Written by David Tebbutt in January 2004

Okay, so the world's gone Google mad. "Fools", I hear you say.

Are they really fools? When they can link to answers in seconds, is it any surprise that they are intoxicated by Google's power and convenience? The information gleaned is often adequate for the purpose.

You, of course, know that much better quality information is out there. You also know the importance of provenance. Users, faced with the need to get information quickly, are oblivious to such issues.

And that's your fault.

Sorry, but it is. If you had been out there explaining that there is life beyond Google, you wouldn't be in the pickle you find yourself in. Everyone from the chairman downwards probably googles (yes, it's heading towards verb status) and their respect for the information professional diminishes with every encounter.

But it doesn't have to be this way.

It's time to fight back. Time to remind the world that, to be truly useful, important information has to come from a trusted source and be as comprehensive and relevant as possible, within the twin constraints of timescale and volume. And, depending on the nature of your operation, cost.

Let people Google away, by all means. But make sure they're aware of its limitations. And do it in an objective way: "Google is good for this, but lousy at that." You might even want to show people how to get more out of Google and point them at other, more discerning, search engines and directories. But, most important of all, you need to tell them about your own services.

You need to articulate your values and your differences clearly so that they know when to come to you or use your portal (or whatever) in preference to Google.

The days of the quiet mousy librarian are gone. The days of the assertive and confident information professional are here. If you reject that thought, then you are doomed. Your department will shrivel and die. It will be ignored and sidelined in favour of the more glamorous, but less substantial, Google.

The word is 'marketing'. It has to become a key part of your life. Others in the organisation need to know you exist and how you can help them. It's no good just having a door with a sign on it saying 'library' or 'information centre'. You have to be in everyone's faces, pushing your services, offering talks and videos, influencing the influencers and, perhaps, tipping off every new recruit.

Why not systematically work your way round the organisation, meeting department managers for fifteen minute chats to discover what their information needs are, how they're being satisfied, and what value they'd put on better information. Prioritise the higher value prospects and send them information about what you specifically offer which can improve their lives and deliver better value to the organisation. Get them to opt-in to an occasional mailing, so you can tip them off about new or improved services.

Why not get in touch with the marketing department and see if you can't help each other? Do a bit of horse-trading. It will bind you closer together and get you more professional marketing collateral. Focus more on enlightening and educating than selling. If people think you're approaching them with a genuinely helpful intent, they will warm to you and come to you when they need you.

Don't, for goodness' sake, even think of banging out statistics of how many visitors you get, how many books or subscriptions you have or how many searches you've averaged per week. Your prospects couldn't care less. All they want to know is "what do these people offer that's going to make my life easier and make me look better?" Answer that question in all your materials - posters, emails, web pages, tent cards in the conference rooms and restaurant - and you will attract interest to your services.

Google has done you the huge favour of introducing individuals to the world of information. Capitalise on this now by showing how you can facilitate access to better value information.

What if these activities attract so much attention, you can't cope with the demand? Well, you then have a solid case for asking for more funding. If departments discover that you represent a better value way of achieving results, then that value should migrate from their budget to yours. And, if this doesn't happen, then at least you have some truly useful marketing experience to push when you apply for your next job.