Customer Service Models for the Special Library
Since 1998, the engineering firm where I am corporate librarian has conducted a biennial all staff survey. In forty-three areas, staff are asked to rate their level of satisfaction on a seven point scale. A score of one indicates “not satisfied,” four indicates “satisfied” and seven indicates “very satisfied.” The library function was separated from other administrative areas and included for the first time in the 2006 survey. When asked to rate “satisfaction with the support provided by the library staff,” the library received an average score of 6.59. This was the highest score received in any category since the inception of the survey in 1998.
When I was hired in 2001, there was a possibility the library function would be outsourced. The physical collection was in relatively good shape, but an improvement in customer service was needed to make the library shine. I got up to speed as quickly as possible and started answering requests efficiently and thoroughly. At the time, I didn’t think of it as “customer service,” I just thought of it as doing my job. I now realize I operate under the customer service models of three non-library businesses: the one hour dry cleaners, the grocery store, and the fast food restaurant.
One Hour Dry Cleaning Model
At the one hour dry cleaners, you know what to expect--your dry cleaning returned in an hour. You do not expect your dry cleaning in forty-five minutes (because then they would call themselves “the forty-five minute dry cleaners “). Customers are disappointed if it they are promised their dry cleaning in an hour, but it actually takes two hours.
When I receive a library request, I ask “What is the deadline?” Depending on the current work load, and how much of the cost the patron is willing to assume, I help users understand whether or not I can meet that deadline. I might have to explain that
· document vendors charge extra for faster turnaround;
· not every journal article is available for purchase online;
· the article might have to be mailed (and not sent electronically) because of copyright restrictions; and
· the current work load will not allow me to get to the request immediately.
I would not promise an article immediately if I couldn’t guarantee it. The requestor might not need it immediately, but if it is promised at a certain time, that promise should be met. By telling patrons what to expect, and just as importantly, what not to expect, I hope to minimize disappointment. Clearly communicate to the user when they can expect to receive the item, and meet or exceed that deadline, and you’ll have happier customers.
Grocery Store Model
Walk into a grocery store and you’re immediately faced with aisles and aisles of products from which to choose. When you check out, you’re asked “paper or plastic?” As a customer, it feels good to be asked and it feels good to have a choices.
Giving options to library users will increase satisfaction. When a patron asks for an article, and you have copyright permission to either send a photocopy or a PDF, ask them in which format they’d prefer to receive it. When someone asks for an item that is available through your online resources, offer to either provide the item or show them how they can access it directly.
Providing options also helps you negotiate when you’re busy or when budgets are tight. If a patron asked for ten articles within a short time frame, and I was busy on another project, I would offer them the choice of 1) getting one or two of the highest priority articles immediately and the remainder after I was finished with my project; or 2) showing them where the journals are shelved (or where they can access them online).
When budget is an issue (and because vendors usually charge extra for faster delivery), I offer to get articles immediately if the requestor’s project or unit can absorb the extra costs. Otherwise, I let the patron know the expense will be lower if they are willing to wait a couple of days.
Sometimes the options are not immediately apparent and it takes research to determine the optimal solution. Providing options and asking preferences demonstrates you care about their needs and want to help them completely.
Fast Food Restaurant Model
Order a meal at a fast food restaurant, and you get asked, “would you like fries with that?” Upselling or offering more than just the basic level of service is a great way for libraries to build loyal library users. When a patron requests a book or article, offer to find additional resources on that subject. Instead of waiting for interoffice mail to pick up the item and take it to the requestor, deliver it personally. A willingness to go beyond the minimum shows enthusiasm, expertise and your commitment to excellent customer service.
The score my library received in the last all staff survey reflects the high level of customer service the library provides. Not only is outsourcing no longer being considered, a full time library technician was added to help meet the demand. Customer service takes hard work and effort, but having “very satisfied” customers is well worth it. If you let your users know what to expect, provide options, ask preferences and offer more than just the minimum, you will also earn high marks and retain loyal customers.
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Penny Sympson is corporate librarian at Wiss, Janney, Elstner Associates, Inc. She received the 2008 Library Champion award from SLA-Illinois and was named a 2008 Mover and Shaker in Library Journal. Please email any comments to psympson@wje.com.
