By Jeannette A. Woodward
How can libraries make a distinction of their groups while buyers decide to hand around in the spacious, well-stocked new book shop as an alternative? With the aim of supporting libraries marketplace their providers utilizing inexpensive or no-cost concepts, Woodward stocks sensible classes for any library's revitalization encouraged by means of the good fortune of mega bookstores. Bookstores have succeeded through targeting the client, and libraries have to take a web page from this playbook. whereas conserving one eye on their mission-to develop library use and raise relevance whereas serving group needs-libraries can enhance customer support, appears to be like, and performance in ways in which increase its group challenge. Use developing the Customer-Driven Library to: provide available, customer-friendly indicators, catalogs, and inside areas; establish the original wishes of your library's community-then meet these wishes; Create a step by step, custom-made advertising plan that communicates along with your industry; locate budget friendly how one can connect-from undemanding sites to promotional brochures; convey consumers what the library has to provide and appeal to them to provide it a try out; Libraries stay extremely important to the agencies and groups they serve. utilizing those outreach and advertising options, Woodward exhibits libraries the right way to "Become greater than a bookstore," even and not using a hefty funds.
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Additional resources for Creating the Customer-Driven Library: Building on the Bookstore Model
No matter how careful you are in gathering statistics, errors are inevitable. One way of verifying your findings is to sample a group attending an activity that has nothing to do with the library. For example, you or another staff member might volunteer to sell tickets for the Rotary spaghetti dinner at a table set up at the local shopping mall. The point is that neither the event nor the place is in any way connected with the library. While you’re making change, ask ticket buyers to complete a brief questionnaire—just a question or two.
Often, they responded by avoiding the library because they didn’t have the money and didn’t wish to confess their transgression to their parents. That sense of dread experienced as children doesn’t automatically disappear when we become adults. Circulation staff rekindle it when a message pops up on the computer screen that a book is overdue or a fifty-cent fine is unpaid. The jury is still out on the subject of overdue fines. Some articles in the literature make it clear through a series of charts and graphs that overdue fines are not cost-effective, that more time and money are put into collecting fines than are ever returned.
In the following chapters we will consider ways in which the bookstore model can be adapted to the library’s needs without abandoning any of the ideals that brought us to the library profession. RESOURCES Pinder, J. A. ” Public Libraries 41 (November/December 2002): 305. Raymond, J. ” Library Journal 123 (September 15, 1998): 41–42. Sannwald, W. W. ” Library Administration & Management 12 (fall 1998): 200–211. Sullivan, M. ” Public Libraries 40 (September/October 2001): 264. chapter 3 Focusing on the Bottom Line One of the questions that often confounds librarians is why people don’t make better use of libraries.