2018

Libraries Transform:
The Kalamazoo Public Library

MARIAH M. KENNEDY
LIS 60609: MARKETING THE LIBRARY
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Executive Summary

I. Section 1: The Kalamazoo Public Library Transforms

In this section, we will discuss KPL’s Purpose, Vision and Values, along with it’s Strategic Plan.
Additionally, an advocacy campaign theme will be proposed, along with goals and objectives for
the campaign.
II. Section 2: Kalamazoo and our Target Market Demographics
In this section, key Census and KPL data will be outlined and explained. Additionally, the
campaign theme and slogan will be rationalized in regards to our target market segments (as
identified by Nielsen/Claritas).
III. Section 3: KPL’s Advocacy Campaign Marketing Strategy and Tactics
In this section, we will discuss the marketing techniques of Product & Promotion, Place, Price and
People. Strategies and tactics related to each “P” in regards to KPL’s Advocacy Campaign will be
explained in detail.
IV. Section 4: Costs of Implementation
In this section, we will examine the costs associated with each Marketing Strategy and Tactic.
Additionally, we will clarify the exact monetary breakdown for implementation of each
component.
V. Section 5: Recommendation and Conclusion
In this section, we will discuss the options available to the Director and Library Board, and
recommend that this Marketing and Advocacy Campaign be fully endorsed and implemented.
VI. References
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Section 1: The Kalamazoo Public Library Transforms

Our new campaign, inspired by the Libraries Transform initiative of the ALA, will
incorporate our Purpose, Vision and Values, along with our Strategic Plan. As you can see below,
our main slogan with this new campaign will be: “because we are the place for everyone to explore,
discover, and engage”. This is inspired directly by KPL’s Purpose, which states that we strive “To
be a place for everyone to explore, discover, and engage.” (Purpose, Vision, Values, n.d.).

I have taken this simple, yet integral sentence, and made it more present/active by
switching “to be a place” to “we are the place”. Combined with the soft orange/yellow color of the
background (taken from the orange/yellow present in our logo), this graphic conveys our mission
while also inspiring feelings of positivity, creativity, warmth and motivation – all of which are in
line with our Purpose, Vision, and Values as well as our Strategic Plan (What Your Brand…n.d.,
Purpose, Vision, Values, n.d.). This central slogan of our advocacy campaign will help make
“Libraryaware” citizens of every Kalamazoo resident and help to better promote our services,
resources, and programs (Dowd, 2013).

BECAUSE
WE ARE THE PLACE
FOR EVERYONE TO
EXPLORE, DISCOVER & ENGAGE

KPL’s strategic plan focuses on four major goals, as laid out and agreed upon by our library
board, a panel of community members, and Kalamazoo citizens (Strategic Planning Process, n.d.).
Our strategic plan (Strategic Plan, n.d.) states that we will:
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• Create Young Readers and Learners

• Stimulate Imagination
• Connect to the Digital World
• Discover and Celebrate Local
Using this new advocacy campaign, we will better implement our strategic plan through the
marketing mix – a utilization of the five key marketing principles (as outlined by Watson &
Jackson, 2013):

• Product
• Promotion
• Place
• Price
• People
This marketing mix will not only reflect KPL’s Strategic Plan and Purpose, Vision, and Values,
but will also seamlessly integrate existing library efforts, programs, resources, services, etc. While
our main advocacy campaign theme will be “because we are the place for everyone to explore,
discover, and engage”, we will also actively include sub-themes based on the 4 Strategic Plan
Goals guiding our work. These goals are introduced and explained below.

Goals and Objectives for KPL’s new Advocacy Campaign:

I. Goal: Increase awareness of KPL’s materials and resources.

➢ Objective: Circulation of Easy reader, picture, and board books, adult fiction,
movies and music will increase by 20% by 2022.
➢ Objective: “Satisfactory” survey results from parents/caregivers about the
resources, services, programs, and physical space provided by the library for
children will increase by 20% by 2022.
➢ Objective: “Satisfactory” survey results from adults about the resources, services,
programs, and physical space provided by the library for teens and adults will
increase by 20% by 2022.

II. Goal: Increase awareness of KPL’s computers and other technological resources.
➢ Objective: use of computers, wireless network, digital lab and digital resources will
increase by 20% by 2022.
➢ Objective: “Satisfactory” survey results from cardholders on the library’s digital
technology, the library’s website, social media, and other digital resources at the
library will increase by 20% by 2022.
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III. Goal: Increase awareness of KPL’s community connections and dedication to Kalamazoo
history, culture, and community.

➢ Objective: Attendance at locally-focused events, programs, or outreach - either

sponsored or co-sponsored by the library - will increase by 10% by 2020.
➢ Objective: Residents and visitors will report an increase in interest in regards to the
resources, tools and programs made available by KPL in order to understand and
appreciate all aspects of the Kalamazoo community of 10% by 2020.

We will meet these goals and objectives by implementing our new advocacy campaign in
conjunction with KPL’s Purpose, Vision and Values and Strategic Plan. Implementation will
utilize the “Five P’s of Marketing” and will take full advantage of the Marketing Mix, while also
integrating KPL’s existing efforts into our new advocacy campaign.

KPL’s unique place in the community as a free information center designed to cater to it’s
patrons will be central in setting us apart (and above) other information agencies. Our new slogan,
“Because we are the place for everyone to engage, discover, and explore”, will be a key component
to our advocacy campaign. This slogan, while both familiar and simple, also hints at the extensive
resources and services KPL has to offer the city of Kalamazoo. In our next section, we will discuss
the community of Kalamazoo as a whole, and the target demographic groups this campaign will
be aimed towards.

Section 2: Kalamazoo and our Target Market Demographics

Kalamazoo Public Library (KPL) has 123,979 cardholding patrons in a city estimated at
having 75,984 residents as of 2017 (Library of Michigan, 2016, QuickFacts, n.d.). As of the 2016-
2017 fiscal year, KPL’s total operating budget was $11,638,645, or $93.88 per capita (Library of
Michigan, 2016).

In the City of Kalamazoo, the median household income is $40,441, and 87.8% of people
aged twenty-five or older have a high school diploma or higher (Census profile, n.d.). The city
encompasses a mere 24.7 miles, and the median age is twenty-six years old (Census profile, n.d.).
Kalamazoo residents are evenly split, in terms of gender, with 50% female and 50% male (Census
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profile, n.d.). The racial makeup of Kalamazoo is 65% white, 35% non-white (Census profile,
n.d.). An alarming 30.9% of people live below the poverty line, which is more than double the
state-wide rate (Census profile, n.d.). Some of these key statistics can be seen and better understood
through the charts below:

Retrieved from https://censusreporter.org/profiles/16000US2642160-kalamazoo-mi/

Retrieved from https://censusreporter.org/profiles/16000US2642160-kalamazoo-mi/

Retrieved from https://censusreporter.org/profiles/16000US2642160-kalamazoo-mi/

The targeted demographic segments as reported by Nielson/Claritas Prizm Premier

(Kalamazoo, City of, n.d.) are as follows:
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• “Up-and-Comers” (Upper Mid(Scale) Younger Family Mix)

• “Striving Selfies” (Low Income Middle Age Mostly w/o Kids)
• “Generation Web” (Low Income Middle Age Family Mix)

Some commonalities amongst these demographic groups is that they are all generally under
the age of forty-four, if not much younger - as the median age in Kalamazoo is twenty-six (Census
profile, n.d.). None of these demographic groups are upper-class, by any means, and most are
working class non-homeowners (Kalamazoo, City of, n.d.). These demographic segments are
another way to think of, visualize, and better understand the census graphs above. They illustrate
that the majority of Kalamazoo residents are between the age of 20-44 and are working-class (with
some living below the poverty line) (Kalamazoo, City of, n.d.).

Our new advocacy theme “Because we are the place for everyone to explore, discover and
engage” is specifically focused on the needs of these target segments and will appeal to them in its
simplicity, warmth, and accessibility. These demographic groups have all mostly grown up in a
digital world, expecting instantaneous results and answers to their questions and problems. These
demographic groups are now beginning to juggle a career, a budding family, and other life
stressors, which has made their problems greater and they have found that a Google search might
not give them all the answers they need.

Through our campaign, we will remind them that KPL is free to everyone, welcome to
everyone, and can help everyone better their lives: be it through literacy and classes, or by
providing entertainment and activity. Our theme stresses exploration, discovery, and engagement
– all of which could be attractive to young working-class people, if presented correctly. Through
our campaign, we will re-introduce them to the library and it’s many resources and materials, both
in-person and online – within the library and throughout the city.

Section 3: KPL’s Advocacy Campaign Marketing Strategy and Tactics

We will better implement our strategic plan through the marketing mix – a utilization of
the five key marketing principles (as outlined by Watson & Jackson, 2013) which are outlined
and explained in detail below.
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1. Product and Promotion

As we all know, libraries (in one form or another) have been important parts of almost
every community since the dawn of civilization. The library as a product is a well-known and
sometimes well-worn facet of society. Many people believe they know exactly what they’re getting
when they go to a library. This is why re-positioning the library brand is so integral to product and
promotional marketing. Walters & Jackson (2013) caution us to distinguish our “product/service
from others available to the target market” by developing “augmented” and “potential” products
(p. 112). This can be done in a variety of ways, but for KPL’s advocacy campaign, we will be
focusing on the potential product: the patron. This will require some re-positioning of the brand in
conjunction with the campaign’s new theme and slogan.

First and foremost, consistency in graphics must be addressed. KPL uses both logos below
alternatively on different webpages and promotional materials. And though similar, they are
different enough that they could cause confusion:

I propose that the graphic on the left be used exclusively on all webpages, fliers, signage, and
promotional materials in order to present a consistent and modern graphic of our brand. While
both mimic the ceiling of the Central Library’s atrium (therefore integrating place into the brand)
the font and font size used in the graphic on the left is more modern and appealing – showing that
KPL is (and has always) been steadily adapting to the future. This strategy will help boost KPL’s
brand consistency and recognition, therefore positively affecting it’s positioning within the
community.
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Second, we will we create potential product recognition through our Libraries Transform
initiative, carried out via a web and print campaign. The potential product for KPL is, of course,
the patron. We will create and distribute (both in paper/print, email/web and radio/tv) a multitude
of different “potential product” announcements which will garner excitement and awareness for
the library and it’s potential impact on the viewer.

Walters & Jackson (2013) astutely claim that “Libraries as a whole have enjoyed long
product life cycles. However, libraries are in the mature state of their product life cycle and are in
danger of slipping into the decline stage” (p. 115). These two “potential product” strategies are a
cost-effective and relatively easy way to promote KPL’s product, while also incorporating our
Purpose, Vision and Values.

Below, you can see samples of our “potential product” announcements and advertising
strategy, beginning with the central theme/slogan of our advocacy campaign:

BECAUSE
WE ARE THE PLACE
FOR EVERYONE TO
EXPLORE, DISCOVER & ENGAGE

BECAUSE BECAUSE
ALL YOU NEED UNEMPLOYMENT
IS A COMPUTER DOESN’T MEAN
TO TYPE THAT NOVEL ON UNINTELLIGENT
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These two ‘potential product’ promotions above are targeted at the working-class demographic
who might use the library for internet access, job searching, resume building, etc. These reflect the
Kalamazoo community which is generally well-educated (87.8% of citizens 25 and older have a
high school diploma or higher), but with a median household income of $40,441 or are living
below the poverty line (Census profile, n.d.).

BECAUSE BECAUSE
YOU YOUR PHONE
COMPLETE CAN ONLY DO
US DO MUCH

These two ‘potential product’ promotions above emphasize the benefits of KPL in a funny, modern
way. By quoting the famous Tom Cruise line “you complete me”, and referencing the modern
ubiquity of smartphones, we utilize pop culture/trends to better relate to a younger crowd. This is
in line with our target demographic groups, all of whom are made up of young adults aged 22 –
44 (Kalamazoo, City of, n.d.).

BECAUSE BECAUSE
HERE; WE WILL ALWAYS
FREE BE HERE
REALLY DOES FOR YOUR LIFE’S
MEAN FREE NEXT CHAPTER
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These two ‘potential product’ promotions above highlight the benefits KPL provides to it’s
patrons. Again, keeping in mind our target demographics (working-class people between the ages
of 20-44), these advertisements will emphasize the flexibility of the library in meeting the patron’s
needs, through every stage of their life.

2. Place

The library as place is, quite intuitively, the physical locations and online spaces that the
library inhabits (Walters & Jackson, 2013, p. 117). A successful ‘place’ strategy develops ways to
make interacting with library spaces – both online and in person – as “convenient, pleasant, and
appealing as possible” (Walters & Jackson, 2013, p. 118).

KPL will adopt a place-based strategy, in line with the library’s Strategic Plan, by
evaluating all signage, graphics, and promotional materials in order to ensure consistency across
branches, advertising, etc., from everything to the library’s overarching logo and graphics, to aisle
markers and fliers, to the badges worn by staff at each and every location. Koontz (2005)
emphasizes the importance of consistency and visibility in terms of “wayfinding” in the library –
or familiarizing and then traversing the library’s space. Ensuring consistency across all branches
would increase familiarity, and therefore convenience and ease – all integral elements to
cultivating a successful ‘place’ in the library for patrons to use materials and resources.

As mentioned above in my strategy for Product and Promotion, the main logo must be
consistent and clearly noticeable on every sign, flier, and promotional piece. We can take this one
step further, however, by applying the concept of “wayfinding” to the staff at each branch (Koontz,
2005). Currently, staff wear a small rectangular pin affixed to their shirts/tops with KPL’s logo
and their name on a black background. As you can see in the picture below, these pins are not
easily visible, and therefore make finding a librarian/library worker difficult for the patron. Even
if the gentleman pictured here wasn’t wearing a dark sweater, these pins aren’t visible enough to
the average patron, and hinder a convenient and comfortable experience in the library’s space.

Retrieved from https://www.linkedin.com/in/kevinarking

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Therefore, as a part of our ‘place’ strategy, we must re-design, print, and distribute new
badges for every library employee, in order to make them more visible in the library’s spaces for
both new and returning patrons and visitors. Below, you can see the new badges, which will hang
from a lanyard of the same color in order to promote high-visibility, brand recognition and
consistency.

Mariah
Library Marketing Specialist

Lastly, in order for our ‘place’ strategy to coincide with our Strategic Plan goals, we must
invest more time and space in bringing out and prominently displaying our Children’s easy reader,
picture book and board book collections, along with Adult fiction, movies, and music. This will
be done at all library locations and will also include some small changes to our website and mobile
app as well. These initiatives will work in conjunction with our Strategic Plan, along with existing
plans to boost circulation across the library system as a whole.

We will start by highlighting the collections mentioned above on all of our platforms. E-
blasts will go out to all patrons, along with Facebook posts, Instagram posts, and tweets,
advertising these different collections. Phrases such as “Access New Worlds” will accompany
promotions for movies, music and adult fiction, while phrases such as “Access their education”
will accompany promotions for our various Children’s collections. These posts and e-blasts will
be accompanied by attractive pictures of the specific collection being promoted, with our new
advocacy theme/slogan inserted below. Here, you can see a sample of what this e-blast would look
like.
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Access New Worlds.

Check out a movie today @ your local KPL

BECAUSE
WE ARE THE PLACE
FOR EVERYONE TO
EXPLORE, DISCOVER & ENGAGE

Next, each location will be evaluated in terms of the physical spaces occupied by different
collections. If the Children’s Easy Readers/Easy books/Board books or Adult fiction, movies or
music at any given location aren’t being displayed prominently, we will make changes to the
physical space in order for them to be pulled out and made more visible to patrons and visitors.
This will ensure our Strategic Plan is met, as well as being aligned with our campaign’s goals and
objectives.
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3. Price

The ‘price’ and value of libraries can be hard to ascertain and convey. Walters & Jackson
(2013) suggest “abandoning the addictive tactic of promoting the offerings of the library as “free”
and committing to a disciplined way to always communicate the mutual exchange of benefits” (p.
122). Keeping that in mind, KPL’s price strategy for our advocacy campaign will involve two
different ways in which to provide benefits to our patrons with value in mind.

First, a simple way to convey the benefits embedded in each and every library transaction:
the Library Value Calculator. This easy to use value calculator allows patrons to put in the amount
of materials they check out/utilize each month and, once submitted, will show the monetary value
of the materials they get via their library card. This is an easy way to promote the ‘price’ of KPL’s
services. Instead of being hidden away on the website under “Library Funding”, we should
periodically promote this value calculator both on our main page and during our Advocacy
campaign. This could be e-blasted out to emails and promoted on our different social media
platforms with the phrase “How much does your Library save you?” or “Because your Library
likes to save you money”.

Second, keeping our target demographics in mind (working-class adults between the ages
of 20-44), KPL should expand it’s idea of ‘price’ and value by expanding it’s Outreach programs
(Kalamazoo, City of., n.d.). Since these target demographics might have a harder time getting a
library location (due to economic hardship/transportation/etc.) we must take the library to them.
This will both make our value and benefits more apparent to the patron, while also staying
competitive with other mobile services such as Netflix, Amazon, and Hulu. Instead of just doing
Tax Counseling/Help at library locations, we will go to several neighborhood/community center
and do special Outreach hours each weekend from February – April to help meet patrons at their
point of information need. Additionally, we will have Early Literacy events and Storytimes at these
same neighborhood/community centers for both children and their caregivers/parents. These will
occur over the summer, when children are least likely to receive educational instruction and
experience what’s commonly known as “summer learning loss” (Library Development, n.d.). Our
Early Literacy Outreach Programs will bring the benefits of the library to patrons in their
communities, in addition to meeting our Strategic Plan and Purpose, Vision and Values.
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4. People

Our patrons and visitors are our heartbeat, the center of every service and resource that we
create and plan. They should be considered during every meeting, change, or amendment. Walters
& Jackson (2013) remind us that “The focus and priority should be on pleasing your current
customers and building those loyal, committed customers into your most passionate advocates” as
they are our best “strategic partners” (p.125). Therefore, in line with our Strategic Plan, Purpose
Values and Vision, along with our Advocacy Campaign’s goals and objectives, we will go straight
to the source and “interview” patrons of all sorts about their favorite resource the library provides
them with (a small incentive will be to give buttons with our Advocacy Campaign theme to
everyone who participates). These interviews will then be promoted on our webpage, social media
platforms, and on TV/Radio spots as well.

These interviews will be gathered at various locations and branches, and will be recorded
after specific events and programs, along with during busy library hours to ensure a diverse mix
of people. We will have 2 staff members in charge of these interviews: one to work the
camera/microphone, and another to recruit patrons and get permission slip signed and stowed
away. We will ask patrons the following questions:

1. Tell us why you love KPL?

2. Would you say that you’re satisfied with KPL’s resources, spaces, and collections?

If they say YES, thank them for their time and support of the library.

If they say NO, ask them Question #3.

3. How can KPL better their resources, spaces and collections for you?

Then, thank them for their time and support of the library.

Once a good deal of interviews are gathered from a variety of people of all ages, race, and
gender, they will be compiled and condensed into video spots highlighting KPL’s resources, spaces
and collections. These videos will be promoted in a variety of ways, as mentioned above, and can
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also be used as crucial feedback to take to the board and consider for future improvements and
changes.

This utilization of people within our advocacy strategy incorporates Strategic Plan goals
and objectives, while seamlessly capitalizing on already-planned events and programs when
shooting these video interviews. Additionally, interviewees will probably tell their family and
friends about their video spots, providing even more advocacy about our campaign. The pins they
will have received as an incentive, if worn, will be a bright and visible talking point and will
hopefully inspire even more people to become library users and advocates. This is how we will
utilize people within our advocacy campaign.

Section 4: Costs of Implementation

Strategy/Tactic Actual Cost

1. Add consistent graphic/logo to every webpage/flier/promotional
$125
material
2. Potential product recognition via orange advocacy theme and
$267.24
variations - fliers, bookmarks, buttons, signs, etc.
3. New badges for every employee $253.15
4. Highlighting physical and online collections through re-
$180
arranging shelves, tables, etc.
5. E-blasts highlighting specific collections $0
6. Outreach at neighborhood/community centers $0
7. Video spots on PMN:Kalamazoo $0
8. Radio spots on WMUK $0
9. Advocacy buttons (100) as incentives $10
Total Cost: $835.39

The table above outlines the cost of each strategy/tactic utilized in this advocacy campaign.
Now, we will go through each item and explain the necessity and costs of each strategy/tactic.

First, ensuring each webpage/social media platform is using the consistent library graphic
won’t take any additional staff time, and the graphic has already been created therefore that cost
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is $0. Some fliers and promotional materials will, however, need to be updated and then reprinted.
Updating these materials won’t cost any extra money or staff time, but re-printing will. Since this
requires full-color printing, each page will cost $0.25 (Public Computer, n.d.). Each of our 5
locations will need 100 fliers/promotional materials to be reprinted, therefore costing $125.

Second, the orange ‘potential’ product promotions discussed at the beginning of Section 2
will include bookmarks, fliers, signage, web/e-media blasts, and buttons as well. These will be
printed and distributed at each of our 5 locations. Each location will receive 100 bookmarks, 100
fliers, 10 signs, and 100 buttons. The web/e-mail blasts will be free as the graphics are already
made and won’t require any extra staff time. The physical components of this product promotional
strategy have been broken down below:

• 4 bookmarks can fit on one page, and since these will be printed in house they will be at
cost, which is $0.25 per color page – totaling $31.25 for 500 bookmarks (Public Computer,
n.d.).
• 2 fliers can fit on one page, and since these will be printed in house they will be at cost,
which is $0.25 per color page – totaling $62.50 for 500 fliers (Public Computer, n.d.).
• 10 vinyl signs, measuring 18”x24” (2 for each location) will cost a total of $73.49
(Vistaprint: Signs and Posters, n.d.).
• 100 buttons will cost a $0.10 per button. If we are to make 100 buttons, this will be a total
cost of $100, since KPL already owns the button maker, casings, and backs.
➢ The total amount for this promotional strategy will cost: $267.24

Third, ordering new badges to promote visibility and recognition requires purchasing 170
new badges and 170 lanyards (as KPL currently employees 170 people.). New badges will cost
$24.65 (Recycled 30 mil, 2014) and lanyards to accompany the badges will cost $227.50 (Blank
Flat Woven, n.d.). These two components of the new badges will cost a total of $253.15 before
shipping.

Fourth, rearranging the physical spaces at each branch will cost KPL about $180. Since
Marketing isn’t privy to the specific salaries of each Facilities Worker, we based this cost off of
the Custodial entry wage, which is currently $10.50/hour. Since our Facilities Workers are no
longer entry, we estimated their salary at being approximately $12.00/hour. Each branch (we have
 Kennedy 17

5 locations) will require about 1.5 hours of rearranging and cleanup time by two Facilities Workers,
which will be on top of their general hourly duties and tasks. Therefore, this total cost is estimated
at being about $180.

Fifth, the e-blasts highlighting specific collections which will be sent out across all social
media platforms and directly to patron’s email addresses won’t take any extra staff time or effort.
Therefore this total cost is $0.

Sixth, Outreach at neighborhood/community centers will be done on work-time by already

trained librarians/library employees. All of the materials they will need for their Outreach will
either be items we already own (books, music, etc.) or items sent to us (Tax forms), the total cost
for this strategy is $0.

Seventh, both the Public Access Television station PMN: Kalamazoo and the Public Radio
Station WMUK accept submissions for free (Submission, n.d., Contact WMUK, n.d.). Since both
video and audio clips will be recorded by paid staff on staff time, and both videorecorders and
microphones are already owned by KPL, no additional costs will be accrued during this marketing
tactic. Therefore the total cost for these two components are also $0.

Lastly, the buttons with our Advocacy Campaign’s theme/slogan printed on them used as
incentives for the video spots will cost approximately $0.10 per button. If we are to make 100
buttons, this will be a total cost of $100, since KPL already owns the button maker, casings, and
backs.

Section 5: Conclusion and final Recommendations. What steps do you recommend given
the total cost of this idea? Identify possible funding sources that will help defray library
costs.
In the beginning of this proposal, we introduced KPL as the newest system within the
ALA’s Libraries Transform Initiative. Through this model, we built a Marketing Campaign which
utilizes different strategies built upon diverse ideas of Product & Promotion, Place, Price and
People, taking into account the specific demographics of Kalamazoo and it’s target segments as
observed by Nielson/Claritas Segmentation Solutions. Next, we discussed the costs for
implementing this Marketing Campaign.
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Now, it is my recommendation that KPL’s Advocacy Campaign be endorsed and

implemented wholeheartedly and as swiftly as possible. Though the total cost of implementation
will be substantial, many of the initiatives outlined above are already aligned with the majority of
KPL’s existing programs/events, Strategic Planning, and Purpose, Vision and Values. This
campaign will drastically increase perceived satisfaction of patrons in key targeted areas: such as
the library’s physical spaces, resources, and materials, digital services and community
events/programs. Additionally, it will promote Early Literacy and Children’s materials, along with
boosting circulation of Adult fiction, movies and music. Every single initiative was created with
the library’s target demographics in mind: working-class adults between the ages of 20-44, both
with children and without (Kalamazoo, City of., n.d.).

Possible partnerships to help defray costs to the library might be found in organizations
such as Imagine Kalamazoo 2025 and the Friends of the Kalamazoo Public Library. Both
organizations are focused on bettering the city of Kalamazoo – both as a whole (Imagine
Kalamazoo 2025) and through the library (Friends of the Kalamazoo Public Library). These
organizations will also benefit from the library’s Advocacy Campaign and therefore will most
likely be willing to help defray costs through partnership.

In conclusion, I highly recommend that the Director and Library Board endorse and
implement KPL’s Advocacy Campaign fully and without reservation. This campaign won’t just
benefit the library, it will better the entire city of Kalamazoo and will spotlight KPL in national
library news as a leader in library advocacy and marketing ingenuity.
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References
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65057269702d0aa700003f
Census profile: Kalamazoo, MI. (n.d.). Retrieved March 9, 2018, from
https://censusreporter.org/profiles/16000US2642160-kalamazoo-mi/
Contact WMUK. (n.d.). Retrieved March 11, 2018, from http://wmuk.org/contact-wmuk
Dowd, N. (2013, March 7). The LibraryAware Community Survey: Marketing our Libraries.
Library Journal. Retrieved March 10, 2018, from
https://lj.libraryjournal.com/2013/03/marketing/the-libraryaware-community-survey-
marketing-our-libraries-library-marketing/#_
Friends of Kalamazoo Public Library. (n.d.). Retrieved March 11, 2018, from
http://www.kpl.gov/friends/
Jobs at the Library. (n.d.). Retrieved March 11, 2018, from http://www.kpl.gov/jobs/
ImagineKalamazoo. (n.d.). Retrieved March 18, 2018, from http://www.imaginekalamazoo.com/
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