjh ksIamdokh cSjk plzh ;=< .;lrk wjêh fj<|fmd< iajNdjh ;rÕlrejkaf.a WmdhudrA.
- 98. ;r.lrejka w;r iqúfYaISùu i|yd WmdhudrA. Ndú;h NdKav mzfNaokh .=K;ajh, idOk uááu , l,ameje;au, fudaia;rh fiajd mzfNaokh w;sfrAl fiajd, Wmfoia, mqyqKqj, iúlsrSu ldrAhuKav, mzfNaokh wdpdrYS,S , lzshdldrS , läir , ï;zYs,s mz;srEmh mzfNaokh l< yelshs ,dxPk , ixfla; , f;audmdG Back
- 99. Why is marketing planning necessary? • Systematic futuristic thinking by management • better co-ordination of company efforts • development of better performance standards for control • sharpening of objectives and policies • better prepare for sudden new developments • managers have a vivid sense of participation
- 100. Objectives of the marketing plan • Acts as a roadmap • assist in management control and monitoring the implementation of strategy • informs new participants in the plan of their role and function • to obtain resources for implementation • to stimulate thinking and make better use of resources
- 101. Assignment of responsibilities, tasks and timing Awareness of problems, opportunities and threats Essential marketing information may have been missing if implementation is not carefully controlled by managers, the plan is worthless!
- 102. wf,ùlrK jevigyk - wka;rA.;h The contents and structure of the marketing plan idrdxYh (The executive summary ) wdh;kfha WmdhudrA.sl ikaorANh ;;aj ú.zyh yd b,lal fj<|fmd< (situational analysis and target market) wf,ùlrK wruqKq (marketing objectives ) wf,ùlrK WmdhudrA. (marketing strategies) wf,ùlrK lzu (marketing tactics) ldrAh igyka iy wh jeh (schedules and budgets) uQ,H úia;rh yd md,kh(financial data and control)
- 103. wdh;kfha WmdhudrA.sl ikaorANh fufyjr (Mission) ixhqla; wruqKq (cooperate objectives) fj<|fmd< ;;ajh
- 104. fj<|fmd< ;;aj ú.zyh yd b,lal fj<|fmd< wdh;kfha jHdmdrsl ïYzKh úYaf,aIKh lsrSu (portfolio analysis) wdh;kh oekg kshe,S isák jHdmdrsl ldrAhhka
- 105. wf,ùlrK mrsirh yd ;rÕlrejka úYaf,aIKh (The Marketing Environment and Competitor Analysis) •jHdmdrsl wdh;kfha lzshdldrs;ajhg yd meje;aug ie,lshhq;= n,mEï t,a, l< yels úúO idOlj, tl;=jls. •fuu mrsirh fjkia úu ;=,ska wdh;khg fj<|fmd< bvmzia;d ksrAudkh ùu fukau wdh;khg ;rAck ndOd we;sùu o isÿúh yelshs . wNHka;r mrsirh ndysr mrsirh
- 106. wNHka;r mrsirh jHdmdrfha Yla;Ska yd ÿrAj,;d tys wNHka;r mrsirhhs ksIamdokh uQ,H iïm;a udkjiïm;a mrAfhaIK yd ixjrAOk N+f.da,Sh msysàu
- 107. ndysr mrsirh wdh;kfha lzshdldrs;ajhg yd meje;aug n,mdk tfy;a wd;khg md,kh l< fkdyels idOl ndysr mrsirh f,i ie,fla iemhqï lrejka w;rueoshka .kqfokqlrejka ;rÕlrejka mzjdyk iud.ï wf,úfiajd wdh;k úúO ixúOdk yd fmdÿ ck;dj •ck.yk mrsirh •wdrA:sl mrsirh •ixialD;sl mrsirh •foaYmd,k / •ffk;sl mrsirh •;dlaIKsl mrsirh •iajdNdúl mrsirh
- 108. wdh;kfha mrsirh md,kh l< ixialD;sl wdrA:s l iudc ksIamd okh ï,lrKh mzjrAO kh fnodye rSu yels mrsirh foaYmd,k ffk;sl ;dlaIKsl iajdNdúl ck.yk md,kh l< fkdyels mrsirh
- 109. ;;aj úYaf,aIKh SWOT analysis PEST analysis Five forces analysis
- 110. SWOT analysis Yla;sh Strengths (internal) ÿrAj,;d Weaknesses (internal) wjia:d Opportunities (external) ;rAck threats (external)
- 112. PEST analysis Political factors Economic factors Socio-cultural factors Technological factors
- 113. foaYmd,ksl yd ffk;sl idOl Political/legal factors Monopolies legislation (wd{d mk;a) Environmental protection laws (mrsir ixrlaIK kS;s) Taxation policy (nÿ kS;s) Employment laws (fiajl kS;s) Government policy (rdcH mz;sm;a;s) Legislation (kS;s rS;s ) Others?
- 114. wdrA:sl idOl Economic Factors Inflation (WoaOukh) Employment (/lshd ;;ajh) Disposable income (WmfhdcH/ fhoshyels wdodhu) Business cycles (jHdmdr plzh) Energy availability and cost (n,Yla;s úhou) Others?
- 115. iudc ixialD;sl Sociocultural factors Demographics Distribution of income Social mobility Lifestyle changes Consumerism Levels of education Others?
- 116. ;dlaIKsl Technological New discoveries and innovations Speed of technology transfer Rates of obsoletescence (l,abl=;ajk fú.h) Internet Information technology Others?
- 117. Five forces analysis Potential entrants Threat of entrants Suppliers COMPETITIVE RIVALRY Buyers Bargaining power Bargaining power Threat of substitutes Substitutes Source: Adapted from M. E. Porter, Competitive Strategy, Free Press, 1980, p. 4.
- 118. Five Forces Analysis: Key Questions and Implications • What are the key forces at work in the competitive environment? • Are there underlying forces driving competitive forces? • Will competitive forces change? • What are the strengths and weaknesses of competitors in relation to the competitive forces? • Can competitive strategy influence competitive forces (eg by building barriers to entry or reducing competitive rivalry)?
- 119. mdrsfNda.sl yeisrSu Buyer Behaviour Dominant Family Purchase (mjq,a ixia:d iajNdjh) Demographic Factors (mqoa., idOl) The Consumer Buying Process (mdrsfNda.sl .ekqï lzshdj,sh) Maslow’s hierarchy of needs (ueiaf,daf.a mqoa., wjYH;dj,sh) UK socioeconomic classification scheme Types of buyer behaviour The Buying Decision Process Organisational Buyer Behaviour
- 120. Dominant Family Purchase - Cozenza 1985 PRODUCT T Y P IC A L D E C IS IO N W om en’s casu al clo th ing V acatio ns D O M IN A N T D E C IS IO N M AKER W ife S yn cratic (bo th ) W h eth er to go , w h ere M en ’s casu al clo th ing H u sb an d T yp e, p rice, sty le L ife in su ran ce H u sb an d C o m pany , cov erag e H om eow n er’s in suran ce H ou seh o ld ap p lian ces H u sb an d C o m pany , cov erag e W ife S ty le, b rand , p rice P rice, sty le
- 121. Demographic Factors Age Stage in family life cycle Occupation Economic circumstances Lifestyle social influence variables family background reference groups roles and status
- 122. The Consumer Buying Process Marketing Inputs Marketing Product Inputs Price Product Consumer Promotion Price Place Product Choice Location Choice Promotion Place Purchase Decisions Psychological Inputs Brand Choice Culture Other Choices Attitude Learning Perception Based on Cohen (1991)
- 123. Maslow’s Hierarchy of Needs mqoa., wNsfmzarK idOl Self Actualisation Esteem wd;au mrsmQrAK ùfï wjYH;d iudcfhka .re kïnq ,eìfï wjYH;d Social iudc wjYH;d Safety wdrlaIK wjYH;d Physiological fN!;sl wjYH;d
- 124. Types of buyer behaviour Complex buyer behaviour e.g. Intel Pentium Processor Dissonance-reducing behaviour (brand reduces after-sales discomfort) Habitual buying behaviour e.g. salt - little difference variety seeking behaviour - significant brand differences e.g soap powder
- 125. The Buying Decision Process recognition of the need e.g a new PC choice of involvement level (time and effort justified) e.g. two week ends identification of alternatives e.g. Dell, PC World evaluation of alternatives I.e. price, customer service, software support, printer/scanner package decision - choice made e.g Epsom Action e.g buy Epsom model from PC world post-purchase behaviour I.e. use, breakdowns, etc
- 126. Organisational Buyer Behaviour ‘The decision-making process by which formal organisations establish the need for purchased products and services, and identify, evaluate, and choose among alternative brands and suppliers’ Kotler and Armstrong 1989
- 127. Characteristics of organisational buyer behaviour Organisation purpose - providing library service Derived demand – curriculum, additional reading, entertainment Concentrated purchasing – Develop the collection Direct dealings - large purchaser of books, journals CDs Specialist activities – processing, classification, shelving, cataloguing Multiple purchase influences – Librarian, principle, Library Committee- Decision making unit
- 128. wf,ùlrK WmdhudrA. ie,iqï lsrSu (marketing strategies) fuysoS jHdmdrsl ïYzKh úYaf,aIKh lrk w;r my; i|yka kHdihka ta i|yd fhdod.; yelshs Product Life Cycle (ksIamdok cSjk plzh) Ansoff’s product – Market Expansion Grid Boston Consultan Group Matrix ( BCG kHdih) Bowman’s Competitive Strategy Options New Product Development (NPD)
- 130. Five stages of the PLC Product development - sales are zero, investment costs are high Introduction - profits do not exist, heavy expense of product introduction Growth - rapid market acceptance and increasing profits Maturity - slowdown in sales growth. Profits level-off. Increase outlay to compete Decline - sales fall-off and profits drop
- 131. wekafid*a f.a ksIamdok- fj<| mzidrK rduqj Ansoff’s product – Market Expansion Grid mj;akd ksImdok kj ksImdok kj fj<|fmd< New Market mj;akd fj<|fmd< Urrent Market Current Product fj<|fmd< w,a,d.ekSu Wmdh udrA.h Market penetration strategy New Product ksIamdok ixjrAOk Wmdh udrA.h Product development strategy fj<|fmd< ixjrAOk Wmdh udrA.h úúOdx.SlrK Wmdh udrA.h Market development strategy Diversification strategy
- 132. fndiagka wdorAYlh BCG Matrix wvq Question Marks Ash cows Dogs jeä Stars wvq fj<|fmd< jrAOl wkqmd;h Market Growth Rate idfmalaI fj<|fmd< fldgi Relative Market Share jeä
- 133. Bowman’s Strategy Clock Source: Based on the work of Cliff Bowman. See C.Bowman and D.Faulkner. Competitive and Corporate Strategy, Irwin, 1996.
- 134. The Strategy Clock: Bowman’s Competitive Strategy Options •1 Low price/low added value •2 • Low price Risk of price war and low margins/need to be cost leader •3 • Hybrid Low cost base and reinvestment in low price and differentiation •4 • • • • Differentiation (a) Without price premium (b) With price premium Likely to be segment specific Perceived added value by user, yielding market share benefits Perceived added value sufficient to bear price premium
- 135. 5 Focused differentiation Perceived added value to a particular segment, warranting price premium 6 Increased price/standard Higher margins if competitors do not value follow/risk of losing market share 7 Increased price/low value Only feasible in monopoly situation 8 Low value/standard price Loss of market share
- 136. Marketing Planning Partnership Worksheet Target Group ප ප ප ප ප ප ප ප ප ප ප ප Product ප ප ප ප ප ප ප ප ප Outreach Activities ප ප ප ප ප ප ප පප ප ප ප Partner Possibilities/ Benefit ප ප ප ප Contact Person ප ප ප ප ප ප ප ප ප ප ප ප Marketing @ your library ® When ප ප ප ප Expected Outcome ප ප ප ප ප ප ප ප ප ප ප ප ප ප ප