PurposeThe purpose of this paper is to analyse the results of two surveys conducted at the University of Malta Library, 2003‐20044 and Lanchester Library, University of Coventry, 2005‐2006. Relationships between library staff and their customers are explored using a customer relationships management (CRM) framework.Design/methodology/approachFocus groups were used to ascertain customer and staff perceptions of the quality of library service and the existing nature of customer/librarian relationships.FindingsCRM was a useful framework for analysing the perceived worth of university libraries. In the contemporary competitive environment, librarians needed not only to ascertain and meet customer need, but to form active collaborations with their customers if the true market potential of academic libraries is to be realised. Good communication strategies are essential for CRM to be successful. Training for staff and customers in information skills and/or new systems is an essential element of a CRM approach.Research limitations/implicationsFurther large‐scale research is desirable to test the basic premise and the methodology employed in greater depth.Practical implicationsInvolving customers actively in the design and delivery of library services has positive benefits vis‐à‐vis the perceived worth and value of the service within the wider institution.Originality/valueDemonstrates the value of adopting a CRM strategy within university libraries.

PurposeThe purpose of this research is to analyse the results of a survey conducted in 2003/2004 with regard to the relationship between the University of Malta Library and its customers. Changes to service delivery subsequent to the survey are outlined.Design/methodology/approachResults from a series of focus groups, held with library staff and customers were analysed and are discussed in the paper.FindingsLibrary customers were bypassing the library services and seeking information elsewhere. Demands for the product were greater than the availability of existing information resources to meet such demand. Consequently new systems were required, together with training for staff and customers in their use, in order to improve the relationship between information providers and users. There was anecdotal evidence of improvements in service subsequent to the survey, and of better relationships developing between library staff and their customers.Research limitations/implicationsA follow‐up study to test reactions to changes outlined is desirable.Practical implicationsThis study showed that involving customers in service design and delivery can have positive benefits in terms of improving the perception of the library service amongst its customer base.Originality/valueShows the practical value of adopting a customer relationship management strategy in university libraries.