Search

Super Library Marketing: Practical Tips and Ideas for Library Promotion

Open Search
Tag

customer service and libraries

Good Marketing is Good Customer Service: 5 Cruise Industry Secrets to Steal For Your Library

Photo courtesy Cincinnati and Hamilton County Public Library

My husband is an optimist.

In April 2020, about a month into the pandemic, we learned that our planned family cruise was canceled.

“No problem,” said my darling spouse. “We’ll rebook for August. Certainly, this will all be over by August.”

You know the rest of the story.

Our cruise was rebooked a total of FIVE times over the course of the next 18 months. We finally set foot on a ship this year. And despite what you may have heard about the state of the cruise industry, our latest trip was wonderful. That’s due in part to the customer service on the ship.

And what I realized, as I was sailing through blue waters with a drink in hand, was that the marketing on the ship enhanced the customer experience.

So, I started writing down what I was learning to share with you. Here are the five big marketing lessons I learned while sailing.

Make it easy for your community to find the information they need.

It was easy to book on the company’s website. The cruise line walked us through each step of the pre-boarding process, with multiple touchpoints including videos, emails, and fliers mailed to our home. Any time we had a question, we could find the answer by heading to the cruise line website.

Your library’s website is as important a marketing tool as the sign on the outside of your physical location. In fact, I would argue that your library’s website is another branch of your library. Make certain your community can find what they need, when they need it, on your website.

If you have trouble figuring out how to organize your website, ask your front-line staff to make a list of the questions your community asks. Track questions for one week to one month, depending on the size of your library. Then arrange your website so your community can find the answers to the most asked questions on your website.   

Handholding makes the experience smoother.

Once we booked our cruise, the company we sailed with began sending us a series of email onboarding messages. They walked us through the process of finishing our paperwork, reminded us to get our passports and vaccinations, relayed important safety information, and gave us advice on packing and navigating the port on embarkation day.

Mind you, this was not our first cruise. But this onboarding made our vacation run more smoothly. We didn’t have to think about anything! We knew the company would give us the information when we needed it.

Show your community your library cares about the customer service experience of your organization by using onboarding email messages. Send new cardholders a series of emails designed to introduce them to services that your library has to offer.

And send current cardholders an onboarding series too! Once a year, re-introduce them to your select services. If they sign up for a program, send reminder emails in the days leading up to the event. For summer reading or other big initiatives, send periodic emails to encourage participation and remind them of incentives they can earn.

Repeating messages stick.

Remember the Marketing Rule of 7? The average person needs to hear a message seven times before it really sinks in.

On the ship, important announcements were repeated over the loudspeaker, on digital signs, in the daily calendar, and in automatic notifications from the cruise line app. Even on vacation, when I didn’t have 1000 things at work and home competing for my attention, I needed to hear messages more than once to absorb them.

Repeating marketing messages result in something called the mere-exposure effect. This phenomenon finds that people show an increased preference for a stimulus as a consequence of repeated exposure to that stimulus.

In other words, the more you repeat your library marketing messages, the more likely people are to remember them and do the thing you want them to do! You may notice that I often repeat advice on this blog. Why? Because of the mere-exposure effect!

This doesn’t have to involve a lot of work for you, the library marketer. When you’re creating your next promotion, focus first on what you will say. That’s your base message. Try to use as few words as possible. Write as if you were in conversation with your community member.

Example: Our Summer at the Library celebration begins May 31! Win prizes by completing reading goals and fun activities. Get ready by signing up for our digital tracker. Have any questions? Email us at mylibrary@mylibrary.org.

That language is short and direct. It can be repeated on social media platforms, email, digital signs, and posters. It won’t overwhelm readers. And it clearly tells community members how to participate.

One note: for some promotions, you won’t need to repeat your message on ALL channels. Think first about your target audience and where they are most likely to want to interact with your messaging.

For some programs, like summer reading, with a huge target audience, you may want to market on all channels. But for other, more niche promotions, you can focus on target platforms. This approach saves you time too!

People read signage when it’s done well.

The cruise ship’s wayfaring signage was placed in key public areas and was simple and direct. And that was the only kind of signage! We knew when we saw a sign, it meant something.

If your library puts too many signs in too many places, you’ll make it confusing for community members, who eventually tune out all that visual overload. Choose your sign placement carefully and strategically, and when in doubt, minimize. If you’re worried that people will get lost, then remember the next lesson…

Staff members are your secret weapon.

Every staff member on the ship was apparently trained to answer any question, from how to find the bar, to how to reserve seats at the nightly show.  If we needed any help, all we had to do was ask. What a treat!

This easy, comfortable staff interaction made the day so much better. We knew if we had any problems, the staff would have our backs.

With all the digital tools at our fingertips, it turns out that front-line library staff are the key communicators and customer service ambassadors. Train staff to understand that customer service is everyone’s job. They should be able to answer any question (or find the answer to any question) about any service, program, or department, even if they have never worked there.

More Advice

Libraries Have a Huge Competitive Advantage: Customer Service! Here Are 3 Promotional Tips To Drive Home That Message

Subscribe to this blog and you’ll receive an email whenever I post. To do that, enter your email address and click on the “Follow” button in the lower left-hand corner of the page. You can also follow me on the following social media platforms:

0

Libraries Have a Huge Competitive Advantage: Customer Service! Here Are 3 Promotional Tips To Drive Home That Message

Photo courtesy Cincinnati and Hamilton County Public Library

The best customer service experience I ever had was with a cell phone provider. No kidding.

I was having issues getting my contacts to transfer to a new phone. The provider’s website offered no solutions. So, with great trepidation, I called the customer service line.

The woman who answered was a delight to work with. She welcomed me in a friendly manner and assured me she wouldn’t hang up until she’d solved my problem. She was patient with me as I explained my issue. She was friendly, asking me questions about my day as she worked. And she thanked me with sincerity when our call is over.

A successful and delightful customer service interaction is rare. And it’s increasingly difficult for people to contact a human customer service agent. Earlier this year, Vox published a story about the death of customer service lines. Companies like Frontier Airlines, Facebook, and Amazon are cutting costs by eliminating their phone-based customer service lines in favor of email forms and chatbots.

When I read that, I thought, “That’s a huge opportunity for libraries!”

Our community is our customers. And our unique value proposition is that we offer personalized service provided by a real-life person, always.

Library staff is not chatbots. We’re not email forms.

We listen, and we help solve problems. In fact, we’re proud of our problem-solving skills.

So why don’t we spend more time marketing our unique, valuable customer service experience?  

Good customer service is a competitive edge for libraries. We can build a reputation as a warm and inviting space. When was the last time you heard Amazon or Best Buy described in those terms?

Building your library’s reputation for customer service will increase visits and use of your library. And for many of you, that can be valuable in budget and funding discussions.

And delighted community members are more likely to spread the word to their friends and family about our system and the services we provide. They are compelled to talk about us positively on social media, give us great reviews on Google Business, and support our work through donations or volunteerism.  

Here are 3 ways to use your library’s customer service as a marketing tool. Scroll to the bottom of the post for a great real-world example of customer service guidelines for staff from the University of Illinois.

Make it incredibly easy for people to contact you.

Your library’s address, phone number, and email address should be easy to find on our website. I’d recommend adding it to your page’s footer, as well as your “about” section. You might also add a “Contact us” page to your website.

It’s okay to have your contact information in more than one location! Don’t make your community members jump through hurdles to reach you. Remember, your competitive advantage is the ease of using the library.

You must also keep your library’s information updated on Google. And add your contact information to your bio or “about” page on all your social media accounts.

Finally, consider sharing your contact information at the top of your email newsletters, at the beginning of each video you produce, and even at the beginning of each program you hold. A simple statement like, “Our library is here to help you! Ask us any question, anytime by calling 555-5555 or emailing us at questions@mylibrary.org” is sufficient.

And if you do this anytime you interact with a group of community members, over time your concerted and consistent effort to share your contact information will convey the message that your library is a place where community members can seek help.

Promote your library as a place that helps people solve problems.

In your marketing, emphasize that your library is on the community’s side.  

Your promotions should drive the following messages:

  • That your staff works collaboratively with users.
  • That you take your time to listen to problems and find the best solutions.
  • That your community members’ problems are your problems!
  • That you care about the outcome of your interactions. 

One way to do this is to collect stories of the library solving patron problems. You might have to get out of your comfort zone to ask after a casual conversation but it’s worth it. Most people will be more than happy to allow you to use their feedback as a jumping-off point for a story. People love to talk about themselves. Use that to your advantage! 

You’ll likely need to train your staff on how to do this. It sounds complicated, but here is an easy framework for staff to keep in mind.

If you think there is an opportunity for a patron to share a story with you, don’t wait until the end of your interaction to ask. Ask questions when the moment presents itself, even if that’s toward the beginning of your interaction. Listen for the community member to say something like, “Oh that was helpful!” That’s your cue to ask permission from the community member to share the story of your interaction.

Avoid broad questions that can be answered with a simple yes or no, like “Would you recommend the library to friends and family?” or “Did you benefit from our work together?”

Instead, ask the patron specific questions that require a bit of engaging explanation.

  • “What are some reasons you’d recommend the library to your friends and family?”
  • “How is your life different now that you’ve received help from the library?”

When you ask these more specific questions, you’re setting up your patron to offer a bit of narrative and a back story. Remember that hearing more about another person’s journey can help a potential library user visualize the difference their life could have if came to the library for help. 

Look for stories everywhere… in emails to your library, in social media comments or messages, and of course, in person. When you actively look for stories, it will get easier and become second nature.  

Finally, create a story bank. Collected stories have little value if they can’t be molded into something you can. Use whatever technology your budget will allow.

You can keep track of all the major details with a simple spreadsheet in Excel or Google Docs. Some libraries even use Trello, which is free, to gather and share patron stories. 

Promote your staff as problem solvers

Other companies have employees. Libraries have experts who truly care about the work they are doing and the impact they have on the community.

That’s why your staff is one of your most valuable resources. They are what makes your library stand out from your competitors.  Augusta Public Library did this in a fantastic Facebook post.

And when you highlight specific staff, your community members will begin to feel as if they know the employees. They’ll be more comfortable coming into your physical buildings because they’ll recognize the face at the desk or in the stacks. They’ll feel more open about asking you for help!

Bonus: Here is a great set of customer service guidelines for staff from the University of Illinois.

More Advice

You Don’t Have to Choose Between Print and Digital Books: How to Promote Your Collection to Patrons Who Use BOTH Formats

6 Simple Steps to Create the Most Important Asset in Your Library Promotional Arsenal: A Powerful Library Brand Style Guide 

Subscribe to this blog and you’ll receive an email whenever I post. To do that, enter your email address and click on the “Follow” button in the lower left-hand corner of the page. You can also follow me on the following social media platforms:

1

The One Question Your Library Staff Should Ask Every Single Guest To Unlock Promotional Success!

Hit “play” to watch this episode.

The Library Marketing​​​​​​​​ Show, Episode 170: In this episode, I’ll reveal the single most important question that you should ask every library guest. This question is the key to revealing your most effective library marketing tactics.

Kudos in this episode go to the Kingston Community Library.

Do you have a suggestion for a topic for a future episode? Want to nominate someone for kudos? Let me know in the comments. And subscribe to this series to get a new weekly video tip for libraries.

Also, I have a special request: I want to hear your best advice for library marketing in 2023! What did you learn this year? What are you excited to try next year? Share your thoughts for a future Super Library Marketing post.

Thanks for watching!

Subscribe to this blog and you’ll receive an email whenever I post. To do that, enter your email address and click on the “Follow” button in the lower left-hand corner of the page.

3

Two Key Areas of Marketing Focus That Will Deepen Your Community’s Loyalty to Your Library and Create the Truly Engaged Library User

Photo courtesy Public Library of Cincinnati and Hamilton County.
Photo courtesy Public Library of Cincinnati and Hamilton County. Click on the image to visit their digital library.

For most libraries, the end of the fiscal year is here. I think this is the perfect time to implement two new areas of focus for library promotions.

As discussed last week, libraries are at a critical moment. As we emerge into the post-pandemic world, we should not go back to doing things the way we were doing them before the crisis. That includes the way we do marketing and promotions.

Libraries need to start thinking beyond simply churning out flyers, posters, emails, and social media posts. We must devote time and energy to two primary areas of marketing focus: customer service and content marketing.

Here’s why.

Excellent customer service as marketing

We can create the truly engaged library cardholder by offering consistent, personal support.

Customer service is an extension of marketing because nothing compares to the first-hand experience of a real person having a great experience with your library, and then sharing that experience with their friends and family.

Customers are comparing you to every other customer experience they have. Expectations are high.

A library with frontline staff who are friendly, courteous, and dedicated to personalized assistance will hold the key to customer retention. You want to retain cardholders because it’s less expensive and takes less resources to retain engaged and active patrons than it takes to get new cardholders.

The good news is that most libraries excel at customer service. There are two ways to take those excellent, basic skills to the next level so you can create those loyal customers.

Respond as quickly as possible to patrons, wherever they interact with your library

Customer service consultant STELLAService released a report a few months ago that found that 62 percent of companies ignore customer service emails. The average wait time for a customer service email is 12 hours! And only 20 percent of companies follow up to see if their original answer was satisfactory for the customer.

This is an area where libraries can do better than for-profit brands.

  • Make it a priority at your library to answer every email, phone call, and chat request in a timely manner.
  • Institute a policy to send a follow-up email or make a follow-up phone call to ensure that the original answers you gave to the patron are satisfactory.

For instance, if a parent requests a book bundle for their child, be sure to send them an email or call them a few days after they’ve picked up their hold to see if their child is enjoying the books you provided. Keep a spreadsheet where you can make notes about what the patron liked and disliked.

The next time that person calls the library for help, your front-line staff can consult that database and provide more valuable help to that patron.

That kind of deeply personal customer service is the best kind of marketing you can do because it builds a relationship with the patron that is meaningful and shows that you are deeply committed to creating the best library customer experience possible.

Listen to your community

To provide the most meaningful services, collection, and programs, we need to know exactly who is using the library and how they are using it. We must also anticipate our community needs.

You can do this by enlisting front line staff to ask three simple questions during every patron interaction for a three-week period.

  • How could the library better help you this year?
  • What services do you love?
  • What services do you need?

The answers will give you valuable insight into the services your library can provide that will truly create an engaged community.

If you notice a service that isn’t mentioned by patrons in these interactions, consider dropping that service, even if it’s been something you’ve been doing for a long while. You want to provide what your community wants and needs.

You can also survey patrons by email. If you’ve never created a survey before, this post will help you.

Content marketing deepens community relations

Content marketing is promoting your library, not through advertisements or push promotions, but through education.

By providing answers to your community’s main questions, your library builds trust and loyalty. People will come to see your institution as a valuable resource with services that can’t be replicated by other institutions.

Content marketing breaks through the noise and the clutter by providing compelling, useful information for your cardholder. It addresses whatever pain points your cardholders have. It positions your library as the go-to place for information. It builds trust.

And through content marketing, your library gets a better and deeper understanding of your cardholders. You can use that understanding to do an even better job of addressing your cardholders needs. It’s a constant circle of giving. It carries more weight for a longer period than a flier or a poster.

You don’t have to be a trained marketer to understand how content marketing works. In fact, my contention is this: since more library marketing departments are run by trained librarians, you’ll do better at implementing a content marketing strategy at your library than most people with a marketing degree.

You tell stories. You read stories. You review stories. You love stories. You’re the perfect person to tell stories about your library, its staff, and its users.

Stories stick. A good story will stay in your brain longer than a good ad. And once you’ve told a great story, your cardholders will remember your brand. Stories build a connection which leads to customer loyalty, which leads to customer action.

Next week: Content marketing basics for libraries: easy ideas about how and where to tell stories about your library to deepen community loyalty.

Subscribe to this blog and you’ll receive an email every time I post. To do that, click on the “Follow” button in the bottom left-hand corner of the page.

You may also like these articles

How Do We Get People To Come Back to the Library? Four Ideas That Can Help You Rebuild Use of Your Library

Listen To This! How To Use Social Listening To Gain New Insight and Catch Promotional Opportunities for Your Library

Angela’s latest book reviews

Beach Read by Emily Henry

3

The Seven-Step Process to Empower Your Branch Staff and Turn Them into Incredible Library Marketing Ambassadors

I realized something significant in the past few months. It has changed the way I think about library marketing.

I have built a pretty great team and I’ve been vigilant about using data to help me market my library with tactics like email, social, and video.

But there was one marketing tactic that I haven’t used. I haven’t thought about using it. And I need to correct this oversight to take my library marketing to a whole new level.

I need to empower my library’s front-line staff to be library marketing ambassadors.

In the Library Marketing Show, Episode 26, we discussed handing over some of the library marketing work to branch staff. There is work that can only be done by trained marketing and communications professionals. But there are things branch staff can do to offer personalized promotions of events, services, and collection items. They can also offer personalized customer service. And that’s the most important marketing tactic of all.

Back in 2017,  commerce platform Cloud IQ team research found that 69 percent of people want personalized customer service.

In 2018, Accenture Research found that 91 percent of consumers are more likely to shop brands that provide a personalized experience.

Providing personalized customer experience is important for library marketing success. This is difficult for libraries, given our strong commitment to the privacy of our cardholders and their data. But there is a way to do personalized customer service without data. And it could differentiate libraries from our competition.

Library staff must be empowered to think of themselves as marketing ambassadors for the library. If we give our branch staff the tools, training, and confidence, they can create a great customer experience for our visitors. And that can be a competitive advantage for libraries.

We don’t have the money for artificial intelligence or fancy automated marketing tools. But we do have people. Great people. People who are passionately committed to their communities and their customers.

This is really a change in mindset for libraries. This is not something that you’ll talk about once at a staff meeting and forget it. This is something we need to do every day, without fail.

Here is the seven-step process to get front line staff to think of their work as part of marketing.

Change your own thought process around marketing. Just as the front-line staff doesn’t often think that their interactions with customers have anything to do with marketing, the marketing staff often doesn’t consider putting front-line staff to use. Make it a habit to think about how to incorporate front-line staff in your marketing. Handing them some posters doesn’t count. You will want to plot out the specific ways staff can help you with each campaign. Then give them the tools to help them succeed.

Communicate with branch staff regularly about your marketing. If you have a library staff blog or another communication channel, use it to share what you’re doing in your marketing department. And share often.

Each time you start a new marketing campaign or initiative, share your plans with staff. Tell them exactly what the goals are, what tactics you’re using to achieve them, and how you’ll measure success. Always remind the staff about your library’s strategic goals. State how your marketing efforts are making those goals become a reality.

Set aside time in your regular schedule to have conversations with the librarians. This shouldn’t be a scripted interaction. Ask the staff about their work. Find out what they get asked by customers. You will learn something new and get plenty of ideas for what library offerings need more marketing support. Speaking of ideas…

Ask the branch staff for ideas.  An informal suggestion process will help staff feel like they’re part of the marketing department’s success or failure. It makes them more likely to help market the initiative. And you’re likely to find something amazing in their suggestions.

Never reject an idea outright, even if it seems crazy. You risk hampering the creativity of your library staff if they are worried that their suggestions will be silly or stupid. Tell the staff that all ideas are welcome and that library marketing staff will consider each idea carefully. Incorporate the ones that best suit the campaign, the library’s strategic goals, the budget, and the library’s resources.

Try to work at least one staff idea for your marketing into each campaign. If staff make suggestions but see that their ideas are never taken seriously, they’ll stop giving you feedback

Encourage your staff to think of themselves as ambassadors for the library system. They represent everything your library stands for. Your library staff knows their community. They know the needs of their customer base. And they can offer the best, personalized customer service to the people coming into their location.

Let the staff know that you appreciate their unique perspective on your customer base. Reinforce the idea that every part of their job, from shelving holds, to signing people up for cards, to running programs, is a form of marketing. Every interaction they have with a cardholder is a chance for promotion.

Encourage staff to interact with your library on social media if they feel comfortable doing so. Talk to senior leaders and see if it’s possible to grant library staff 15 minutes a week, on work time, to share library social media posts on their personal profiles.

Give staff specific ideas for how they can help spread the library’s message on social by sharing library posts, sharing their own stories or inspiring thoughts about the library, and tagging the library’s social media accounts, commenting or liking posts, inviting friends and family to follow the library on social media, and listing your library as their employer on their personal profiles.

If staff is regularly engaging and sharing content from your library’s social media profiles, you’ll see engagement increase. Algorithms reward libraries with engaged staff!

Lead by example and encourage other senior leaders in your organization to do the same. When staff sees senior leaders and marketing staff talking about the library and sharing their enthusiasm for their work on social, they’ll likely follow suit.

Check the Upcoming Events page for a list of webinars and conferences where I’ll be next. Let’s connect! Plus, subscribe to this blog and you’ll receive an email every time I post. To do that, click on the “Follow” button in the bottom left-hand corner of the page. Connect with me on YouTube, Twitter, Instagram, and LinkedIn.   

 

 

 

 

4

I Asked a Podcast Host to Stop Interrupting His Guests. 😠 What His Reaction Can Teach Us About Library Customer Service.

A few weeks ago, I had an incredibly disappointing interaction with a man I’ve looked up to for ages. I’m not going to name him or his website in this post. But I’ve been listening to his podcasts for more than five years. I’ve sent staff to his conference. I’ve recommended his website and his materials here on the blog. I’ve met him in person. He was lovely to me.

But about a year ago, he started doing something that really upset me. He got into the habit of interrupting guests on his podcast. All. The. Time.

I’m a manager. I’ve been trying to foster better listening skills in myself and my staff.

It irked me that this person never let anyone finish a thought. It got so bad that he started cutting people off as they were explaining concepts and giving specific instructions on marketing tactics.

I decided to email him to ask him to stop interrupting his guests. I was as polite. I told him I loved his show and website. I said that I wished he would just let people finish their thoughts.

Here was his response:

Thanks for the feedback Angela. I pre-discuss with all of my guests that I often have questions and will likely stop people who are fast talkers and dig deeper. They all know I will do it. Indeed many of my listeners love that I do this. For example: ” I have to say that you have a special gift for asking great questions and making sure the audience can actually visualize the process & pin down your guest to clarify so we fully understand the material presented. It’s like you have a second sense for what we are thinking. I think of a question, and BAM!…you come in with the perfect question that was on my mind. (I don’t even know if I’m saying this right but I bet you know what I mean). I listen every day and look forward to the incredible, valuable and TIMELY nature of what you share. I’ve been a long-term fan of your blog for years and if anyone is seeking to stay current in what’s going on with everything related to social media marketing, you’d be crazy not to take advantage of this invaluable podcast. Thank you, for your gift of putting yourself in your audiences shoes and knowing how to get clarity from your guests. It’s truly an awareness most podcasters lack. Truly inspiring!”

So yes I understand that sometimes I interrupt guests but it really is by design to help make the show better AND the guests are fully in agreement that it’s okay for me to do it.

I NEVER intend for it to be rude EVER. I am actually friends with most of the guests that get on my show so I will reach out to them and see what they say. Thanks again for your perspective. 

There’s a lot to unpack here. In a nutshell, this was a defensive response. I didn’t feel heard. I didn’t feel acknowledged. I didn’t feel that this person was willing to do anything to address my complaint. The unattributed customer testimonial is self-important.

I ended up unsubscribing from the podcast.

And because I always try to learn from my experiences, I decided to use this exchange as a catalyst to think about the best way to respond to negative comments from library customers.

Libraries have it pretty easy. Most of our cardholders love us and rave about everything we do. It’s good to be loved.

But we do have our critics. They may post their comments online or in email. They may express their complaints to you in person at the front desk or at events.

Like this podcaster, your immediate reaction may be to go to defensive mode. You may feel the need to defend your library, its services, and practices. That’s a totally natural response.

But I want you to take a step back (and a big, deep breath) and find the opportunity in that negative comment. There are ways to response to customer feedback, even negative feedback, that acknowledge the complaint without damaging the relationship between your customer and your library.

 

Your response to complaints can also build credibility for your organization. And, because emotions are involved, it’s best to have a process in place beforehand so you can handle complaints professionally and swiftly. Here are your new best practices.

Don’t censor online comments. Unless the comment violates your social media or website standards of behavior in some grave way, don’t hide the comment and don’t want to respond negatively.

Respond as quickly as possible. It’s important to address the issue as soon as you can. The basic rule of thumb for businesses now is to respond to complaints within 60 minutes. I know that’s difficult for a lot of libraries, who struggle to balance staff work time in a 24-hour a day world. Make your best effort to respond to complaints quickly. Never let a complaint sit without an answer for more than 24 hours, even if that means you have to answer it on your off time.

Acknowledge the customer’s words and apologize. By simply telling your user that you hear what they are saying, and that you are sorry for the situation, you can diffuse a good deal of the anger or hurt that can be associated with a bad library experience. An apology is not a sign of guilt. It doesn’t mean that the complainer is right. Just saying, “I’ve been in situations like this before and it’s frustrating. I’m sorry this happened to you” can help to smooth the road for resolving the issue. It increases the likelihood that your complainer will leave the interaction with a renewed love for the library.

A co-worker asked me what I had hoped to hear from the podcast host I emailed. This was all he would have had to say to keep me as a fan and listener: “I’m sorry. I’ve been interrupted while speaking and it is frustrating. I’ll work on that.” 

If the problem cannot be solved easily, take it offline. Ask the cardholder for their email address so you can continue to resolve the complaint without doing so in front of an audience. “I’m sorry to hear you are having this problem. We want to make it right. Can I have your email so I can ask for more details about your experience? Then I can make sure your issue gets in front of the right person and is addressed.”

Realize that you cannot please everyone. Every once in a while, someone will complain about something and you will not be able to fix the problem. Apologize, explain your library’s side of the situation as best you can, and move on.

Don’t forget to join us for the LIVE LIBRARY MARKETING TALK ON INSTAGRAM every Tuesday at noon ET. We’ll talk about library marketing topics for about 15 minutes each week. My handle is Webmastergirl. You can email questions and topic suggestions ahead of time. Just fill out this form.

And check out these upcoming events and webinars where we can connect and discuss library marketing. Registration links included.

Subscribe to this blog and you’ll receive an email every time I post. To do that, click on “Follow” button in the bottom left-hand corner of the page. Connect with me on Twitter, Instagram, and LinkedIn.  

4

The Best Thing You Can Do is Leave the Safety of Your Desk

I had an amazingly and scary experience this week.

My library is in the very first stages of comprehensive facilities plan. With money from a levy passed by our county voters in May, we’re going to renovate or rebuild ALL 41 library locations.

I’m trying hard not to not have a panic attack reading that sentence back to myself.

When complete, these projects will likely change the course of our library forever. As a first step in that massive undertaking, our board of trustees hired an architectural consulting firm to gather ideas and insight from our cardholders. As part of this opinion-gathering process, our library is holding community forums and structured question-and-answer meetings at each branch over the course of the next year. If you’re counting, that’s 80 plus chances for us to interact with the public and ask them directly what they want their library to be. MY GOSH, what a gift. Am I right? It’s a huge task but it’s also a huge opportunity!

I volunteered to work the forum boards during the first of our community meetings, and to help with logistics at the second one. Both opportunities gave me the chance to get out of my basement office and actually talk face to face with the people who receive, consume, and respond to my marketing messages. And it was amazing.

I’m serious. I learned all kinds of interesting stuff just from talking to people. I found out what they think about the layout of libraries, the frequency of email messages, the reasons they got a library card, their favorite parts of the collection, their impression of our staff, and their dreams for the services they want us to provide. It was gold mine of information.

Honestly, I’ve never actually done drugs, but I felt high was I left my first shift. I ran into one of my good friends who works as front-line staff and I gushed to her about how amazing it was to actually talk to people. She said, “Hey, you should just come hang out at the desk with me. People will tell you exactly what they think of our marketing if you ask them, and you’ll learn so much about our cardholders.”

And I realized in that moment, for all the research and thinking and strategic planning and data analysis that I do, I might be missing one of the most important aspects of library marketing–my cardholders. I *think* I know what they want and need. I’ve got survey results and conversion data and social media engagement statistics that tell me about the people our library serves. But, before last week, I cannot remember the last time I actually talked to a customer about the library.

That changes now.

I don’t really have to worry about forcing myself outside my comfort zone over the next year. All I must do is sign up to be a part of each of those community forums as they are scheduled. But after that, I’m going to have to make sure that I get out and talk to people. I have learned that direct interaction with customers is exceedingly valuable.

I hope you are better at this than I have been. Maybe you’re reading this and saying, “Duh, Angela.” If so, my hat goes off to you. I’m learning this lesson late. But I thought it was important to share it with you.

Don’t be a dummy like me and stay locked in your basement office, separated from your cardholders. Get out of your comfort zone and talk to your cardholders. Set up a regular calendar reminder and spend an hour with your front-line staff. You could just observe. Or you could ask questions. You’ll learn so much. You’ll make the cardholders feel valued. And you’ll be demonstrating your commitment to customers to your fellow staff members. You can’t be any more engaged than that!

Subscribe to this blog and you’ll receive an email every time I post. To do that, click on “Follow” button in the bottom left-hand corner of the page. Connect with me on Twitter, Snapchat, and LinkedIn. I talk about library marketing on all those platforms!

4

The Best Library Customer Service Advice from an Expert

There is an undeniable connection between customer service and successful marketing and to ignore the role that a personal, caring interaction with a customer can have for your library is dangerous. Don’t take your customers for granted. Help them solve their problems–even when the problem is your library–and keep them loyal for a lifetime.

I started to really think about the role customer service plays in my library when I stumbled across a podcast a few years ago called Focus on Customer Service. Host Dan Gingiss interviewed marketers from brands which are known for outstanding customer service in the social media area. Those conversations are enlightening and, although the podcast is no longer in production, I would suggest you go back and listen to the archives. They’re really worth your time.

Meanwhile, Dan has gone on to write a new book, Winning at Social Customer Care: How Top Brands Create Engaging Experiences on Social Media. It is the best marketing book I’ve read recently. I reached out to Dan to ask him some specific advice about libraries and customer service and he was kind enough to give his advice.

Dan’s 20-year career has consistently focused on delighting customers, spanning multiple disciplines including social media, customer service, marketing, and digital customer experience. Dan has hands-on experience as an executive at multiple Fortune 300 companies, including as the Senior Director of Global Social Media at McDonald’s Corporation, the Head of Digital Marketing at Humana and the Head of Digital Customer Experience & Social Media at Discover Card. A frequent conference speaker, Dan holds a B.A. in psychology and communications from the University of Pennsylvania, and an M.B.A. in marketing and strategy from the Kellogg School of Management at Northwestern University. You can find him on Twitter at @dgingiss.

Libraries often do things by committees and many have a long and bureaucratic approvals process for everything, including responses to customer service issues. Can you tell us why libraries should consider empowering their employees to surprise and delight customers by resolving issues in a more expedient way?

What libraries — and all organizations — need to remember is that customers are comparing you to every other customer experience they have with companies. You’re not being compared to another library; rather, you are being compared with Amazon, Wendy’s, Zappo’s, and any other brand with which the customer has engaged recently. Customer expectations are higher than ever, and a speedy response has become table stakes to competing with other superior experiences.

Libraries have such meager budgets, and many focus solely on getting the most product (books) to customers as possible. They don’t want to spend any money on providing good customer service. There are a lot of products out there that can make it easier for libraries to enhance their customer service. If you had to pick one thing that libraries should spend money on to improve their customer service, what would it be (software? More agents? )

Self-service capabilities. Most customers are willing to pursue self-service solutions if they are available, and many even prefer it. In the case of libraries, this could be used both in person at computer terminals and online, where like other industries much of the customer interaction is now taking place. Considering that libraries are still physical structures and much of the experience is still enjoyed in person, it’s also critical that they hire friendly and helpful staff who are willing and able to help readers who have no idea how to navigate the archaic Dewey Decimal System, for example. (Think about how people search for things today; it certainly does not involve decimals!)

Training for customer care, particularly in social media, is not always a strong suit for libraries. They train mostly for front-line customer service. Can you explain the difference between training for front-line interactions with customers and online customer care, and why there is a value in providing specific training for online care?

First of all, it’s critical to remember that social media is still the “front line”. It’s just another channel in which your customers have chosen to engage. So just as you wouldn’t leave a Help Desk unattended or let the phone ring and ring, you also shouldn’t make people wait for answers on social media either. That said, there are some key training differences (explained in Chapter 7 of my book) between online and offline Customer Service agents. The two most notable are writing ability and social media platform knowledge. Agents must have good spelling and grammar, as mistakes cast a poor light on the organization, and they must have at least a working knowledge of each individual social media platform so they understand the culture, norms, and limitations.

I think community building is a good strategy for libraries to engage with cardholders and offer customer care. Based on your book, I assume you agree. Can you explain how building an online community might benefit an organization like a library which is looking to improve customer service?

Online communities are especially helpful in answering questions that are likely to recur over time. For example, I recently learned that libraries often have passes to local museums but that they are reserved quickly. I wanted to know the process of obtaining such a pass from my local library. While calling the library worked just fine, an online community could have provided the same answer without leveraging paid library staff. In addition, I’d point out that books, by their very nature, are community-building in that people love talking about their similar interests and experiences. So I think an online community hosted by a library could be very successful on several fronts.

What do you think the future looks like for customer service? Is there anything libraries should be considering as they plan for the future, so they can stay competitive with bookstores and offer excellent service to cardholders?

Libraries have a huge advantage over bookstores because they provide the product for free! If they were also to provide a consistently superior customer experience, the discussion in the media might not be about Amazon undercutting brick-and-mortar bookstores, but about how libraries are experiencing a great resurgence at the expense of Amazon! Like any industry, libraries must adapt to changing technology and customer expectations. In some ways, they have, like the availability of e-books, but I’ve never found those to be either marketed effectively or easy to use. Libraries should learn from for-profit businesses to become better marketers of what is already a competitive product, to draw in new card members but also to remind existing ones why they signed up in the first place.

Bonus Secret: Go to www.winningatsocial.com/discount, click on “Buy Now”, then enter the code “Winning” to get a signed copy of Dan’s book for the best available price.

Subscribe to this blog and you’ll receive an email every time I post. To do that, click on “Follow” button on the bottom left-hand corner of the page. Connect with me on Twitter and Snapchat–it’s where I talk about library marketing! I’m @Webmastergirl. I’m also on LinkedIn, Instagram and Pinterest. Views in this post are my own and do not represent those of my employer.

11

A WordPress.com Website.

Up ↑