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The purpose of this paper is to provide an analysis of the customer care practices at the University of Nairobi, Jomo Kenyatta Memorial Library (JKML), Kenya.

A descriptive research design was used. Simple random sampling technique was used to derive at an appropriate sample from the target population. A structured questionnaire and face-to-face interview was used to collect both quantitative and qualitative data. A total of 384 questionnaires were distributed to students and library staff. Face-to-face interview was conducted among five section heads. Data were analyzed using Microsoft Excel and presented in tabulated summaries and figures.

JKML had not only put in place customer care practices but had also provided reliable services with notable professionalism among staff. Users were satisfied with the attention and information resources provided. Challenges encountered related to inadequate ICT infrastructure, lack of a written policy, lack of customer care skills among library staff and lack of managerial support. The study recommended inclusion of customer care in the mainstream of the strategic plan of the university.

The major implication for this study is that sustainable customer care self-assessment needs to be explored in national and private libraries in Kenya.

This study provides a significant practical outlook on marketing-savvy approaches toward customer care and efforts made toward the achievement of the goals of the university.

This study provides insights on good practices on customer care which can be emulated by other academic libraries and adds value to the knowledge base.

Briefly reviews some results of a survey on training requirements, the most important of which appeared to be customer care. States that organizations need long‐term strategy, not two‐day courses in customer care. Describes the process and lists objectives of creating a customer‐care strategy. Concludes with a list of recommendations.

The UK Government′s White Paper on the National Health Service, 1989, defined a programme of action aimed at achieving two objectives: give patients, wherever they live, better health care and greater choice of the services available; and produce greater satisfaction and rewards for NHS staff who successfully respond to local needs and preferences. The Paper defines seven key measures, each designed to make its own vital contribution to those objectives. One of these was the introduction of self‐governing hospital trusts, and one of the primary concerns of the Boards of Directors set up to run each of the new Trusts will be the development of a clear customer service strategy; one which combines clinical excellence with the highest standards of customer care. The customer care element of that strategy must combine the best of tried and tested management and organisation theory, with common sense, realism and pragmatism.

This special “Anbar Abstracts” issue of Journal of Management in Medicine is split into 6 sections covering abstracts under the following headings: General Management; Personnel and Training; Quality in Health Care; Health Care Marketing; Financial Management; and Information Technology.

Emphasizes the need for customer care to be a part of an ongoing business strategy rather than a short‐term training need. Shows that if customer care is treated as strategic, it moves into the realm of top management and, hence, becomes a leadership issue. Stresses the role of the internal customer and the impact top management can have on customer care by addressing internal hygiene issues.

Strategy and culture in British supermarkets are dealt with in a second article, this time from the viewpoint of the checkout. Attempts to create a customer care ethos include instilling a corporate philosophy. For checkout staff this means smiling and meaning it. The staff see it differently; compliance may mean just “putting on an act”. Their response is discussed within the broader context of internal resistance to change and market factors beyond company control.

Boxing Not so Clever In this first issue of what will be a regular review of the world's marketing literature, it is a challenge to an editor to extricate a theme from such an abundance of riches.

Editorial Surviving the Revolution A revolution has been under way in British public services in the last ten years. Managers are being forced to be ever more efficient and accountable and they are borrowing heavily from the ways of the private sector.

The importance of improving customer retention has led to many changes in the services and retailing mix. Assesses the role that the contact person has on the customer’s willingness‐to‐buy. Two retailing districts in a small town are studied: the first, a downtown retail district made up primarily of small local retailers; and the second, a one‐stop retailing district made up of large multi‐service national chains. The results show that the contact people in the downtown retail district focus primarily on empathy to influence willingness‐to‐buy, where the contact people in the large one‐stop retail district jointly focus on assurance and responsiveness to influence willingness‐to‐buy. These findings, and their implications for competing for customers in such competitive markets, are discussed.

Customer satisfaction is the key to repeat business. Dissatisfied customers not only switch brands but spread their dissatisfaction. Managing the customer requires a strategy for customer care that involves a number of interfaces: management‐customer, staff‐customer, management‐staff, customer‐system, and management‐system. Each interface is defined.