Objective: To identify Gold Standard Services for customers in an academic library and determine whether interventions following the identification of customer value increased student satisfaction.Methods: "Customer Discovery Workshops" were undertaken with academic staff and undergraduate on-campus students to provide managers and library staff with information on the services and resources that customers valued, and what irritated them about existing services and resources. The impact of interventions was assessed two years after the research using a university student satisfaction survey and an independent national student satisfaction survey. Results:The findings resulted in significant changes to the way forward-facing customer services were delivered. A number of value adding services were introduced for the customer. Overall customer satisfaction was improved.
Abstract:Objectives: This paper provides answers to the following questions: Is there a correlation between what library customers value and the questions asked in benchmarking satisfaction surveys? Is there a core set of academic library customer values? Are there differences between what academic library customers value in Australia when compared to their counterparts in England? Do library customer values change over time? Methods:The results of two similar university libraries' Customer Value Discovery research are compared to each other, and also to the question set in the LibQUAL+™ survey. As the Customer Value Discovery research was undertaken six years apart, the results are compared to see if there has been change over time.Results: Academic library customers identified a core set of values, and these values mapped reasonably well to the LibQUAL+™ instrument. However, there were unique value factors identified by the various customer segments that did not map. Some questions in LibQUAL+™ were more detailed in their exploration of library staff attributes than customers identified in their value proposition. Customers identify their values without reference to library jargon. Conclusions:Customer Value Discovery and LibQUAL+™ are both valuable management tools that identify services and resources of importance to library customers. Research Paper
PurposeThe purpose of this paper is to serve as a reminder to all managers that they must understand their customers, from the customers' perspective, and not make assumptions about customer needs. Design/methodology/approachCustomer Value Discovery workshops are held with undergraduate on-campus students and academic staff at Nottingham Trent University to identify customer values and irritations. Library staff participate in the workshops and vote as they expected their customers to vote. The gaps identified between staff assumptions of customer perceptions of service importance and performance serve as a catalyst for staff engagement in the change process that is necessary to deliver on the value propositions and reduce customer irritations. FindingsLibrary staff assumptions of customer perceptions were not always accurate. The gaps identified helped to engage staff in the change process that was necessary to improve perceptions of value and to reduce irritations. By explicitly addressing the value propositions with the aims of adding value and reducing irritation, student satisfaction with library services, as measured by two independent satisfaction surveys, improved considerably. Research limitations/implicationsThe research is based on two customer segments of one university library. The research should be repeated after a gap of three-four years to check if the value propositions and irritations have changed in that time. If so, the goals of the library's operational plan would have to change to reflect the new value propositions. Practical implicationsA comparison of the Customer Value Discovery methodology with LibQUAL+™, which is used internationally, and the Rodski Research Group's methodology, used in Australia and New Zealand, is given. Originality/valueThe Customer Value Discovery methodology is most often used in the commercial sector. This paper explores its potential in the not-for-profit sector in the context of a university library service.
Purpose – The purpose of this paper is to provide library managers with information about what to expect if they are considering a post in another country. It challenges a suggestion that a senior manager's major value is their local network. Rather, the skills, experience, culture and attitude, as well as networks, can contribute to a successful career in another country. Design/methodology/approach – The paper provides an example of an Australian expatriate senior library manager who took up a post in the United Kingdom. It draws upon literature on cultural differences and knowledge transfer across international borders. Findings – The paper provides an example of a successful transfer of management knowledge to a new country, highlighting actions taken to form a new management team. Also provides practical advice on personal and social matters that have to be addressed for the relocation to be successful. Practical implications – Leadership, good management, and an awareness of, and sensitivity to, cultural differences are required for a successful transfer of management knowledge. At a senior level, it is not so much about expertise in librarianship, but management and leadership that are important. Originality/value – The paper provides a positive example of an expatriate senior library manager moving to a new country. It will be of interest to anyone contemplating an international professional relocation.
The authors look at the specific links between Evidence Based Library and Information Practice and the Customer Value Discovery methodology.
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