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Reframing Library Marketing for the Digital Society: A Conceptual
Model of Strategic Innovation and Engagement
Anis Faradella Abdul Malik
1
, Khairul Adilah binti Ahmad
2*
, Ahmad Afif Ahmarofi
3
1,3
Faculty of of Information Science, Universiti Teknologi MARA Cawangan Kedah, Malaysia
2*,3
Faculty of Computer and Mathematical Science, Universiti Teknologi MARA Cawangan Kedah,
Malaysia
DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000643
Received: 26 October 2025; Accepted: 04 November 2025; Published: 20 November 2025
ABSTRACT
The rapid acceleration of the digital society, characterized by information saturation and technological
integration, compels libraries to undergo a fundamental strategic reframing. This paper argues that, to
effectively counteract the narrative of obsolescence, libraries must transition from demonstrating value through
passive, internal metrics (such as collection size or output statistics) to quantifying their tangible, outcome-
based contribution to institutional mission. Despite empirical confirmation that digital marketing practices are
significantly more effective than traditional methods in driving service utilization, the full integration of
Library and Information Science theory with modern marketing frameworks remains a persistent challenge.
This paper proposes the Digital Engagement and Innovation Framework (DEIF), a new conceptual model
designed to bridge this gap. The DEIF synthesizes foundational marketing strategy (Segmentation, Targeting,
and Positioning) with the library-centric 4S strategic model, operationalized through three interdependent
pillars: Data-Driven Intelligence, which utilizes AI and predictive analytics for personalized services; User-
Centric Design, which mandates the application of User Experience principles to all service touchpoints; and
an Adaptive Organizational Structure, which formalizes marketing roles and addresses critical skills gaps and
resistance to change. This framework positions strategic marketing as synonymous with outcome-based
planning, emphasizing the collection of verifiable Return on Investment and Key Performance Indicators to
justify fiscal commitment. The paper concludes by recommending the DEIF for rigorous empirical validation
across diverse library sectors to ensure its effectiveness as a model for sustainable strategic innovation and
engagement.
Keywords— Library Marketing, Conceptual Model, Digital Transformation, User Experience, Content
Marketing
INTRODUCTION
The modern library operates within an environment fundamentally transformed by digital acceleration and
information abundance. This landscape is shaped by the rapid adoption of advanced technologies, including
artificial intelligence (AI), machine learning, and new media, which necessitate continuous innovation and
adaptation in marketing strategies across all sectors [1], [2], [3], [4], [5], [6]. For information organizations,
this transition is particularly acute. The traditional operational context, historically focused on the preservation
and circulation of physical collections, is being rapidly superseded by an environment characterized by rapid
technological advancement and highly diversified user needs and expectations [2], [3], [5], [6]. This paradigm
shift mandates a fundamental re-evaluation of how libraries define, generate, and communicate their core value
to stakeholders.
The rise of digital platforms and remote access capabilities, notably amplified by global digital transformation,
has resulted in a fundamental, long-term shift toward virtual services, requiring the rethinking of long-held
operational paradigms [7]. In response to this acceleration, library marketing must transition from being a
peripheral function to becoming a strategic administrative instrument focused on identifying and fulfilling
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client requirements. The challenge is to optimize resource utilization and ensure service relevance, aligning
library activities directly with the strategic goals of the parent academic or institutional body [8].
The Strategic Challenge: Moving from Cost Center to Value Creator
As non-profit organizations, libraries must prioritize the creation and delivery of measurable value, focusing
on meeting and even anticipating user needs, rather than pursuing profit generation [2], [3], [5], [6]. A critical
obstacle in the current climate is the prevalence of the false narrative that libraries are obsolete relics due to the
widespread availability of online information [9]. Mitigating this risk requires a profound intellectual and
cultural shift within the profession. The strategic focus must move from minimizing costs and emphasizing
cost containment to proactively pursuing value creation.
This reframing involves shifting the library’s primary value proposition away from simply counting resource
collections or output statistics. Instead, the recognized value must be anchored in the intangible intellectual
capital assets of its professional staff [9]. Librarians are evolving into essential knowledge facilitators, required
to communicate the value of information and research outcomes through effective communication about
knowledge transactions [9], [10]. The transition demands that libraries become better communicators,
proactively emphasizing intangibles and highlighting user satisfaction to effectively counteract narratives
questioning their continued relevance [11], [12], [13].
Report Goal and Conceptual Model Overview
The inability to fully integrate library science theory with modern marketing frameworks represents a long-
standing challenge in the discipline [1], [2], [4], [6]. This structural gap is often attributed to the historical
focus on internal metrics (input/output) rather than external, outcome-based value creation metrics [14].
This report addresses this gap by proposing the Digital Engagement and Innovation Framework (DEIF), a
comprehensive conceptual model designed to integrate classical strategic planning with contemporary digital
practices. The DEIF synthesizes established library strategic dimensions, specifically the 4S technique (Scope,
Site, Synergy, and System), with foundational marketing theory (Segmentation, Targeting, and Positioning)
[5], [15]. This integration is structured across three core pillars of digital transformation: Data-Driven
Intelligence (DDI), User-Centric Design (UCD), and Adaptive Organizational Structure (AOS). The
framework’s ultimate goal is to enable verifiable, outcome-based performance measurement (KPIs and ROI),
thereby quantifying the library's measurable contribution to institutional strategic goals.
THEORETICAL FOUNDATIONS AND THE REFRAMED LIS MARKETING MIX
The Application and Limitations of Traditional Marketing Models
The application of marketing concepts to library promotion and construction has yielded valuable practical
experience in developed nations [4], [5], [15], [16]. The traditional marketing mix, often expanded from the
4Ps (Product, Price, Place, Promotion) to the 7Ps, remains a central consideration for libraries developing a
marketing plan [17], [18]. These seven elements include Product, Price, Place, Promotion, Participants,
Physical Evidence, and Process [5], [8], [16].
However, the efficacy of this mix in the digital society depends entirely on its reinterpretation to account for
modern technological realities. For instance, the 'Product' must be understood as encompassing not just
physical books or electronic journals, but intangible, value-added services such as personal research assistance,
referral services, document delivery, and interlibrary loan [5], [8], [16]. Similarly, 'Place' can no longer be
limited to the physical library building; it must strongly incorporate the digital 'Site,' which includes
comprehensive digital library infrastructure and electronic access that allows users access to information
without conventional geographical or temporal limits[8]. The component of 'Physical Evidence,' while
important for creating welcoming and comfortable physical spaces [19], is often in structural tension with the
need to optimize and prioritize virtual service delivery channels. A successful conceptual model must design a
seamless, cross-platform experience that integrates both the physical and the virtual.
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Strategic Core: Segmentation, Targeting, and Positioning
Moving beyond mere promotional activities, a systematic strategic analysis of library operation and
management must be anchored in classic marketing frameworks such as the Segmentation, Targeting, and
Positioning theory [5], [12], [16]. The integration of this theory in library strategy development highlights that
marketing is a core administrative function aimed at achieving comprehensive client satisfaction.
The Segmentation, Targeting, and Positioning framework enables libraries to address the diversification of user
needs [5], [12], [16] by identifying distinct user segments (e.g., faculty, undergraduate students, researchers,
community partners. This segmentation allows for the precise tailoring of products and services to meet the
specific, discrete information needs and desires of these groups. The positioning component is crucial, as it
defines the unique image, benefits, and competitive advantages that the library seeks to establish in the mind of
the customer. This strategic focus ensures that marketing efforts are not generic but are highly specific and
impactful in communicating value.
The Foundational Scaffolding: The 4S Strategic Model
The 4S technique—Scope, Site, Synergy, and System offers a high-level conceptual framework for aligning
library services with the multifaceted demands of the digital context [5], [15].
Scope: This element refers to the innovative activities developed by the library to serve evolving user
information needs. This often involves proactive measures, such as assisting users in reaching the broader
community through effective use of digital media.
Site: This dimension covers the activities that provide necessary user channels. Crucially, the 'Site' now
equally encompasses both the physical rooms within the library building and the robust digital library
infrastructure required to allow users to access information seamlessly and without limits.
Synergy: This concept implies the necessary integration of internal resources, external partnerships, and
collaborative efforts required to deliver holistic, cross-functional services.
System: This refers to the underlying technological infrastructure, workflows, and protocols necessary for the
efficient and effective delivery of all library services.
The DEIF incorporates these four foundational points, specifically formalizing the technological 'System'
dimension through Data-Driven Intelligence and the spatial/access 'Site' dimension through User-Centric
Design.
Conceptual Model Proposal: The Digital Engagement and Innovation Framework (DEIF)
The DEIF is proposed as a conceptual model that reframes library marketing by shifting the measure of
success from internal outputs to the verifiable, measurable contribution of technology-enabled, user-centric
services to overarching institutional strategic outcomes (Value). The model is constructed upon three
interactive and interdependent pillars: DDI, UCD, and AOS.
Pillar 1: Data-Driven Intelligence (DDI)
The DDI pillar focuses on the strategic deployment of library data—including transaction logs, resource usage
metrics, and user behavior analytics—to enable a shift from reactive service delivery to proactive, predictive
strategic management service delivery [3], [20]. This approach leverages advanced techniques like machine
learning and predictive analytics for personalized recommendation systems, targeted collection development,
and natural language processing [3]. A systematic approach to analytics adoption requires distinguishing
between data analytics (examining raw data), business analytics (using data to inform decisions), and business
intelligence (synthesizing data for strategic insight), recognizing that the integration of all three is vital for
strategic management.
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By integrating predictive analytics with AI, libraries can effectively anticipate user expectations, rigorously
optimize resource utilization, and identify emerging trends, thereby ensuring that services remain fully aligned
with the continually evolving needs of the academic community [8].
Pillar 2: User-Centric Design (UCD)
The UCD pillar mandates that all aspects of the library, including services, programs, and both physical and
virtual environments, must be designed and assessed based on how they are experienced and perceived by the
patron [12], [21]. This requires information professionals to intentionally adopt and apply core user experience
principles, such as curiosity, empathy, observation, communication, and collaboration [13].
A fundamental tenet of UCD is the concept that "you are not the user," which obligates information
professionals to design services from the user’s perspective to avoid falling short in developing efficient and
desirable products. This requires active evaluation of all user touchpoints and channels (McDonald, 2025). For
virtual services, this involves ongoing user testing (e.g., usability studies on the Books & Media Catalog or
online information literacy tutorials [13] . The UCD philosophy also extends to physical spaces, demanding
guidance on design, aesthetics, furniture arrangement, wayfinding, and sensory elements to optimize
functionality, safety, and comfort for users. The application of user experience evaluation models, such as the
User Experience Questionnaire Shortn [13], ensures that service improvements are data-driven.
Pillar 3: Adaptive Organizational Structure (AOS)
The academic library environment is characterized by a rapid pace of change, meaning fixed organizational
structures are no longer sustainable [22]. The AOS pillar emphasizes continuous organizational evolution to
remain relevant. This often involves organizational restructuring, based on thorough assessment of new and
emerging work, staff resources, budget constraints, and space requirements, while maintaining user needs as
the constant priority[22], [23].
The AOS mandates the formalization of marketing efforts, shifting organizational function from relying on ad
hoc committee-based work to structured positions guided by a formal organizational marketing plan [24]. This
restructuring, which may involve moving toward a program-based matrix model, centralizes and streamlines
marketing and communication efforts, which were previously conducted by employees lacking formal
marketing training [25]. The organization's ability to successfully navigate change, manage professional stress,
and maintain staff focus on user needs is a direct precursor to its success in the DDI and UCD domains [23].
The Symbiotic Interdependence of the DEIF Pillars: The three pillars of the DEIF operate in a continuous,
symbiotic loop, ensuring strategic coherence and minimizing risk. The DDI pillar, utilizing data analytics,
identifies what users are currently doing, what resources are underutilized, and how institutional resources can
be optimized [8], [25]. The UCD pillar then takes this quantitative information and determines how the service
should be designed, refined, or delivered for maximum usability and engagement, focusing on user empathy
and removing friction points (McDonald, 2025). Crucially, the AOS pillar provides the necessary human
capital and policy structure to execute the DDI and UCD strategies effectively [25]). If the organization lacks
the required technical skills or the structural capacity to collaborate across traditionally siloed functions, both
data analysis and service redesign efforts will be undermined [24], [26]. Furthermore, the integration of UCD
principles (emphasizing empathy, safety, and human interaction (McDonald, 2025) acts as a necessary
counter-balance to the raw efficiency of AI and DDI, ensuring that the essential human and educational aspects
of library service delivery are maintained.
Operationalizing Strategic Innovation: Technology and Ethics
AI and Data Analytics for Hyper-Personalization
The potential for AI and machine learning to fundamentally revolutionize library services is significant,
offering capabilities such as personalized recommendation systems, predictive analytics for collection
management, and enhanced information discovery through natural language processing. This technology-
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driven innovation allows libraries to effectively navigate budget limitations and strategically enhance their
services and collections [8].
Specific tools, such as AI-based chatbots and virtual assistants, offer crucial operational advantages by
providing guided assistance to users, which improves the overall user experience and facilitates effortless
access to library resources [8], [21]. By integrating predictive analytics, AI enables libraries to anticipate user
expectations and emerging trends, keeping services dynamically aligned with the sophisticated requirements of
the academic community [8].
The Integrated Framework for AI Adoption
The successful implementation of the DDI pillar relies on addressing internal organizational barriers through a
structured policy and skills framework. Table I lists the integrated framework for the adoption of AI in library
services [20], [27] emphasizes four critical components, outlined below:
TABLEI AI ADOPTION FRAMEWORK FOR LIBRARY SERVICES
Component
Strategic Rationale
Operational Metrics -
Implementation
Success Indicators
AI Skills
Closes technical skills gaps
for future workforce
readiness.
Ensuring training
completion rate
Rate of AI tool use in
daily work, Reduced AI-
related errors.
AI Policy
Initiators
Supports ethical standards,
access, and modern digital
learning.
Policy development
efficiency.
Compliance audit pass
rate.
New ethical policy
documentation
AI Awareness
Reduces staff resistance to
change and dispels fears.
Survey results on change
perception
Successful AI pilot project
scaling
AI Access
Ensures equitable AI
adoption by addressing
financial/digital barriers.
Calculated ROI/Benefit-
Cost Ratio for
infrastructure, Digital
equity usage reports.
Market penetration of new
services, Fewer reported
access barriers.
Navigating Ethical and Financial Barriers
Despite the transformative potential of AI, its implementation is hindered by critical organizational and
resource barriers. Financial constraints are explicitly listed as a barrier to AI implementation, with advances in
technology often leading to financial uncertainty that slows efficient adoption, particularly in resource-limited
environments [20], [28], [29].
Equally significant are the non-technical barriers, which include a lack of awareness and major ethical
concerns [30]. Libraries must proactively address security considerations and work to ensure the intelligibility
of AI-driven decisions [21]. Librarians must advocate for the responsible use of AI to ensure that foundational
standards of education, innovation, and broad access to information are preserved. The operational requirement
to balance technological automation with personalized human interactions remains essential to maintain the
foundational quality of library services [28].
The existence of funding limitations and the ongoing challenge of the digital divide [28] directly exacerbate
the ‘AI Access’ challenge specified in the adoption framework [21]. Furthermore, the continuous professional
development necessary to address technical skills gaps is a critical prerequisite for successfully meeting the AI
Skills mandate of the framework.
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Enforcing User Privacy and Data Transparency
The shift toward proactive, predictive services under the DDI pillar relies heavily on leveraging library data,
including transaction logs and user behavior analytics, potentially generating large amounts of personal data
[7]. Therefore, the successful implementation of personalized services must be balanced with robust data
governance. The manuscript must introduce a dedicated focus on the imperative for transparency and
accountability in AI deployment [8]. Libraries must proactively establish clear policies articulating what data is
collected, how it is stored, and for what duration. Furthermore, implementing user consent forms or formal
agreements is crucial, granting patrons control over their personalized data usage, which is vital for
maintaining the library’s role as an inclusive and trustworthy institution. This integration of transparent
policies must be structured under the AOS pillar to ensure consistent, ethical standards across all institutional
units.
Operationalizing Strategic Engagement: User Experience and Content Marketing
The Content Marketing Imperative
In the competitive information landscape, libraries must vigorously compete for the limited attention of busy
students and faculty. This necessity mandates the development of dedicated channels of engagement, making
content-driven activities essential for sustained relevance[12], [31]. Content marketing, encompassing a range
of output from social media posts and blogs to newsletters, serves as an innovative strategy to create long-term
engagement and reinforce the availability and utility of library resources.
Different types of content serve distinct purposes: social media content is optimally visual and concise, while
content created for newsletters or blogs can be more elaborate and topically diverse [12]. Regardless of the
format, content should be designed to be interchangeable and communicated strategically across multiple
platforms and channels. The creation of effective content demands an engagement-based workflow, requiring
library professionals to adopt competencies traditionally associated with marketing and communication
specialists [26], [27].
Social Media and Community Engagement
Social media platforms are now integral to global communication and interaction, serving as powerful tools
that bring libraries closer to their patrons. These channels promote user engagement by facilitating the creation,
connection, discourse, and knowledge exchange necessary for building digital communities [32]. Social media
is indispensable for marketing library resources and services, and for enabling real-time interaction with online
users, often supporting programs like distance learning [9], [21], [32].
Specifically, visual platforms like Instagram are widely utilized by academic libraries to build community and
increase visibility among the key college-aged demographic. Data indicates that Instagram’s format options—
including Feed, Reels, and Stories—are ideal for library marketing, particularly because engagement rates are
highest for accounts with fewer than 10,000 followers, which describes the majority of academic libraries [16],
[33]. Strategies to maximize reach involve continuous audience engagement, prioritizing content quality over
quantity, and using interactive techniques such as giveaways [10].
Holistic Community Engagement
Strategic digital engagement must be complemented by a holistic view of the library’s role as a physical and
virtual community hub. Community engagement in libraries involves intentional effort and collaboration with
community members in the design, implementation, and evaluation of all services and programs [21]. This
approach moves beyond simply providing resources; it actively seeks to create meaningful connections and
empower individuals, establishing the library as a catalyst for knowledge sharing[16].
The success of user engagement strategies is inherently linked to the UCD pillar. User experience evaluation
tools, such as performing usability studies on new interfaces or applying systematic evaluation models [13],
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provide direct, actionable feedback. This feedback loop ensures that the content marketed and the services
provided truly meet the expectations and established journeys of the users [20].
Measuring Value and Demonstrating Return on Investment (ROI)
Redefining Metrics: From Output to Outcome
Strategic marketing success requires measurable proof of value to stakeholders. This necessitates a transition
from simply reporting input or output statistics (e.g., counting program attendance or volume of books issued)
to utilizing Key Performance Indicators (KPIs) that demonstrate accountability and measure outcomes [14].
Service excellence is achieved not merely through traditional quality assurance, but through strategic planning
that aligns library goals with the desired outcomes of users and the institution.
Outcome measures are crucial because they evaluate the quantifiable impact or benefit of library services on
users and the community, such as documented improvements in literacy, digital skill acquisition, or tangible
research success [3], [13].
Quantifying Institutional Value and ROI
The library’s value becomes strategically meaningful to institutional leadership when it is demonstrated in the
context of its positive effect on the parent institution. This quantification requires libraries to connect high-
level services—such as expert search functions, repository management, or resource provision—directly to
core institutional activities, including supporting grant acquisition, enhancing patient care quality, developing
educational programs, and accelerating knowledge discovery [34].
ROI Calculation and Evidence-Based Value: Return on Investment (ROI) and Benefit-Cost ratios are
established and compelling methods for quantifying the library’s worth [34], [35]. The ROI formula calculates
the value of benefits relative to the total costs incurred to produce those benefits [36]. Research demonstrates
that library-provided access to scholarly e-journal collections directly supports faculty research productivity,
publishing, and successful grant application activities. Such analyses provide crucial external validation of
library expenditure. A powerful complementary approach is Contingent Valuation, which reframes the
conversation by assessing what the cost would be if the library ceased to exist[37]. This method shifts
stakeholder focus away from questions of cost-cutting and toward the long-term value generated by the
institution.
Digital Assessment and Data Integration: The evaluation of digital services requires technical assessment tools
such as transactional log analysis, which collects quantitative data essential for appraising digital library usage,
including user types, specific resources accessed, and session duration [38]. This log data must be
systematically paired with qualitative assessment tools, such as user interviews or the application of
specialized user experience assessment models, to fully understand usability and user experience [13], [38].
Table II illustrates the necessary shift in measurement focus required by the DEIF, moving from easily
measurable, but contextually thin, traditional metrics to sophisticated, outcome-focused KPIs.
table II Transitioning from Traditional Measures to Digital KPIs
Reframed KPI (Outcome/Impact)
Rationale for Reframing
Measurable Impact on Digital Skill
Development or Research Success
Evaluates the actual
transformative effect of the
service rather than just
participation volume
Conversion Rate of Expert Search
to Reportable Institutional Outcome
(e.g., successful grant or clinical
Connects resource utilization
directly to high-level strategic
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guideline development)
results
Average Engagement Rate (Likes,
Shares, Comments, Saves) per
1,000 Followers
Measures meaningful, active
interaction and community
building; lower follower
accounts often yield higher
rates
Calculated Return on Investment
(ROI%) or Benefit-Cost Ratio
Expresses financial efficiency
and tangible value created
relative to institutional
investment
The ability to prove the value of innovative digital services is highly dependent on the rigorous qualitative
assessment methods mandated by the UCD pillar (user interviews, log analysis) [38] and the internal
communication and staffing structures provided by the AOS pillar (dedicated staff, marketing communication
strategy) [25]. The necessity for outcome validation is particularly pronounced following major shifts, such as
the pandemic-induced move to predominantly virtual services, which fundamentally challenged long-held
operational paradigms.
Organizational Transformation and Professional Competencies
The Evolving Role of the LIS Professional
The 21st-century librarian is fundamentally different from the traditional professional. They are no longer
simply responsible for circulation or managing static collections, but have evolved into versatile professionals
serving as vital navigators in an environment defined by information saturation [13], [29].
The academic librarian role now requires an expanded, boundary-spanning skillset, moving towards increased
focus on relationship building, developing digital capabilities, and mastering areas like data visualization and
systematic reviews. Essential competencies required for future librarianship include technological proficiency,
particularly in handling AI and big data, alongside communication, research, leadership, and cultural
competence [28], [30]. This expansion of responsibilities necessitates that expertise is shared across the team
rather than residing with individuals, ensuring scalable services capable of handling increasing demand [26].
Addressing Skills Gaps and Continuous Development
Continuous professional development is critical for equipping librarians with the technical skills necessary to
support and advance strategic initiatives, such as open access and research data management within the Open
Science framework [13], [27]. The failure to provide ongoing professional development exacerbates the
existing skills gaps, which are frequently reported as a key challenge in LIS literature.
To effectively manage the DDI and UCD pillars, libraries must adopt formalized marketing programs. This
often means implementing structural shifts, such as moving from a traditional top-down hierarchy to a
program-based matrix model, to centralize, formalize, and streamline marketing and outreach work that was
previously carried out ad hoc [25]. This organizational shift demonstrates a recognition that marketing is a
necessary function that cannot be deprioritized.
Formalizing Staff Upskilling for Operational Success
To ensure the successful operationalization of the DEIF, the AOS pillar must ensure continuous staff upskilling
programs focused on data literacy, marketing communication, and user experience design. This ensures that the
staff capacity exists to execute both DDI and UCD strategies effectively, confirming the necessity of a
structural shift away from ad hoc committee work [1]. The operational success is dependent upon targeted
training programs structured to support each pillar:
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Data Literacy (Supporting DDI): Training must focus on foundational data literacy competencies, ethical data
handling, and translating raw data into business intelligence. Librarians must be equipped to use tools for
predictive analytics and measure outcomes effectively. Programs should prioritize hands-on learning and
mentorship, moving beyond theoretical concepts [22].
User-Centric Design (Supporting UCD): The integration of UCD principles requires experiential training.
Workshops must be interactive and highly practical, covering the full user experience process: research
(observation, user tours, interviews), analysis, rapid idea generation, and prototyping. These programs ensure
that service design decisions are based on user empathy and the reduction of friction points, optimizing
functionality and user acceptance.
Strategic Marketing Communication (Supporting AOS): Since marketing is transitioning from a peripheral
function to a core administrative instrument, staff require training in professional communication
competencies. Modules should cover strategic marketing principles, including audience segmentation,
identifying and simplifying key messages, maximizing engagement across multiple platforms, and developing
the necessary public relations and media training skills for library leaders.
CONCLUSION AND FUTURE RESEARCH DIRECTIONS
Synthesis of the DEIF Model
The DEIF provides a necessary conceptual structure for reframing library marketing in the digital society. The
model moves beyond defining the library as a mere storehouse of books and establishes it as a dynamic
knowledge facilitator. By integrating the theoretical rigor of STP and the 4S structure with the three
interdependent operational pillars, DDI, UCD, and AOS. The DEIF effectively shifts the focus of library
administration from process management to the measurable demonstration of institutional value. Strategic
marketing, in this context, becomes synonymous with outcome-based planning, ensuring that all innovative
services and engagement methods directly contribute to the mission of the parent institution.
Designing the Mixed-Methods Empirical Validation Study
As a conceptual model, the DEIF requires rigorous empirical validation to confirm the synergy and
interdependence of its core pillars (DDI, UCD, and AOS).1 Future research must prioritize a detailed, three-
phase mixed-methods approach, utilizing qualitative data to explore phenomena and quantitative data to
confirm the validity of the conceptual relationships.
The methodological design focuses on empirically confirming the functional interdependence:
DDI Validation: Primarily quantitative, utilizing performance analytics and transactional log analysis to
measure resource utilization, session duration, and the effectiveness of predictive systems.
UCD Validation: A blend of quantitative usability metrics (surveys, user ratings) combined with qualitative
techniques (interviews, observation) to understand user pain points and cultural acceptance.
AOS Validation: Primarily qualitative, focusing on staff and management interviews to assess organizational
resistance, the effectiveness of formalized marketing roles, and the communication strategy’s impact on
cultural change.
ACKNOWLEDGMENT
The authors would like to express their sincere gratitude to the Kedah State Research Committee, UiTM
Kedah Branch, for the generous funding provided under the Tabung Penyelidikan Am. This support was
crucial in facilitating the research and ensuring the successful publication of this article.
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