Disney is beloved the world over and is recognized as a premiere family destination place. Whether you’re talking about the parks in Orlando, or California, people pay premium prices to be able to enjoy a little of the magic. But what makes Disney any different than the other amusement parks in the world? Many would say it’s Disney’s philosophy and training.
A recent article in Fast Company outlined the Seven Disney Service Guidelines:
- Make eye contact: – While a seemingly small thing, Disney is usually super busy. Being a person in this large moving body of people migrating from ride to ride can make someone feel very small and insignificant. By training employees to make eye contact with each and every guest they encounter, the employee is acknowledging their presence and personalizing their experience. It’s similar to saying, “You matter,” with a look.
- Greet and welcome every guest: – By making eye contact and then saying “Hello,” and welcoming them to the Park, people are made to feel special and important. A simple acknowledgement of their existence and singling out amidst this sea of humans is an act that people not only remember, but appreciate.
- Seek out guest contact: – Disney employees are not trained to be passive. They are taught to seek out guest contact, not to wait for a guest to initiate. They are actively in the crowd doing their job and, at the same time, looking for opportunities to interact with guests. I’m not talking about guests that “need” interaction (i.e.: Someone is having a bad experience that needs intervention). Disney employees are looking to interact with as many guests as possible. Their goal is simply to make someone’s day just a little happier.
- Provide immediate service recovery: – This is an integral part of the guidelines. The Disney parks are huge and accidents happen – whether its something as small as a child spilling their popcorn or a larger issue – so Disney has empowered its employees to use their judgment and take action immediately to fix the situation rather than force a guest to wait for a “manager” to appear.
- Always display appropriate body language: – Disney knows that body language is just as important as physical language. People naturally communicate through body language all the time. . It’s not only important to watch what they say and how they say it. An employee having a bad day (which everyone does) can easily transmit that through their body language without ever once complaining. You set the tone for the atmosphere in your business. Customers will mimic that tone even if it’s subconsciously.
- Create dreams and preserve the “magical guest experience”: – Anything within an employee’s power that can be done to enhance the guest experience is encouraged. Disney wants everyone’s trip to be memorable and magical and sometimes, it only takes a small thing to make that happen… a hug from a Princess, a “Happy Birthday” from an employee while in line, etc. Even the smallest gesture can be magnified when seen through the eyes of a child.
- Thank each and every guest: – As businesses, we certainly are appreciative of all of our customers but do they know it? This simple policy is designed to insure that every guest is acknowledged and thanked at some point in the day (if not multiple times) for choosing Disney. They don’t post people at the exits specifically to say this; they expect their employees to be doing this continuously all day long.
Disney has some great lessons and practices that can be applied to any business. They are making the adoption of these by other businesses easier through the sharing and teaching of non-Disney employees and business owners through their Disney University. Disney has such a loyal customer base because it has policies in place to make everyone feel special. They also empower their employees to take immediate action to rectify anything that could jeopardize a guest experience.
One thing I’d like to leave you with. If you ask Disney, they don’t have any “employees.” Their staff is called “Cast Members.” Why? Because they realize that the Park is their venue, the guests are their audience and they are always, always, on stage.
In today’s world, there are many standout companies when it comes to customer service; Zappos and Nordstrom being a couple of examples. These companies focus on providing their customers with world-class service and, because of that, people are willing to pay more while maintaining fierce loyalty. Not only do these companies earn the loyalty of their customers through the service experience, they transform many of them into brand advocates. The reason their customers patronize them and recognize this level of customer service is that it is, unfortunately, not the norm in today’s world.
Zappos and Nordstrom are not in business to lose money. In fact, both companies profit through their reputations of providing great customer service that, in turn, increase their customer base by attracting new customers eager to share in the experience.
The Olive Garden restaurant recently sympathized with a patron whose parent’s house had just burned down and decided to comp the party’s entire meal. The patron posted a photo of the comp’d receipt to the Internet in an effort to thank and show appreciation for the Olive Garden’s good deed. Because people aren’t used to acts of kindness and service from companies, many were skeptical and questioned the receipt as a PR stunt even after the patron posted links to news articles reporting the house fire and the Olive Garden’s PR agency denying their involvement. The photo quickly went viral and has not only spread through social media but has also been picked up by prominent news agencies like Yahoo!, The Huffington Post and the Consumerist.
By providing an exceptional customer service experience; your customers will become loyal and share their experiences with others. Even though people may begin with skepticism, by providing a consistent experience of excellent service, word will spread and customers will not only go out of their way to patronize your dealership but also to encourage others to do so.
Through technology, we’re more capable than ever to provide this experience to our customers in an easier, more efficient manner that will lead to increased revenue, loyalty, customer retention and consistently excellent CSI scores while allowing you to maintain an acceptable profit on your services.
Transforming your Service Drive into a Sales Drive
In this presentation Holland will address how to empower the service department with tools that build connections with customers and drive owner retention. Although the obstacles can appear formidable, your service department can flourish in today’s rapidly changing automotive landscape. How auto dealer service departments will remain profitable and viable contributors to the business with fewer units in operation, longer maintenance intervals, and higher vehicle quality is a challenge. The subsequent reduction in vehicle volumes means that every visit, no matter how small, needs to be viewed as a vital opportunity. Many service directors are leveraging technology to be more efficient and profitable.
Technology in the service lane helps dealerships:
- Turn service customers into new vehicle sales customers
- Inspect every vehicle thoroughly to boost per-repair-order parts and labor profitability
- Hone customer-engagement processes to improve customer retention
- Conquest the service business from customers’ families and friends
New technologies in the service department have helped dealerships:
- Increase annual service revenues 21% and more
- Boost revenue per repair order $55 and higher
- Double the volume of vehicles inspected
- Increase fixed absorption rates 20%and more
- Sell up to 6 times as many vehicles out of their service drive
The ideas Holland will share are to help your service department create a plan for profitability despite today’s challenges in automotive services and repairs.
Attendees will learn five key actionable points:
1) How to develop a client retention strategy that builds trust between the dealership and the customer
2) How to develop processes that turn service customers into new vehicle sales customers
3) How to create follow up marketing strategies that engage customers who’ve declined recommendations
4) How to create a personalized service experience utilizing mobile technology
5) How to identify new opportunities and metrics to use to identify and remedy inefficiencies in service work flow.