Professional Documents
Culture Documents
15 11 12 13 14 15 16 17 18 19 20
Steiner
“ This is the series to acquire and share in any institution over the next year. I think of it as a
cost-effective way to attend the equivalent of ten excellent technology management courses led
Ellyssa Kroski, Series Editor
by a dream faculty! TECH SET® #11–20 will help librarians stay relevant, thrive, and survive. It is
a must-read for all library leaders and planners.
”
— Stephen Abram, MLS, Vice President, Strategic Relations and Markets, Cengage Learning
Strategic
primed by all the books in THE TECH SET®.
Planning for
for these forward-thinking initiatives.
• Utilize the social marketing techniques used by info pros.
• Assess the benefits of these new technologies to maintain
your success.
• Follow best practices already established by innovators and
libraries using these technologies.
Find out more about each topic in THE TECH SET® VOLUMES 11–20
and preview the Tables of Contents online at www.alatechsource.org/techset/.
11 12 13 14 15 16 17 18 19 20
Strategic
Planning for
Social Media
in Libraries
Sarah K. Steiner
AL A TechSource
An imprint of the American Library Association
Chicago 2012
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Z674.75.S63S74 2012
302.30285—dc23
2012007202
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CONTENTS
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
2. Types of Solutions Available . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
3. Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
4. Social Mechanics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
5. Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
6. Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
7. Best Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
8. Metrics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
9. Developing Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Recommended Reading . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101
Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111
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THE TECH SET® Volumes 11–20 is more than just the book
you’re holding!
These 10 titles, along with the 10 titles that preceded them, in THE TECH
SET® series feature three components:
1. This book
2. Companion web content that provides more details on the topic
and keeps you current
3. Author podcasts that will extend your knowledge and give you
insight into the author’s experience
The companion webpages and podcasts can be found at:
www.alatechsource.org/techset/
On the website, you’ll go far beyond the printed pages you’re holding
and:
! Access author updates that are packed with new advice and
recommended resources
! Use the website comments section to interact, ask questions,
and share advice with the authors and your LIS peers
! Hear these pros in screencasts, podcasts, and other videos
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PREFACE
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Preface ! xi
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stretch out for years to come. The assessment portions of your social
media plan will probably be of unexpected or parallel use in many
different areas throughout the library, and the plan items themselves
will go on to be the basis for many projects. So, while the plan is the
foremost purpose of these steps, the impact of your efforts will be far
broader.
In a world where we constantly compete for funding and will prob-
ably continue to do so indefinitely, Strategic Planning for Social Media in
Libraries will help you consider how all avenues can best be used to
reach patrons, meet their needs, and ensure continued relevance as
institutions. If you take the time to assess and plan accordingly, you can
carefully and critically use the world of social media to more effectively
deliver and market library services. The planning phase may require
more effort and time on the front end, but it can save just as much
time and frustration during later stages of service management and
can dramatically increase your success in social media endeavors.
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!
1
INTRODUCTION
! What Is Social Media?
! What Is Strategic Planning?
! Social Media + Strategic Planning
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social worlds, wherein users can behave without rules in almost any
way they like” (Kaplan and Haenlein, 2010: 59). These categories are
useful in understanding the huge scope of social media, and they cor-
respond to the 2007 OECD (Organisation for Economic Co-operation
and Development) statement that in order for content to be genuinely
user-generated, it must meet three criteria:
1. it must include “content made publicly available over the
Internet,”
2. it must “[reflect] a certain amount of creative effort,” and
3. it must be “created outside of professional routines and practices”
(OECD, 2007).
As Kaplan and Haenlein (2010: 61) point out, “The first condition
excludes content exchanged in e-mails or instant messages; the
second, mere replications of already existing content (e.g., posting a
copy of an existing newspaper article on a personal blog without any
modifications or commenting); and the third, all content that has
been created with a commercial market context in mind.”
A Shift in Leadership
Strategic planning has traditionally been seen as the duty of top administrators.
However, some professional strategic planners do find a “planning from the ranks”
approach to be useful, and I like it the best. In the spirit of social media, we may
do well to continue this second, more inclusive, model, where administrators and
nonadministrators alike are included in setting the direction for social media.
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Introduction ! 3
in those needs.
By planning, you set a rough guide for your library to follow. That
guide will be a largely common sense–based quantification of ideas
and initiatives that are already present and even obvious in your mind
and the minds of your patrons.
Different planning gurus each lay out different steps and varia-
tions on the process, but I like Carter McNamara’s description best;
he says, simply, that a strategic planning team will consider three
points:
1. Where the organization is
2. Where the organization should go
3. How the organization can get there (McNamara, 2011)
A solid strategic planning team will have to consider a fair amount of
data in conjunction with each of these points, some formal and some
informal. Those data will relate primarily to the patrons being targeted
but also to the library employees’ abilities to achieve the goals they
identify. The process usually takes between three and six months but
can be done more quickly.
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Introduction ! 5
through their social media activities. It notes that close to half of the
“[a]ctive Internet Universe has already joined a brand community”
and that today’s Internet users create a “huge demand for more social
and interactive relationships with brands.” They also note that these
links do a lot to generate “brand loyalty, endorsement and sales”
(Universal McCann, 2010: 5). Clearly libraries aren’t interested in
sales, but perhaps we could substitute “circulation numbers” or “ref-
erence questions.” Perhaps the most heartening findings of the study
are the most often-cited motivations of those who join the branded
groups. They express a desire “to learn” (78.6 percent) and to “get
access to advance news of products” (76.1 percent) (Universal
McCann, 2010: 56).
There are hundreds of other studies that I could cite about the psy-
chological bases for marketing success in social media platforms, but
this volume is largely based on the assertion that all the evidence in
favor of social media ubiquity and usefulness in marketing make it a
worthwhile avenue for libraries to pursue. Now we must ask which
social media platforms we will choose to focus on, and why. How will
we measure the impact of our efforts in order to make useful changes
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and spend our time wisely? While it is by no means the only answer,
or a magical fixer of all problems, strategic planning can be an
intensely useful framework for addressing these questions, saving
time and frustration, and giving employees a truer sense of what
patrons want from the library.
Where social media is a fairly new phenomenon, strategic planning
has long been tied to better success rates in a variety of organizations.
It has been used in the business world to help bring in revenue,
reduce time waste, increase employee motivation and inspiration,
decrease costs, and secure and keep customers (Miller and Cardinal,
1994; Schwenk and Shrader, 1993). Those successes have also been
found in libraries. A quick literature search for “strategic plan” and
“library” reveals hundreds of relevant case studies and advisory
articles. Library employees have been planning for technology for
years, but the new kid, social media, has spurred very little strategic
planning. Perhaps it is still too new, or perhaps we assume that strategic
planning is too time-consuming and limiting for social media, because
social media services change so frequently. Planning can seem cumber-
some, but, in the long run, it can help save time and focus creativity.
As a profession, we help others to sort out information overload, but
even librarians often feel overwhelmed by the informational hydra of
social media. A strategic plan can also help employees to realize that
they don’t need to be everywhere at once, nor can they be. By setting
a specific direction and set of initiatives based on patron needs and
wishes, we can direct our precious time more effectively. Short-term
or general goals can be used in conjunction with more specific
action plans in order to create a meaningful and flexible plan that can
generate user engagement and loyalty and focus librarian inspiration
and efforts. Additionally, the creation of a strategic plan will not
require you to start from scratch, and it will not necessarily add
initiatives without subtracting others. The assessment phase may
reveal that some of your efforts can be abandoned or repurposed to
make time for more useful initiatives, but it may instead show that the
services you’re already offering are right on target and help you to
make the decision to spend more time in those areas instead of
branching into new ones.
If you or your library has already engaged in strategic planning,
then the lessons you have learned will be relevant in creating your
strategic plan for social media. Strategic planning for social media is
not fundamentally different from strategic planning for your library
on the whole. As with any other plan, your blueprint for social media
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Introduction ! 7
A well-written strategic plan will help you focus your energy and time
on the most relevant tools for your chosen population.
While strategic planning will not be the answer for every library, we
should seriously consider setting some strategy for organized, sus-
tained effort that will create meaning and useful content for patrons
on an ongoing basis. Many of the libraries with the most successful
social media services engage in some form of planning.
The next chapter will explore available models for your social
media strategic planning process.
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INDEX
A C
Accountability, creating, 84–85 Captivate, 40
Action items, writing, 4, 57–58 Cause and effect, misattribution of,
Additional planning cycles, beginning, 58
73 Chapman, C.C., 97–98
Addressing concerns about planning, Cheerleaders on the planning team, 16,
26–27 24–26
Administrative buy-in, getting, 23 CiteULike, 2
Administrators, role of, 15–16, 22, Cognitive biases, recognizing and
26–27, 72 avoiding, 48–50
Agnes Scott College, 33 Columbus Metropolitan Library, 4–5,
Anecdotal evidence, use of, 34, 37 53, 54, 57, 58, 59
Art of Critical Decision Making, The Comment editing, constitutionality and
(Roberto), 50 legality of, 69
Askanase, Deborah, 95 Common concerns and how to respond
Assessment and social media strategic to them, 25, 60
plans, xii, 12 Common Craft, 97
Assessment of patron needs, 31, 34–50 Communication, x, 23–27, 66, 83
Audience environment scan, 36–42 Consensus, achieving, 84
Audience segmentation, 30–34 Content, creating, 38
Avoiding overload in strategic planning, Content Rules: How to Create Killer Blogs,
9–10 Podcasts, Videos, E-books, Webinars
(and More) (Handley and
B Chapman), 33
Baer, Jay, 96 Critical questioning and thinking, 83
Bahavar, Shahla, 22, 95 Crowdsourcing, 41–42
Basic planning model, xi, 18
Best practices, 81–86 D
Bleeding edge technologies, role of, Determining and managing employee
37 workload, 24
Boston Public Library, 46 Digg, 2
Branding, 93 Division of labor in implementation,
Bryson, John M., 95 67
Building enthusiasm for, 23–27 Documentation, maintaining, 81–82
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E H
ECAR Study of Undergraduate Students and Hammond, John S., 50
Information Technology (Smith and Handley, Ann, 97–98
Caruso), 48 Help writing, secondary sources on,
Edwards, Alexandra, 21 95–97
Elizabethtown College, 71 Hoang, Daniel, 96
Empire Avenue, 61 Home Depot, social media presence, 72,
Etches-Johnson, Amanda, 48 91
Ethnographic research, 40–41 Hootsuite, 61
EverQuest, 3
External environment scan. See I
Audience environment scan Improv Wisdom (Madson), 45
Incorporation/integration of social
F media. See Social media
Facebook, 2 Individualism, planning for,
analytics, 38, 41 91–92
and goals, 57, 59, 60 Internal environment scan. See SWOT
and marketing, 79 analysis
patron commentary/posting, 67, 68, Internal guideline development, 70–71,
72, 93 98
target group use, 32, 33 Interviewing, 38–39
use in case studies, 21, 47, 56, 79 Issues-based planning, 20–22
why use, 25
Facebook Insights, 61 J
Facebook Places, 2 Jet Blue, social media presence, 72,
Fad social media platforms, usage of, 91
ix–x, 35–36 Jing, 40
Fernandez, Joe, 97 Johnson, Kristen A., 71
Find the Future: The Game, 79
Flexibility, 17, 82–83, 89, 93 K
Flickr, 2, 21, 61, 79 Keeney, Ralph L., 50
Focus groups, 39–40 Kho, Nancy Davis, 98
Formality levels, selecting, 20 Klout, 61
Foursquare, vi, 2, 21, 79, 82 Koerber, Jennifer, 46
Fried Foster, Nancy, 44 Kooy, Brian K., 69, 98
Fusch, Daniel, 97 Kroski, Ellyssa, 69, 98
G L
Gamification, 79, 98 Lady GaGa, 56
Georgia Institute of Technology, Lamar University, Mary & John Gray
strategic planning document, 82 Library, 55
Georgia State University Library blog Lascarides, Michael, 92
plan, 12, 17–18, 54, 68, 69, 79–80 LibQual+, 79
Goal-based planning, 20–22 LibraryThing, 2
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Index ! 107
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Index ! 109
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15 11 12 13 14 15 16 17 18 19 20
Steiner
“ This is the series to acquire and share in any institution over the next year. I think of it as a
cost-effective way to attend the equivalent of ten excellent technology management courses led
Ellyssa Kroski, Series Editor
by a dream faculty! TECH SET® #11–20 will help librarians stay relevant, thrive, and survive. It is
a must-read for all library leaders and planners.
”
— Stephen Abram, MLS, Vice President, Strategic Relations and Markets, Cengage Learning
Strategic
primed by all the books in THE TECH SET®.
Planning for
for these forward-thinking initiatives.
• Utilize the social marketing techniques used by info pros.
• Assess the benefits of these new technologies to maintain
your success.
• Follow best practices already established by innovators and
libraries using these technologies.
Find out more about each topic in THE TECH SET® VOLUMES 11–20
and preview the Tables of Contents online at www.alatechsource.org/techset/.