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Cust driven priority setting
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Cust driven priority setting

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Describes how the use of an Opportunity Index allows libraries to continuously improve their services. Presented during the Public Library Association Conference, Philadelphia, PA March 16, 2012

Describes how the use of an Opportunity Index allows libraries to continuously improve their services. Presented during the Public Library Association Conference, Philadelphia, PA March 16, 2012

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  • General perceptions
  • Is why we have the opportunity to improve – we care, we want to get better
  • Bar chart
  • Quadrant chart
  • Ulwick. Turn Customer Input into Innovation. HBR, January 2002, 91-97Note that the number in the parentheses can never be less than zero.
  • The larger the Opportunity Index – the larger the gap between Importance and SatisfactionThe Opportunity Index is calculated for each pair of responses and then the average is calculated for all pairs.Thus, you can not look at the average of Importance and the average of Satisfaction and manually calculate the Opportunity Index.
  • Across all public libraries – rank orderS = ServicesF = FacilitiesImpact of the budget – top three in rankingsOI scores range from 12.56 to 10.33 for the top five factorsOnline catalog continues to need significant improvementsLibrary Web site also sucks
  • P = PoliciesE = Equipment
  • Why can’t people …People used to …Children used to …

Cust driven priority setting Cust driven priority setting Presentation Transcript

  • Customer DrivenPriority Setting: Thinking Like a Customer Joe Matthews March 2012
  • What Makes a Library Good (or Great)?• A supportive local government• Great funding• A beautiful new building• Terrific staff• A community that values the library• High use
  • Good (or Great)libraries believe they can be better than they are
  • Great Libraries• Believe that things change• Work to make changes• Persistently work to improve• Believe that greatness is a continuous adventure
  • If You Really Care Caring begets attention attention begets curiosity and curiosity – did not kill the cat!
  • ChallengeHow do you maintain a culture of continuous improvement when libraries are having to make significant budget cuts?
  • Think like aCustomer
  • Why don’t we think like a Customer?• We see the world through rose colored glasses (we work in a library).• We hear but we really don’t understand.• We stopped looking.• We don’t see options – we see rules.• We haven’t walked in the shoes of our customers.• We don’t focus on the end result.• The customers may require us to radically change.
  • What can we be doing?• Compare your experience with your favorite coffee place to your library’s customer experience.• Observe the signage at a supermarket.• Observe the self-check process.• Observe the security gates at an up-scale retail store.• Ask the next person you meet when they last visited the library.• Ask your customer’s what they would change?• Visit a Build-a-Bear store and observe the customer experience.
  • We need to really listento the Customer
  • Importance and Satisfaction10 9 8 7 6 5
  • Importance andSatisfaction Data
  • Opportunity Index The FormulaImportance + (Importance – Satisfaction) = Opportunity
  • Opportunity Index in Public Libraries 1. Collections (S) 1. Hours open (F) 1. Borrow items (S) 1. Online catalog (S) 1. Web site (S)
  • Opportunity Index in Public Libraries 6. Holds/Renewals (P) 7. Lending policies (P) 8. Access remotely (S) 9. Overall importance (S) 10. Parking (F)
  • Opportunity Index in Public Libraries 11. Checkin/Checkout (P) 12. Catalog terminals (E) 13. Phone, fax, email (E) 14. Personal safety (F) 15. Library building (F)
  • Opportunity Index in Public Libraries 16. Fines/fees (P) 17. Interlibrary loans (P) 18. Restrooms (F) 19. Database lookup stations (E) 20. Database access @ library (S)
  • Bottom of the Index Library does better (higher levels of satisfaction)compared to importance of the issue assigned by the customer. Opportunities to adjust the level of resources.
  • Analysis by Branch Library can compare ratings for each branch facility compare to the overall scores.
  • Change your approach … not the customer.
  • The customer owns the library. Leaders & staff are there to provide anexceptional experience!
  • So …• If we aren’t the library people want, whose fault is it?• We adjust to the customer, not the reverse.• A customer focus means reaching out and listening.• Your library is as friendly as …• Root out the negative rules. It’s more fun to say yes!• Choose a customer service that is positive, welcoming, and empowering for the customer.• When a problem arises, rapid recover is the key.• Tell your customer you have listened, and what you are doing.
  • Change your look• Paint• Remove signs• Merchandise the collection• Provide staff uniforms• Blow up service desks• Be enthusiastic, have fun!
  • Thanks Data courtesy of Counting Opinions Follow upJoe@JoeMatthews.Org