The implementation of the Virtual Library created an environment that was able to support additional change, including the use of interlibrary, cross-functional teams; the arrival of a new Director at the Tampa Campus Library; and the installation of an interim Dean. With the successful implementation of the Virtual Library “Project”, the USF Library Directors decided that it was time to formally meld the Virtual Library and the “traditional” library departments. Although this meant the dissolution of the Virtual Library Marketing Team, the directors authorized a new team with a larger focus that was more inclusive. The USF Libraries Marketing Committee now markets print and electronic resources and services as well as the libraries themselves. Convened in March 2001, the charge of the Committee was to provide leadership in marketing the services and resources of the USF Libraries. The Committee focused on the creative and content aspects
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of marketing. The members of this group included representation from each of the libraries, but, for the first time, stepped beyond the library system to include representation from campus public affairs offices. The committee completed its most challenging task: that of developing a marketing plan to provide direction for all of the multi-campus libraries in a quest to provide useful, immediately identifiable information to library patrons.
The Plan was broken out into four sections: audience, marketing groups, budget, and evaluation (Allen et al., 2001). The Planning Committee identified six target audiences (faculty and staff, returning students, first time in college (FTIC) and transfer students, graduate students, the community, and external library professionals) with unique needs and characteristics needing specialized marketing activities. The second section of the plan focused on the role of library staff and faculty in the marketing process. The Committee divided library staff and faculty by status (paraprofessional and administrative staff members, library faculty, the Library Directors, and the Dean) and by department (bibliographic instruction/
reference, collection development, systems, and the Coordinator of Information and Publication Services for Library Development) with specific activities noted for each segment. The annual marketing budget focused on advertising, contract and professional services (e.g., photography and graphic design), production costs (printing and mailing), promotional items, and special events. Finally, the plan identified methods of evaluating the success of marketing efforts. These included increase in customary services; analysis of survey data; and increased recognition in area publications. Other measures of success included an increase in highly qualified job applicants for USF Libraries positions, increased service by library staff and faculty on external committees, and more grant and publishing opportu- nities for library staff (for a more thorough discussion on the use of statistics within academic libraries, see the chapter in this volume).
CONCLUSION
Although change is constant, the marketing of an academic virtual library is similar to other traditional methods of marketing. Libraries need to promote themselves internally as well as externally. This is particularly critical when the library is experiencing a fundamental challenge or change, times when employees are seeking direction and are relatively receptive to new initiatives. Internal and external marketing campaigns should be consistent; that is, library staff, patrons, and university administration should hear the same messages. The need for “brand identity” is critical. Branding campaigns should reinforce emotional connections to the library, introducing and explaining the brand messages in new and attention- grabbing ways. University administration should recognize that libraries are part of
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the larger picture of marketing the university. Virtual libraries and their physical complements are attractive to potential faculty and students as well as integral parts of academic accreditation. Although the USF Virtual Library is barely five years old, there has been a sea change in the knowledge base of the campus community.
Initially, marketing efforts convinced students and faculty to recognize the value of a Virtual Library. Today, the Virtual Library has fully integrated into the academic lifestyle.
FUTURE ISSUES
Libraries will need to learn how to identify and target significant subsets of their user communities, their research predilections and methods, and then act on that profile by delivering services and resources. This will involve the use of marketing techniques, such as market segmentation and geodemographics. These techniques cluster potential patrons into meaningful, definable cross sections (Sumison, 2001).
With the growth of distance education, information literacy becomes an increasingly needed component of virtual classrooms and virtual libraries (Wolpert, 1998).
Basic elements of an effective marketing strategy for local as well as remote services must include product planning (user guides and tutorials), technical assistance (access, download, and navigation), and communication (not only learning about resources and services but also giving feedback).
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