Librarianship as a Business

Sharon Campbell

Think back to 1954. What was the world like then? For many of us, it was a place where Dad worked and Mom stayed at home. Most families had one car, one bathroom, one phone (frequently on a party line), no air conditioning and an extended family that lived nearby. By 1974, the landscape had changed significantly. In many households, all of the adults worked. There were multiple cars, multiple bathrooms, multiple phones, some level of air conditioning and families were scattering to embrace new career opportunities. In 1994, we were already looking forward to the new millennium. We were doing this from our air-conditioned homes and cars. Phones in the home were no longer enough. We needed phones in our cars as well. Everyone needed their own bathroom and, at the age of 16, their own car. Everyone worked and continual shared experiences with extended family were more legend than reality as we scattered even farther afield.

What services were public libraries providing in 1954? After climbing the stairs to the Carnegie Library, or Carnegie clone, libraries had a perfume unlike any other which was stirred by the slow rotation of ceiling fan blades. Children and adults alike selected books or magazines from the shelves, presented them at the circulation desk and took them home for the allotted amount of time. In 1974, libraries were more often sleek, one-story buildings with flat roofs and a "Jetson's" look about them. Audio materials had been added to the collection and some libraries offered typewriters for public use. At the core, though, was the parade of children and adults coming to the library to borrow materials to take home and read. 1994 saw an increased use of technology with automated circulation systems and card catalogs, public access computers for a variety of typing, spreadsheet and database uses, and the availability of CD-ROM products. The architecture of new buildings had moved back toward the traditional. Internet was being introduced, but its application in the library world was unclear. Yet for all of those changes, the fundamental principle and mission of most public libraries had not changed since 1954.

Many have speculated about the future of the public library in this information and technology rich age. We may have to change the way we think of ourselves, but we are the masters of our own destiny. Libraries are not alone as they struggle with changing competitions and strategies for the delivery of goods or services. In fact, the genesis for this article came from a conversation with the owner of a small business. During the conversation, the hardware store owner worried about competing with the super stores that are moving into her area. She discussed her concern about the evolving skill set required of all hardware store employees. She wondered how she would keep her prices competitive, offer the varieties of merchandise required, and provide ample benefits for her employees. As she talked, it became more and more apparent that the concerns she faced were similar if not identical to the issues faced by the public library. In spite of these similarities, few directors think of themselves as business people. We think of ourselves as librarians.

We need to make public libraries the heart of the community they serve. Although there are several components of this process, it is probable that the first is to begin to think of the library as a business rather than a function of society.

The hardware store owner talked about the continual need to keep old customers in the face of stiff competition and the need to bring new customers through the door. In her business, customers "vote" through an ongoing individual decision basis. An individual decides whether he or she is willing to pay an extra penny for the convenience of going to the hardware store down the block rather than driving to the nearest super store. The decision is based entirely on the individual's whim and ability to pay. In fact, an individual may make that exact same decision several times during a week - or even several times during a particularly disorganized Saturday! The hardware store's ability

* Sharon Campbell, Public Library Consultant, Shawnee Library System, Carterville.

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to convince consumers on an ongoing basis that they receive better value through price, convenience or service is what keeps the store profitable and in business.

The library has no such ongoing measure of its importance to the community. This can lead to a false sense of security. We say, "Well, circulation is down but Internet use is up" or "Storytime attendance is down, guess there are just too many working mothers." Regardless of the factors that drive these shifts in usage or our response to them, we receive our Per Capita, our tax income, fees and fines and life rolls along. To be certain, tax caps slow the rate of growth but the basic income stream remains constant.

Eventually the time comes when we must ask taxpayers to increase their taxes to support the library. When we do this we are asking them to diminish their disposable income. This is a decision that they are asked to make rarely rather than routinely. The decision making process is completely different than the process by which they decide what hardware store to use. First, we are talking about more than a penny or two and we are talking about a lifetime commitment. Second, people begin to consider what their neighbors might want or be able to afford. The decision about where to buy a hammer is based entirely on the individual consumer with no regard for what a neighbor might be willing or able to afford. When people go to the polls, they consider their neighbor, their uncle, and their friend's ability to pay additional taxes. It is not uncommon to hear people say, "I would vote for it in a minute but the farm economy is down, or the factory has had layoffs recently, or we didn't get the prison, or the mines have closed." Others can't afford to pay, so I'll vote no.

It is for those reasons that we must work to change the way we think of ourselves and fully commit to becoming the heart of our community. This is a realistic goal for every public library. It will take effort and commitment. It will not happen overnight but it can be accomplished.

How are libraries businesses? Libraries have increasing competition from the private sector. Libraries must maximize their income to provide the best possible service rather than to increase profits. Libraries have employees, offer a service, comply with Federal employment regulations, and rely on the good will of their patrons (customers or clients). As you consider our changing world, identifying your niche, staff selection, positioning your library within the community, and maximizing your income, consider the possibilities - try to think, "maybe we could..."

Libraries are really very old organizations and frequently have to carry all of the traditional organizational beliefs forward in every decision that is made. "We've always done it this way. We tried that once 15 years ago and it didn't work. No other library this size does that." These are common phrases in the culture of the library. This makes change and adaptation cumbersome at best. Those attitudes also work to the library's disadvantage in a rapidly changing environment. In other words, libraries because of their age are often static organizations.

On the other hand, younger organizations do not have the long held traditional organizational beliefs and are frequently able to anticipate or react to change in the same rapidly changing environment. Their more frequent responses might be, "Let's give it a try," or "Maybe if we re-think this idea people will be more eager to accept it," or "We are the first of our size to incorporate this service... what an advantage." In other words, those organizations are much more agile.

We should not throw our traditional organizational culture out the window to jump on every bandwagon that passes through town. That response to a dynamic environment serves no valid purpose. It is reasonable, though, to make some reasoned changes in our organizational behaviors and in our responses to the world around us.

Technology is a good example. We can probably all agree that, in the world of libraries, technology revolves around computers and what they can do. We talk about "embracing technology," but it is possible that we have failed to really do that. We have accepted technology and we have re-arranged our furniture to house technology, but have we really embraced it?

To define the difference in the terms embrace and accept, the analogy of horseback riding seems appropriate. Some people would like to be able to ride a horse but they are frightened and distrustful of horses. They may recognize a horse when they see one. They may know how to mount and dismount, how to cluck the horse forward or whoa it to a stop. They may know how to hold the reins, how to steer and how to nudge the horse to a faster pace using their heels. They accept horseback riding.

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Others ride with no fear and complete trust in the animal. They can toss themselves up onto the back of an unsaddled horse as if settling into an easy chair. They guide speed and direction with their knees rather than heels and voice. At every pace with or without a saddle, they look like they were made to be on that horse. They get every possible nuance and value from the horse without the horse or the rider ever being awkward or uncomfortable. They embrace horseback riding. It is not the only thing they do. They lead well-rounded lives filled with friends, family and other interests. Horseback riding is just one of the many things they embrace.

In the same way, libraries need to continue to be well-rounded organizations and technology needs to be one of the many things we embrace. In fact, we may even need to exploit technology.

Library patrons usually just want the answer to their questions. The questions are as varied as the patrons. "What is the state flower for New Jersey?" "What is the latest census population for Post Falls, Idaho?" "Did the value of a specific stock go up or down this quarter?" "When I was 13, I read a book with a frayed blue cover and it was about a dog. In the old library it was under a window. I think my 13-year old would enjoy it. Do you still have it and what is its title?" "What are the effects of light and refrigeration on ascorbic acid?" The patron simply wants your assistance in locating the correct answer to the question. The patron also assumes that all information sources will be available (assuming the necessary paperwork has been completed) and that instruction on their successful use will also be available.

Most librarians are willing to walk a patron to the reference shelves and guide them in the use of every appropriate reference item. Most librarians will take patrons to the print copy of the Reader's Guide and provide instruction in its use. Most librarians will explain the mysterious value of using the index - even on a print encyclopedia.

The same willingness to provide service and instruction should exist for electronic information retrieval. The librarian is not at the desk while at the reference shelves, or looking up a folk tale, or teaching a patron how to use a print or electronic card catalog. Why is it, then, that so many librarians are resentful of the time spent teaching people how to retrieve information electronically? Perhaps it is because the learning curve is steeper, maybe because the learners tend to be adults rather than children, or maybe because we don't see technology as a part of our collection. Maybe we tend to think of this time spent providing instruction as an interruption in the services we offer rather than a component of those services.

It is true that training people to use technology is time consuming. It is true that people can become reliant on library staff to find the answer when they are fearful of technology. It is also true that librarians are in a service profession and that patrons have paid us for the services we provide. If we are to embrace technology in any meaningful way, we need to treat it like all other resources within our library. It is not the enemy, it is not the end all, be all. It is one more tool that we can use to provide essential service to our community.

It can also save time. In almost every community, school assignments are cyclical. Fall brings leaves and insects. Winter brings international celebrations. Spring brings Elizabethan England and research papers. Use this predictability to your benefit now that you have Internet. Why not create an Internet folder with bookmarked web sites dealing with whatever seasonal topic is at hand? Once you have created and filled this folder, you will only need to instruct the patron on how to access and move around within it. Compared to providing the same information over and over again, the search needed to create the contents of the folder would be relatively minor and the patron would be well served. You could even create a tri-fold computer topper highlighting the bookmarks that you have created for current report topics and put it on every Internet computer your library has.

If you have a web site, you could create links to those report sites through your web site. Your patrons are still accessing information through the library but they are doing it from home. Early in the morning, after supper with their shoes off, or at some other time that is convenient for them regardless of whether the library is open or closed. You are encouraging patrons to think, "Let's see if the library has that." Whether they come through your physical door or your virtual door, the goal is for everyone in your service area to think of the library first when they need or want information. If you reach that goal, your service will be valued and there will be broader acceptance of the costs associated with it. Of course, if you have a web site it is possible that people from beyond your service boundaries will use it. That is a simple fact of having a

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web site. Still, your library is offering a valuable service to its patrons and people who do not have library cards also come in and use print materials on site.

The majority of public libraries ask for a patron's name, address and phone number as a part of the card application process. Beyond that additional information is requested depending on the needs of the individual library. Very few libraries ask for not only the US Postal Service mailing address but the patron's email address as well. This simple piece of information could dramatically affect the services you are able to provide your library patrons. It is possible that you could email library newsletters to all patrons. You could send notices of new or forthcoming books by a patron's favorite author. You could announce book discussion groups. You could notify patrons that reserve or Interlibrary Loan material has arrived for their use. You could offer new patrons the opportunity to signup for such announcements when they register for their new library card.

There would be some challenges to face in setting any of those services up. If the library was a for profit business, the challenges would be overcome in an effort to provide excellence and convenience in customer service. The public library should accept nothing less as its benchmark of service.

Does your library accept general inquiries via email? Can a patron email an information request to you and pick up information later in the day? This is a service that could work to the benefit of both the patron and the library staff. Patrons could be provided with a specific email address for such requests and the email at that address could be checked on a regular schedule throughout the day. The requests would come in, library staff would determine if the library could or could not provide the necessary information, or if clarification of the question was needed. The library staff could then, via reply email, notify the patron of the outcome. This notification would be sent regardless of the answer. It could indicate that the material is available to be picked up or that the library staff requires more information or that the request is beyond the scope of the library's collection and Interlibrary Loan is required.

The question comes in, the staff does a quick search and determines that information is available from a variety of sources including some Internet sites. The staff member forwards the Internet sites to the patron and indicates that additional information is bundled for them at the circulation desk. The response also indicates the total of all charges for photocopying, etc. and that the patron is responsible for those charges irrespective of whether the material is or is not picked up. The response also indicates the length of time the bundle will be held at the desk.

The patron knows that the information is available and waiting for them. The patron knows what it will cost and when it will be available. The library staff member has done little more than probably would have been expected with an anxious patron looking over his or her shoulder. It has probably been accomplished during the slowest part of the day rather than the busiest.

If we are to embrace or exploit technology, we must think of what we can ask these machines to do to make our lives easier and to provide excellence in patron service. Then use the tools to implement that strategy. Of course setting everything up will take time. Of course there will be problems to work out. Of course there will be patrons and staff members who are fearful of technology. These facts are neither more nor less true in the library than in the local hardware store. They are stumbling blocks that must be overcome if a public library is to thrive.

For decades libraries were the only choice when a student needed to do research or anyone wanted to read a book for pleasure. This has changed dramatically within the past decade and we now find ourselves in the most competitive market for the provision of information that there has ever been. We need to consider where we belong in that market, and work diligently to establish our dominance there.

Who do public libraries compete with? The list is dynamic with growth and change occurring on a near daily basis. What follows is a possible list of our common competitors:

• The busy schedules of our patrons. Libraries try to find times and hours that will meet the needs of our users and potential users, but those free hours are more and more difficult to identify.

• The local bookseller - whether that is a chain or an independent. They have more copies of popular titles and, frequently, have longer hours. More and more, they offer programming that seems to be based on the standards that libraries have established.

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• The Internet bookseller. They are open 24 hours a day, 7 days a week; seem to have limitless quantities of every title ever published; and frequently can deliver it to a patron's home or office before the patron would have time to travel to the library.

• People who read and loan their books to friends.

• The local video rental/sales location. As with bookstores, they have multiple copies of new releases and longer hours than most public libraries.

• The park district that sponsors after school and weekend programs.

• The Internet with its constant availability of information.

• Producers of CD-ROM encyclopedias that come pre-loaded on home computers. Remember when only the really wealthy families had encyclopedias?

• Other public libraries through reciprocal borrowing. Frequently people use their library card in the library nearest where they work rather than where they live.

• In some cases, ourselves. When we try to be all things to all people we inevitably are unable to succeed. We need to decide what we do and then do it very well.

The local library cannot compete with each and every one of these competitors and be successful. This is equally true for small businesses. The pace of life will never slow to its 1965 level of leisure time. The library can work hard to be innovative in its services to enhance convenience. An individual public library will never have the financial resources of a national bookseller. The library can be observant of display techniques that large booksellers use to promote their materials. Some of those techniques might transfer well to the public library. The goal is not to copy their displays, but to learn from them and create displays that spark the interest of the patron.

Not every public library will someday have a coffee shop. It is possible, though, that public libraries who still strictly enforce the "No gum, no food, no beverages" rules could relax those rules a bit. There are very few places in the world where gum, food and beverages are prohibited. Bookstores, department stores, hardware stores, notions stores all allow customers to carry in whatever refreshments they find necessary. It seems that these items are not the hazard we once thought they were. We are all aware that our patrons don't wash their hands before reading our books. Our patrons read in the bathtub, the bed, the fitness center, and the dinner table. Why do we remain so concerned about gum, food and beverages within the library? Remember, our goal is to be as inviting and welcoming as we can be without discouraging appropriate use of the library and its resources.

Another longstanding phenomenon is that libraries are primarily for women. Why is that myth in place and what can we do to dispel it? Based on observations in small and large bookstores, we as librarians must be doing something to perpetuate it. There are always men in bookstores. The bookstores do not provide the Internet or computers for browsing. These men are not just sitting in the coffee shops looking bored while waiting for the little woman to finish shopping. They are choosing books that they are going to purchase and read. Why, then, are they probably not library patrons?

Look at your library. Is it female in its appearance, is it male in its appearance, or is it neutral? Are the primary color schemes and decorations appropriate for a place of business or a home? What size bodies are your chairs made for? A library should not have a sterile appearance, it should have a neutral appearance. If your library is decorated in a feminine way, if your storytime room will appeal primarily to little girls, if all of your furniture fits a 5'5" frame really well or if all of the books on display have a bias toward feminine interests, you have probably created an environment that is not very welcoming to men. In fact, it is probably not very welcoming to boys of any age. That may be part of the reason they are shopping at the bookstores on Friday night!

National booksellers offer their customers the option of visiting a brick and mortar store or shopping online. It appears that, to some degree, the brick and mortar stores have begun to compete with their online sister stores. A vestibule banner bragged that books not found on the shelves of the brick and mortar store could be ordered and delivered either to the store or to the customer's home or workplace. The competition appears to be the ability to serve the customer's needs in the manner that is most convenient to the customer. This is a lesson that I believe public libraries could benefit from. Of course we cannot be open 24/7 but we are nearby, we do care, and we can offer value through convenience. We can only do that if we make it a priority.

Could we make the delivery of materials requested either by title or information requests via email a more

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convenient process for library patrons? In many towns there are a few major employers. Is it possible that following the model of homebound delivery a library could arrange a schedule of bundle deliveries to these major employers? I believe it is. A partnership between the employer and the public library would be necessary but probably not difficult to accomplish. A specific time and day or days of the week could be established for deliveries. The librarian would arrive with the bundles already checked out to specific library patrons who would pick them up at their workplace. The service could be delivery only or delivery and return depending on the individual library's preference. There would be costs associated with the services as there are with homebound delivery. There would be problems to be overcome as with any new program or service. The addition of the service could make the library a stronger competitor in the marketplace. The service could draw attention to the positive aspects of the library's willingness to provide service and convenience to its patrons.

Libraries in Illinois are required to have mission statements. A well Grafted, well thought out mission statement clearly defines what the individual library is all about. It is from that mission statement that many service philosophies are derived. The mission statement is a fundamental document that should be taken seriously. It does need to change over time, though, as shifts in demographics or service needs occur. From time to time it is a reasonable action to scale back on the collection of topics or formats. Will books on cassette be replaced by books on CD? Will e-books become a mainstay of the library collection? What are the format limitations for a specific title? Will the library purchase a title in every format that becomes available? This could mean a single title in hardbound, book on cassette, book on CD, large print, e-book, video and DVD. Will the library continue to purchase video and DVD with so many local outlets with stronger collections? These are decisions that must be made as the library identifies itself within the community and works to establish dominance within the arena of its mission.

Competition with other taxing agencies for programming that has traditionally been the forte of the public library is troubling. Park districts frequently hold storytelling festivals and preschool storytimes. The public library needs to be diligent in its efforts to not be transparent as it serves the community. The key may be more effective marketing or more effective partnerships or more innovative strategies, but it must be found.

Perhaps the trickiest competition of all is the fact of electronic transmittal of information. Years ago, film manufacturers gave away cameras because customers would have lifelong brand loyalty to their film once they became familiar with the use of the camera. The cost of the camera was irrelevant compared to the revenue that would be generated. Today, electronic encyclopedias are the cameras of the computer age. They are loaded onto your computer when you purchase it, CD-ROM encyclopedias can be purchased for $50 with a $50 rebate coupon attached to the package. Everyone who has an Internet connection has access to an encyclopedia including a free 30-day trial for several online encyclopedias.

Libraries need to be the first stop on an information shopping trip rather than the last. Make every avenue to accomplish that goal available to your patrons. Look for a positive outcome in this rather challenging environment.

The most influential people in your community may be the business or governmental leaders. How can you provide a unique service to them? We talk about partnerships frequently, but all too often we are actually talking about getting something from someone else rather than a true partnership. For example, "Oh, yes, we partner with the local bank. They buy us bookmarks with the library name, address, phone number, web address, and hours listed on them. We let them put the bank's name on them too and we hand them out." Or, "We partner with the schools. The art students come to the library and put displays of their work in our window." It is possible that neither of those situations are true partnerships as only one of the partners receives significant value or benefit from the relationship.

Perhaps an example of a true partnership would be something like this: "We are partners with the local doctor's office. We agreed that there was a need for a larger medical reference collection in the community and that parts of the collection should be in print and parts in electronic format. The library was able to purchase a computer workstation and commit a portion of our book budget for medical reference books. The doctor agreed to fund subscriptions to some appropriate health related databases and to provide a 50% match of the funds we spend for medical reference books. We are going to place a bibliography in his office and we are going to be certain that everyone on the staff is

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trained in the use of the databases. We have found a fairly private location for this collection to allow people to use it with minimal fear of others reading over their shoulder."

Another possible example could include a local manufacturer. It might be something like this. "At a recent Chamber of Commerce meeting, I was talking with the general manager of that big manufacturing facility. She was telling me about the growing need for a Knowledge Manager, but that her plant really can't justify the cost. Although the need is there, she's just not certain that it has reached the magnitude that would require such a significant investment of financial and space resources. She went on to describe her concerns about proprietary information and confidentiality. After giving it some thought, I called her and set up a meeting. I suggested that we have a skilled reference librarian on our staff who would be very capable of doing the work she had described at the Chamber meeting. We had a good discussion and have agreed to a six-month trial period with the public library conducting online searches for the information needed by this company. The company is going to supply all of the craft supplies, incentives and the stipend for the entertainment for the summer reading program this year."

With other governmental agencies, the partnership could be based on an even greater mutual need. Perhaps the schools and public library could develop a comprehensive plan for collection management. Perhaps the district library and the municipality could enter into an inter-govemmental agreement that would make annexation to the library district a requisite part of annexation to the city. Perhaps the librarian could visit the early childhood development class at the school and teach students how to read a story aloud. Perhaps the library could conduct research for the city.

In any way that you are able, you must keep yourself visible. You must never try to work in isolation from the rest of your community. The library should consider paying the cost of membership to the most important business organization in the community and the library director should be at every meeting as a full participant representing the library. If those links are important for other members of the business community, they are equally important for the library.

Businesses have discovered an amazing shift in the skills required of employees during the past several years. In days gone by, high school students were hired to do the "grunt" work. A strong back and a good attitude were primary qualifications. Now high school students who have those attributes and computer skills are in high demand. The role of the high school student in small businesses has changed dramatically.

To some degree, that same phenomenon has taken place within the library as well. There was a time that an ability to alphabetize, speak politely to patrons and perform simple clerical tasks were the primary skills needed of an entry-level employee. Now, in addition to that skill set, entry level employees must be able to perform Boolean searches, repair a jammed printer, load the copier, and work effectively with a variety of applications software. This shift in responsibilities and skill levels cannot be ignored if the library is committed to excellence.

Many libraries are shifting their focus to marketing. If you begin to expend your energies in this direction, be certain that you are well focused. Your goal should remain constant and should be to promote value to the customer. This could be the regular library patron or the infrequent user. It probably never will be someone who does not enjoy reading. Look to other marketing campaigns in related or unrelated fields and see what you can learn. Do not limit your reading to library literature, look to the literature produced for booksellers and other retailers. Learn the basics of attractive promotional displays. Evaluate what you can do to emulate your competitors, to lead the way, and to distance yourself from them through excellence in patron service. Don't be afraid to look at your library with a critical eye. Every library has strengths and weaknesses. Build on your own strengths as well as those of your board, your staff and your community. Don't get bogged down in the habit of identifying only roadblocks. Sit in your living room and imagine the library that offered your busiest friend perfect service. What would that be? Try to come as close to it as you can.

Remember that every generation is driven by different motivational factors. Play to those factors and build allies within every generation your library serves. This may mean having three different types of book discussion groups - one for the people who enjoy large print, one for baby boomers and one for the X-ers. Listen to the people in your community and do your best to be responsive.

Explore the possibilities with an open mind. Offer programs on a limited time basis of six weeks if you are uncertain they will be successful. Manage the costs

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effectively and even if the program fails, learning has been successful.

Don't be bound by the ways things have always been. The truth is that nothing has always been any one particular way. Change is frightening but growth is exhilarating.

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