LIS 768: Final Paper Abstract (in a roundabout way)

I can write papers like nobody's business. Seriously. It's not bragging, because I can dang sure back it up ;). So why am I having such a hard time with this one?!?! On the surface, it's really not that difficult: Write 10-12 pages expanding on the context book I read, and apply it to libraries.

I chose the Starbucks book, and really enjoyed it. Starbucks isn't just about coffee; it is an "experience", and the company has consciously made the effort to jump from ordinary to extraordinary. Starbucks is known as a "third place"--the place that's neither home nor work, that's neutral and where (theoretically) everyone is on an equal footing. I think that's where the disconnect is coming in. Many libraries, although they want to be that kind of third place, fail because of their seeming reluctance to look beyond rules and regulations, and trust in their patrons. Paradoxically, the only reason many libraries even still exist is BECAUSE of their patrons and the trust the patrons invest in their libraries. Simply put, I know my job is made possible by all the people who come use the Winsted Library. No patrons=no job. It's quite simple, actually. Yet, libraries seem surprised that more patrons don't embrace the library as a third place with the same fervor that they do Starbucks.

Yet today at work (at the library), I was witness to a very concrete reason as to why libraries struggle to become a third place. And, worse, all I could do (at the moment) was to stand there, absolutely dumbfounded as the head librarian told me about a phone conversation she'd had with someone from our library system's headquarters. To wit: HQ called the head librarian and said (in all seriousness)"You need to tell Patron X to stop checking out so many books and placing so many holds." The librarian replied that the patron was a child who is an avid beginning reader, and has read much of what we have. Didn't matter, they just needed to stop requesting so many books.

WTF????? It's a LIBRARY. That's what one does from the library, yes? And part of our job as librarians is to get the materials to the patrons?

Even worse, the librarian actually passed the message on to the mom of the patron in question. That's when I asked to hear about the original conversation. Too late, though-the words can't be unsaid. And, instead of the normally towering pile of books they usually check out, they left with ~10. Even as I told the mom to just check out as many as she wanted, she just said, "It's no big deal." Oh, I said, but it is. And, that I'd be putting on my blog...

So, back to the paper. Maybe I'm just disillusioned at the moment that given this kind of behavior, libraries seriously expect people to think third place=library, instead of Starbucks. But, in the interest of graduating this upcoming May, I will soldier on, and expound at great length (for 10 pages) about what the principles of Starbucks's business model are, and how libraries can utilize them in their quest to become a beloved 'third place'.

LIS 768: Context Book-The Starbucks Experience

I want to preface this all by stating unequivocally that I am not a coffee drinker. Never have been--I always joke that I'm not old enough to drink coffee. Give me an ice cold Diet Coke anyday! So, it's no surprise that I don't frequent places like Starbucks (but I have been in them...in Scotland). But, this book, The Starbucks Experience by Joseph A. Michelli caught my eye one day when I was walking through the Business section at Barnes & Noble. Well, actually, the subtitle was what got my attention: "5 Principles for Turning Ordinary into Extraordinary."

It seems that a phrase I often hear in the library world is how the library is (or should be) considered a "Third Place"-not home, not work, but another place to meet and hang out with friends. It may seem like a stretch to compare Starbucks and libraries, technology, and participatory service...but I assure you, it works. Starbucks really gets that concept, and actively works to make the stores that Third Place. Some libraries also get that concept...others, not so much (yeah, I'm looking at you, libraries with the 32 this-that-and-the-other NOT ALLOWED signs up).

As the subtitle promises, The Starbucks Experience identifies 5 key principles that have helped to make Starbucks such a beloved third place:

• Make it Your Own


• Everything Matters


• Surprise and Delight


• Embrace Resistance


• Leave Your Mark

Although libraries could stand to learn something from each of these, the 3 that really stand out for me as a place to start are: Make it Your Own, Everything Matters, & Embrace Resistance.

In the 'Make it Your Own' section, there is what Michelli says Starbucks terms the "Five Ways of Being" (p. 20).

• Be welcoming


• Be genuine


• Be considerate


• Be knowledgeable


• Be involved

Now, to me, those are just common sense--but maybe it's just because I worked in the retail sector for so long. The patrons are why I have a job. End of story. If the patrons aren't happy, they will go someplace else. If they go someplace else and the library isn't being used as much, sometime down the road that could come back to haunt us. Get to know the people you serve, especially the regulars; you don't have to become their bestest friend ever, but at least be friendly and considerate.


Everything Matters: yes, it surely does. One of the quotes from this section that really resonated with me is on p. 51: "...finding ways to deliver existing products and services in ways that make the brand more significant to the customer." Wow. How revolutionary would THAT be in the library world? (Or maybe just in my small corner) Instead of telling patrons how important libraries are, how about just showing them?

Finally, Embrace Resistance. "Starbucks management...has built a company on the willingness to actively listen to criticism"(p. 111). How many libraries can say the same? If patrons are actually taking the time to give feedback to their libraries, that should be viewed as an opportunity, not as a bad thing. More often than not, unhappy patrons don't say anything to the library...they just don't come back. However, they may say plenty to their friends, family, and social circle.

Sometimes it seems the library world has a sense of, "Well, seriously. We're free. What's better than free?" Uh, good customer service? Giving the patrons what they want, not what we either think they should want, or what we feel like allowing them to have on any given visit? Actively listening to what they say, even criticism, and taking that as an opportunity to fine-tune the services offered?

Starbucks has successfully transformed its stores into that "Third Place." Libraries could stand to learn from their business model.