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Rural Marketing Strategies of Idea

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					                            Communication Plan for the
                         Rochester Regional Library Council
                                    Medical Libraries Group

                                    DRAFT Prepared by
                              Advertising Council of Rochester


I.         OVERVIEW & METHODOLOGY


II.        BACKGROUND AND SITUATION ASSESSMENT
      When library collections were comprised principally of print collections, they were
       acknowledged and accepted as the place to go for expert support and assistance in finding
       health and medical information by clinical and lay audiences. The tremendous growth in
       online resources via the Internet has dramatically changed how people access information,
       and how they perceive the role of medical libraries and librarians.
      That the medical library enables access (via subscriptions) to valuable online resources is
       often unseen by users. There is also a perception among some users that Web-based (i.e.
       Google) searches yield results that are at least comparable to searches supported by a
       medical librarian, but without the ―hassle factor.‖ While access to online resources appears
       to be valued, the library’s role may be discounted.
      Historically, medical libraries were adequately supported (financially) by their sponsoring
       organizations, and other patrons, but this support has not kept pace with current needs. As
       the cost of subscriptions and online resources has increased (approximately 15% annually),
       there has been growing resistance to funding by hospital administrators. Hospital
       administrators have balked at these steep cost increases and they have looked for ways to
       contain costs, including limiting services or access to library resources.
      Medical libraries haven’t had to do much marketing in the past, but there is now a sense that
       they must take a more pro-active approach in communicating their role in helping users
       access medical information, and that they must demonstrate their value in this process.
      Member libraries have identified a need for assistance in developing a communications plan
       to support these objectives.
      The RRLC participated in Strategic Roundtables facilitated by the Ad Council of Rochester,
       and communications planning was the next step recommended by the Ad Council.
      Funding from Library Services and Technology Act – LSTA (through New York State) was
       provided to support the preparation of communication plans and strategic planning

III.  MARKETING GOALS
Overall Objectives
      To convey and communicate the value of medical, medical librarians, and other medical
       library staff to their sponsoring organizations and key audiences.
      To develop a communications plan to be shared among, and customized by, participating
       medical libraries. To ensure that the messaging is mutually reinforcing to convey the value of
       all libraries. and the value of all librarians and other library staff
      Explore whether additional LSTA funds may be available to implement the
       communications plans.



III.       MARKETING OBJECTIVES



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(What are you trying to accomplish? What are the specific outcomes that are desired? How will you know
when the objectives have been achieved? How will they be measured?)

    Institution                  Marketing Objectives                      Measures of Success
Circuit Library            Create more visibility without actual         Subscribing institutions
Program                     rounding                                       will renew their contracts
(serves several            Want to focus more on the work                 each year at the same or
hospitals on sub-           needs of clinical staff                        increased levels of
scription basis)                                                           participation
Hospital #1                To improve patient outcomes.                  Wages, budget allocation,
                           To help physicians and nurses                  database budget, print
                            enhance patient satisfaction by                and journals budget.
                            providing information through the             Written and verbal
                            wellness and info information center.          recognition of the value of
                           To stay viable and relevant.                   the Medical Library and
                           To increase usage – gradually. (Don’t          the Library Staff and also
                            outstrip available capacity.)                  the public information
                           To promote the libraries and                   center, by Hospital
                            collections, as well as the librarians         Administration and by
                            and their status.                              library users.

Hospital #2                To build awareness and usage among            Increased usage
                            patients and families.                         (education, reference,
                           To improve patient outcomes.                   online resource usage)
                           To expand awareness and usage of              Positive results on user
                            both resources and services among              satisfaction measures.
                            current users (and current non-users)         Increased financial
                            by communicating more effectively              support from donors
                            about what is available at the library,       Strong financial support
                            especially among clinical faculty and          from various hospital
                            employees (students and researchers            divisions.
                            are ok, relatively-speaking).
                           To increase financial support by (1)
                            expanding the pool of potential donors
                            and increasing the average gift level,
                            and (2) helping hospital divisional
                            financial officers understand the value
                            of the library
                           To help hospital constituents
                            recognize librarian expertise and
                            consistently involve librarians in
                            discussions related to
                            information/knowledge management.



IV.       COMPETITIVE SITUATION
     Competitors: The Web – Google. The easy accessibility of information on the Internet has
      caused people to question the need for and value of libraries, and the funding required to
      staff and support them.
     In regard to patients and families, nurses and physicians often feel that they should be the
      ones to provide or guide the patients and families to the ―right‖ information. They may not
      understand the expertise of medical librarians to direct consumers to high-quality health
      information.



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V.       SITUATION ANALYSIS: Strengths, Weaknesses, Opportunities, Threats
     Institution                STRENGTHS                               WEAKNESSES                            OPPORTUNITIES                                  THREATS
                          (What are the internally-driven          (What are the internally-driven       (What enables you to differentiate       (What external forces beyond your
                          positive factors that make your             barriers to success?)                      your service?)                  control will threaten your objectives?)
                               service stand apart?)
Circuit Library           The Circuit program is the only         Leadership doesn’t want to             Want to focus on physicians              Financial cutbacks – like others
Program                    way for small rural libraries to         encourage rounding in hospital         Can get CME credit through                – reimbursements
                           get the library service they                                                     audio tapes and new books                Visibility very limited – libraries
                           need, so it is a unique and                                                     Nurses going to school go to              door are locked when not there
                           needed service.                                                                  her for school help                      Diminished visibility and use of
                          Circuit librarians provide                                                      Find a way to reach patients              circuit librarians program
                           personalized, professional                                                       and their families, much like
                           "consulting"-type services,                                                      URMC will be doing with their
                           again something that is unique                                                   "information prescription."
                           and they can't get it anywhere                                                   (More visibility will generate
                           else.                                                                            more demand for the service,
                          The librarians do the research                                                   which may yield more financial
                           for their clients rather than                                                    support to hire more librarians
                           teaching them how to do it.                                                      to provide the service.)

Hospital #1               Perceptions (and truth) that            Priorities? Don’t have a clear         Learn about the interests of the
                           librarians are experts at finding        sense of what administration            new CEO before he/she comes
                           info for physicians, nurses and          wants. What will the next CEO           on board, and start working
                           employees.                               want? A new boss – CIO left             immediately to show them how
                          The public information center.           recently.                               important the library is to the
                           It does a lot of outreach to                                                     hospital's ranking and bottom
                           patients and families.                                                           line.

Hospital #2               Awareness is good among                 A national survey of users             Many resources available -               Reduced availability of funds for
                           students and researchers.                (―LibQual‖— a complicated and           $1.5M/year. Want to make                  e-resource price increases and
                           (Medical Education class                 long survey) revealed that              people know they’re available.            new e-resources
                           features library into in the             people didn’t know what’s               People (faculty) say they had            Hospital constituents will ―go
                           curriculum.)                             available.                              no idea of resources. When                around‖ us to integrate
                          Research faculty understands            No internal expertise for               people find it, they are thrilled.        information into their work
                           the value of e-journals and that         training researchers in                Could be more explicit about              without our help and
                           the library makes those                  molecular biology/genetics              range of available assistance.            involvement.
                           accessible to them.                      databases.                              Provide examples: house calls
                                                                   Lack of a dedicated                     – secretaries, staff, faculty,
                                                                    programmer to make e-                   clinical faculty, researchers at
                                                                    resources more accessible and           benches, i.e.: as in public med.
                                                                    easy to use.                           Working directly with patients
                                                                                                            and families to meet their
                                                                                                            information needs




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VI.       TARGET AUDIENCE(S) & GEOGRAPHY
TARGET AUDIENCES:
         Institution                                          Key Audiences
Circuit Library Program            1.   Clinical staff
                                   2.   Administrators
                                   3.   Patients and families
Hospital #1                        1.   Administrators – decision makers
                                   2.   Physicians – put pressure on administrator
                                   3.   Patients and families
                                   4.   Nurses and allied health professionals
Hospital #2                        1.   Clinical administrators; doctors; nurses
                                   2.   Patients and families

GEOGRAPHY:
Five counties: in upstate NY


VII.      POSITIONING STATEMENT
Only medical and health sciences libraries and medical librarians provide knowledge-based resources and expert services to find and deliver
essential and high quality information to healthcare providers and staff, students, researchers, patients and families supporting and maximizing
their ability to discover, innovate, and ultimately provide excellent patient care.

VIII.     MARKETING STRATEGIES AND MESSAGING
     Market Research: clinicians. Consider conducting qualitative research (focus group) of clinical users (physicians and nurses) to understand
      their preferences regarding information searches. Explore the extent to which they prefer to be trained to use search tools themselves, or
      request custom searches from a medical librarian, or a combination. Explore sensitivities around response time and pricing. Probe whether
      preferences vary among facilities.
     Market Research: patients and families. Conduct research among patients and families to determine their interest in, and desire for,
      support in accessing health information when in the hospital (also before and after hospitalization). Explore preferences related to custom
      searches (test turn-around time and price sensitivity versus being trained to do independent searches. Hospital #2 is setting up a pilot with the
      Department of Pediatrics where this can be explored.
     “The Next Step.” Many users access ―Up to Date‖ to conduct searches. They like it for its ease of use and good search results. For those
      users who need or would benefit from more detailed search results, or for those who have complicated searches, educate users about ―the
      next step‖ that the medical library can offer in providing search support. Focus on clinicians who would benefit from incorporating more
      evidence-based approaches to their practice.



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     Pricing, Training. The increase in number of searches at Hospital #1 is putting a considerable strain on staff resources. Based on results
      of user market research, consider implementing user fees or implementing a new pricing methodology to cover all or part of the cost for
      searches. Alternatively, consider focusing on training users so they can conduct searches themselves.

IX.       MARKETING TACTICS [SEE SEPARATE DOCUMENT]

X.        CORE MESSAGE PLATFORMS

XI.       CRITICAL FACTORS FOR SUCCESS




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Appendix 1: Description of Services
Circuit Library
   3 librarians servicing 1 nursing home and 6 rural hospitals.
   Staffing at other hospitals – 1x/week – minimal contact 2 hrs – 4 ½ hrs/wk.

Hospital #1
   Medical library at hospital
   Circuit Librarian program based at this library
   Public information center – recent initiative info for patients and families. Employees use it too; general public, too.

Hospital #2
   This is both a hospital library and academic library, supporting needs that are different from undergraduate libraries.
   Provides support for students. Different from hospital libraries which may have to prove themselves more
   Viability isn’t a problem.
   Affiliate hospital library has ½ time librarian + 2 days a week library assistant.
   Second affiliate hospital library has 20 hrs. FTE + FT library assistant; an endowment funds it with good support for library users and library
    non-users.




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Appendix 2:
Successful (or Current) Marketing, Communications, or Tactics
Circuit
   New employee letter. Orientation packet listing services
   Info sheet. Describes program, benefits, background
   Monthly newsletter. Monthly topics, ie: Pandemic; distributed in print and email; bibliography

Hospital #1
   Library guides – printed
   Friends of library campaign
   Ad campaigns and development company
   Hospital newsletter – should use more often
   User Survey. Library did a user survey to increase employee and patient satisfaction (overall scores have been low); anonymous responses
    about the libraries have been good
   Library newsletter
   Intranet site – lists resources available. Got library link listed on first page. Library icon on first page. A hit counter – can see which
    databases are most accessed: low use – newsletter / high UpToDate – updated newsletter. They have high utilization – don’t want to get
    buried.
   Metrics. Have hired another FTE by presenting stats, working with a library committee – good tool for advertising.

Hospital #2
   Information prescription program for patients and families (pilot program with four pediatric units). A prescription pad for directing
    patients/families to the Library for help in getting information on their condition. Some physicians want to review in advance. Fax or copy if
    they’re still inpatients - will visit in house. If outpatient and faxed – decide how to get them together.
   Liaison program. Each staff member is assigned a department to be connected to (ortho, surgery, etc….). Keeps them up to date. Will
    make ―house calls‖ to their workspace. i.e. need help, never used resource, etc..
   Promotion – letters go to new faculty; says they’ll be contacts – do 1:1 sessions, show materials, explain availability. Letters to new residents
    – similar to faculty.
   New student communications. New students get a communications package at beginning of year.
   Internet site -- Digital Library




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The Creative Brief


Marketing Objectives:




We want people to:




These people are:




They now believe:




We want them to believe:




They’ll believe us because:




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The one thought our target audience will take away is:




And it must contain:




Creative guidelines:




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What is a Brand?
   Branding expresses the attributes of a product or service, addressing how one feels about it.
   A brand is the personification of a organization, products and services or individuals.
   Strong brands are those that make a distinct and compelling promise … and consistently deliver on that promise.
   Delivering the brand promise requires involvement from the entire hospital to ensure patients & visitors have a
    consistent experience within the institution.

Building this capability takes a long time…it’s a journey




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                       Positioning the Brand


                                  Organization               Very
                                  Strength &                 Important to
                                  Realities                  Consumers
                                                     Sweet
                                                     spot


                                              Competitive
             Not Easily                       Differentiation          Limited
             Replicable by                                             Investment
             Competition                                               Required
  Weekend Module 3, Session 3, Novemb er 11, 20 05, 32




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