Library Performance and Service Competition: Developing Strategic Responses

Citation

Luis Herrera, M. (2010), "Library Performance and Service Competition: Developing Strategic Responses", Library Management, Vol. 31 No. 4/5, pp. 363-365. https://doi.org/10.1108/01435121011046416

In about 130 pages this is an excellent compendium about the subject of the book. Covering aspects usually referred to as marketing of the library and services, and apparently making some effort to avoid mentioning the word, the book gives a complete panorama on the subject. Being an easy and pleasant reading I recommend its thorough reading and profound and careful consideration for the day‐to‐day library practice and research.

Firstly, the author has the credentials and he is a widely known speaker and well grounded in the experience of the subject. Is spite of the diverse views which exist on the matter, the various approaches to the practice in relation to performance and service competition in libraries have little representation around the literature on the subject of decision making for libraries.

When addressing the subject of competition as part of library life, most librarians tend to minimize the importance of this matter. Strategic planning under a changing environment technology wise, and otherwise, becomes a prime necessity for organizations such as libraries.

In market driven economies, it becomes a challenge to justify the existence of great (and beautiful) spaces and infrastructure, availability of current technologies, well educated and trained employees, just in case patrons, users or customers should show up and request a piece of information. In many cases, it has been observed that reading in libraries (home loans) have diminished slowly as time goes by. This appears not to be the case of academic libraries in the US, but …

As an example of the need of in‐depth exploration of the subject and actual use of currently available statistics, the reviewer purposely attempts an illustration of the kind he suggests is needed.

ACRL statistics show an interesting trend, taking the average (mean) numbers reported by Doctoral Degrees Granting institutions with indicator number 33 (total circulation) and total expenditures (indicator number 20). These numbers show an average trend of increase in cost of a circulation transaction for the whole system of more than 300 academic libraries in succeeding years. Is this good? What may be the cause? Do these numbers reflect a reality, which deserves our attention and action? How my library stands in reference to the average? How does this affect library effectiveness, employee response, user satisfaction, my budget restrictions? In summary, do these numbers make sense for my library?

The reason why the reviewer takes the liberty to illustrate with an example (which must be fully developed) is that librarians may not easily relate to the Chevy Nova and Coca Cola examples (on page 88‐89) as related to an adequate response to customer needs.

As library financing gets into a tighter dress for the crisis season, these questions appear to gain relevance.

Acute analysis of service need/demands, impact, value and service access/time savings are not commonly read in journals, which deal with library practice. In this context, librarians must remember the five laws of library science as stated by S.R. Ranganathan: please note that all of them are directly related to these ideas.

To help develop this acute in‐depth analysis (a strategic response to the situation) White's model shown on Figure 4.1 is very useful. Basically, a library manager can identify the current status of the library. Having in sight the customers or users and the AAA framework (Access, Accountability and Alignment) the library manager may identify the proper strategic response through INNOVATION, which means CHANGE. This model is clear in reference to make changes only when needed and not just for the sake of change.

The set of questions the author suggests on Tables 4.1 to 4.5 clearly help to carry on the task of compiling the static situation of the library in relation to customers, stakeholders, competitors, the library environment and the library itself.

The author states that “the benefits derived by libraries using these adapted performance assessment processes and metrics have not been fully examined to date”. This observation appears accurate as the areas of knowledge/practice listed on Table 1.1 are in general minimally or not present in the profiles of library managers. It confirms the general perception that librarians have from other professions in relation to the quantitative view of their activity and actual use of the numbers to make decisions.

An Appendix show sample templates to develop strategic responses. These instruments are always welcome.

Finally, the References and Bibliography show a well selected set of materials to study. I strongly suggest the inclusion of the 5 Laws of Library Science, by Ranganathan.

www.ala.org/ala/mgrps/divs/acrl/publications/trends/2008/index.cfm (accessed on January 17, 2010).