Information for a price
Running head: INFORMATION FOR A PRICE
Information for a price:
The difference between bookstores and libraries
Sarah Haynie
INFO 650
Drexel University
Abstract
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There is much debate over whether the rise of super bookstores precludes the downfall of the
public library. A review of published literature indicates there are indeed similarities and
differences between the two entities; not just in purpose but in their daily operations. The
paper compares the difference between bookstores and libraries through a field study
observing one facility in each category. Through raw data and the review of literature, the case
is made that despite the differences between the two, libraries can effectively adopt bookstore
practices.
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The difference between bookstores and libraries
For an everyday library user, one only has to walk through the front entrance of a super
bookstore in order to be bombarded with the differences that exist between the two
information providers. Displays, aisles, tables, and window dressings show off the newness and
masses of material that are available at your fingertips; available for a certain price. The
question is whether non-library users, the ones who frequent bookstores for their every
information and paper-based need, are aware that many of the same services offered by
bookstores can be obtained for free. Do bookstores and libraries provide the same services and
materials? Do their actions strive to serve the same purpose?
In order to obtain raw data and observe the differences between bookstores and
libraries, I chose to visit the Madison Library District in Rexburg, Idaho, and the Barnes & Noble
bookstore located in Idaho Falls, Idaho. I observed the Madison Library District on a Monday at
1:30 pm, a Wednesday morning at 10 am, and a Thursday evening at 6 pm. The library visits
ranged from sixty minutes to two hours long, and enabled me to see the similarities and
differences in patron attendance at selected times during the day. Wanting to sidestep busy
weekend numbers, I observed Barnes & Noble for two hours on a Monday at 3:30 pm.
One can identify the differences in purpose between the two entities immediately by
reading their mission statements. The Madison Library District “strives to serve as a center for
lifelong learning” (MLDMS, 2008), while Barnes & Noble aims to “operate the best specialty
retail business in America, regardless of the product we sell” (Barnes & Noble Booksellers
Mission, 2009). The literature and raw data illustrate how both information entities strive to
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provide information to the masses in their own unique ways. Although bookstores are in the
business of financial gain, unlike libraries, there are services and features that libraries can
adapt from bookstores.
Community Profiles
The Madison Library District is located in Rexburg, Idaho, the county seat of Madison
County: a small, yet thriving agricultural community located in the upper Snake River valley in
southeastern Idaho. The city is surrounded by small farming communities, and is home to the
private university, Brigham Young University-Idaho (BYU-I). The majority of the city’s residents
are temporary students, educators, and those involved in commerce and agriculture. The 2006
census reported Rexburg and the outlying population at 31,393, yet this number does not take
into account the seasonal migrant farm workers that come and go during the year (MCQ).
Many cultural groups reside in Madison County, yet on a small scale, as 96.7% of the
population is white. In Rexburg itself, Hispanics/Latinos are the largest minority group, with
8.5% of families speaking a language other than English at home (MCQ). When looking at a
demographic map, southeastern Idaho has the greatest amount of Spanish speakers in the
state (MLALM). Despite being the largest minority group, very little use is made of the library
by Hispanics/Latinos as in my observations I did not encounter any Spanish-speakers using
library services. This absenteeism could be because the current library collection contains very
few items for Spanish speakers: only a handful of Spanish language dictionaries, phrasebooks,
and two pieces of Spanish juvenile fiction and literature. During my three visits to the Madison
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Library District I could see, not only that the current collection reflects the patron community,
but that the patron community reflects official demographic data I have consulted.
The Barnes & Noble I visited resides in Idaho Falls, Idaho, the largest city within 25 miles
of Rexburg. Idaho Falls boasts the same geographical landmarks as Rexburg does, also located
next to the Snake River. Idaho Falls reported a population of 52,786 according to the 2006 U.S.
Census (IFQ), almost twice the size of Rexburg. More than 44,000 of Idaho Falls population are
engaged in non-farming employment (BCD), with retail and business a close second and third.
Idaho Falls and Rexburg are similar in their cultural groups, in that Hispanics/Latinos make up
the largest minority group (IFQ).
Barnes & Noble is the only chain bookstore in Idaho Falls, followed by other small,
privately-owned, religious bookstores with such names as Calvary Book Store and Deseret
Book. It leaves little speculation as to how busy and prosperous Barnes & Noble has become in
Idaho Falls since its grand opening in November, 2005 (“Barnes & Noble,” 2005). And with only
a small, religious bookstore present in Rexburg (as well as BYU-I’s campus bookstore), many of
its residents willingly travel 25 miles to visit Barnes & Noble.
Scenes/Interviews
Throughout my observations and interactions with patrons and staff at the Madison
Library District, I immediately noticed the library’s presence as a community center. Many
patrons greeted each other by name, and interacted with each other with familiarity. All three
days I visited the library I noticed there was always a constant stream of attendance, with
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patrons constantly coming and going. At the lowest I counted the number of patrons at 22; the
highest at 40. The Kid’s Place was always filled with young mothers reading to their toddlers,
and the thirteen computer workstations were constantly in use (there are 4 computers in the
children’s section with game use). I noticed patrons stood in line to use the self-checkout
station (one of my favorite resources) before resorting to the circulation station, which
illustrates the ease and quickness of such a tool.
The Madison Library District staff was in constant motion as well: checking out books,
shelving, helping patrons locate materials, and responding to reference questions. There were
at least four staff members at any given time performing certain functions. The reference desk
was manned most of the time by two people; one exuding experience, and the other bearing a
look of “please don’t ask me anything!” I found it difficult to observe who were clerks, parttime help, or librarians, as none of the staff at the Madison Library District wear name tags. At
one point I saw a woman tutoring a child in reading; another was putting together school kits in
the children’s area. As to whether they actually worked at the library I have no idea.
In order to ascertain the service of the reference desk I engaged a “librarian” in helping
me to find information on a certain subject. “Lisa” greeted me warmly and instantly began
looking through the online catalog for material. When it was found there were no books
available she proceeded to look through the online databases, and found a few interesting and
helpful articles. When I replied happily that I would like a printout copy she provided me with
the article at no charge. Although she did not ask me to come back for further assistance in my
research, she was helpful and overall exhibited the correct services a reference librarian should
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engage in. To contrast this episode, I observed a patron asking for help at the circulation desk
and being pointed towards the reference section. Being seated near the reference materials, I
could hear him grumbling in frustration as he couldn’t find what he was looking for. Only after
asking three times for help did the “librarian” come out from behind the desk and assist the
gentleman.
Despite the overall great service and excellent resources I observed in the library, I
couldn’t help but notice the drab interior and furnishings, as well as the poor lighting. My eyes
had to adjust to the dim lighting constantly, and I found it hard to read certain materials
without squinting. There are many armchairs and love seats sporadically placed throughout the
library, yet their quality and appearance dates them to when my parents were in college. There
are no colorful displays, bright signs, or exhibits that draw the eye. There are also many areas
lacking organization that are cluttered and appear to be thrown together hastily. It was
abundantly clear that the Madison Library District has few economic resources at its disposal.
When interviewing a staff member - who looked scared the minute I asked him for an interview
– I was informed the library is entirely dependent on local taxes.
Barnes & Noble exudes a completely different atmosphere that was apparent when I
walked in for my observation. I don’t visit the bookstore often; only driving to the Idaho Falls
Barnes & Noble to purchase gifts or books for my personal collection. I was instantly impressed
with the excellent lighting, large window displays, and overall set-up of the shelves and aisles.
My favorite bookstore feature would have to be the large canvases lining the walls, pictorially
illustrating some of the great classics in literature (The Great Gatsby, Uncle Tom’s Cabin). When
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standing in the checkout line, I love to swivel my head around and guess the authors after
reading the titles. No matter how long the line is, I am always entertained and engaged before
it is my turn to go forward.
There are large signs depicting such sections as Bestsellers, New Fiction, New Paperbacks, and the always popular Staff Recommendations. The problem is finding these sections
without feeling overwhelmed when one first walks through the door. I had no sense of
direction at first, and it took a few minutes to pick out certain display signs amidst the overload
of signage. And let’s not forget the LARGE café selling Starbucks coffee, which is to the
immediate right when customers walk through the entrance doors. I counted at least thirteen
people at any given time sitting at the café tables or lounging on the nearby chairs and couches,
drinking and eating their purchases. To observe the popularity of the café I stood near the
entrance and counted the number of customers that went to the café first. Interestingly, nine
out of ten people went straight to the café.
Besides lounging in chairs reading and making themselves at home (one
customer had set up camp with his Subway sandwich, mini pillow, and eye glasses all laid out as
if it was his living room), customers were strolling the aisles, listening to music in the DVD &
Music section, asking for help at the Customer Services desk, or engaging in activities in the
Barnes & Noble Jr. section. There are plenty of games and interactive activities that the junior
section offers for children. One is also struck by the large, painted Hundred Acre Wood forest
that presides over the whole children’s section, complete with Pooh and Piglet hanging from
the trees.
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I observed the bookstore staff engaged in checkout procedures, pointing customers in
the right direction, and stocking new material. At the Customer Services desk I overheard many
customers asking for help in locating a certain book and asking for it to be ordered from the
warehouse. I never heard a single person ask for help that required more than pointing a finger
or filling out a request form on the computer. From my observations people do not frequent
the bookstore to work on research papers or locate primary sources, as such activities involve
extensive reading of resources Barnes & Noble does not possess. The bookstore may provide
internet access to those who bring laptops, but there are no computers for customers to use for
word processing or research.
Barnes & Noble’s lack of resources became apparent after an interaction I had with a
bookstore attendant. I’m sure I must have looked lost or in need of help as I walked the length
of the store ten times, all the while constantly scribbling in my notebook. I replied that I was
observing the bookstore for a paper I was writing comparing Barnes & Noble to my local public
library. I hit the jackpot when the attendant told me he was the store manager (which explains
his uneasy look when he saw me; he must have thought I was a mystery shopper stalking the
aisles looking for discrepancies).
“Steve” was easy to talk to and more than willing to tell me the strengths and
weaknesses between the two entities, informing me of his former position on a Library Board of
Directors in Washington. Steve pointed out the absence of many periodicals, as well as out-ofprint items. And for primary sources, or other materials needed for school papers, libraries are
the place to go. Not only does Steve take his children to the library frequently, if given the
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choice he would give up his current job to work on a Library Board of Directors again. Why such
a bold statement coming from the manager of a prosperous bookstore? Not only does he hate
the late hours and lack of free weekends, but he personally knows library directors with higher
salaries. In parting, Steve congratulated me on getting my masters degree in library science,
wishing he had the time to do the same. I got an overall feeling of nostalgia on his part for the
services he rendered working with libraries.
While surrounded by new and exciting material at Barnes & Noble, I couldn’t help
noticing that everything screams the words money and profit. One cannot stand in the
checkout line without being bombarded by displays of bookmarks, journals, coffee mugs,
calendars; you name it, there is a display for it. When approached by staff with a smile, in the
back of my mind I was always asking myself, do they really want to help me or are they trying to
sell me? I noticed a definite lack in resources, such as periodicals, computers, and most
importantly, reference help. Steve told me the bookstore strives to live up to the motto, “retail
as entertainment.” What better way is there to describe how Barnes & Noble lures customers
in with their attractive set-up?
Supporting Research
Bookstore Strengths
Many articles were found supporting my observations of Barnes & Noble. Engaging with
bookstore and library staff, Kniffel (1997) found
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the bookstore staff was peppier, more aggressive. The library staff was busier, more downhome. The main difference boils down not surprisingly to this: do you want to buy
something or do you want to know something? I was a customer at Barnes & Noble, and a
patron at the library (p. 38).
Although written more than ten years ago, Kniffel illustrates the contrasting practices of
bookstores and libraries: one is selling information, and the other is helping you learn the
information.
Kenney (2003) wrote, “we know the superstore drill: overstuffed chairs, a café, low
bookshelves, ambient lighting, eye-catching merchandising. Its success is affecting library
design…” (pg. 8). Raymond listed what superstores are doing right: they offer good selection,
are open ample hours, and provide comfortable amenities. However, customer service is
inferior, staff turnover is high, classification systems are flawed, and there is a lack of scholarly
periodicals (Raymond, 1998, pp. 41-42).
Library Strengths
Defending the excellent qualities of libraries, Coffman (1998) stated “public libraries are
often the community center, recreational facility, safe haven, purveyor of morality and
decency, tender loving care” (pp. 42-43). Lifer (2001) wrote, “as libraries are pushing and being
pushed to offer the latest formats and to deliver technology and information to users where
they want it and when, they are further solidifying their seminal role as community center” (p.
60).
Libraries also provide first rate reference assistance, invite self-service, and most
importantly, free materials for use and checkout (Raymond, 1998, pp. 41-42).
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What can libraries learn from bookstores?
Henderson wrote “libraries need to think ahead, and promote themselves and provide
service based on what people want, as opposed to what we have been providing” (Henderson,
as quoted in Lifer, 2001, p. 60). And what do people want? According to Sannwald patrons
want to partake of a certain image and atmosphere. A library’s image can be tarnished and
torn down quickly if careless, and libraries must visit bookstores to observe their techniques
that work well (Sannwald, 1998, pp. 200-211).
Woodward (2005) wrote “libraries sometimes present a down-at-the-heel appearance
that repels rather than invites” (p. 86). In order to invite patrons in Sannwald (1998) suggested
libraries must stress customer service, and “make your library the Nordstrom’s of the library
world” (pp. 200-211). Dempsey (2004) argued libraries must create a “brand,” that a “library’s
brand is the space they have captured in the minds of customers-it’s all the things that come to
mind, all the expectations they have when they hear the word library” (p. 32).
The Funding Debate
Libraries need to adapt bookstore practices, yet many libraries are constrained by scant
economic resources. Agosto (2008) wrote “long-term data are limited, but overall, it appears
that there has been an increase in public library usage over the past few decades, coupled with
an aggregate national decrease in public funding since the 1990s” (p. 117). Public library
funding is usually heavily dependent on property taxes; some libraries, amidst controversy,
have taken things into their own hands and sought secondary sources. A strong advocate of
“revenue diversification,” Coffman (2004) argued “rather than wasting energies on ill-conceived
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campaigns to try to convince governments to five us tax money they don’t have, we should
focus on developing new funding models and strategies to help save ourselves” (pp. 37-39).
On the other side of the fence, Condon (2005) argued “the practice of combining
corporate welfare with corporate sponsorships could lead publicly funded libraries to an
unhealthy dependence on organizations that promote values that are distinctly different from,
and at times conflict with, our own” (pp. 22-24). Along the same lines, Hennen (2004) urged
librarians to put the “good” back into the “public good” of the public library movement (pp.4345). Whichever side of the funding argument libraries may stand, the fact remains that libraries
are in a Catch- 22 between the need and ability to enact change.
Interpretations
There is a definite difference in purpose between bookstores and libraries that was
alarmingly clear through my observations. Not just in the mission statements of the two
agencies, but the purposes for which patrons visit them. I was surprised when I read the
aforementioned mission statement of Barnes & Noble, that their desire is to operate as the
best retail store regardless of what they sell. Would Barnes & Noble employees be just as
attentive and persistent to get me to buy alcohol? Steve, the friendly store manager, was quick
to point out it is not his aim to push and urge people to buy something every time they come
into Barnes & Noble; rather, he knows when they go home and mull over what they observed,
their interest will be piqued and they will eventually come back and buy something. Such a
statement has deterred me from wanting to buy any bookstore products in the near future.
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I have always known many public libraries lack sufficient funding, but never have I been
more aware of this problem until my in-depth observations of the Madison Library District.
Sadly, I can’t help but pick out the eye sores when I walk in now. I wander around, notice what
is lacking, and immediately try to ban all thoughts of the glitz and glamour of Barnes & Noble
from my head. The Madison Library District has no meeting rooms available for public use, only
one office for all staff members, and there is always a wait to use the thirteen computers, of
which half are only used for cataloging. There is also the lack of Spanish materials that was
noted above in my observations; what little is available was only found through a small sign
leading patrons through the maze of stacks to the large-print section.
In speaking with the library director, “Susan,” I was informed the Madison Library
District has seen tremendous growth in the last five years, with visitors having increased by
57%. In the year 2006-2007, 172,000 patrons visited the library, up 10,444 from the previous
year. The library also circulated an amazing amount of over 400,000 items last year. These
numbers indicate the importance Rexburg places on the library as a central learning institution.
Susan also told me about the successful election held on August 5, 2008, in which 1,400 people
voted overwhelmingly to approve a $3.92 million bond to expand and remodel the current
library. However, with the current economic struggles stemming from financing, many
Madison Library District patrons are less optimistic of the bonds going through any time soon.
Despite needing improvements, the Madison Library District is still the place for
research, computer/Internet access, reference services, and a feeling of being home. Sure, I
can’t make a beeline for a café when I walk into the library’s doors, but I can chat with staff
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members who have the knowledge and skill sets to answer my questions. And I can take an
armload of books, cd’s, and movies home without paying a penny.
Conclusion
Raymond (1998) wrote “at a time when books and magazines cost so much to buy,
libraries have never been more essential to the vitality of communal life in America” (pp. 4142); I couldn’t agree more. Libraries value the dissemination and collection of information, and
it is their duty to promote themselves in the best possible way to their communities. The
Madison Library District does a tremendous job with limited resources in their desire to “serve
as a center for lifelong learning” (MLDMS). Yet, there are definite improvements that can and
need to be made in order to not only maintain, but draw in more patrons.
If I were opening up a new public library, I would incorporate the excellent services
observed in the Madison Library District, with the organization and aesthetically pleasing design
of Barnes & Noble. There would be colorful and bright displays, large signs, adequate lighting,
and a feeling of openness. I would also recognize the cultural groups in the community and
cater to their needs by adding appropriate materials to the library collection.
In expanding the idea of having a “brand,” Dempsey (2004) explained the Borders
brand: “to be the third place in a person’s life after the home and office. They create places
where you can relax and explore, where you can stay in a comfortable atmosphere” (p. 32).
The Madison Library District already provides excellent services and a communal environment
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for its patrons; all that is needed is a revamp, an assessment of how they can become the “third
place” in our lives.
References
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Agosto, D. E. (2008). Alternative funding for public libraries: Trends, sources, and the heated
arguments that surround it. In E. Abels & D. A. Nitecky (Eds), Advances in Librarianship,
31, 115-140. New York: Academic Press.
Barnes & Noble Booksellers Mission. (2009). Retrieved February 1, 2009, from
http://www.barnesandnobleinc.com/our_company/mission/our_mission.html
Barnes & Noble Signs Lease for Idaho Falls, Idaho, Store; Store Will Open in November 2005. (2005,
March 31). Business Wire.
Bonneville County Demographics. (2007). Greater Idaho Falls Chamber of Congress. Retrieved
February 2, 2009, from
http://www.idahofallschamber.com/OurCommunity/Demographics.php?
subPage=subNav2a
Coffman, S. (1998). What if you ran your library like a bookstore? American Libraries, 29(3), 4044.
Coffman, S. (2004). Saving ourselves: Plural funding for public libraries. American Libraries,
35(2), 37-39.
Condon, S. (2005). Public libraries, public funding, public good. Alki, 21(1), 22-24.
Dempsey, B. (2004). Target your brand; Build an identity that works in the age of the
superstore. Library Journal, 129(13), 32.
Hennen, T. J. (2004). Restore our destiny: Full--not plural--funding. American Libraries, 35(7),
43-45.
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Idaho Falls Quickfacts. (2008). U.S Census Bureau. Retrieved February 1, 2009, from
http://quickfacts.census.gov/qfd/states/16/1639700.html
Kenney, B. (2003). The library reloaded; Tomorrow’s libraries will have the same components
but on a new scale. Library Journal, 8.
Kniffel, L. (1997). Libraries aren’t bookstores and patrons aren’t customers. American Libraries, 28(7),
38.
Lifer, E. (2001). What public libraries must do to survive; Net incursions and patrons’ evolving
information needs have pushed the public library to redefine itself while staying true to its ageold mission of service. Library Journal, 126(6), 60.
Madison County Quickfacts. (2008). U.S. Census Bureau. Retrieved January 30, 2009, from
http://quickfacts.census.gov/qfd/states/16/16065.html
Madison Library District Mission Statement. (2008). Retrieved January 30, 2009, from
http://www.madisonlib.org/about.html#mission
Modern Language Association Language Map. (2009). Retrieved February 2, 2009, from
http://www.mla.org/map
Raymond, J. (1998). Librarians have little to fear from bookstores. Library Journal, 123(15), 4142.
Sannwald, W. (1998). Espresso and ambiance: What public libraries can learn from bookstores.
Library Administration & Management, 12(4), 200-211.
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Woodward, J. (2005). Creating the customer-driven library: Building on the bookstore model.
Chicago: American Library Association.
Appendices
I. Field Notes
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Library Observation Day-Monday, 1:30 pm
 City has been snowed in for a few days. Due to heavy snow in parking lot patrons are
having to park on the street and other business parking lots
 First counting of library attendance= 22 patrons, including one toddler w/parent, three
children under twelve in the young adult area, three students using computers (look
high school age…perhaps their lunch break?)
 All armchairs are in use, almost all of the Internet computers (there are 13 computers
with 6 only used for cataloging purposes)
 Most of the workstations are being used by those reading or working on various things
(including mine)
 Noticing the lack of nametags. I can’t tell who is part-time staff, actual librarians, etc.
 One staff member is currently at the desk helping check out books. Where are the
others?
 2:30 pm-4 more staff members have come on the scene. Must have been on their lunch
breaks
 There is one woman putting together school kits in the children’s section; another is
tutoring a child in reading. Do they work here?
 I asked the woman at the reference desk for help on a history question. She was happy
to help. There were no books listed in the online catalog but she searched the online
databases (Proquest) and found a recent article. She printed it out at no charge for me.
Others were standing in line behind me but I was given all her attention.
 3 pm-Most if not all of the reference questions I observed at the reference desk had to
do with getting new library cards or replacing old ones
 Patrons use the self-checkout station before asking a staff member to check out their
books. Because it’s quicker? Or do they not like interacting with staff members?
 One man asking the staff member for help at the circulation desk was pointed in the
right direction. Only after repeated questions did she come out from behind her desk
Library Observation Day-Wednesday, 10 am
 Oh boy. I went to Barnes & Noble a few days ago. Now all I see are the drab furniture
and lack of displays. I need to remember this is a LIBRARY, not a BOOKSTORE
 A staff member is helping a woman find a particular book of poetry
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 Patrons are grumbling next to me as they browse the New Fiction display. Apparently
there is no organization and they are having a hard time finding a certain book
 I am having a hard time reading today. I notice there is poor lighting throughout the
entire library.
 There are 3 small displays by the main entrance on quilting, containing quilting patterns
patrons can take for free. Great way to get community members to interact. However,
could take less space.
 I notice the displays on one wall about Lincoln. Must be due to his birthday in February.
 There are many handicapped teenagers partaking of library services today. They are
friendly and fun to interact with
 I tried to find where the items for Spanish-speakers were located. I ended up seeing a
small sign that led to the back of the children’s section. Strange. Inadequate amount of
items found.
 I talked with the library director about circulation and patron numbers. I am amazed at
the growth and pleased to see so many people coming to the library. According to the
director, visitors having increased by 57%. In the year 2006-2007, 172,000 patrons
visited the library, up 10,444 from the year before. The library also circulated 400,000
items last year. I also found out about the election held last year: August 5, 2008. 1,400
people voted to approve a $3.92 million bond to expand and remodel the library. The
director worries about the current state of the economy and whether the bonds will
start to be sold soon.
 There are many patrons finding their way to the holds section to pick up items under
their name
 Children’s section is full of mothers today reading to their children
Library Observation Day-Thursday, 6 pm
 Found a free armchair in a corner to sit in tonight. Has it ever been cleaned? Good view
of the fiction section. The library ran out of room and had to wrap the remaining fiction
aisles around the reference section. Very confusing.
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 Spoke to the staff member at the reference desk about funding. The library is
completely dependent on tax supported funding. (Note to self: tell Brian he supported
the library today when he paid our property taxes begrudgingly). I need to remember
this when I start to compare it to Barnes & Noble. They have limited money at their
disposal.
 There are at least 40 people in the library right now. Indication that more people come
during the late hours after work. And why are their hours so sporadic? Some nights
open till 6, others at 8. Need to make this uniform.
 Observed the circulation desk and contents behind: no organization and a lot of clutter.
3 staff members seem to be sharing the same office in the back. Need more space. Let’s
hope the bonds start selling!
 The same children’s librarian has been working every day I have come. She is so cheerful
and happy to help patrons. Her desk looks new with no signage or displays. Despite her
makeshift area, she is certainly the go-to woman.
 I like the community bulletin board in the entrance that lets people post ads and
information
 Restrooms are clean…that’s a must in any library
 Checked out some new fiction books I found. Love the self-checkout station.
 Used the online databases to find articles for a paper. Easy to use. I wonder if that is
because I’m in school. Are other patrons aware of the online databases and know how
to use them?
 There are 4 computer workstations in the children’s area: they only have games on
them
Barnes & Noble Observation Day-Monday, 3:30 pm
 Wow. This place is HUGE. Most people walk straight to the café when entering. I stood
by the entrance doors for a while just to experiment and count. 9 out of 10 people went
straight to the café
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 Workers are setting up Valentines Displays, rearranging shelves
 Excellent lighting in the store…no squinting as I read things
 Noticed instantly the canvases on the walls depicting famous books
 At any given time there are at least thirteen people eating/drinking on chairs and tables
in the café area
 When walking in it is confusing where to look first…a lot of signs and displays. I
eventually went to the staff recommendation aisle. I like this idea. Do libraries do this?
 A lot of people are looking through the periodical aisles
 People are listening to music in the DVD/music area
 Armchairs are all taken. Funny: one man is eating his Subway sandwich while reading
and laying on a little pillow. Feels like I am at the airport!
 People overall appear to be making themselves at home. I notice some workers helping
customers find certain sections of the library
 In the sports section there is a display selling yoga mats, exercise equipment. Hmmm…
definitely out to make money in any way possible
 How many displays do they need selling bookmarks?!
 Spoke with a worker who ended up being the store manager. Really nice. He used to be
on a library board of directors in Washington. If he could change careers and go back, he
would. I was surprised. He hates the long areas, always working on weekends. He loves
libraries. Takes his children there. When I asked what Barnes & Noble lacks he instantly
said periodicals, computers, and out of print books. He said his motto every day at work
is “retail as entertainment.” He wants people to enjoy their time at the bookstore
without being cajoled into buying something (hmm, I don’t get that impression). He
knows when people leave they will eventually come back. Aha! I knew there was a
catch.
 Customers are asking for help at the customer services desk. Mostly about ordering
books. Nothing too heavily related to reference questions.
 A few people working on their laptops. I miss the ability to sit down at a computer.
 The children’s section is amazing. Huge tree with Winnie the Pooh and Piglet. I would
love to be a kid at Barnes & Noble
 Almost bought a book when leaving but refrained…$25?! No way.
Information for a price
III. Madison Library Map
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Information for a price
III. Barnes & Noble Map
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Information for a price
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