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Marketing Plan Example

By Grace Gomez,2014-06-17 17:58
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Marketing Plan Example ...

    Wombatta Public Library Service

    Marketing Plan

Executive Summary

    Section .1

1.0 Executive Summary

The value of public libraries is immeasurable. Wombatta Public Library Service

    (WPLS) offers highly valued, heavily utilised and successful collections, services,

    programs and activities. Our success is both dependent upon and based on our

    understanding of our community/customer needs and demands with one eye on

    the present and the other on the future.

Our success is and will continue to be built on the ongoing development and

    monitoring of our collections, programs, services and importantly staff based

    upon always listening to and researching the needs and demands of our

    community and customers. The WPLS Marketing Plan encapsulates our sector and

    community knowledge with particular focus on:

    ? Building and maintaining up-to-date collections;

    ? Providing access to information from around the world;

    ? Providing access to technology and the Internet;

    ? By delivering education programs for all target groups

    ? Establishing stronger relationships with key stakeholders, including local

    schools and community groups;

    ? Understanding and planning our resource needs (financial and human)

    ? Obtaining and utilising user and non-user feedback, evaluation and survey

    information/research to improve our responsiveness and inform forward

    planning.

Our strategies will be based on the concept that quality performance generates

    repeat usage.

? Roger L. Henshaw

    Page 1 of 16

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    Marketing Plan

Situation Analysis

    Section .2

2.0 Situation Analysis

The Wombatta Public Library Service (WPLS) has just featured in the press as a

    reputable, quality public Library service. There has been an increased interest in

    the community in our collections, education programs, online resources, and

    information services. Currently, traditional library services are widely available to

    the public, but there has been a call for more education programs and online

    resources. We want to take advantage of this current popularity to grow in

    funding and in community usage.

    2.1 Market Summary

We are experiencing growth in interest in public library services from the

    community and the current trend in education programs, online database and

    Internet use. Also our demographics are widening and are encompassing more

    and more people from different walks of life and backgrounds. There is definitely

    an opportunity here to be seized.

    Target Markets

    Market Analysis (Example)

    Potential Growth 2005 2006 2007 2008 2009 CAGR * Customers

    General 30% 130,000 169,000 219,700 285,610 371,293 30.00% Community

    Students 50% 25,000 37,500 56,250 84,375 126,563 50.00%

    CALD 20% 50,000 60,000 72,000 86,400 103,680 20.00%

    Total 30.88% 205,000 266,500 347,950 456,385 601,536 30.88%

     * Compound Annual Growth Rate

? Roger L. Henshaw

    Page 2 of 16

    Wombatta Public Library Service

    Marketing Plan

    Market Geographics As a library service we don't have the flexibility to offer all our services outside

    our local government area. However by developing, Improving and marketing our

    services we have the ability to both grow our community usage and to attract

    customers from outside our area.

    Market Demographics

    Most people go to the public library to use or borrow from our collections for

    study or recreational purposes. Since other options are available for accessing

    collection materials i.e. other libraries, bookshops, online, an existing library user

    is not a hard sell. They want to be there. They have made a conscious choice

    about how they wish to access books etc. These people can be anyone - our core

    services are free and our demographic data indicates that we attract a wide cross

    section of customers with sizeable numbers of students, parents, children, young

    adults and seniors.

    Our last survey confirmed that 85% plus of our current customers:

    ? Placed a high value on free public library access;

    ? Viewed the library as a place where they could improve their educations

    and minds;

    ? Considered our collections to be the most important factor and;

    ? Considered technology and online access of growing importance.

    Market Behaviors Library customers are loyal and they will visit on average once a month. Students,

    however, want more and more access for study and education programming to

    enhance their school; TAFE and University studies and their visitation rates are on

    average twice per week during semester times. Growth in demand for 'Culturally

    and Linguistically Diverse' (CALD) programming has also seen an increase in

    frequency and type of use e.g. Adult CALD customers have moved from being

    largely a 'borrower' group to also attending CALD education and recreation

    programs.

    ? Roger L. Henshaw

    Page 3 of 16

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    Marketing Plan

    Other market behaviour changes to note and monitor are:

    ? Growth in 55+ user group;

    ? Growing demand for more services to be accessed remotely via

    home/business computers;

    ? Growth in usage and demand for curriculum based education programs,

    self-help programs and health programs; and

    ? Growing demand for an increase in branch opening hours.

    2.1.2 Market Needs and Demands The value of public library services is immeasurable. The WPLS offers a wide

    variety of cross-target group services and programs to members and non-

    members including physical collections, online resources, study and reading

    spaces, children's and youth activities and self-growth and education programs,

    for example:

    ? Programs for students are largely secondary school based with particular

    focus on achieving better results in the Higher School Certificate.

    ? Programs for adults (including CALD) are largely self-help with particular

    emphasis on technology, parenting, health and literacy.

    The market also has the following needs and demands (as determined from

    demographic analysis, annual survey results, program evaluations and customer

    suggestions:

    Needs Demands Development of new CALD collection - Increase in branch weekend opening hours Sudanese i.e. all day Saturday

    Expand education program and collections Remote access to online databases

    to reflect issues affecting the community

    i.e.

    ? Caring for the Environment

    ? Personal safety

    ? Internet safety

    ? Small Business

    ? Retirement planning

     More publicly available PC’s for internet and

    word processing

    ? Roger L. Henshaw

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    2.1.3 Market Trends The trend in public libraries is towards breaking traditions and discovering new

    ways to deliver services while still maintaining traditional core services. For

    example, customers expect both a traditional reference collection (monographs

    and serials) and access to online resources. There is also a growth in customer

    expectation that a reference query can be submitted at any time via the web. The

    trend in multiple forms of public library access offers WPLS a great opportunity to

    not only better service existing customers but to attract non-users.

    Market Forecast

    {Insert a chart or table here}

    2.1.4 Market Growth

The market trends discussed in the previous topic point toward a market growth

    currently estimated at 30% for the next two years. We would like to take

    advantage of this and try to create growth in our membership by at least 25% by

    expanding our programs, and by matching our collections and accessibility better

    to needs and demands. Target Market Growth

    {Insert a chart or table here}

    2.2 SWOT Analysis The following is an outline of The WPLS strengths, weaknesses, opportunities,

    and threats. Currently our strengths and opportunities outweigh our weaknesses;

    however, our weaknesses punctuate our need for more of the following resources:

    time, employees, and funding.

? Roger L. Henshaw

    Page 5 of 16

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    Marketing Plan

    2.2.1 Strengths ? Dedication of staff and management.

    ? Creativity of staff members.

    ? A cooperative work environment.

    ? Members are satisfied overall with services, programs and collections (high

    satisfaction rates).

    ? Administratively efficient.

    ? Offer affordable value-added services.

    ? Support of senior management and Councillors.

    ? Venue size

    2.2.2 Weaknesses ? Limited number of professional and para-professional staff.

    ? Labour intensive processes.

    ? Limited number of staff trained to be trainers.

    ? Limited promotions expertise.

    ? Limited hours of operation.

    ? Limited public access technology.

    ? Limited financial resources.

    2.2.3 Opportunities

    ? Local Press/Media.

    ? Partnership with local schools.

    ? Partnership with local community groups.

    ? Other Council departments e.g. Marketing and Communications staff; and

    Children’s Services.

    ? State Government Funding i.e. State Library of NSW Grants Program and

    Local Projects Funding.

    ? RFID and other enabling technologies

    ? Closeness to major public transport hub and schools.

    ? Cooperative and complementary projects, services and programs with

    surrounding Council library services

    ? Programs facilitated by individuals, groups and entities for the community

    at the library.

    ? Outsourcing selected services or operations.

    ? Roger L. Henshaw

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    Wombatta Public Library Service

    Marketing Plan

2.2.4 Threats

    ? Unsuccessful grant applications.

    ? Reduction in capital funding allocations for materials.

    ? Competitive experiences i.e. services and programs offered by other

    library services.

    ? Poor car parking / expensive car parking for customers.

    ? Ageing infrastructure.

    ? Shortage of specialist library professionals creating a very competitive job

    market.

    2.3 Alternative Providers Programs

    Other public libraries offer programs similar to WPLS but not as comprehensively,

    frequently or with the same capacity. Also, our non free education programs

    are priced at a maximum of $5.50, which is nearly $5.00 cheaper than our

    nearest competitor (Bilby Hills Public Library). Our venue size and accessibility

    allow us to attract greater patronage.

    Services

    Other public libraries offer similar or same services to WPLS, however opportunity

    exists to develop niche services such as child care (crèche); coffee shop/cart; and

    wireless internet ‘hotspot’ access for customers.

    WPLS has a 5% lead in customer overall satisfaction rates (satisfied or very

    satisfied) at 92%.

    Collections

    Other public libraries offer a similar breakdown of collections by type and target

    grouping. WPLS has on average a stock that is more up to date and with greater

    turnover than most neighbouring services with the added bonus of a larger CALD

    collection.

    ? Roger L. Henshaw

    Page 7 of 16

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2.4 Services and Programs Offered

Services and programs Include:

    ? Lending

    ? Reference

    ? Children’s

    ? Youth

    ? Local Studies/Family History

    ? Corporate

    ? Tutoring/Homework Help

    ? Study facilities and rooms

    ? Education Programs

    ? Home Library Service

    ? Copying Service

    ? Venue Hire

    ? Internet / Public Access Technology

2.5 Keys to Success

The following we consider to be our keys to success:

    ? Qualified, experienced and committed staff.

    ? Consistent funding and income.

    ? Supportive executive and Councillors.

    ? Large Meeting/Seminar rooms.

    ? Media awareness and support.

    ? Funding to support collections (consistent over many years).

    ? Volunteers.

2.6 Critical Issues

WPLS has a solid foundation of dedicated staff that makes things happen, but our

    business depends on their ability to be able to undertake both core and value-

    added activities. Time commitments have taken their toll on staff and the risk of

    'burn out' is high.

? Roger L. Henshaw

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    Managing customer expectations is also a critical issue as today’s library patron is

    less patient and often more demanding of staff time.

Other critical issues include:

    ? Insufficient floor space for adequate target group and activity separation

    e.g. youth dominating study space making it difficult for other groups such

    as adults to access reference services.

    ? Ageing infrastructure i.e. building needs major renovation and redesign to

    meet today and tomorrows expectations.

    ? Technology control i.e. labour intensive and overly hands on for staff.

    ? Insufficient technology access i.e. demand outstrips availability by 30% on

    average.

    ? CPI increasing at a greater rate than funding.

Marketing Strategy

    Section .3

3.0 Marketing Strategy

    The WPLS has a talented pool of staff to draw from. We plan to use our combined

    effort to:

    ? Establish a stronger relationship with our local community, community

    groups, schools, other education providers, neighbouring library services,

    the State Library of NSW and our Council;

    ? Develop an organisational resource plan - both financial and human

    resources to better inform our Council and to increase our ability to

    receive more funding;

    ? Develop and re-develop new and existing programs and activities;

    ? Develop and manage our collections

    We will achieve these strategies by:

    ? Undertaking (regular) reviews of services, programs and collections;

    ? Regular survey of customer and other stakeholder needs;

    ? Developing accurate and monitored collection profiles; ? Roger L. Henshaw

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    Wombatta Public Library Service

    Marketing Plan

    ? Update and monitor the WPLS Collection Management Policy;

    ? Development of a customer service charter and service level agreements.

Our strategies are based on the concept that Quality performance generates

    repeat usage.

    3.1 Mission

    The Wombatta Public Library service was created to bring reading and literacy,

    information, education and technology access to people from all walks of life. We

    are dedicated to and play a leadership role in, bringing quality services,

    collections; self-growth and social wellbeing to our community.

    3.2 Marketing Objectives

    ? Increase our usage and membership by at least 25%.

    ? Increase media take-up of WPLS press releases and general coverage by

    10% over the next 12 months.

    ? Develop promotional packages for all services, collections and programs.

    ? Increase attendance at WPLS activities and programs by 25% over the

    next 12 months.

    ? Formalise relationships with local education providers schools, TAFE and

    University.

    ? Meet regularly with State Library of NSW Public Library Services

    Consultants for information exchange and advice.

    3.3 Financial Objectives Our financial objectives include the following:

    ? Increase WPLS marketing funding by 50% over the next two financial years.

    ? Increase WPLS capital funding by 5% in next years budget and at least 5%

    each year after that.

    ? Seek Grant funding for service development purposes in line with marketing

    ? Roger L. Henshaw

    Page 10 of 16

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