How libraries can enhance customer service by implementing a customer value mindset

Abstract

Libraries have a rich tradition of solid customer service. Good service today, however, is often not good enough. Libraries can improve the customer experience by understanding what it means to truly deliver outstanding value. Implementing customer-centric marketing and the latest technology can increase the perceived value of library usage before, during, and after service delivery. The evolving library experience framework explains how library administrators can prepare for current challenges and future changes to enhance customer service. A customer value-based services perspective will help libraries strengthen overall user experiences to keep a larger "share of customer" from formidable information rivals such as search engines, online databases, news sources, video sharing sites, internet service providers, and content creators. Creative climate and market orientation are key factors leading to better performance in organizations (Im & Workman, 2004;Jaworski & Kohli, 1993;Narver & Slater, 1990). An important aspect of marketingoriented practices in libraries today is the development of internal marketing to communicate mission and organizational values to employees (internal customers); this buy-in process is a vital part of the new customer-focused paradigm. Although research shows that librarians are gaining a more positive attitude towards the development of a marketing culture and the utilization of marketing activities, it varies by setting (public librarians are more promarketing than academic librarians), position (more enthusiasm by administrators than reference and technical services librarians), years of experience (more favorable), and exposure to marketing training (Parker, Kaufman-Scarborough, & Parker, 2007). This paper argues that libraries must adapt to change via implementing a customer value strategy. As a consumer-focused service provider, libraries must go beyond customer service to deliver enhanced customer experiences and create superior customer value whether it is face-to-face, online, or via a hybrid model. The keywords are disruption and differentiation. Perhaps you remember Blockbuster Video, Borders bookstore, and Tower Records? These market leaders failed to adapt to the internet and changing marketplace and were supplanted by Netflix, Amazon, and Apple, respectively. Are brickand-mortar library systems doomed to suffer a similar fate? Will they be replaced by digital information alternatives?All libraries (public, private, educational, and corporate) must justify their value to society, communities, and their patrons. The general assumption is that more use of materials (print, digital, other) is of greater value than less use. An opportunity exists for libraries to assess the economic value of internet-based services and resources that assist in education, technological literacy, job-seeking, and social service applications (Jaeger, Bertot, Kodoma, & DeCoster, 2011). A recent three-day retreat of 60 academic library executives and managers brainstormed key trends impacting...

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“…Additionally, the paper itself does not present a full picture of the model in a manner that would enable the practicing manager to readily implement; more details are needed. Weinstein and McFarlane's (2016) conceptual work identified and recommended ways in which libraries can enhance customer service by implementing and maintaining a customer value mind-set. Like Grieves and Halpin (2014) they highlight the importance of cultural change.…”

“…Weinstein and McFarlane's (2016) roadmap, while value-adding and based on best practices and trends, would need to be translated into a program, with practical initiatives for implementation (a limitation also observed in Grieves' and Halpin's (2014) paper. Additionally, Weinstein and McFarlane's (2016) study was based primarily on North American and European libraries and the paper itself recommends "an increased global perspective should consider Asian and Latin American libraries, knowledge-disseminating enterprises, and nonprofit organizations" (Weinstein and McFarlane, 2016, p. 6); even within this recommendation, Caribbean libraries were not mentioned. This points to the need for Caribbean models in use, with practical initiatives for implementation and evidence of its effectiveness, through for example, a survey; this paper seeks to achieve this, albeit incrementally.…”

“…Additionally, it would have been useful to hear how the staff in the American and European libraries perceive the framework in respect of it achieving the desired service mind-set. Ax-Fultz et al (2016) Take Five for Customer Service model takes a different approach from that of Grieves and Halpin (2014), and Weinstein and McFarlane (2016). Ax-Fultz's et al (2016) model has an individual, self-paced approach, rather than an organisational-wide approach; although there is the intimation that through dealing with self, this will permeate the rest of the organisation.…”