Rethinking Libraries in the Book Business

Abstract

ABSTRACTMedia development has changed the conditions of the public library, which now operates in an attention economy. The change to an attention economy is a challenge for the library as an institution because most aspects of the public library, from the library space to the organization of activities, are designed for a time when media were scarce and access to media was one of the most valuable services provided by the library. The changes in the media environment has resulted in increased competition for the libraries. Consequently, libraries need to adopt a market-oriented approach that, to a higher degree, incorporates user needs and preferences in the development of library services and activities. On a very general level, the market-oriented approach allows the library to not only focus on those groups of citizens that the library or its political stakeholders consider most important but also design services that are relevant for those groups. From a market-oriented perspective, the success of an organization depends on not only its ability to gauge user needs and market competition but also its ability to use that knowledge to provide superior service or develop better products – in short, to deliver superior value to its customers. The degree of market orientation in public libraries today roughly falls into one of three categories: product-oriented, sales-oriented, or market-oriented. The main focus of the product-oriented library is the collection, while the sales-oriented library focuses on promoting and selling existing library services. The market-oriented library is guided by user needs and preferences to develop library services. The transition towards market orientation requires a clear strategy and prioritization. Further, it requires a refocusing of the organization to core values and adapting the collection, activities, and services to user needs. Thus, the transition demands both changes in structure and in culture, as well as new skills for both staff and management. To operationalize the concept of market orientation, an iterative process with five distinctive phases is introduced. The five phases are organized as a process over a defined period with the following components: generation of market intelligence, knowledge sharing in the organization, selection of target groups and initiatives, development and organization, and evaluation. This five-phase model can be used as a tool to monitor and develop basic library operational procedures – such as logistics, procurement, service concepts, and collection development – in accordance with a market-oriented perspective.