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Library Intrapreneures

Library Intrapreneures. Neha Buddhadev & Shusmita Kuila. “ Library outranks any other one thing a community can do to benefit its people. It is a never failing spring in the d esert .”. ― Andrew Carnegie.

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Library Intrapreneures

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  1. Library Intrapreneures Neha Buddhadev & ShusmitaKuila

  2. “Library outranks any other one thing a community can do to benefit its people. It is a never failing spring in the desert.” ― Andrew Carnegie

  3. “Everything sort of looks the same, but everything has changed.” -Michelle Rabinowitz, a producer at MTV News

  4. Kaizen Library These results in the shift of library from: • Emphasizing the value of collection to the value of expertise. • Supporting information description and access to building a greater information analysis. • Severing as a support agency to collaborator. • Facility based enterprise to a campus wide enterprise

  5. Hypothesis • Various reasons contribute in the decline of the footfall in the library including the development of information technology.

  6. Methodology 50 CLOSE ENDED QUESTIONNARIES:

  7. Analysis

  8. PEOPLE RATED THE AVERAGE LIBRARIES ON BASIS OF FOLLOWING FACILITIES ON THE SCALE OF 1-10

  9. New Model

  10. Target Segment • Section of Society: Students/ Academic/ LearnersResearch Scholars Physically Challenged Individuals Business/Corporate Sector Retired Personnel • Income Bracket: Lower Middle Class Upper Middle Class Elite Class (Business Class)

  11. Facilities Provided 1-Corporate and Reading Area Functional 24 X 7 2-Ambience 3-Thousands of Books 4-Reading Capacity + Locker Facilities 5-Technology 6-In House Cafeteria 7-Corporate Section 8- Recreation Room 9-Room for the Specially Abled 10-GD room/ Conference Room

  12. Pricing Strategy

  13. SWOT ANALYSIS

  14. Return On Investment via Demand Forecasting Sources of Income: Areas of Total Expenditure (Fix + Variable): Adding new books Technological expenses Damage repairs Salaries Stationaries Wealth tax Maintenance 15% on Depreciation • Main source of income will be the Rent from the Cafeteria. This will be outsourced. Income from this will be Rent + 20% of their income. • Grants from Governments and other international bodies like SARC. • Membership will add nominally to the income. • Advertisements will be another major source of income. ( of firms and books on our site)

  15. Demand Forecast via Break-Even Point Assumptions: The following factors are assumed to be constant • Inflation Rate • Tax Barriers • Change in Government Polices • Need for Technological Up-gradation • Change in peoples Attitude • Competition

  16. Demand Forecast for First Two years • First year: In the first year losses expected are as high as -35%. • Second year: The losses will reduces to some extent, say -15%.

  17. Demand Forecast for the Third year, Forth Year & Fifth Year • Third Year: It might come down to -5%. • Forth Year: It can be expected to have some nominal profits say +4% • Fifty Year: From 5th year onwards this model can expect having normal profits up to +15%

  18. Expansion Plan In 5-7years, the areas of expansion can be considered. Scope for expansion of this model are • Setting up various branches • Tie ups with International Libraries • Development of Seminar Halls • Development of Auditorium. • Including Manuscript section • Including a core Research Section • Including a kid zone • And many more section can be developed.

  19. Reference: • 1.Azhar Kazmi, 8th Edition (2010)Strategic Management and Business Policy, SWOT analysis, Expansion Strategies. • 2. Philip Kotler, Kevin Lene Keller, Abraham Koshy, MithileshwarJha 13th Edition (2009, 2006, 2003, 2000, 1997, and 1994) Marketing and Management, 7P’s of Service Marketing Mix • 3. Dwivedi 2nd Edition (2005) Macro Economic: Theory and Policy, Demand Forecasting, Break-even analysis. • 4. The Anna Centenary Library, Chennai, Tamil Nadu.http//www.annacentenarylibrary.blogspot.in

  20. THANK YOU…!!!

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