The planning session was at a critical point. The Information Services Group had decided to make the foray into Intranet delivery of information to internal clients. Now it was time to execute the idea. That's when the following questions came up: How many people have Internet access at different geographic locations? How comfortable are the different audiences with this delivery format? How do they integrate information into their day-to-day job, and how should the system be configured to match this behavior? Are there other processes that can be combined with the information system to deliver a total work solution? While people thought they had answers to some of the questions, the project was too important to base decisions on conjecture alone. In the absence of definitive answers, the planning session reached a stand still.

by Doug Church

If you can relate to this scenario, then you probably appreciate the difficulty (and potential pitfalls) of planning in the absence of reliable information. Whether you are faced with far-reaching strategic decisions, or short-term tactical ones, having good information can mean the difference between success and failure. In short, well-designed marketing research can save money and better direct valuable resources. But there are some common traps to avoid along the way.

Why Practice Marketing When We Don't Sell Products?

For some, the word marketing is synonymous with sales, which implies a revenue-based transaction. In a broader context, however, marketing principles are equally applicable to libraries and information services which are set up as cost centers. Particularly in today's lean business environment, corporate services which do not meet the needs of user groups or contribute to the success of the organization will quickly become the focus of cost-cutting initiatives.

To appreciate the value of research, you must first view what you do in a marketing context. In a nutshell, end-users become customers. If you don't continue to meet or exceed their needs, the competition (alternatives or budget cutters) will eat you alive. Even if you operate on a fixed budget, understanding trade-off decisions can lead to higher satisfaction (and utility).

Don't Put the Cart Before the Horse

In some cases, managers recognize the value of good research, but don't start by developing the framework in which the information will be applied, the resulting research objectives, and the most appropriate methodologies to address specific requirements. In many cases, the opening line that we hear is, "we need to do a survey" or "we need to convene some focus groups". A better approach is to scope out the requirements, prioritize these requirements in terms of their contribution to strategic objectives, and then think about the best approach to gather information within a manageable budget.

Developing a Research Framework

While data collection and analysis can be both costly and time consuming, some basic steps should be taken to integrate customer and market knowledge into the planning process. At the very least, you should be cognizant of information gaps and potential areas for investigation. To show how research can contribute to the planning process, let's continue with the Intranet information project described earlier.

As the group proceeded with their discussion, they realized that it would be best to develop a framework to identify their information requirements. The framework outlined various elements of the service development process. Once they had developed this framework, they determined their information requirements at each stage, as well as any challenges which might arise in gathering the information. At the end of the session, they came up with a table. (See Table A. below)

TABLE A
Stages/ elements	Information requirements	Methodological challenges
Market Definition and Segmentation	Who are the different internal groups that we are serving? What is the detailed workflow of each group and how does it fit into this process? How do their specific needs differ, as they relate to content and functionality? What are the specific "points of pain" or gaps in the current method of accessing information? What are the current technology capabilities of the different audiences?	People work at different locations and in different locations and in different time zones throughout the world, making data collection a challenge. People are time-constrained, and may not participate in the research unless given some incentive. Given the nature of the project, there may be a response bias towards people who are Internet savvy. Understanding workflow and behavior may require tacit observation, in addition to more direct respondent feedback.
Service Development and Testing	What is the desired list of contents and features on the service? What are the delivery preferences (e.g. should certain elements be push vs. pull delivery?) What are the packaging options for different audiences? What are design preferences? How should the site be organized? Which groups will be the early adopters of the service? Which will be the laggards? What are the potential barriers to usage (technical and attitudinal)?	Resource constraints may require trade-offs with respect to the nature of content and features which are offered. The research needs to capture these trade-offs. Physical stimuli (e.g. a working prototype) may be required to obtain a true reading of the likely reaction. Audiences which are familiar with online or Internet environments may have difficulty conceptualizing the service.
Communications/ Launch Strategies	Who are the key influencers in the process and what are their requirements? What messages will have the greatest impact on awareness and trial? Of these messages, which ones should be emphasized with different audiences? What is the best execution of these messages? What are the best communications tactics/tools to deliver the message? What steps will be required to ensure widespread adoption of the system (overtime)? What training and support services are requires?	Segmentation of audiences for communications purposes may occur along different lines than those for the service design. Accordingly, the sampling approach may differ at this stage.
Post Launching Tracking	How successful has the service been (in time)? What adjustments needs to be made?	Developing appropriate measures of performance (that address strategic objectives).

With this framework in place, the group was in a much better position to identify specific research projects, associated objectives, possible sources of information, the most appropriate methodologies, and the budget for conducting the work. In particular, decisions about methodology became much clearer because the research requirements and methodological considerations were identified in advance. For example, the requirement to understand the detailed workflow and behavior of different audiences implies qualitative and/or observation techniques. It's not something that you could really assess through a survey. Alternatively, understanding the relative importance of various content elements and the trade-offs that users make implies a quantitative methodology.

Research and Planning are Components of an Iterative Process

As the initiative proceeds, there should be recognition that research and planning are not separate processes. They work hand-in-hand, back and forth, as part of a single, iterative process in which decisions are made based on reliable, objective information. Furthermore, the two components strike a necessary balance between conceptual and analytical thinking, and between corporate realities and objective market input. (See Table B to the right.)

If we turn again to the sample project, the research that arises from the framework that the group developed would not happen independent of the planning process, with the group reconvening once all of the information is gathered. Rather, the sequence might go something like this: (See Table C below.)

Following this process, the new information service was launched to favorable reviews. In a tracking survey conducted six months later, managers reported significantly higher satisfaction levels (than in past evaluations). They also reported improved productivity and competitiveness due to quicker, more efficient access to information resources. One manager even exclaimed, "Finally, an information service that works the way I do!"

*In June of this year, Phase 5 entered into a joint venture with the SLA to conduct a regular panel survey of SLA members to track key trends. The survey will be administered on the World Wide Web and will be launched this spring. For more information, contact: dougc@phase-5.com.