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Pure Service Magic

It really is the magical kingdom. Walt Disney World is the most dreamed-about vacation destination by children everywhere. As a parent of a 4-year-old, sometimes I’m in the business of making dreams come true. And so, my daughter and I headed to Walt Disney World for our summer vacation—and it was pure magic, for both of us.

 

Exhibit A: First day in the park, I bought my daughter a $10 Disney balloon. In her excitement, about 5 minutes later, she released it. On this hot, crowded day, one Disney employee started chasing it. He was then joined by not one, but two other employees who were running at full speed in 100% humidity to reclaim this balloon for my little girl. Mission accomplished. My daughter’s smile was permanent from that point forward—and so was mine.

 

Exhibit B:  I was hesitant to leave our park stroller as we entered a ride line for fear of losing the aforementioned balloon once again. I expressed this hesitation and the ride attendant said “Sir, we don’t have that problem at Disney, but if you do leave your stroller here and you lose your balloon, come see me and I’ll personally see to it that you get another one.” As COO of a company that strives for service excellence, this kind of employee empowerment thrilled me more than the ride.

 

I could give examples of how Disney exceeds service expectations for days…but at the end of our trip, I was more interested in learning about how they have perfected this execution. What training do Disney employees receive? I think you’ll find the following just as fascinating as I did. First, all Disney employees are referred to as “cast members.” People “auditioning” (interviewing) the prospective cast members occupy different job levels and segments throughout the park—and they rotate on a yearly basis. Once hired, Disney cast members complete a one-and-one-half day training program called Traditions; this program sets the stage for excellent service provision, which continues at Disney University. The first corporate university, Disney University was founded by Walt Disney to provide a structured learning environment to teach the unique skills required of Disney cast members. Forty-two thousand cast members rotate through various courses—many taught via satellite from some of America’s top business schools. There are no service courses; quality and service are an important part of every course. Key concepts? Creative and motivating leadership, creating an experience, and employee empowerment (remember the ride attendant willing to accept responsibility for our balloon?). 

 

Disney’s service standards became a benchmark for corporations nationwide and, in 1996, the Disney Institute was founded. More than a million people from a wide variety of corporations have participated in the programs offered by the Institute in an effort to enhance leadership, HR, and service delivery within their organizations. It’s more than the rides and characters that make Disney magical—it’s the people and their commitment to service.  

 

 

I want to hear from you! Respond to one, all, or none of the questions below. I just want to hear your thoughts! And, if you post a response, be sure to check back for a reply!

  • If you’ve been to Disney World or Disneyland, what did you think of the service?
  •  What can small businesses do to emulate the service training provided by larger organizations?
  •  What other organization empowers their employees to take ownership of service?

 

Post your response!

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The Service-Centered Phone System: Not an Oxymoron

The phone sorting system is inevitable. You can’t escape it (or the dread it conjures). So, when I noticed the satellite dishes appearing on my side of the apartment building, I smiled at the thought of having another cable provider option…and then grimaced at the reality of having to face the phone system my current service provider utilized in order to cancel. The call lived up to my expectations. After clearly articulating “cancel service,” I was transferred to a customer service representative who proceeded to transfer me three more times. Each time, I had to relay basic customer information and once was even told a manager was “not available.”

 

I was a little more optimistic about calling the new provider to become a customer because, as a past customer, I knew their service standards were better. Still, the phone system prompted fear. Fortunately, their voice recognition technology was better; I was immediately transferred to the right department. And, although the person who answered the call could not help me, she stayed on the line while I was transferred to a colleague and she explained the situation. Both service representatives had my past customer history in front of them and made conversation about my preference for on-demand sports. I also was given a number to call in case the call was disconnected. And, although I had to be transferred one more time, I found that I didn’t mind because this customer-focused phone service method was pleasant and purposeful.

 

I came away from this experience with one thought: companies with true service-orientation apply their specific service style to each operational change. Yeah, most utility companies use a phone tree/voice recognition system. But only a very few create a memorable service experience out of this sorting mechanism.

 

I want to hear from you! Respond to one, all, or none of the questions below. I just want to hear your thoughts! And, if you post a response, be sure to check back for a reply!

  • What is your first thought when faced with a phone system recording? Why?
  •  Have you ever been impressed with a company’s customer service phone system? Which company and why?
  •  Have industry-wide customer service technological changes added to or detracted from customer service standards?

Post your response!

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Back to Basics

I went to a car service station near my house for a routine oil change the other day. I had never been there before, but wanted to try them out because of their convenient location—and I told the guy as much when I entered. I waited while he changed it and, as I was getting ready to pay, I asked, “You put synthetic oil in the car, right?” The question was an afterthought because right when you open the hood of my car, there is a bright yellow sticker that informs all who care to read: “This car takes synthetic oil.” The mechanic had not read the sticker and had put regular oil in the car. Why? He got comfortable with a repetitive task in his profession. And, by operating on auto-pilot, he missed out on an easy service win—and a new customer.

 

In every job, in every industry, there is a repetitive component to optimally fulfilling job requirements. A lawyer might have to explain the different types of divorce processes to 10 clients; a waitress may have to suggest the featured dessert to 20 different customers, etc. How they perform these seemingly mundane tasks is, in fact, imperative to premium service delivery. Let’s get back to basics in the service profession. We need to complete every task with the same thoroughness and enthusiasm--even if it is the 100th time we have performed it that day. These seemingly mundane tasks are the ones that will gain new customers and impact the bottom lines in our organizations. By perfecting the basics, we can become spectacular service providers.

 

I want to hear from you! Respond to one, all, or none of the questions below. I just want to hear your thoughts! And, if you post a response, be sure to check back for a reply!

  • Do you agree? Are you impressed when someone performs a basic service well, consistently?
  •  Do you disagree? Do you think truly spectacular service can only be delivered when the task is complex?
  •  Give an example of a time when a service provider performed a basic task extremely well—or poorly—and it influenced your purchasing patterns.

Post your response!

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They’re Charging for an Arm and a Leg

Yes, you read that correctly. At the rate we are going, airlines are going to start charging for every limb that accompanies you on your flight. Don't laugh. It's not that far-fetched considering Spirit Airline's new policy of charging for carry-on bags.

 

This new policy is unacceptable; I had to laugh when Spirit Airline’s CEO did the news show circuit describing the policy as “groundbreaking.” How is a profit-driven shift without any acknowledgement of the consumer, the marketplace, or the current economy groundbreaking? How does a company with already low customer service ratings feel entitled to, once again, put profit before people? And is it only a coincidence that the airline with the best customer service ratings (Southwest) doesn’t even charge for two checked bags?

 

It’s time for a customer service revolution, folks. In a free-market, consumer society, the customer should be dictating the terms based on purchasing decisions. Refuse to fly Spirit—and refuse to give your hard-earned money to companies who would rather charge more than cut costs and revamp their service practices. Stand up for your right to better service. Make your next purchase a statement.

 

I want to hear from you! Respond to one, all, or none of the questions below. I just want to hear your thoughts! And, if you post a response, be sure to check back for a reply!

  • Do you agree? Do you think a customer service revolution is in order?
  • Do you think purchasing decisions can influence service standards?
  • Is there a company that has earned your lifelong loyalty solely through the quality of their service?
  • Would you be willing to pay more for a product or service if you were guaranteed a pleasant experience and outstanding service?

Post your response!

 

 

 

 

 

 

 

2 Votes

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Exceptional Service Requires Research

You’ve reached a service rhythm that works for the majority of your clients. They are happy, you are happy. In fact, your customer interactions aren’t just transactional, they are conversational. Heck, you know the names of their kids (and ask about them). Life is good. Then, one of your clients merges with another organization. Along with more employees, they now have more service or product offerings. And a completely different culture. How should your service style change? (And yes, it should change.)

 

When your organization decides to target people or organizations different from those you have been serving, research is key. Don’t assume that your old service standards will still be applicable to your changing client base. Learn about the politics of these new prospects/clients; understand how they define value. Then, readjust your service style to accommodate them. Truly exceptional service requires research—and an individualized approach for each client.

 

I want to hear from you! Respond to one, all, or none of the questions below. I just want to hear your thoughts! And, if you post a response, be sure to check back for a reply!

 

·Do you agree? Do you think service should be tailored to individual clients/customers?

·Do you disagree? Do you think exceptional service is universal?

·Is there an organization that tailors its service provisions based on different customers?

 

Post your response!

5 Votes

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