ANALYSIS OF MARKETING STRATEGIES AT TRISAKTI SCHOOL OF MANAGEMENT LIBRARY

Marketing is a crucial element in library management, especially within academic institutions (Hulaifi, 2021). Effective marketing aims not only to attract more visitors but also to build a positive image and strengthen relationships with the academic community and the broader public (Silviani & Darus, 2021). In the digital era, university libraries face significant challenges, such as changing user expectations for quick information access, easily accessible services, and more interactive and personalized experiences (Sudipa et al., 2023). Students, lecturers, and researchers require access to digital resources, collaborative spaces, and support services that can enhance their productivity and research quality (Rodin, 2020). These challenges compel libraries to continuously innovate, despite often being hindered by budget constraints and limited human resources. In this context, it is essential for libraries not only to provide the necessary information services but also to introduce and promote these services in an engaging and relevant manner (Mumek et al., 2021). Without effective marketing strategies, libraries may struggle to attract and retain users and face challenges in demonstrating the added value they offer amidst the abundance of alternative digital information sources (Sudirjo et al., 2023). Marketing has become increasingly central to library management, particularly in academic settings. The 7P Marketing Model—encompassing Product, Price, Place, Promotion, People, Process, and Physical Evidence—is widely utilized as a strategic framework to enhance library services and user satisfaction (Ferdiana et al., 2024). This model is highly applicable to academic libraries as it covers both physical and digital service aspects, allowing libraries to tailor services to specific user needs while maintaining high service quality (Silviani & Darus, 2021). In addition to the 7P model, the STP (Segmentation, Targeting, and Positioning) approach is frequently applied in library marketing to identify diverse user segments—such as students, faculty, and researchers—and tailor services and promotions to meet the specific needs and preferences of each group. Studies on academic libraries, including Ferdiana et al., (2024) research on Parahyangan Catholic University Library, demonstrate that applying STP helps libraries better understand each user group, thus making marketing strategies more effective at fostering user engagement. However, implementing these two models, especially in academic libraries that often face budget and resource limitations, remains challenging (Ferdiana et al., 2024). In the digital era, user expectations continue to rise, particularly regarding fast access to information and services that are readily available online. This shift encourages libraries to adopt more innovative marketing strategies to attract users increasingly turning to digital information sources (Hulaifi, 2021). Although the 7P model and the STP approach provide a solid foundation for developing marketing strategies in academic libraries, there is still a research gap in examining the combined effectiveness of both approaches for enhancing user satisfaction and engagement within library settings. The Trisakti School of Management (TSM) Library faces the challenge of continuously innovating to meet the information needs of the entire academic community and support the three pillars of higher education (tridharma). Constraints such as budget limitations, space, and operating hours may hinder the provision of optimal services. Additionally, the shift in user behavior towards digital resources presents a challenge in itself. To address these challenges, the library needs to implement effective marketing strategies, as well as engage in liaison and outreach activities to enhance user engagement and service quality. Proper marketing strategies can help attract more users, while strong liaison activities can build beneficial partnerships both within and outside the campus. Outreach efforts are also necessary to ensure that the library's services and resources are accessible and utilized by all users. The objective of this study is to describe and analyze the marketing strategies employed by the TSM Library to enhance user satisfaction and contribute to the development of information services in the academic environment. The findings of this study are expected to provide practical guidelines for helping libraries increase their relevance and value in the digital era, as well as support the development and innovation of library marketing strategies in general. II. LITERATURE REVIEW The Role of Marketing in Academic Libraries Marketing within academic libraries has gained significant attention in recent years, as libraries face increasing challenges to remain relevant in the digital age. Kotler and Armstrong (2021) define the marketing mix (7Ps) as a critical framework for understanding how libraries can tailor their services to meet the evolving needs of their users. This mix includes product, price, place, promotion, people, process, and physical evidence, each of which plays a crucial role in user engagement and satisfaction. The application of this framework in libraries is increasingly recognized as essential for maintaining and enhancing the library’s role as a central hub of learning and research. The shift from traditional to digital resources has necessitated a more strategic approach to library marketing. According to Sudipa et al. (2023), university libraries must continuously innovate to meet the changing expectations of users, who increasingly demand quick, personalized, and easily accessible services. This shift is particularly evident in how libraries manage their collections, as noted by Silviani & Darus (2021), who argue that the availability of high-quality digital resources, such as e-books and electronic journals, has become a key determinant of user satisfaction Segmenting, Targeting, and Positioning in Library Marketing The application of the Segmenting, Targeting, and Positioning (STP) model, as described by Keller and Kotler (2022), has proven to be an effective strategy in the context of library marketing. This model allows libraries to identify specific user groups— such as students, faculty, and researchers—and tailor their services and communications to meet the distinct needs of each group. The case of the Trisakti School of Management (TSM) Library demonstrates how focused strategies can enhance user experience and engagement, as the library successfully segmented its users and positioned its services to align with their specific needs. The importance of strategic positioning is further emphasized in the literature. Libraries are increasingly adopting user-centric approaches to enhance their services, as highlighted by Hulaifi (2021), who notes that a library’s ability to build strong relationships with its users is critical for sustaining its relevance. The targeted marketing efforts observed at TSM Library, which include tailored promotions and user-focused service enhancements, illustrate the practical application of these concepts and their impact on user engagement. Digital Marketing and Social Media Engagement With the advent of digital technologies, social media has emerged as a powerful tool for library marketing. Libraries now use platforms like Instagram and TikTok to reach younger audiences, particularly Gen Z and Gen Alpha students, who are more engaged with digital content. As the literature suggests, these platforms are not only channels for communication but also avenues for building community and promoting library services (Rifa’i & Amin, 2019). The TSM Library’s success in using social media to increase its follower base and user engagement highlights the potential of these tools in enhancing the library’s visibility and appeal. The integration of digital marketing strategies within the library context has been supported by several studies. For instance, Lestari (2020) emphasizes the role of digital platforms in expanding the library’s reach and fostering a more dynamic interaction with users. The use of mobile applications, as seen with the TSM Library's Bookshelf app, further underscores the need for libraries to innovate continuously to meet user demands for convenience and accessibility.

This study is a qualitative research project using a case study approach. The qualitative method is employed to investigate the object in its natural condition, with the researcher acting as the primary instrument. Data collection is conducted through triangulation, involving field observations, in-depth interviews, and analysis of related documents. The data analysis is inductive, emphasizing deep understanding rather than generalization (Yulianah, 2022). The case study approach allows the researcher to gain in-depth insights through detailed and comprehensive investigation (Hidayat & Purwekerto, 2019). This research was conducted at the Trisakti School of Management (TSM) Library. Field observations were carried out to identify daily activities and interactions within the library, which helped in identifying operational strengths and weaknesses (Lestari, 2022). In-depth interviews with librarians and library assistants provided insights into the marketing strategies and challenges faced (Rifa’i & Amin, 2019). Additionally, document analysis, including the library's strategic plans and activity reports, offered insights into the objectives, strategies, and expected outcomes, as well as policy changes supporting these programs (Sarie et al., 2023). Below is a table summarizing the Participant Codes and Roles used in this study to maintain participant anonymity while ensuring a comprehensive understanding of the sample demographics. TABLE 1. PARTICIPANT CODES AND ROLES No. Sample Code Position Institution 1 SP1 Library Staff Trisakti School of Management 2 SP2 Library Assistant Trisakti School of Management 3 DSN Lecturer Trisakti School of Management 4 MHS1 Student Trisakti School of Management 5 MHS2 Student Trisakti School of Management 6 MHS3 Student Trisakti School of Management 7 TD Administrative Staff Trisakti School of Management To ensure the validity and reliability of the research findings, data triangulation was employed by combining the results from observations, interviews, and document analysis (Susanto & Jailani, 2023). This approach provides a comprehensive overview of TSM Library's marketing strategies and ensures that the collected data accurately reflects the existing reality. Consequently, this study is expected to make a significant contribution to the development of library marketing strategies in the future.

A. Situation Analysis This analysis provides a detailed examination of both internal and external conditions affecting the library, serving as a foundation for developing an effective marketing strategy. As noted by Freddy Rangkuti (2015), understanding strengths, weaknesses, opportunities, and threats (SWOT), along with considering technological advancements, enables libraries to create targeted, user-responsive marketing strategies that ultimately enhance service quality and user satisfaction. 1) Strengths The Trisakti School of Management (TSM) Library possesses distinct strengths that position it effectively to meet user needs, particularly through its extensive collection, including high-quality imported books and up-to-date journals in accounting and management. "Our specialized resources in accounting and management set us apart from other libraries,” shared one library staff member (SP1). The library also offers valuable digital resources, such as e-books and journal subscriptions, which greatly support academic research. A lecturer highlighted this, stating, "Digital resources and journal access are invaluable for my research" (DSN). Additionally, well-trained, responsive library staff play a key role in creating a supportive environment, with one assistant noting, "We are trained to be approachable and to help users find the resources they need" (SP2). These aspects illustrate how the TSM Library is strategically positioned to support diverse academic needs. 2) Weaknesses However, certain limitations impact the library’s service capabilities. The limited reading room capacity, accommodating only 200 people, poses challenges, especially during peak times. A student remarked, "Space becomes an issue, especially after classes when many students come to study" (MHS2). Restricted operating hours also present barriers for evening students and staff, with an administrative staff member commenting, "Extending the library hours would greatly benefit those of us with later schedules" (TD). Budget constraints further limit the library’s ability to acquire new materials and modernize facilities, as noted by another staff member: "Our budget restricts our ability to expand and update resources effectively" (SP1). 3) Opportunities The TSM Library has multiple opportunities to enhance its offerings and increase competitiveness. Expanding collaborations with other institutions, like the Trisakti Foundation’s e-journal subscription, could broaden resource access. "Our current partnerships, such as the Foundation’s e-journal access, could be further leveraged to enrich our resources," noted a staff member (SP2). Additionally, educational workshops and literacy training have proven effective in attracting students. "Library workshops provide essential research skills that help me with assignments," commented a student (MHS3). Further implementing such programs could strengthen the library’s role as an academic support center. The potential introduction of a mobile application for easier resource access was also highlighted, with one student suggesting, "An app would make it much easier to find resources from anywhere" (MHS1). 4) Treats Several external challenges could impact library operations, particularly the rapid pace of technological advancements, which require continuous and costly updates. "Keeping up with technological advancements is both challenging and resource-intensive," commented a staff member (SP1). Additionally, many students turn to free online resources like Google Scholar, as they are easily accessible. A lecturer noted, "Students often prefer Google Scholar over library databases for convenience, despite potential quality differences" (DSN). Budget cuts from higher management also pose risks to service continuity, and shifting user preferences toward digital resources could decrease physical library visits. "The trend toward digital resources is affecting our foot traffic," observed a library assistant (SP2). B. Segmenting, Targeting, dan Positioning (STP) Analysis Keller and Kotler (2022) define market segmentation as categorizing users with shared needs, enabling tailored services that improve user experiences. By applying segmentation, targeting, and positioning, the TSM Library can identify user groups, such as students, faculty, and researchers, and deliver specific services that support their needs. 1) Segmenting The TSM Library divides its market into several segments—geographic,demographic, psychographic, and behavioral—to better focus its resources and marketing efforts. For example, geographic segmentation enables the library to meet the unique needs of both the Grogol and Bekasi campuses. "Each campus has unique needs that we cater to through different approaches," explained a staff member (SP1). 2) Targeting The library customizes its strategies to address each segment's specific requirements. For example, librarians provide a catalog of required coursebooks for students across semesters, helping those unfamiliar with course requirements. "The coursebook catalog is extremely helpful for students new to their programs," noted a student (MHS2). Library assistants also guide users toward e-books if printed copies are unavailable, ensuring accessibility. "We aim to ensure that students always leave with the resources they need, even if it’s a digital copy," added a library assistant (SP2). 3) Positioning The TSM Library positions itself as a trusted, approachable information center for the academic community, especially for students who may perceive library staff as rigid. "Our goal is to break the formality of libraries and create a welcoming environment," stated a library assistant (SP1). With resources like the Bookshelf app, which houses the majority of course materials, the library supports academic needs digitally. "The Bookshelf app makes accessing course materials easier from anywhere," noted a student (MHS4). C. Marketing Mix (7P) Strategy Analysis The Marketing Mix framework serves as an essential approach for structuring effective library marketing strategies, especially within academic institutions that must address diverse user needs. Based on the 7P framework outlined by Kotler & Armstrong (2021)—Product, Price, Place, Promotion, People, Process, and Physical Evidence—TSM Library utilizes these elements to align services with user expectations and current technological advancements. 1) Product TSM Library’s main offerings include both physical and digital resources designed to support students’ and faculty members' academic and research needs. "Our selection of print and digital materials addresses a wide range of academic requirements," commented one library assistant (SP1). Complementary services, such as reference support and database usage training, enhance users' ability to navigate information resources and contribute to overall academic productivity. 2) Price While maintaining minimal fees, the library’s pricing strategy supports resource upkeep. External users pay nominal membership fees, with additional charges for overdue returns. "The minimal fees ensure resource sustainability while remaining accessible to all," noted a staff member (SP2). This approach balances affordability with the need to maintain high-quality resources. 3) Place With branches at Grogol and Bekasi, TSM Library offers convenient access points for the student community, complemented by digital resources like the Bookshelf app. "Our online resources extend library access beyond physical boundaries, which is particularly beneficial for remote users," remarked one student (MHS1). This multichannel approach enhances accessibility, enabling 24/7 resource availability. 4) Promotion TSM Library engages users through multiple promotional channels, particularly on social media platforms like Instagram, to share updates on new resources, events, and academic tips. "Instagram helps us connect with students and keep them informed about available resources," explained a library assistant (SP2). Interactive events, such as thematic games with incentives, further bolster engagement and appeal to Gen Z students, who are especially active on social media. 5) Process The TSM Library’s service processes are structured for accessibility and efficiency, including in-person assistance and digital borrowing via the Bookshelf app. "Our hybrid approach to service ensures users can access resources in the format that best suits them," noted another staff member (SP2). Efficient collection management, particularly for imported materials, remains a priority despite challenges posed by variable costs and stock delays. 6) People Library staff are integral to the user experience, especially in supporting students who may be new to library resources. "We focus on making the library accessible and supportive for all users, from newcomers to regular patrons," shared a library assistant (SP1). Staff members’ knowledge and approachability create a supportive environment, though high assistant turnover poses challenges in maintaining consistent service quality. 7) Physical Evidence The physical space and facilities at TSM Library, including reading rooms and internet access, reflect the library’s commitment to creating a conducive academic environment. However, space limitations impact comfort, especially during peak times. "It can be challenging to find quiet study areas during busy periods," said a student (MHS1). Enhancing these physical spaces would further support user satisfaction and align with the library’s mission of service excellence. D. TSM Library "We Change" Program In 2021, TSM Library introduced the "We Change" initiative, designed to modernize the library’s image and enhance user-centered service delivery. The program focuses on organizational restructuring, brand improvement, and expanded communication channels, aligning library operations with the evolving needs of its academic community. 1) Restructuring the Library’s Organization The organizational restructuring within "We Change" focuses on building a "winning team" for development and innovation, with clearly defined roles to support the library’s strategic goals. "This restructuring allows us to better prioritize initiatives that address user needs," shared a library administrator (SP1). The initiative also emphasizes staff training in Marketing, Communication, and Design (McD), ensuring staff are prepared to support the library’s marketing and user engagement efforts. 2) Enhancing the Library’s Image The "We Change" initiative aims to reshape the library’s image, fostering an approachable and userfriendly atmosphere. "Our front office is designed to be humanistic and responsive, helping users feel comfortable when seeking assistance," said a library assistant (SP1). This shift in focus trains library assistants in service excellence to respond effectively and compassionately to user needs, ultimately breaking down stereotypes about library formalities and rigidity. 3) Improving Communication Channels Strengthening communication with users, especially through social media, is a core component of the "We Change" program. By optimizing Instagram and TikTok, the library has increased its outreach to students. "Social media provides realtime updates and fosters engagement, making it an essential communication channel," remarked a staff member (SP2). Alongside social media, the library uses its website, the Bookshelf app, and WhatsApp Business to enable direct interaction with users. Feedback and engagement features on these platforms allow the library to remain responsive to the user’s needs and continuously improve services. The "We Change" program represents a strategic shift to a more user-focused library model, positioning TSM Library as a responsive and innovative partner in supporting academic and research needs. By investing in staff development, enhancing the library’s approachability, and adopting digital communication strategies, TSM Library seeks to redefine its role as a dynamic and valuable resource within the academic community. E. Research Implications The findings of this study are grounded in Kotler and Armstrong's (2021) marketing mix theory, which is a pivotal framework in the formulation of library marketing strategies. The application of the 7P’s (product, price, place, promotion, people, process, and physical evidence) demonstrates that a wellrounded marketing strategy can significantly enhance service quality and user satisfaction in libraries. The success observed in the Trisakti School of Management (TSM) Library supports the assertion that targeted and responsive marketing strategies, when aligned with this theoretical framework, can positively impact user engagement. Moreover, the segmentation, targeting, and positioning (STP) approach discussed by Keller and Kotler (2022) was instrumental in identifying and meeting the diverse needs of different user groups. This approach not only reinforces the importance of understanding the specific needs of various segments but also highlights how strategic positioning within the academic community can create lasting relationships and increase user loyalty. The study also draws on the concept of service excellence, emphasizing the need for continuous staff development, particularly in areas like marketing communication and information technology. As libraries increasingly adopt digital platforms, aligning these platforms with user preferences especially for digital-native generations like Gen Z and Gen Alpha becomes critical. This aligns with the broader theoretical perspectives on digital marketing and user-centered service design. In conclusion, this study contributes to existing literature by providing empirical evidence on how established marketing theories, particularly the marketing mix and STP, can be effectively adapted to the context of academic libraries. The successful implementation of these theories in TSM Library offers a practical model that can be replicated or adapted by other academic libraries facing similar challenges

This study found that the Trisakti School of Management (TSM) Library excels in its collection of high-quality books and journals, as well as in providing responsive services. The challenges identified include limited reading space, restricted operating hours, and budget constraints. Programs focused on organizational restructuring, service image enhancement, and communication channel optimization have successfully increased user engagement and satisfaction. To further improve services, TSM Library should consider expanding reading areas and adjusting operating hours to accommodate more users. Given the growing use of digital resources, the library must continuously update and expand its e-book and electronic journal collections, as well as enhance access through mobile applications. Strengthening social media activation, particularly on platforms like Instagram and TikTok, is essential for more effective library service promotion. Expanding collaborations with other institutions and involving alumni in supporting the library can aid in developing facilities and services and broadening outreach activities to attract more users. Additionally, library staff should receive regular training in marketing communication and information technology to enhance service quality. Implementing these recommendations is expected to help TSM Library increase its relevance and added value in the digital era while supporting the development and innovation of library marketing strategies.