Getting the Word Out: Marketing Your Library's Information Services Reported by Gail Snider Library Programs Service, U.S. GPO The Federal Library and Information Center Committee (FLICC) held a one day workshop, "Getting the Word Out: Marketing Your Library's Information Services," December 10, 1996 in Washington D.C. at the Library of Congress. Speakers included Stephen Abram, Director, Corporate and News Information, Micromedia Limited; Chuck Ralston, Director, Library Program, HQ U.S. Army Forces Command; Barbara Smith, Director, Smithsonian Institution Libraries; Susan English, Librarian, U.S. Court of Appeals, 3rd Circuit; Carol Watts, Chief, Library and Information Services Division, NOAA; Annette Gohlke, Library Benchmarking International; Herbert White, Distinguished Professor and Dean Emeritus, Indiana University; Tamsen Dalrymple, Department Manager, Product Planning and Communication, OCLC; David Brown, Director, Government Services, Knight-Ridder Information, and William Lindberg, Manager, Educational Services, West Publishing. While this workshop was directed toward Federal libraries facing budget cuts in a stringent fiscal environment, the philosophy of marketing is important in depository collections also. Marketing, according to Professor White, is creating an awareness of the existence of a need. Librarians have worked toward selling the library to the community or client, hoping their support will save them during a budgetary crises. Professor White reminded FLICC members that users or clients are not the library's natural allies in a crisis situation. While good service is the library's goal, satisfied users may not be able to prevent the library from being eliminated unless the library's product is marketed to the right group. Professor White listed two defenses that could be used by the library facing severe cuts or being eliminated: 1) having in-house librarians who participate in decision making, and 2) being known to senior managers. These strategies were also stressed by Chuck Ralston, who said the first responsibility of the librarian was to successfully serve customers and make alliances with the community, administrators, and leaders in the information and education field. He felt the librarian's biggest sin was staying in the library instead of networking with those whose help would be needed to maintain the library. How to create awareness of the existence of a need was addressed by Stephen Abram in the keynote address, "Transformation Marketing - Positioning Your Library on the Knowledge Curve." Abram suggested librarians start by being aware of advances in technology. He believes technology will allow librarians to return to the art of reference librarianship, instead of practicing a craft where professionals define themselves no farther than their collection. Instead of being viewed as the gatekeeper mediating between user and information, the librarian will be able to add value to information by building products that more specifically meet the needs of the client. "Competencies for Special Librarians of the 21st Century," prepared by the SLA Board of Directors, was recommended as an excellent guide for all types of librarians. Susan English suggested librarians earn additional academic degrees in their organization's specialty, increasing their ability to communicate effectively to higher-ups and take part in the organization's decision making. She also stressed using tools such as the Myers-Briggs personality indicator, and she recommended David Keirsey's book, Please Understand Me, Character and Temperament Types, for developing communicating skills. To use human resources effectively, she recommended You Just Don't Understand, Men and Women in Conversation, by Deborah Tannen. Annette Gohlke demonstrated how collecting appropriate statistics can enhance reports. She recommended using numbers to demonstrate customer satisfaction and usage, measure cost and productivity, make fact-based decisions, and inform and gain support. Color graphs and charts were recommended to quickly inform administration of productivity. Reports should reflect that the library has the same goals as its management. Dr. Smith has directed the Smithsonian Institution Libraries in generating 30% of its own funding. She listed 6 major activities used to insure successful private funding. The Smithsonian celebrates benchmarks, such as the recent 150th anniversary, with activities and mailings. Formal and regular contact is maintained with users. This includes establishing a user advisory committee of informed community members and making them aware of Smithsonian services and problems. Unique works are used in promotional and educational materials. Other marketing strategies include festive occasions and other methods of bragging about successes; newsletters, both on-line and paper formats; handouts, and talks in the community. All libraries can adapt most of these activities successfully. Workshop participants were given time to ask basic marketing questions about their libraries. Topics included libraries' regular reports to management, where else customers could go to get information, librarians' special skills and abilities, what do librarians personally do for customers to tailor information products, what do customers dislike about their libraries and services, and what resources in each library--print and electronic--are particularly useful, including unique materials and indexes. Abram emphasized that to do something well, other less important goals may have to be dropped. Successful marketing strategies could include establishing credibility with the user by getting a degree in a special subject area, identifying unique resources, and working toward comfort, convenience, and cost effectiveness in the library. FLICC members were reminded information is a means to an end, not an end in itself.