Getting Community Members Beyond The Level One Library Experience
Among the more recognized and often repeated findings emerging from Ithaka S & R’s faculty research studies, including the recent 2012 report, is the revelation that faculty primarily perceive the academic library as their purchasing agent. When given a list of choices for identifying how important the library is to them, faculty have consistently, since 2003, selected “buyer.” The librarian’s role in facilitating access to journals and books is for many faculty the essence of the library experience.[See figure 38 on pg. 67 in the 2012 study] That’s a pretty dismal way to think of the library experience. If asked the same question, I suspect that many of our students would respond in a similar fashion – as might those who use their public library.
Some members of our professional community might be just fine with this state of experience. We give them what they want. That should suffice. Perhaps it’s fine if your idea of the library future is being replaced by a content acquisition and delivery algorithm. I think it should concern us that many of our community members’ perception of the library is primarily about the content it delivers, not its educational role in helping community members learn new skills or any of the many other non-content services that are part of a robust and connected library experience. According to Bill Lee, what libraries deliver is a level one experience – and we need to do better than that.
In his column titled “Building Customer Communities is the Key to Creating Value“, Lee describes four levels of the user experience. In Level One the organization is perceived by its customers as simply the supplier of some commodity – in the case of the library – the content (and typically at the best price and what’s better than free to the user). In Lee’s hierarchy of customer experience Level One is the least desirable experience to deliver because community members care only about what they can get from you – not about you or the added value services offered. It’s strictly a one-way relationship.
A Level Two experience would represent an improvement for librarians because it moves beyond content to a state where community members believe you help them accomplish something, but it’s more than just basic productivity. At Level Two the librarian is perceived as adding value by saving time, delivering something not easily obtained elsewhere (e.g., expert advice on getting to the best content). If they can get past the content delivery focus, delivering solutions would serve as a good way to start connecting with community members.
If we do that well then we may, for some segment of our community, achieve the Level Three experience. At Level Three there is more engagement, emotional connection and relationship building. This is the level where trust gets established and in turn it leads to deeper community engagement and member loyalty. Now the experience is far beyond connecting with the library to get a book, article or movie. It’s about wanting to be at the library, to spend time there browsing the stacks or working with a librarian on a research project or just being comfortable in our community space. The experience at Level Three instills loyalty in the community members, and they tell their friends about the great experience they have at the library. While Lee spends most of his column discussing the Level Four experience, I’d be glad to see most of us getting to Level Three – that’s a big enough challenge.
What happens at Level Four? The way I’d describe it is to say that the library achieves platform status. The library is actually offering an experience that helps its community members to build their own networks and communities. The library acts as a platform upon which its members can build their own social presence. He provides a few examples of organizations that are achieving the Level Four experience. Whether librarians can create that Level Four experience is less clear because achieving trusted platform status involves more complexity and investment. One library example, in the academic sector, could be the library research award competition. Prize winners may use this to enhance their presence and build their network. Anyone who offers such a prize knows it’s a complex initiative that requires both personal and financial investment.
Given that many of our libraries are stuck at Level One, Level Three strikes me as a reasonable target goal.To get there we will need to do some rethinking about the value we deliver – or could be delivering – and how to get past being seen primarily as a content provider. I hope Lee would consider taking that up as a topic in a future column – what to do to move beyond Level One experiences. In the meantime, we need to start assessing our own library experiences to honestly know the level at which we currently operate and what we can do to move up the experience level ladder.