Ambition as the Basis for Marketing Planning

Notes from Kendrick T (2006) Developing strategic marketing plans that really work: A toolkit for public libraries. London: Facet.

Foundations

Effective marketing will be characterised by actions to achieve specific targets within a wider vision. It will target key segments.

Key Dimensions of Ambition

• Vision - Vision provides context for later marketing activity. It's the mental image of the future desirable state of the library.
• Mission - Mission statement is a medium term movement towards the vision and is not only aspirational but is achievable. Key question for the mission statement is - Who's it for? Library Funders? Users? Library Staff?

• If for the user will they find it acceptable? Is it a service they want? Is it a service they recognise?
• If for the staff, do you want to wake up and recognise the statement as your working life?
• If for funders, does it include all the right buzzwords?

There is potential for conflict between the three and will challenge the development of a co-ordinated marketing plan. Effective marketing needs co-ordinated comittment.

• Values - defining values that underpin the mission helps generate a coherent understanding of the nature of the organisation.
• Image and Brand - vision, mission and values provide a context for the way the library projects its image and brand, the day-to-day perception of the library by its users.

Key Performance Indicators and Objectives (Quantitive Ambition)

Library ambition is defined by its performance indicators. They are necessary to measure progress and will determine some key priorities.

How to Write a Statement of Ambition for Your Library

Combines both Qualitative and Quantitative statements:

• Should have input from all levels of staff within service and stakeholders
• Should not be too long to confuse the marketing context nor to short and appear to be a glib slogan.
• Relates to the specific service it is designed for.

Errors to avoid:

• Having one person write the statement of ambition - delivery requires consensus and team effort.
• One statement of ambitions might not fit all, it is better to write one for each stakeholder group to reflect their vocabularies.
• Forget what the service stands for and believes in
• Forget the principles by which you operate
• Being anything other than excited and passionate about what you do
• Being out of touch with users, library staff and funders
• Being out of touch with performance metrics.

Timescales: Initially take no more than half a day developing the ambition. Do not set it in stone!