Creating customer value in the not-for-profit sector: a case study of the British Library

Abstract

Public sector organisations are being increasingly subjected to both legislative and competitive pressures forcing them to reconsider their relationships with users and customers (Chapman and Cowdell, 1998) in order to develop a more overt marketing orientation (defined as focusing on customer needs as the primary drivers of organisational performance (Jobber, 2004)). The creation of customer value underlies the development of a meaningful marketing orientation, and is a nettle that more public sector and not-for-profit organisations will have to grasp. This article considers how a more marketing-oriented approach was adopted by the British Library in order to clarify and communicate its value proposition to its identified target markets, and in doing so, hopefully achieving a sustainable competitive advantage on an ongoing basis. Copyright © 2005 John Wiley & Sons, Ltd.

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