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Does your library have an attitudeproblem towards marketing? Revealing

inter-relationship between marketingattitudes and behaviourby Rajesh SinghAvailable online 8 January 2009

This paper attempts to find if there is anyconnection between the marketing

attitudes and behaviour of librarians inthirty-three different libraries of Finland.Based on market-oriented behaviour, three

kinds of libraries were found: strong,medium and weak. The findings indicate a

positive relation between the marketingattitudes and behaviour. Furthermore, this

paper attempts to explore the underlyingfactors behind the positive marketing

attitudes and behaviour and discusses theirmanagerial implications for the

librarianship profession.

Rajesh Singh, School of Library, Archival and Information Studies,University of British Columbia, Suite # 470-1961 East Mall,

Vancouver, BC. V6T 1Z1, Canada.

INTRODUCTIONThe library in an academic institution is considered as aninvaluable resource for gaining knowledge for students,faculty and staff. However, it is not difficult for anacademic library to become complacent because it hasno natural information competitors on campus tostimulate marketing initiatives. One of the possiblereasons for the complacency on the part of librariescould be the uncomfortable attitudes of librarianstowards marketing terminologies. The moment some-one advocates for the adoption or application of market-ing techniques for enhancing the visibility of our libraryservices to survive the competition given by Google andother cyber database providers, we often tend to getstrange comments such as: Marketing is a dirty word,I hate the word marketing, Marketing is a commer-

cially blooded terminology

and so on and so forth. Ispeculate that you must have also come across similarremarks and comments in your professional career. As aconsequence, sometimes this word marketingbecomes an excuse for not being proactive for theimprovement of the library services thus jeopardizingcustomer satisfaction as solicited in our mission andvision statement. However, it needs to be emphasizedthat marketing is basicallyan attitude towards customersatisfaction. In keeping with this, the purpose of thepresent study is to better understand the attitudes of theacademic librarians andhowit relates totheir marketingbehaviour. Moreover, this paper attempts to highlightthe underlying factors behind the typical marketing

attitudes and behaviour and discusses their managerialimplications for the LIS sector.

REVIEW OF THE LITERATUREThe idea of applying marketing to non-profit organiza-tions had its birth in a series of articles by Kotler andLevy,1,2 Kotler and Zaltman,3 and Shapiro4 between1969 and 1973. These articles established the founda-tion for broadening of the marketing concept so thatmarketing insights could be applied to all kinds oforganizations. Subsequently, after few years, numerous

The Journal of Academic Librarianship, Volume 35, Number 1, pages 2532 January 2009 25
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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articles appeared advocating the use of marketingtechniques in non-profit organizations includinglibraries and information providing institutions. As aresult, library literature consists of a plethora of articleson marketing of library and information services.

Thus far, the major part of literature in libraryworld has focused on discussions of the applicabilityof marketing to libraries or has consisted of guide-books demonstrating the application of marketing

techniques to the libraries.

5

Library literature, asWhite so trenchantly notes, is replete with theoreticalarticles, books and how-to-do-it manuals earnestlyattempting to deal with marketing the library and itsservices.6 Unfortunately, the best of these contribu-tions are superficial.7 Rowley also writes in a similarvein that the majority of the literature on marketingof libraries and information services are either in theform ofhow to guides, or case studies of practice inspecific contexts.8 There have been a few studieswhich have attempted to understand the attitudes oflibrarians towards marketing.5,9 Some scholars havestudied in depth the concept of service quality inacademic and other libraries.1014 Public relations

activity, being a favourite topic of libraries from thevery beginning of the librarianship profession, con-tinued to get the attention of empirical research inacademic libraries.1518 Moreover, the public relationactivities of the academic libraries got special atten-tion in the Volume 12 (Issue 1/2) of College andUndergraduate Libraries in 2005. The long debatedpricing issue has also been the theme of recentempirical research.19,20 Along with this, Spalding andWang explored the value of marketing in academiclibraries and found how the marketing concept wasapplied in practice to marketing academic libraryservices in USA.21 Verostek also discusses affordable,

effective and realistic marketing techniques based onthe customer survey done in F. Franklin Moon Library,a small specialized academic library.22 On the otherhand, Orava echoes that marketing is an attitude ofmind emphasizing that it is a question not of money,but of philosophythe attitude of mindthat perme-ates the entire staff.23 This philosophical aspect is verymuch concerned with the internal marketing andmarket orientation concepts. It is very recently, whenthe concept of internal marketing and its strategies werestudied in six libraries of London.24,25 Simultaneously,some researchers also started to pay attention to studythe domain of market orientation which has beenremained an ill-defined concept for the librarianship.

In keeping with this, Lozano provided a model forcustomer-orientation from the library managers' pointof view.26 Harrison and Shaw attempted to study marketorientation and marketing culture of all staff in a publiclibrary of Australia.27 However, why are some librariesmore market-oriented than others? Remarkably, thisfundamental issue has not been often addressed inempirical studies especially in the library world.28 Evenin corporate literature, such empirical studies aboutmarket orientation only began to appear in 1990 whenthe domain of market orientation was clearly specifiedin a rigorous fashion.29,30

The recent literature shows the increasing interestof library and information professionals in under-standing the constructs of marketing mentality5,9,28

and market orientation.2628,31 However, given theimportance of these two constructsmarket orienta-tion and marketing attitudesit is surprising to notethat no published study has yet attempted toempirically investigate the linkage between marketorientation and marketing attitudes of academic

library and information services providing institu-tions.28 Against this backdrop, this paper attempts tofind if there is any connection between the marketingattitudes and behaviour of academic and speciallibrarians. The key issues which have been tackledare those relating to the individual psychology,attitudes and behaviour of the library directors onemploying marketing concept in the library environ-ment. Furthermore, this paper also attempts toexamine the critical factors underlying behind thetypical marketing attitudes and behaviour.

METHODOLOGYThe research data were collected from autumn 2002

through spring 2003. The libraries were selected fromthe home page ofGateway to Finnish Research Librarieswhich consisted of 23 university and 10 special librariesin the south of Finland. The library directors partici-pated as the target respondents in this study. Thelibraries were chosen from the diverse subject fieldsrepresenting different disciplines such as art, theology,humanities, social sciences, law, pure sciences, technol-ogy, and economics and business so that a broaderpicture of the marketing cultures of different librariescould be obtained.

A semi-structured interview guide consisting of bothopen and close ended questions was created for

generating the data from library directors. The interviewguide for library directors also requested informationabout certain personal and professional characteristicssuch as their experience, marketing education andexposure to marketing seminars and conferences ofthe respondents. The market orientation scale, adaptedand modified from Lozano,26 consists of 23 statements(Table 1). From these statements ofTable 1, a factor calledmarket orientation wasderived by using factor analysismethod. All items of the above scale were measured on afive-point Likert scale. The reliability analysis revealedthe Cronbach alpha coefficient 0.8601 for the overallmodel, which reinforces the reliability of the scale andinternal consistency of its items. Based on this factormarket orientation, libraries have been classified intothree categories on the assumption that if respondentshave market-oriented behaviour then marketing atti-tudes should also be reflected accordingly:

Weak market oriented (the lower 25% of marketorientation scores)

Medium market oriented (the middle 50% of marketorientation score)

Strong oriented (the top 25% of market orientationscore)

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The attitudes of library directors were collected inthe following areas of marketing which have been

compared with their market oriented behaviour withthe help of F-test and cross tabulation to find out ifthey are consistent with each other and what kind ofinter-relationship exists between these two variables:

Need for marketing

Convenience to the consumers (accessibility ofservices)

Concrete evidence and experience to the consumersabout physical environment

Communication with the consumers (traditionalpromotional aspects)

Quality of library services (modern marketingapproaches)

Customer appreciation

Developing relationship with customers

Internet as an effective tool for marketing

Future implications of marketing

Thus, in brief, this study examines the inter-relation-ship between market orientation and marketing atti-tudes of different libraries. This research has used acombination of qualitative as well as quantitativemethods in order to understand the overall impressionof the library's marketing culture which helped toanalyze the required in-depth issues adequately. How-ever, the results presented in this paper are mainlyquantitative.

THREE KINDS OF MARKET ORIENTATIONBased on factor and ANOVA analysis, three levels ofmarket orientation are identified: weak, medium andstrong. As it appears from Fig. 1, the strong marketoriented libraries have obtained the highest mean

(3.97) by outperforming the medium (3.58) and theweak (2.46) groups of libraries in overall marketorientation. There is an indication of significant differ-ence of market orientation across the three differenttypes of libraries (F=43.765; p =0.000).

Although Lozano's model covers all those aspects andmeasures factors such as the degree of customermarketorientation, the organizational culture, functionintegration and coordination, long termview, marketing

training, competition orientation or information avail-able about the market, and some quality related aspects,it does not indicate clearly the different dimensions ofmarket orientation in the context of libraries.

The present research has attempted to measure themarketorientation of thelibrarieswhich hasbeen furtherclassified into the following different dimensions:

(1) customer philosophy

(2) inter-functional coordination

(3) strategic orientation

(4) responsiveness

(5) competition orientation

(6) pricing orientation

The means, F value and significance level for thedifferent dimensions and items of market orientationare presented in Appendix 1.

MARKETING ATTITUDE VIS--VIS MARKET ORIENTATIONThis section reports the findings about the attitudes oflibraries towards different aspects of marketing andattempts todetermineif thereis any relationshipbetweenthese marketing attitudes and their marketing behaviour.

Figure 2 represents the sum of the means of thedifferent aspects of marketing attitudes presented inthe methodology section. The figure illustrates thatthere is a positive relation (F=3.096; p =0.060) betweenmarket orientation and attitudes of the respondents,

Figure 1Estimated Marginal Means of Market

Orientation

Table 1Overall Marketing Attitude in Relation to

Market Orientation

Marketing Attitude Total

Low Medium High

Market orientation

Weak 3 5 0 8

37.5% 62.5% .0% 100.0%Medium 4 9 4 17

23.5% 52.9% 23.5% 100.0%

Strong 1 3 4 8

12.5% 37.5% 50.0% 100.0%

Total 8 17 8 33

24.2% 51.5% 24.2% 100.0%

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which is quite close to the significant level of 0.05.Hence, it could be assumed that the increased levels ofmarket orientation encompass specific marketing atti-tudes. The tendency towards significance may growfurther more and more in a large population.

Based on the analysis, the profiles of the marketingattitudes of the three groups of libraries appeared asunder:

The Strong Market Oriented LibrariesThe strong market oriented libraries demonstrated

the most positive attitudes towards different aspects ofmarketing. They approach marketing with the prime

aim of

identifying and meeting customer informationneeds. To them, this is the most important activity forsurvival of libraries. They attach the highest importanceto the need to apply marketing principles for carryingout the business activities of libraries. Significantdifference has been found in this aspect across thethree market orientation and these libraries haveobtained the highest score. They believe that library islike a complete packaged product. They stress thephysical environment and appropriate promotionalguidance for library customers to help them in findingthe learning resources in the library. These libraries aimto build a relationship with their customers by offeringtailored services and products which satisfy their

information needs and problems. They do believe thatthe quality of services can be raised by putting moreeffort in acquiring knowledge about customers' infor-mation needs and demands. They advocate the use ofappropriate market segmentation techniques and cus-tomer surveys as a mean of raising the quality of libraryservices. Moreover, they believe that the motivatedteam work of the staff is crucial towards the attainmentof this goal. These libraries advocate firmly the use ofterm client or customer for the library users unlikethe weak market oriented libraries. However, in someaspects, such as free-of-cost services, assessment of

direct and indirect cost, consideration of users' shyness,timeliness of services and sustaining traditional ser-vices, these libraries reflect the most negative attitudes.

The Medium Market Oriented LibrariesA good number of medium market oriented libraries

hold a perception that marketing is somehow close toidentifying and meeting customer information needs.However, in most of the aspects of marketing they

appear to show mixed opinions. The most typicalattitudes of this group are the respondents' inclinationtowards the pricing and promotional aspects. Thesetwo aspects are one of the two Ps of the classicaltraditional marketing mix (4Ps: Product, Price, Place,and Promotion). Even though libraries are strongly infavour of providing their services free-of-cost, they feelthat in future the situation might arise when it mightnot be possible for libraries to do so. They also believe increating awareness among the clientele for theirproducts and services through different promotionalactivities. On the contrary, they seem to reflect negativeopinions on matters such as need for marketing

application in libraries, accessibility of services, andmonitoring of mission statements. Nevertheless, thelibraries support the use of term clients and custo-mers instead of library user which demonstrate theirinclination towards the marketing concept. Moreover,they also believe that marketing can be helpful to ahigher extent in raising the quality and use of libraryservices.

The Weak Market Oriented LibrariesThe attitudes of the weak market oriented libraries

demonstrate that these libraries do not have anyspecific attitudes towards different aspects of market-

ing. To them, marketing is not a concept of muchimportance in their library activities. The libraries donot seem to appreciate that the quality of libraryservices can be raised by putting more efforts inacquiring good knowledge about customers' needsand demands. They also do not appear to grasp theconcept of market segmentation and as such do notseem to believe much in providing different serviceoffering to different customer groups. Instead, theirinterest is primarily more internal library focused. Thiscan be noticed in their most positive attitudes aboutsustaining traditional services. In most of otherrespects, including the need for marketing, physicalenvironment, quality of services, promotional aspects,

and implications of marketing, these libraries keep lowprofile. The introvert approach of libraries is reflectedin their reservation of the use of the term client orcustomer where most of the libraries respondednegatively or neutrally. Yet, they do believe thatmarketing helps in raising the quality of library servicesand can be helpful in increasing the use of librarycollections, facilities and services. Moreover, theselibraries reveal the most positive attitude towardsproviding accessibility of services. But, identifyingand meeting customer information needs as theprimary indicator of the acceptance of marketing

Figure 2Overall Means of Marketing Attitudes in

Relation to Market Orientation



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approach aiming at customer satisfaction is a missingattitude, in this group of libraries.

THE CONNECTION BETWEEN MARKET-ORIENTED BEHAVIOURAND MARKETING ATTITUDES

This section explains the extent to which marketorientation and marketing attitudes are inter-related.It is apparent from Table 1 that in the strong marketoriented group, half of the respondents have highmarketing attitudes as is reflected in their market-oriented behaviour. But, the other half of the members'

marketing attitudes are not consistent with their strongmarket oriented behaviour. Three respondents main-tain a medium attitude whereas one respondent holdsweak attitudes towards different aspects of marketing.Similarly, in the medium market oriented group, ninerespondents have medium attitudes, which is consis-tent with their medium market-oriented behaviour butfour members reflect high marketing attitudes like thestrong market oriented group while four others keeplow marketing attitudes as observed in the weakmarket oriented group. Likewise, variation betweenmarketing attitudes and behaviour exists in weakmarket-oriented group as well where five membersmaintain medium attitudes in contrast with other three

members whose weak attitudes are in accordance withtheir behaviour.

Level of Marketing Attitudes in Relation toMarket Orientation

As shown by Fig. 3, the means of the overallmarketing attitudes of upper half of the respondentsin the strong market oriented group (above the medianline) is in the range of 3.76 to 4.24. It can be noticed thatthe means of the upper half of the strong marketoriented group is quite higher compared to the meansof the upper half in the medium and weak groups. It is

interesting to observe that there is one respondent inthe strong market oriented group whose means ofoverall marketing attitudes are quite low almost like theweak group of libraries. In the weak market orientedgroup, the range of the higher means of the upper half isin between 3.54 to 3.72. This indicates the sharpdifference between the overall marketing attitudesand behaviour of the members of the weak and stronggroup of libraries. The range of the means of the upper

half in the medium group comes in between 3.66 to3.96. It also reveals that there is one respondent (O16 = observation 16) in the medium group whosemarketing attitude (observation 16) is very different(quite higher) than the other respondents of this group.

WHAT LIES BEHIND THE POSITIVE MARKETING ATTITUDESAND BEHAVIOUR?

Behaviour does not exist in a vacuum. It is a result ofinteraction with other influences, which may bepersonal, professional, and institutional. For example,it might be possible that a certain kind of attitudes andbehaviour develop because of existing personal, profes-

sional or institutional characteristics or because ofchanges in those characteristics.32,33 Therefore, it wasconsidered important to examine the connectionsbetween the market orientation and such personal,professional and institutional characteristics of respon-dents to know if such connections indeed do exist. Thefollowing variables were analyzed in relation to marketoriented behaviour:

MARKETING EDUCATIONIt is apparent from Table 2 that most of the respondents(5 out of 8) in strong market oriented category havestudied the marketing concept as a course during their

education. There is one respondent who has beenstudying the latest marketing trends and buzz, drivenonly; it seems, by keen personal interest. But, there aretwo respondents who have not had any such marketing

Table 2Knowledge of Marketing Concept

Have you Studied the Concept ofMarketing?

Total

NoEducation

InformalEducation

FormalEducation

Market orientationWeak 7 0 1 8

87.5% .0% 12.5% 100.0%

Medium 9 3 5 17

52.9% 17.6% 29.4% 100.0%

Strong 2 1 5 8

25.0 12.5 62.5 100.0

Total 18 4 11 33

54.5 12.1 33.3 100.0

Figure 3Level of Marketing Attitudes in Relation to

Market Orientation

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education yet they are in the strong market orientedcategory. Similarly, in the medium market orientedcategory, about half of the respondents (8 out of 17)have studied the marketing concept either formally (5respondents) or informally (3). It also shows that morethan half of the respondents (9 out of 17) of the mediumgroup have had no exposure to marketing education. Inthe weak market oriented libraries, all respondentsexcept one (7 out of 8) have not had any marketing

education. Marketing education seems to be importantin creating awareness amongst library personnel as tothe usefulness and importance of marketing forlibraries. At the same time, the knowledge need notalways be based on a formal marketing education. It canalso be concluded that there can be exceptions. Aperson with only informal insights in marketing can bea very effective marketer. Many of respondents havebeen endeavoured to understand, through self-moti-vated study, the changing dimensions of their careers,needs and requirements of their profession and theirown role during the organization. However, a formaleducation does not always guarantee a market orienta-tion as shown by the respondent with a formal

education and still belonging to the weak marketoriented group.

Exposure to Marketing SeminarMarketing has been a popular topic in the profession

of librarianship in recent years. It has been on theagenda of library meetings and workshops and is stillthe subject of major conferences. During the lastdecade, many library schools and professional associa-tions have organized several refresher courses, semi-nars, workshops and training programmes onmarketing and related areas. These programmes hadthe objective of explaining how the concepts of market-

ing could be applied to the library and informationservices profession. Therefore, it was presumed that therespondents who had attended such workshops, semi-nars and training programmes, were expected torespond more positively to all the statements relatedto the market orientation than those who had not hadany such exposure.

The Table 3 highlights that all the respondents of thestrong and medium market oriented group have hadexposure to marketing seminar, conferences and work-shops, etc. In sharp contrast, most of the respondents (7out of 8) of the weak market oriented group have notattended any such marketing seminar or conference andthus lack such exposure. This finding suggests that such

programmes are a great help in creating a strongawareness among the information and library profes-sionals, helping them appreciate and realise that market-ing has a legitimate place in the library environment.

Seminars, symposia, and workshops can thus be anappropriate mechanism for creating awareness of themarketing need and may serve as a vehicle for changinglibraries' organizational behaviour in the long term.However, it should be recognized that any organiza-tional behaviour changes as a result of workshopparticipation of respondents are likely to be gradual. Itmight also be possible that such marketing pro-

grammes do not leave any positive traces on somerespondents. Indeed this was evident in one weakmarket oriented respondent who had such exposure.The impact is individual specific that varies from personto person depending upon their personality, andmindset for appreciating new and innovative ideas.

Therefore, it is reasonable to believe that such market-ing workshops, seminars and conferences will notresult in radical changes in the behaviour of the everyparticipant but surely, the majority of participants areaffected in some way.

DISCUSSION AND CONCLUSIONThis paper demonstrates that there is a positiveconnection between the marketing attitudes andbehaviour. Nevertheless, it also indicates that therecan be exceptions too when marketing attitudes andbehaviour may not be in accordance with each other.This may be because of different factors such asprofessional experience, marketing education, semi-

nars, training courses, personality of individuals, insti-tutional culture, etc. The findings indicate that apositive marketing attitude of the library leadership isa prerequisite for the market oriented behaviour oflibrary. One important factor which needs attention isto remove confusion about marketing at the conceptuallevel. The current research shows that about one fourthof the respondents admit that lack of marketingknowledge is a major constraint in their willingness topractice marketing concepts. These respondents belongto the strong and medium market oriented group oflibraries. This research has revealed that most of the

Table 3Respondents' Exposure of Marketing Seminar/Conferences

Market Orientation Total

Weak Medium Strong

Number of marketing seminars attended

0 7 6 2 15

87.5 35.3 25.0 45.5

1 0 4 2 6

.0% 23.5% 25.0% 18.2%

2 0 2 1 3

.0% 11.8% 12.5% 9.1%

3 1 3 0 4

12.5% 17.6% .0% 12.1%

4 0 0 1 1

.0% .0% 12.5% 3.0%

5 0 1 0 1

.0% 5.9% .0% 3.0%

10 0 1 2 3

.0% 5.9% 25.0% 9.1%

Total 8 17 8 33

100.0% 100.0% 100.0% 100.0%



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respondents in the weak market oriented group do notpossess marketing education. Likewise, they have alsohad less exposure to marketing seminars and confer-ences. In marked contrast, most of the members of thestrong market oriented group have had some kind ofmarketing education either formally or informally.Moreover, they have also been found to have moreexposure to marketing seminars and conferences. Thisfinding highlights the importance of such marketing

education and continuing marketing seminars andconferences.

The findings indicate that a positivemarketing attitude of the library leadership

is a prerequisite for the market orientedbehaviour of library.

The lack of marketing knowledge can be noticed inthe wrong perception of some respondents of the

present research when they express that the use ofmarketing techniques will put an extra burden onexisting library and information services. Moreover,this research has shown that the concept ofmarketinghas a bad image in the minds of some respondentswhich has resulted in their aggressive expression suchas hate and dirty word, etc. In principle, suchrespondents do not necessarily like to associatethemselves with something that is labelled marketingparticularly in the libraries which belong to the serviceprofession. Earlier studies of Savard,9 and Shontz,Parker and Parker5 have also reported similar findingsabout the notion of marketing in the librarianship and

this may be the case in the libraries of other culturalcontexts as well. Continuing marketing seminars,education and training courses can be an appropriateanswer for removing the barriers at the conceptual andoperational levels in libraries so that marketingbecomes a higher priority. This will enable thelibrarians to understand better the viewpoints of theirsstudents, faculty users, as well as the perspectives ofthe campus administrators.

Marketing as a term refers to a function and istherefore less appropriate for situations where mana-ging customers is a process to which most of theorganization contributes. In most of the service organi-zations, people belonging to other departments (except

from marketing and sales) consider marketing anawkward function and keep ambiguous feelings aboutit. As a consequence, marketing becomes a mis-creditedconcept which is difficult to sell to non-marketingpeople particularly in a non-profit sector like librarian-ship. However, the term marketing is still used forcustomer management in situations when this is not afunction any more, but instead the process of ongoingmanagement of customer relationship. Grnroos34

emphasizes that in order to create an understandingof relationship marketing in an organization and toimplement a culture of relationship marketing, it may

be necessary to replace the term marketing with apsychologically more rapidly accepted term to describethe task of managing the organization's customerrelationship. The librarianship could also try in similardirection to find a suitable term for marketing whichdoes not attack its ethics and traditions but fits in betterif the myths and confusions of marketing at conceptuallevel cannot be removed. In addition, this notion offersinteresting and challenging research opportunities.

Therefore, these antecedents which emanate from thefindings of this research are important indicators forfurther augmentation of the library leadership.

APPENDIX A. SUPPLEMENTARY DATASupplementary data associated with this article canbe found, in the online version, at doi:10.1016/j.acalib.2008.10.017.

NOTES AND REFERENCES1. P. Kotler & S.J. Levy, Broadening the concept of marketing,

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http://dx.doi.org/doi:10.1016/j.acalib.2008.10.017http://dx.doi.org/doi:10.1016/j.acalib.2008.10.017http://dx.doi.org/doi:10.1016/j.acalib.2008.10.017http://dx.doi.org/doi:10.1016/j.acalib.2008.10.017http://dx.doi.org/doi:10.1016/j.acalib.2008.10.017


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