SUPPORTING GREAT CUSTOMER EXPERIENCES
H eart &SOLE 5 USEFUL PSYCHOLOGICAL FACTS ABOUT EMOTION Get to grips with the facts about how emotions can affect your customers and their experiences. >>> page 4
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CURIOSITY?
Find out how curiosity can enhance your customers experiences and interactions >>> page 2
EARNING MY EARS FROM THE DISNEY INSTITUTE
David Cohen gives his insight into the customer experiences created by the Disney Insitute >>> page 10
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ISSUE 02 - March 2012
H E A R T & S O L E C uriosit y
thought for the issue:
IN D E X p2
Cur iosit y
p4
5 Usefu l Fa c t s Ab o u t E m o t i o n s
p6
Costa Co n co rd i a
p8
S crew i t, Le t ' s D o I t
CURIOSIT Y? How Curiosit y fits into the Emotional shoe box of the Customer Experience...
p10 Ear ning M y E a r s Wi t h t h e D i s n e y I nstitute p14 G olden R u l e s Fo r Le ad i n g Yo u r Customer Ex p e r i e n ce Te a m s p16 R einvig o rat i n g t h e Fu n Fa c to r p18 On The S h e l f p20 Win a Powe r f u l Le a d e r s h i p R e p o r t p22 7 R easo n s We ' re a S o l e Fi t p24 R etail is D e t a i l p26 G et I n To u c h
Cher yl Gregor y - MD & Editor
H E A R T & SOLE is p u b l i s h e d quar ter ly by Th e Cu s tomer's Shoes Ltd
Walk in g i nto t h e re ce p t i o n o f my D e nt i s t, I fe e l a s e n s e o f d re a d
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about t h e ex p e r i e n ce to co m e, a n d i m m e d i ate l y fe e l l i k e g o i n g back h o m e a n d p h o n i n g i n s i c k ! A q u i c k g l a n ce a ro u n d I s e e s i m-
Is s u e # 2 - M arch 2012
ilar regre t f u l p at i e nt s, I a s s u m e a l s o fe e l i n g co m p e l l e d to m a k e a swif t ex i t !
Al l r i g ht s reser ved © 2012 The ro o m h a s c h a n g e d l i t t l e fo r ye a r s, a h u g e f i s h t a n k , h u m-
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ming i r r i t at i n g l y, t h e f i s h h i d d e n d u e to t h i c k gre e n s l i m e. A p l a stic br id g e b i z a r re l y re s e m b l i n g f a l s e te e t h o n t h e b o t to m o f t h e tank . M a g a z i n e s s t re w n o n a wo b b l y co f fe e t a b l e.’ Th e ‘ L a d y ’ , a n d ‘ What Ca r ’ m a g a z i n e s a re t h e exc i t i n g a r ray o f l i te rat u re. Pi c k i n g up ‘ The L a d y ’ I d i s cove r a b l o b o f g a u ze at t a c h e d to o n e co r n e r – yuk! N o o n e l o o k s u p o r s ays ‘ H e l l o’, t h e at m o s p h e re i s re m i n i scent of t h e Lo n d o n Tu b e, t h e s o u n d b ro k e n o n l y by t h at a n n oy i n g fish ta n k a n d t h e b u z z o f a d i s t a nt d r i l l.
TA K E A C LOSER LO O K O R BUY
Af ter a n a g e, a N u r s e c a l l s “n ex t ”. Th e v i c t i m . . . e r r… p at i e nt g e t s
S O M E N O W HERE:
up and m ove s s u r re p t i t i o u s l y fo r wa rd i n a s e n s e o f q u i e t p a n i c.
ht t p : / / b i t.ly/zojhXj.
I look a ro u n d t h e wa l l s, t h e re a re p o s te r s : o n e a b o u t H I V, a n d
2 ISSUE 02
anothe r s t at i n g a m i s s e d a p p o i nt m e nt w i l l e n s u re a f i n e – s u c h joy!
C uriosit y
HEART & SOLE
S o w hat has this to do with emotion and
We a re m o re i nvo l ve d w h e n we p l ay a c re -
‘Cu r i o sit y ’?
at i ve p a r t. I n my d e nt i s t ’s, t h e o p p o s i te h a p p e n e d, t h e re wa s n o c u r i o s i t y, e m o t i o n wa s
St u d i es have been taken about the effec t s
o f a p u re l y n e g at i ve i n f l u e n ce. ‘ S e r v i ce w i t h
o f c u r iosit y on th e brain, these fac tors p l ay
a s m i l e’, i t co u l d n o t h ave b e e n f u r t h e r f ro m
a p ro found par t on our motivation, lear n i n g
the truth.
a n d reward process. Par ticipants were as k e d to b e involved in exper iments using diffe r-
Th e re re q u i re s a l i gn m e nt b e t we e n w h at t h e
e nt i mages and recur rences. When the b ra i n
b ra n d s ays a n d h ow we ex p e r i e n ce i t. I f my
wa s s hown new images rather than ones t h at
d e nt i s t h a d m u s i c, m e t m e w i t h a b r i l l i a nt
co n j u red up past emotions, I t had the po te n-
s m i l e, I wo u l d h ave b e e n c u r i o u s to ‘ wa nt ’ to
t i a l to motivate the person to be cur ious.
s te p i n s i d e. N e w m a g a z i n e s, p o s te r s, m o o d
Th e b rain is able to lear n that stimulus, o n ce
l i g ht i n g, a f r i e n d l y at m o s p h e re a nd n o d r i l l
l e a r nt and familiar, loses its potential to c a p -
to b e h e a rd ! A b o o k l a b e l l e d ‘o p e n m e’ o r
t u re t he audience if it has no reward- in t h i s
‘ t a k e a p e e k ’ p l a ce d s t rate gi c a l l y, s h ow i n g
c a s e t he Customer Exper ience. The conc l u s i o n
s n i p p e t s o f s u cce s s e s t h e d e nt i s t h a d m a d e
re i n fo rces that our abilit y to remember a s e r-
wo u l d m a k e m e c u r i o u s to k n ow m o re.
v i ce or brand message is heightened by o u r ex p e r ience first-hand. Cur iosit y is one o f o u r m o s t power ful mar keting forces; getting u s to l o ok at things in a fresh way, explor in g t h e u n k n own. I t is an emotion we can tr igge r i n t h e m inds of our customers, encouraging t h e m to b e pro - ac tive and lear n more about o u r o f fe r i ng. We can enac t within our audien ce
An ex a m p l e o f t h i s a p p ro a c h wa s t a k e n by
l i k e a stage produc tion, encouraging the m to
H o n d a . Th e y d e v i s e d a n i d e a ; ‘ t h e Ci v i c
ex p l o re our brand charac ter.
M u s i c a l R o a d ’. G ro ove s we re c u t i n a s t re tc h o f h i g hway i n Ca l i fo r n i a , c a u s i n g s o u n d s
I nt r i n sically, we want our customers to
w h e n a ve h i c l e d rove ove r t h e m . Th e s e we re
re m e mber our brand. People of ten reme m b e r
i n f a c t c u t at d i f fe re nt d e p t h s a n d l e n g t h s
a b ra nd but cannot recall why? M any tim e s I
s o w h e n d r i ve n ove r p l aye d ‘ Th e Wi l l i a m
h ave whistled a tune days af ter hear ing i t, b u t
Te l l O ve r t u re’. Th i s ‘m a d ’ i d e a m a d e p e o p l e
h u m ming it over and over, may not love t h e
c u r i o u s a n d f l o c k to t r y t h i s o u t. h t t p : // w w w.
b ra n d that it goes with.
y o u t u b e . c o m / w a t c h ? v =Y R 5 C e j q 2 u y c & f e a t u re = re l a t e d
To i n spire cur iosit y, we are ac tively gett i n g o u r c ustomers to find out more, innately c re -
Th e e m o t i o n a l g o a l i s c l e a r ’ c re ate a wo r l d
at i n g positive attention. To manifest exp e -
o f c u r i o s i t y. M a k e yo u r a u d i e n ce f ro t h at t h e
r i e n ces in our organisations that our aud i-
m o u t h w i t h a nt i c i p at i o n . Wh at c a n yo u d o
e n ce see as new, we naturally have a cur i o u s
d u r i n g yo u r Cu s to m e r E x p e r i e n ce to t r i g g e r
fo l l owing.
t h e e m o t i o n o f Cu r i o s i t y ?
ISSUE 02 3
H E A R T & S O L E U se f ul C usto m er Facts
5
Us e f u l Ps yc h o l o gi cal Fa c t s Ab o ut E mo t i o n s
We could dedicate the entire magazine over to the study of emotions and only then scratch the surface. Instead here are some useful facts for you to run through and use in your own internal conversations about emotions in your customer experience.
4 ISSUE 02
U se f ul Facts A b out E m otio n s
HEART & SOLE
FA C T # 1 Emotion is the acute disturbance of the organism as a whole involving behaviour, conscious experiences and visceral functions (deep inward feel ings rather than intellect). Emotionally engaging experiences will affect customers to their core.
FA C T # 2 Emotions trigger the organism to move towards its goal or move away from it. So in any gi ven customer interaction the customer will feel compelled to either move towards you or move away from you. This can mean spending more or less time in store making purchases.
FA C T # 3 Emotions are designed to enable behaviour-arousal, to trigger us into performing at our maximum potential at times of life-threatening dangers. When customers become irate they often loose their rational perspective, so they will nee d to see you demonstrating empathy first, problem solving second.
FACT #4 Emotions come with bodily changes, which include electrical activities of the skin, changes in respiration, blood pressure, skin temperature, pupil response, pilo motor response, hearing accu racy, changes to voice, muscle tension, etc. A sensitive front line employee tuned into the custom er’s reactions can spot how the customer is responding to the situation and knowing this should use relevant interpersonal skills and emotional intelligence to deal with the customer competently.
FACT #5 Fear is an emotional state, both innate and learned, anticipating danger. Loud sounds, strangers, unknown objects, new places, dark shadows and loneliness are common fearprovoking stimuli for children. A customer experience that feels unfamiliar or awkward, or where customers feel treated as a number, can trigger emotions that prepare the customer for a fight or flight response.
ISSUE 02 5
H E A R T & S O L E C osta C o n cor d ia
Costa Concordia dur in g c r i s i s e m o t i o n s r u n high
F
ollowing on from the trage dy onboard the I talian cruise l iner, is it time to evaluate t he whole Customer Exper ie nce in all our organisations, as a matter of pr ior it y? D ur ing t i m e s o f a c r isis or uncer taint y it is imperat i ve t h at f rom the top leadership level to t h e b o t to m line staff clear heads and l o gi c a re i n s tilled into each and ever yo n e. Le a d e r ship as on board the ship, is d ef i n e d by a n individual ’s abilit y to outl i n e a c l e a r a nd concise Commander ’s i nte nt, b u i l d a successful team to accomp l i s h t h at i ntent, overcome adversit y, and d i re c t t h e te am to reach mission goals. Al l s t a f f o n b oard the ship from the cabin s te wa rd s to the ships dancers played an i nt r i n s i c a l l y impor tant par t in the evacuat i o n p ro ce d ure. However, the command h ad to b e p recise, quick and strong and c a s c a d e d ow n, from in this case the Cap t a i n o f t h e s hip. I f all personnel are not t r u l y l i n k e d as in this real life emergenc y, t h e l e a d e r s h ip may not be recogn ised and t re ate d w i t h the respec t of author it y at
6 ISSUE 02
the crucial time. Leadership in d r i v i n g a n organization’s strategy for ward a n d f acilitating a culture of empower m e nt t h at enables the organisation to succe e d e ve n when the leader is not there is p a ra m o u nt to a cr isis situation. The Customer Exper ience from t h e s a fe t y to the emotional care they expe r i e n ce from the time they book their h o l i d ay, to the time they disembar k , is inte gra l i n t h e way they will ultimately respon d n o t o n l y in an emergenc y situation but to e ve r ything they do on board.
indiavision.com
C osta C o n cor d ia
Th e Co s t a Co rcordia itself and the Ca p t a i n s t h at take command of these m a gn i f i ce nt vessels are amongst the m o s t h i g h l y t rained and professional m a r i n e r s a f l o at. And as with all great m o d e r n c r u i s e ships would have received t h e b e s t t ra i n ing on board that is ava i l a b l e wo r ldwide. All the systems on b o a rd s u c h m ight y vessels are at the ve r y c u t t i n g e dge of navigation and e n gi n e e r i n g technology.
HEART & SOLE
To l e a r n m o re a b o u t t h e A ,B,C, D’s o f C r i s i s Management go to: h t t p : // d m c o h e n 0 1 . w o r d - p re s s . c o m / 2 0 1 2 / 0 1 / 2 9 / the-a-b-c-ds-of-crisis-management/
Pe r h a p s t h e route cause of the accident l i e s i n t h e i n d ividual human condition of e g o a n d a r ro g ance, and this combined w i t h b e i n g i n a leadership position can a n d d i d p rove tragic. I t a p p e a r s, f rom the media repor ts and co m m e nt a r y on specialist cruise web s i te s, t h at t h e Captain had ‘i m p ro m p t u’ i deas to navigate his s hip as n e ar a s h e co uld to the ‘Isola del Giglio’ p e r h a p s to ‘ t h r ill ’ his passengers as they s a i l e d by ? B e cause of shallow water this wa s a t ra g e d y in the mak ing. I t is poss i b l e t h at h i s subordinate crew members we re i nt i m i d ated by the Captain’s st yle o f l e a d e r s h i p and so did not ac t on their ow n i nt u i t i o n . Per haps out of fear of b e i n g at gre at r isk of putting their own c a re e r s o n t h e line? I n o u r o rg a n i s ations we hope that staff a n d s u b o rd i n ates will instinc tively make t h e co r re c t c h oices, if they have the a u t h o r i t y to d o so, and ac t on their ow n i n i t i at i ve s. M any organisations wor k w i t h d a n g e r a nd r isk on totally d i f fe re nt l e ve ls, and where leadership f a i l s i n s t rate gy or execution, d e va s t at i n g consequences can happen.
FOR SO METHI NG COMPLETELY DI FFERE NT...
W E R E C O MM E ND T H E B E S T E XOT I C M A R I G O L D H OT E L ( F I L M )
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ISSUE 02 7
H E A R T & S O L E S crew it , L et ' s Do I t
' S crew I t, Let 's D o i t ! ' Team G a m e A gre at d e a l o f o u r s uccess in life stems from ta k i n g b o l d o r d a r i n g steps for ward in a “screw it, l e t s d o i t ” f a s h i o n . Th i s a c t i v i t y f a c i l i t ates discussions on this challe n g e a n d gi ve s p a r t i cipants a low-r isk challenge th at w i l l g e t t h e i r a d renalin going and force th e m to t h i n k a b o u t the possibilities of what co u l d b e i f o n l y t h e y would just screw it and do it ! Us e t h i s a c t i v i t y to t r igger team discussions on th e m o re c re at i ve o p tions available for offer ing gre at c u s to m e r ex p e r iences and defining your o rg a n i s at i o n a s o n e that dares to be different. YO U W I L L R E Q U I R E T H E F O L LO W I N G R E S O U R C E S :
• ‘S c re w i t, l e t ’s d o i t ’ w h e e l o f for tune sheet • Bi c b i ro o r s i m i l a r - t h e t y p e with the hole par t way dow n t h e l e n g t h o f t h e t u b e. Or a pencil. • A d raw i n g p i n 8 ISSUE 02
S E ND U S A S NA P O F YO U R T E AM T RY I N G T H I S AND W E M I G H T I N CL U D E I T I N O U R NE X T ISSUE!
S crew it , L et ' s Do I t
HEART & SOLE
OBJECTIVE
To identify 16 areas of the customer exper ience that could be improved upon with some screw it let ’s do it attitude and to identify unique ways of improving selec ted areas.
TIME NEEDED
• S et-up time: approx 5 minutes • Execution: This depends entirely upon how long you wish to invest. I f you use this as a mee ting energiser then probably not much more than 15 mins. However it’s possible to take several hours to explore all opportunities that this activity can trigger.
GET YOUR WHEEL OF FORTUNE
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ISSUE 02 9
H E A R T & S O L E E ar n i n g M y E ars
About our guest wr iter ; David M.Cohen is a distinguished career officer in the United States Air Force. He has accumulated over 2,500 hours of wor ldwide flying and has commanded at numerous levels. He is the awardwinning author of “ The Vital Link : The Tanker ’s R ole in Winning Amer ica’s Wars,” and holds degrees from B oston Universit y, New M exico State Universit y, and Air Universit y. H is blog may be found at: http://dmcohen01.wordpress.com/ and he is available on Linkedin.
h t i w s r a e y m g n i n e r t a u e t i t s n i y e n s i d e h t ls fr o m p ro fe s s io n a p p o r tu n it y f o s n o li il n o en m 8 6 . S in c e th c ia l s e c to rs h a v e h a d are a l li fe 9 1 in d e d n o nd s fo u nd s er of o d o lo g ie s , a I n s ti tu te w a te , p u b li c , a T h e D is n e y w o r ld a c ro s s th e p r iv a t p ra c ti c e s , s o u n d m e tho f D is n e y . A s th e p ro v id in s p ir e a ro u n d th e c e th e ti m e -t e s te d b e s e d th e g lo b a l s u c c e s s r o v e r 2 5 y e a rs , th e y r t a n d to e x p e r ie n s o n s th a t h a v e s u s ta in le a r n in g e x p e r ie n c e s for ti c le g o e s to th e ’ H e a b u s in e s s le s n e y tr a n s fo r m a ti o n a l d a c t d if fe re n tl y . T h is a u n iq u e ly D is fe s s io n a ls to th in k a n e. b u s in e s s p ro g E x p e r ie n c in in a tr ir e S o le ’ o f th 10 ISSUE 02
flickr: daryl_mitchell
E ar n i n g M y E ars
HEART & SOLE
was, where we needed to focus, and how I, as a leader could develop myself and my skills in ways that would help my organization achieve excellence. At the time, I was the Vice Commander at a US Air Force Base. Our Medical Group had worked with the Disney Institute to help improve customer service and focus on the patients' needs. The course they put together was full of practical lessons, stories, and group problem-solving tasks, all with a pinch of pixie dust thrown in. I was invited to attend the course to view the program and see how it impacted our people. What I didn't expect is that I came away with as much (if not more) information, motivation, and perspective as did our Medical Group people.
"I have blind faith in the policy that quality, tempered with good judgment and showmanship, will win out against all odds." These words, from Walt Disney in 1941, epitomize the basic tenants of Walt and the company he founded. The most critical pieces of this philosophy are "quality," judgment", and "showmanship." These are the foundation of all things Disney. It is these pieces that also are what make other organizations "not Disney." The magic elixir, however, isn't magic, and Disney has built a mechanism whereby their magic formulas can be taught. The Disney Institute is designed to help organizations take Disney's best practices and make them their own. From their own website: "...our solutions engage organizations in time-tested best practices, sound methodologies, and real life business lessons that facilitate corporate culture change." About 18 months ago, I had the opportunity to participate in a Disney Institute program and came away with a better sense of who our organization
The program was held in Orlando at one of the Disney hotels, in a conference room. The room was noticeably set up with round tables, not the rows of chairs you would expect to find for a course or lecture. It soon became clear that this arrangement was not accidental. The intent was for all those at a table to begin to talk and communicate, exchanging ideas that were generated by the course. The other unknown consequence from this setup is that I got to know those from the Medical Group at table. Men might call it "bonding", but Disney would call it "Team Building." We began the program learning a bit about how Disney functions. Make no mistake, it is a for-profit company with shareholders who have expectations of a healthy bottom line. We were exposed to Disney's Loyalty Profit Chain, a continuous set of philosophies that build into a culture of excellence which result in shareholder value. While this may not be a new philosophy in the world of business, for Disney, it is the blueprint by which they do all things, from training new employees (called "cast members") to providing quality service to the customer (called "guest") to obtaining and retaining customer loyalty. The big difference between how Disney approaches the Loyalty Profit Chain and others is that every single one of their cast members is exposed to this philosophy, understands it, and understands where they fit in and the critical nature of their part. >> ISSUE 02 11
H E A R T & S O L E E ar n i n g M y E ars
I believe this is the single biggest driver behind Disney, because it is their Loyalty Profit Chain that creates the Disney Culture. The Disney Culture is not superficial, and those that simply believe Disney's focus is on the parks, ESPN, or movies are ignorant of what the Walt Disney Company is all about. Being called a Disney cast member is not intended to be "cute." It is intended to convey that the company is in the entertainment business and each employee plays a significant role in making it the best entertainment. A business's culture, for better or worse, permeates every process, every action, every outcome, and every employee of that business. A company can choose to simply let their culture "just happen" or they can be pro-active. The "just happen" approach is like playing Russian Roulette, except every chamber BUT one is loaded in the gun. An organization that fails to actively build a positive culture will find itself struggling to find its identity and grasping at straws as it tries to motivate and focus its employees and products and services. Disney, on the other hand, begins each new cast member's employment with a welcoming program called "Traditions." All cast members, from the CEO to the janitorial staff, attend "Traditions," together, regardless of position, so that they can begin immediately to know what it means to be part of Disney. A successful organization, Disney explains, builds a successful culture by design. This is the most critical piece. There is nothing that "just happens" when it comes to the Disney culture. It is understood by every cast member, it is the foundation for every Disney product or service, and it is visible on each cast member's "costume" in the form of their nametag, worn by all, from the CEO to the janitorial staff. A culture must be well defined. There can be no ambiguity as to what the company stands for and how it operates. A culture must also be clear to all. It must be perfectly defined for employees, for shareholders, and for the customers. Nowhere on the planet has a company's culture become an icon
12 ISSUE 02
more than the culture of the Walt Disney Company. Don't believe me? Define what you think of when you think "Disney." While there will always be detractors, I know a majority would use words like "magic," "fantasy," "family," "dreams," and "fun." We think of these words because Disney has been clear to all what its culture is and what the company's focus has been. The Disney Institute course emphasized that this culture fosters excellence. What was interesting to hear was that while creation of new rides or attractions at one of the parks is important, it is the small things that will foster your desired culture. The Disney Institute defined these as "Wows." The expansion of Fantasyland at Walt Disney World is a "Big Wow." It speaks to an extremely large audience with an extremely impressive construction effort that will create new experiences for guests. But the true push behind a culture is the small thing, done almost imperceptibly, that brings a smile, a sigh of relief, or a warm feeling. These are the "Little Wows" and they differentiate Disney from all others. As we were actually learning the lesson on "little wows," an event occurred that not even Disney could have staged.
It was mid-morning and we had just come off of a break. As the lesson started, one of my tablemates spilled her glass of water, soaking her area and turning the entire tablecloth soggy. We all pitched in, grabbed our notes and pretty much saved everything except somebody's newspaper. Some
E ar n i n g M y E ars
Disney Institute staff members jumped in and helped remove the wet table cloth, dried off a chair or two and replaced the tablecloth. No harm done. We all settled into place back at our now-dry table, placed our notes back and the lesson continued. As the lesson began again, we experienced a "little wow." One of the Disney Institute staff had gone to the hotel front desk, retrieved a fresh (i.e. dry) newspaper, brought it back, and replaced my tablemate's soaked edition. That action was so powerful that everyone at my table just stopped and looked at each other...then we stopped the instructor and pointed this out to the entire class. This action was amazingly powerful. Nobody would have really missed the newspaper. They were free at the front desk, and nobody expected a replacement, especially since the student caused the spill. In spite of all these things, that cast member had the Disney culture so engrained in him that he went out of his way to bring a small smile...a little wow! Now before it seems like we got invited to the birthday party and didn't get to eat any cake, let me reassure you that we did get to go to the parks. The first field trip was to the backstage area at Epcot. Here we toured the costuming area, reviewing the facility and technology that, when combined with process improvement ideas from the cast members, is an impressive facility. We witnessed a second little wow during our tour of the Magic Kingdom. Main Street and the rest of the Magic Kingdom are actually on the second floor. There is an entire infrastructure of offices, shops, plumbing, electrical wiring, etc, underneath the park area where the guests are. We got to see firsthand how the operational side of the Magic Kingdom is supported. When we were done below, we were allowed 20 minutes on Main Street to observe things we had discussed in class (we were specifically told there was no time to ride a ride). So my friend, Jim, and I got an ice cream cone, sat on the sidewalk and just watched. We saw a sight that was impressive from both a personal as well as business perspective.
HEART & SOLE
Disney photographers are stationed throughout the park. They take pictures of guests for free, and at the end of the day, the guests may purchase these photos on their way out of the park. As we watched, one of the photographers was with a family. Their little girl, maybe 6 or 7, was having a great time with him. He was kidding with her, making her give funny faces and poses, and getting the parents in on the act as well. What became clear to us, was that this photographer was creating a little wow. The family didn't come to the park to get their picture taken, but that experience was adding to their enjoyment of the day. They would remember that photographer and the fun atmosphere he created. From a business point of view, there's a huge win as well, for as this family left the park that evening, strolling down Main Street, they would have recalled the fun they had getting their pictures taken, and wanting to save that memory forever, would have very likely been compelled to purchase photos. That photographer, through no extraordinary effort, and simply exuding the Disney culture brought smiles to a little girl and her family, and created a business opportunity for his company. In my book, that's THE definition of a win-win situation! Many companies offer leadership, organizational, and motivational seminars and programs. A search on the web for those who offer these services will likely fill dozens of pages. Their programs, however, will not be able to provide the background of excellence that the Disney Institute can. They won't be able to translate how one man's dream has created a cultural icon. And they won't be able to offer the same lessons on positively transforming and sustaining a culture as can the Disney Institute. Perhaps, though, the biggest thing that others can't do is to sprinkle it all with a little pixie dust. That talent is reserved for the company who knows that "it all started with a mouse."
M any thank again to David Cohen for his insight! Please find his blog at: http://dmcohen01.wordpress. com/ ISSUE 02 13
H E A R T & S O L E G ol d e n R ules For L ea d ership
Gold e n R u l e s F o r Lea d i n g Yo u r C u s t o mer Exp e r i e n c e T e a m s D eliver in g t h e b e s t c u s to m e r ex p e r i e n ce d e p e n d s heavily u p o n t h e co m m i t m e nt o f yo u r te a m s a n d the leade r ’s ro l e i n t h i s i s v i t a l. I n t h e co ntex t o f t he organisat i o n we re co gn i s e t h at t h e l e a d e r c a n ex i st at all levels n o t j u s t w i t h i n s e n i o r m a n a g e m e nt.
The Leadership Challenge… I n their book 'The Leadersh i p C h a l l e n g e ' , J a m e s M . K o u z e s & B a rry Z. Posner describe t h e p r i n c i p l e s o f e f f e c t i v e l e a d e r s h i p as:
•
Inspiring a shared visi o n
•
Challenging the proces s
•
Enabling others to act
•
Encouraging the heart
•
Modelling the way
14 ISSUE 02
B
e a classic leader.
This leadership classic continues to be a bestseller af ter three editions and t went y years in pr int. I t is the gold sta ndard fo r research-based leadership, and the premier resource on becoming a leader. Their latest and four th edition, has streamlined tex t, more inter national and business examples, has had a graphic redesign, is more readable and accessible than ever before. A recommended read for anyone that needs to develop a winning team.
20 Golden Rules to Follow To h e l p yo u become a b e t te r l e a d er we have co m p i l e d for you a list o f 2 0 G o l d e n Rules that e ve r y l e a d e r should p ra c t i ce i n their daily ro u t i n e s. H ere are the f i r s t t h re e !
You can download the full list here: ht t p : / / b i t. l y/x5DBD0
1 . D e ve l o p the co n f i d e n ce and courage to m a k e b o ld decisions. 2 . Al ways t ake a b a l a n ce d, mature and u n - b l i n k e re d view by b e i n g o b j e c tive. 3 . R e co gn i s e success i s a c t u a l l y achieved t h ro u g h o t hers, make a n d i m p l e ment plans to d e ve l o p o t hers.
try them!
H E A R T & S O L E R ei n igorati n g Fu n
h t t p : // b i t . l y / w A X J y 2
G N I T A R O G I V N I E R R O T C A F N U F E H T D elivering a fun, enj o y a b l e a nd engaging experie n c e n o matter how fleetin g l y i t m ay be is a fantastic w a y t o connect with your c u stomers at an emo t i o n a l l e vel, even in the B2 B a rena.
A s n i p p e t f ro m s o m e ' S e r i o u s l y ‘Co o l ’ Wo r k p l a ce s ' :
GOOGLE @ WWW.GOOGLE.CO M G o o g l e o ff i c e s a l l o v e r t h e w o r l d a re W i l l y Wo n k a – e s q u e , f ro m a c l i m b i n g w a l l i n Bo u l d e r a n d a c l i m b i n g w a l l i n Zurich, to an indoor biking track in the N e t h e r l a n d s . T h e i r c re a t i v e w o r k s p a c e s h a v e e v e r y t h i n g f ro m h a m m o c k c h a i r s
16 ISSUE 02
G R
R ei n igorati n g Fu n
HEART & SOLE
t o b e a n bags, bocce courts, a
ing c l i e n t i s b o u n d t o w a n t t o
So making mundane
b o w l i n g alley, eyebrow shaping
plun g e i n a n d e n j o y a v i s i t t o
things fun can change
t h e n t here's the food: some 25
this i n t e r a c t i v e o ff i c e .
behaviour and in doing so
c a f é s c ompanywide, all gratis.
you connect emotionally t o t h e u s e r e xp e r i e n c e ; o n c e a g a i n p ro v i n g t h a t e m o t i o n s a re a t t h e h e a r t o f h u m a n b e h a v i o u r.
Have y o u e v e r u s e d a s l i d e t o
ASK YOU R S E LF THIS....
get t o a m e e t i n g b e f o re ? H e re they d o e x a c t l y t h i s !
O n e G o ogle employ ee wrote
THE CONFEREN CE B IKE @ CONFEREN CEBIKE.CO M
" E m p l o yees are never more
This c o m p a n y h a s c re a t e d a re v-
t h a n 1 50 feet away from a well-
oluti o n a r y w a y t o b r i n g g ro u p s
s t o c k e d pantry."
of pe o p l e t o g e t h e r. T h e C o nferen c e B i k e i s p e d a l p o w e r
. . . a n d guess what else – Goats
for s e v e n r i d e r s . O n e p e r s o n
a re k e pt to mow and fertilise
steer s w h i l s t t h e re s t , p e d a l !
t h e l a wns, making the view
Thes e b i k e s a re n o w b e i n g
f ro m t he office window that
enjo y e d o r g a n i s a t i o n s i n m o re
i n t s y b it more interesting!
than 1 8 C o u n t r i e s f ro m A m s t e r-
R ED BU L L , L OND ON @ W W W. R EDBU LL.CO.UK
dam t o S a n Di e g o a n d e v e n t h e UK. A t t h e G o o g l e H e a d Q u a rters i n C a l i f o r n i a t h e y t r a n s-
Wa l k i n g into the offices of Red
port t h e e m p l o y e e s a ro u n d t h e
Bu l l , y ou could be forgiven
grou n d s . I n Ne w Yo r k t h e y a re
f o r t h i nking you were enter-
used o n s o m e U n i v e r s i t y C a m-
i n g a k indergarten rather than
puse s . s t a t i o n w e re t r a n s f o r m e d
a n o ff i ce. The Soho based Head
into a g i a n t p i a n o s o t h a t t a k i n g
Q u a r t e rs features dynamic
the s t a i r s i n p re f e re n c e t o t h e
i n t e r a c tive space pumped full
esca l a t o r s e n a b l e d u s e r s t o p l a y
o f a d renaline. This office is
musi c a s t h e y e n t e re d o r l e f t t h e
f u l l o f slides and t able tennis
stati o n . T h i s l e d t o a n i n c re a s e
t a b l e s in its corridors and
in 66 % m o re p e o p l e c h o o s i n g t h e
m e e t i n g rooms. Any tie wear-
stair s t h a n t h e e s c a l a t o r.
Companies that reinvigorate the ‘fun’ factor find they are more innovative, effi cient and make more money! Do you think this is true?
“Fun is at the core of the way I like to do business and it has been the key to everything I’ve done from the outset. More than any other ele ment fun is the secret of Virgin’s success” Sir Richard Branson ISSUE 02 17
H E A R T & S O L E O n T he S hel f
On the Shelf...
A l o o k at t h e g o o d, t h e ba d a n d t h e u g l y i n cus to m e r s e r v i ce ove r the l a s t fe w m o nt h s.
Golden Shoes
Exper iences that fit the customer per fec tly .
MARKS & SPENCERS (AGAIN!)
Af te r q u e u i n g fo r w h at s e e m e d like an age, I star ted to put my t wo trolley load s o f fo o d o n to t h e co nve yor, “G ood Af ter noon, may I help you pack ” I wa s a s k e d by t h e c h e c k o u t l ad. I said thank you, and was pleased as my bac k wa s ve r y b a d. Af te r p a c k ing ever y bag, the lad then called his super ior who w i t h a n o t h e r l a d y, p u s h e d both trolley loads to the car and loaded the bag s i nto t h e b o o t. “ H ave a l ovely af ter noon” said the lady as she took both trol l e ys b a c k a n d b o u g ht m e the £2.00 that I had paid to use them! G olden Sho e S e r v i ce ? Yo u b e t ! S u b m i t ted by Karen Brown
COT S W O L D B M W A N D T H E H O C K E Y B A L L
O ur l o c a l B M W d e a l e r s p o t te d the oppor tunit y to wow a customer recently deli ve r i n g a G o l d e n S h o e ex p er ience. The customer was in the process of p u rc h a s i n g a n e w c a r a n d i n conversation mentioned the interests of h e r te e n ag e d a u g hte r, b e i n g a keen hockey player at count y level. The d e a l e r i s s p o n s o r i n g a p o tential Olympic hockey player in the run up to t h e s e l e c t i o n o f t h e n at i onal team for 2012 and ar ranged for the playe r to s i gn t h e te e n a g e r ’s shir t as a sur pr ise. The teenager was wowed whe n t h e c ar wa s h a n d e d ove r to the parents and the daughter received her ow n s h i r t s i gn e d by t h e O lympic name. To make this possible in tim e fo r t h e h a n d ove r re q u i re d the shir t to be cour iered to G er many whe n t h e p l aye r wa s t ra i n i n g, signed and then retur ned again within 48 hou r s o n t i m e fo r t h e c u s to m er and daughter to collec t the new car. 18 ISSUE 02
flickr: little blue
e hen
O n T he S hel f
One Odd Shoe
HEART & SOLE
Uncomfor table exper iences for the customer companies that need a customer exper ience refitting!
I s i m p l y f i n d i t h a rd to believe this customer exper ience! I n a c a k e s h o p i n the Cotswolds, I heard a rather rotund wo m a n a s k a b o u t some almond cakes on display in the w i n d ow. Th e e m p l oyee said in a cock y sor t of way “ They are ve r y f at te n i n g, a re you sure you would like them, they will m a k e yo u p u t o n more weight ” (then laughed) much to the E x p e r iheon rcro e sr tohfa t haerec u s tomer ask ing! Submitted by Helen Turnbill. completely lacking! Ve r y u“nI’m c o ms of or r ty,a bbl u e t t h i s is our Polic y and I’m not f o r t h ecocnunset ocm tin e r. g . yo . u w i th my super visor.” Th i s re p l y i s co nt rar y to the reason for customer ser vice — yo u s h o u l d s e r ve the customer, the ver y person with whose m o n e y yo u n e e d ! M y polic y is that I refuse to do business w i t h o rg a n i s at i o n s that do not treat me with respec t. I f s o m e t h i n g d o e s n’t wor k , then tr y to fix it. I f you don’t k n ow – t h e n s ay “ I don’t k now, but let me find out for you.” Co m p a n i e s a re r u n by humans and humans make mistakes. I d o n’t j u d g e t h e m badly because they make a mistake. I ts h ow t h e y re s o l ve the mistake that matters, I will be tak ing my b u s i n e s s e l s e where. Submitted by Ian Smith
G E T YO U R E X P E R I E N C E S F E AT U R E D H E R E !
N ex t i s s u e, we 'd l i ke to feature some of your exper iences! Wh e re h ave yo u h ad memorable customer interac tions, w h e t h e r fo r t h e w rong or r ight reasons? E m a i l u s n ow at : m e a s u re u p @ t h e c u stomersshoes.com or go online and submit yo u r ow n b l o g p o st at: w w w.thecustomersshoes.com/submit ISSUE 02 19
H E A R T & S O L E W i n A L ea d ership R eport
e d i v o r P D o Yo u L e a d e r s h i p ? l u f r e w o P In this edition of He a r t & S o l e yo u w i l l h ave reco gn i s e d t h e the m e o f l e a d e r s h i p and e m o t i o n h a s bee n t h e d o m i n a nt the m e. S o we offe r yo u t h e cha n ce to a s s e s s yo u r s e l f u s i n g o u r 360 l e a d e r s h i p deve l o p m e nt to o l. Thre e l u c k y re a d e r s wil l re ce i ve a f re e 360 l e a d e r s h i p pro f i l e re p o r t p ro du ce d fo r t h e m wh i c h a l l ows t h e m to re ce i ve va l u a b l e fee d b a c k f ro m t h e i r bo s s, p e e r s a n d sub - o rd i n ate s. 20 ISSUE 02
WIN A 360 LEADERSHIP REPORT To enter our draw simply email measureup@thecustomersshoes.com giving your name and email addres s and we will enter you into our draw. Entr y closes 31st M arch.
2.
Who should come first your people or your customers?
T H E P R O F I L E CO V E R S 3 6 L E A D E R / M A N A G E R CO M P E T E N C I E S I N T H E A R E A S O F:
·
Prov i d i n g Powe r f ul Leadership
·
Pe o p l e M a n a g e m ent
·
Pe r so n a l E f fe c t i veness
·
Cu s to m e r Fo c u s
·
Co nt ro l l i n g B u s i ness Processes
·
M a n a gi n g B u s i n e ss Per for mance
I N T H E M E A N T I M E W H Y N OT A S S E S S YO U R S E L F O R A CO L L E A G U E A G A I N S T T H E S E S I X A R E A S . S CO R E R O M 0 – 5 W H E R E 0 = S E R I O U S CO N C E R N , 1= W E A K , 2 = M I N O R S H O R T FA L L , 3 = CO M P E T E N T, 4 = V E R Y G O O D A N D 5 = E XC E L L E N T Prov i d i n g Powe r f u l Le a d e r s hip: 1. 2. 3. 4. 5.
i s c l e a r a b o u t o b j e c t i ve s i n s p i re s o t h e r s to gi ve t h eir best d e m o n s t rate s f l ex i b i l i t y i n differ ing situations l e a d s by p e r s o n a l ex a m p le 6 . h a n d l e s co n f l i c t e f fe c t ively
Wh at d o yo u r s co re s te l l yo u? Where are your d e ve l o p me nt n e e d s ? H ow might strengthening t h e s e a re a s i m p rove te a m p er for mance? ISSUE 02 21
H E A R T & S O L E S ole Fit
quote of the month " Lead, follow o r get out of th e way!" A N A MERICA N S AY I N G Are yo u l e a d i n g y o u r employ e e s t o pro v i d e a grea t c u s t o m e r experi e n c e o r a re they fo l l o w i n g someo n e w h o ca n ? Fancy a c u s t o m e r experi e n c e re l at e d quote s e n t t o y o u r inbox d a i l y ? Sign u p a t : http:// b i t . l y / t c s q u o t e s
7 R easons Why We Can B e a “S ole Fit ” for Your O rganisation I f you’re look ing for a Company that can help you deliver an outstanding customer and employee exper ience, we have a few tips tailor-made especially for you. Focusing exclusively on contemporar y, cutting- edge ideas, we set out to offer you advice based on our shoe related theme, af ter all. We have literally made ‘ the customer ’s shoes’ our business.
01
LIGHTWEIGHT AND FLEXIBLE.
affordable, premium
Any agency that
flexibility that only comes from
is stiff , r i g i d a n d n o t w i l l i n g o r
a small vibrant team and you
focuse d o n c h a n g i n g w i t h t h e
have the benefit of working
times w i l l n o t b e a b l e t o s u r v i v e .
with an agency that can react
Especi a l l y w h e n f l e x i b i l i t y a n d
to your needs at every stage
creativ i t y i s n e e d e d i n
of the journey, is ready to run
circum s t a n c e s t h a t i n f l u e n c e y o u
when necessary and is sturdy
and yo u r p r o g r a m m e . O u r t e a m
and robust enough to last the
at the C u s t o m e r ’ s S h o e s h a v e
long treks on those bigger
trimme d o u r o v e r h e a d s a n d s o
projects.
we car r y n o h e a v y c o s t s w e n e e d to reco v e r , s o y o u r e c e i v e a n 22 ISSUE 02
service. Add to that the
S ole Fit
03
WHOLE AND HALF SIZES.
You c a n a c c e s s o u r
02
06
G RO W I N G RO O M . The best fit
is one that allows room for
ser v i c e s a t v a r i o u s
g r o w t h . We n e v e r u n d e r
leve l s f r o m m a j o r c u l t u r e
estimate the resource
cha n g e p r o g r a m m e s t h r o u g h
required or skimp and save,
to s h o r t s h a r p t w o h o u r
but would rather allow room
‘wh i z z ’ s e s s i o n s t h a t f o c u s
for growth allowing your
skil l d e v e l o p m e n t o r
project to be correctly
cus t o m e r j o u r n e y
resourced with a little spare
enh a n c e m e n t s e x a c t l y w h e r e
c a p a c i t y f o r m o v e m e n t.
it’s n e e d e d .
07
04 SMOOTH AND
HEART & SOLE
LEATHER UPPERS. We ’ r e n o t a
C A R E FU L L Y FITTED. We t a i l o r
make our services so they
man u f a c t u r e d , c a n n e d o r
perfectly meet your needs.
syn t h e t i c a g e n c y b u t o n e
We h a v e a f e w o f f t h e p e g
who s e c u l t u r e y o u w i l l f i n d
solutions for rapid
is g e n u i n e , t r u s t w o r t h y a n d
deployment and for those
offe r s a p r e m i u m p a c k a g e o f
on a shoe string budget too!
ser v i c e s a n d s o l u t i o n s w h i c h
But the essence of a great
are t r u l y u n i q u e
client experience is to fully
SEAMLESS.
understand your needs and
The best
then match the appropriate
s h o es are smooth and s e a mless and a lthough we a r e innovative, where needed w e can scratch and scuff to
05
EASY AND
resource, intellect and
ADJUSTABLE
experience - and then go the
F A S T E N E RS .
extra mile!
We u n d e r s t a n d h o w
c h a llenge the status quo in
imp o r t a n t i t i s t o m a k e l i f e
y o u r organisation. We also
as c o n v e n i e n t a s p o s s i b l e t o
r e c ognise when there’s a
the c l i e n t . We w o r k w i t h y o u
n e e d to slip smoothly into
to a c h i e v e y o u r s t r a t e g i c a n d
p l a ce when wor king with you
tact i c a l g o a l s a n d a d j u s t t o
t o o so you’ll find we don’t
you r n e e d s , a s a n d w h e n t h e
c h a ff or irritate but become
jour n e y c h a n g e s .
p a r t of a seamlessly i n t e grated team . ISSUE 02 23
H E A R T & S O L E O n l y T he W earer K n ows
l i a t e D s i l i a t R e S A L E S E X E C U T I V E F O RLAUMS E R C E D E
EL AR T C O R T O T I O N E O S F A ER HIS M S O E T R S A U B C P T I A H GRE A S E DEALERS T A E R C HE A B O U T H O W. finances. The tsunami that hit Japan caused seriE C N E I R E P ous damage to the Japanese economy, automoEX A recent survey asking members of the public their views on cars salesmen provided confirmation that salesmen are almost uniformly seen as less than trustworthy. This is such a shame as this general perspective undermines the efforts of many that deliver a great customer experience in a very professional way. We invited one such automotive professional Drew Spink, who works as Senior Sales Executive for Mercedes-Benz Retail Used Cars, to give us his views of his industry. “The automotive industry has had a challenging year in 2011 as financial markets floundered and the bite of the recession continued to sink it's fangs into the supple flesh of the industry’s
24 ISSUE 02
tive manufacturing giants included, leaving a wake of devastation and destruction that cost billions in damages.
Working in the automotive industry at one of my father’s car dealerships in South Africa as a teenager during the school holidays in the eighties, my first job was working in the wash bay cleaning cars. Then I passed my driver’s test and helped out as a driver. Eventually I was allowed to work with and be mentored by our top sales executive under the expert guidance of my father too. My career in sales had started! What inspired me then and st i l l d o e s now is ver y simple, a passion fo r t h e customer and a passion for ca r s, e s p e cially for M ercedes-B enz.Coup l e d w i t h the fac t I really enjoy wor k ing w i t h people and love the challenge s o f t h e sales industr y makes wor k ing i n t h e automotive sec tor a really rewa rd i n g career.
ES
I n n er S ole
HEART & SOLE
O n e o f t h e f i r st lessons I lear nt was “retail is d e t a i l ” a n d p aying attention to detail pays d i v id e n d s. O f ten the smallest of things you d o fo r c u s to m ers can have the biggest imp a c t u p o n t h e m. Th e s e co n d l e sson I lear nt was about life’s ce nt re s o f i n f l uence and the impor tance of m a k i n g s u re t hat ever ybody in your circle k n ows w h at you do for a living and that as a s a l e s p e r s o n how impor tant it is to become k n ow n a s a “ t rusted advisor ”, sadly this is n o t e n d o r s e d as much in today ’s mar ket as m a ny s a l e s p e ople seem to take the shor tc u t to h i t p e r sonal targets rather than wor k fo r t h e i nte re st of their customer. I n to d ay ’s c h a llenging and highly competit i ve c a r s a l e s industr y we str ive to ensure t h at e a c h a n d ever y customer that visits our d e a l e r s h i p re ceives a VIP exper ience based u p o n a p h i l o s ophy of “retail is deta il ” and s e e k i n g to a c t as “ trusted advisors.” As te c h n o l o g y develops fur ther we will see c a r m a n u f a c t urers integrate advanced te c h n o l o g y s o that the owner almost be co m e s i nte grated with the brand via the ve h i c l e’s s ys te ms using new and interac t i ve m e d i a t h at will be user fr iendly, smar t a n d te c h n o l o gically helping manufac turers to b e m o re co nnec ted with the vehicle dr ive r s a n d ow n e r s. A new era has dawned and we will see manufacturers working harder than ever to ensure that the valued customer remains loyal to their brand as their lifestyle, needs and motoring circumstances change. Technology will play a major role in customer retention and dealerships that have professional staff and cutting edge systems will lead the way. The service a customer receives from the moment the sales enquiry call is taken to the final delivery of their vehicle of choice coupled with a world class follow up and after sales care will make a lasting impression.
Customer satisfaction, service excellence and distinguishing yourself through the experience you give and for the brand you represent will be the keys to success. This is as true now as it was all those years ago when I worked for my father’s dealerships in South Africa. Never forget the basics that drive the business: outstanding service, superb sales and aftersales service, and authentic customer care delivered with genuine interest and a willingness to serve the customer.”
Contac t Drew : M e rce d e s - B e n z R e t a i l Us e d Ca r s K i n g s to n Te l - 0 2 0 8 3 3 6 8 2 0 8
ISSUE 02 25
Get In Touch Like what you' ve re a d ? Twe e t u s a n d let us k now! t wi t te r : c u s to m e r s _ s h o e s T h a nks for reading this issue of Heart & Sole. We h o p e you've been in spired to use some of the idea s f e a t ured, in your own customer experiences! I f y o u're looking to WOW your customers, we'd l o v e to be of assistance. We can help with: - Inspir a t i o n a l T r a i n i n g - Strat e g i c G u i d a n c e - CEM T o o l s a n d S o l u t i o n s
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