BY JOE MURTAGH
What are the needs, wants, stereotypes and emotions of your customers? For instance, Disney knows that their customers “need” a vacation and accurate information. They “want” happiness and memories lasting a lifetime. Insider information, like a great place to watch the parade or fireworks, makes them feel special.
All businesses have customer expectations or stereotypes to both overcome and live up to. What are yours? For Disney, the negatives were Disney parks are for kids, there are long lines and it”™s very expensive. Positive “stereotypes” to be lived up to included clean facilities, a friendly atmosphere and fun for everyone. Disney constantly exceeds guest expectations.
What emotions do your customers experience during their full cycle of using your products or services? At Disney, emotions run from unbounded excitement on entering the park to tired feet at the end of the day. From the adrenalin rush of Space Mountain to the heart-warming tenderness of a character hugging a child. What does your customer experience? Disney knows that 47 percent of its visitors fly and the rest often drive days before arriving. It knows the average family has saved two years to get there and that the first and last impressions are most important. Entrances are spectacular with views of some of the most prominent attractions and the grounds are gorgeously landscaped to greet guests. How can you create a “wow” first and a “wow” last impression?
Disney discovered that many guests had trouble finding their cars at the end of the day, not creating a “wow” last impression. Many guests arriving were so excited that, in spite of being repeatedly reminded of where they parked while riding the tram to the park entrance, some forget by the end of an exhausting day.
Although Disney employees, known as cast members, were not responsible for the lost car and the tram crews did their best to remind guests to remember where they parked, more had to be done. Management asked parking cast members to develop a cure. The remedy was to keep a time log when they were filling various parking areas each morning. When an exhausted and frustrated guest reported trouble finding his car, the cast members asked what time he arrived. By checking that morning”™s time log they delivered their weary customers directly to their cars ”“ a last impression of wow.
Disney knows its purpose. Isn”™t yours to keep customers coming back for more and telling all of their friends? Disney”™s is to create happiness by providing entertainment for people everywhere. Purpose always takes precedence over the job. A custodial cast member”™s purpose is to create happiness by making sure the park is immaculate.
What are your values and what priority do they take? Disney”™s, in order of priority include safety, courtesy, efficiency and show.
When a child doesn”™t meet the 40-inch height rule, safety prevails. However, the next value, courtesy, mandates that the family be given a “go to the front of the line pass” to be used when the height requirement is met in the future. Efficiency moves 2,000 guests per hour through the Haunted House. When a disabled person approaches, courtesy, a higher value than efficiency, dictates that the ride stops.
Disney”™s 50,000 cast members exceed expectations because they know their purpose and priority of values ”“ the tools that make surpassing expectations possible. To exceed your customers”™ expectations, all your people really have to know is their purpose and the hierarchy of your organizations values.
Questions for discussion:
Have we clearly defined our purpose?
What are our values and how should we prioritize them?
Joe Murtagh is The DreamSpeaker, an international keynote speaker, meeting facilitator and business trainer. For questions or comments, Joe@TheDreamSpeaker.com, www.TheDreamSpeaker.com or call (800) 239-0058.
