FIRST AMERICAN INTERNATIONAL BANK
Seven Keys to
SUCCESS 邁 向 成 功 的 七 條 鑰 匙
Seven Keys to Success KEY 1 : The competition is anyone the customer compares you with. KEY 2 : Pay fantastic attention to detail. KEY 3 : Everyone walks the talk. KEY 4 : Everything walks the talk. KEY 5 : Customers are best heard through many ears. KEY 6 : Reward, recognize, and celebrate. KEY 7 : Everyone makes a difference.
FIRST AMERICAN INTERNATIONAL BANK
FAIB team, This pamphlet contains excerpts from the book “Inside the Magic Kingdom: Seven Keys to Disney’s Success” by Tom Connellan. The book, and its excellent guidance, is the result of Mr. Connellan’s extensive interviews with Disney personnel and his personal observations. Disney has developed a corporate culture that almost guarantees tremendous teamwork and a deep awareness of what it takes to provide WOW customer service. This includes every Disney employee being focused on doing everything to ensure each customer has a great experience. I agree fully with these Seven Keys and know that the better we absorb and live these Keys, the more successful and impactful FAIB will be. These Keys will also help each of us in our personal lives. Every senior manager and most middle managers have read this book and are tasked with supporting and incorporating each of these Keys into our daily activities. During and after you have completed reading this pamphlet, please speak with your manager and colleagues about the Keys and how we can implement them fully. Because this pamphlet contains only snippets from the book, it is missing many of the stories that bring the Keys to life. Therefore, be sure to discuss this with your manager to help fill in any blanks. Also, let your manager know if you would like your own copy of the book and we will gladly get you one. Note that as you read, you will see references to a gentleman named “Mort.” Mort is a fictional character in the book, a former Disney cast member who is instructing five fictional business people with different backgrounds about the Seven Keys. While Mort and the business people are fictional, all references to Disney are true. You will also see references to “cast members” and “guests” which is how Disney refers to its employees and its customers.
I hope you enjoy this pamphlet and it helps you and us provide WOW service!
Sincerely,
Mark A. Ricca www.faib.com | 03
Who is Really Your Competition?
KEY 1 : The competition is anyone the customer compares you with.
“One of the ways people experience the Magic Kingdom is by telephone,” Mort explained. “Disney gets thousands of calls every day. Many of them are the same people who also call FedEx and count on their responsiveness and reliability. Maybe they call just before or just after (speaking with a Disney representative), or maybe a week earlier or a week later. But they do call. “Then they go home at night and order something from L.L. Bean. Or maybe they’re one of the several hundred thousand people who call the GE answer center every year. Do they compare those phone calls? You bet they do! Either consciously or unconsciously, people compare every one of those phone calls.” (Page 21)
Your competition is anyone who raises customer expectations. If someone else satisfies customers better than you, no matter what type of business, you suffer by comparison. Disney has hundreds of competitors. Thousands, really. L.L. Bean, FedEx, and GE are some of the top competitors. FAIB has just as many competitors as Disney and many of the same ones. In fact, Disney is one of our competitors. This is because people who experience Disney’s level of WOW! service compare it to our level of service. This applies to all types of service, whether in person, on the phone, on the internet or waiting for a response. Anyone our customers do business with is our competition in giving WOW! service.
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How Little Things Make a Big Difference KEY 2 : Pay fantastic attention to detail.
Along Main Street in in the Magic Kingdom there are thirty-seven hitching posts, which suffer constant wear and abrasion. “The high wear points on the horse-head hitching posts are stripped down and repainted every night… The goal is to have the park looking fresh every morning.” One of the members in Mort’s group said Disney could save money if they painted less often and most guests wouldn’t notice. Mort replied “Not only are the hitching posts repainted every night, the starting time is based on the temperature and humidity, so the paint will be dry by the time the park opens the next morning.” Mort continued, emphasizing his words: “A company that will pay that amount of attention to a hitching post will pay that much attention to anything that comes in contact with its guests, because attention to detail is part of the company’s culture. Now, I’d like for you to answer this question for yourself. Is that same level of attention to detail part of your company’s culture?” (Page 28-30)
You may continue to have doubts about whether it’s worthwhile to focus so much attention on every detail. You may have found it more profitable, perhaps even essential, to prioritize or ration your resources. Disney does that same thing. No one has unlimited resources. But Disney puts its resources into anything that affects the guests’ experience in either the short term or long term. You should do the same. If you knew that increased attention to some detail would improve customer loyalty, how much more attention would you be willing to give it? Ask yourself: Is Disney-like attention to detail part of FAIB’s culture? What will you do to increase your level of attention to detail? What will you do to help increase FAIB’s level of attention to detail? Picture yourself as the customer and think, “Would I be happy seeing that when I walk in?” If not, change it. You have the power. You can be the one who puts the WOW! in a customer’s day. www.faib.com | 05
Every Employee Leads by Example
KEY 3 : Everyone walks the talk.
“Help the guest.”
“In fact, we’ve been really successful instilling this helpful attitude in all our cast members when we
see how much of it rubs off on guests. People – guests and everybody – seem more friendly, more neighborly in here than they do outside the park. I’m sure some of it’s because people are having a good time here at Disney, but at the same time I can’t help feeling that a lot of it comes from our cast members’ attitudes.
“I’ve seen guests go out of their way to help someone having a hard time with a wheelchair. I’ve seen
people comforting a lost child while others go to Guest Relations for help in locating the parents. Sure, people do things on the outside, but in here it seems to be the rule rather than the exception.” (Page 42-43)
The point of the lesson is more about the way you do your job. Every time a customer comes in contact with you, you have an opportunity to create value. Capitalize on that opportunity and you win. Waste it and you lose. It’s as simple as that. Every staff wants to help customers enjoy their visit to the fullest extent possible. They don’t just talk about it. That would be ‘talking the talk.’ They do it. That’s ‘walking the talk.’ Guests will average sixty-contact opportunities – points where they come in contact with a cast member. Disney wants to make each of those a magic moment. Cast members actively seek out the opportunity to create one of those magic moments. You can do the same if you just notice all the opportunities you have every day. Be ‘aggressively friendly.’ All cast members are strongly urged to stop whatever they’re doing, if they can, and offer help whenever they see a guest in need. That’s the official term for a visitor – a ‘guest.’ If they see guests puzzling over a map, they offer help. If
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someone’s trying to take a group photo, they offer to take the picture so everyone can be in the shot. They don’t wait to be asked. When the culture says, ‘Help the guest,’ it applies to everyone. Every single person ‘walks the talk.’ Accountants walk the talk; the mechanical engineers walk the talk; supervisors walk the talk. In the Magic Kingdom, everyone walks the talk. At FAIB, we all need to walk the talk as well. Emerson said it so eloquently: ‘What you do thunders above your head so loudly, I cannot hear the words you speak.’ Commitment to quality stays with you wherever you go. Turn common sense into common practice.
The Importance of Things Unseen KEY 4 : Everything walks the talk.
The others looked at Mort, hoping he’d reveal even more of Disney’s secrets. He didn’t disappoint them. “Another example is the paint on the carousel. Each part that is supposed to be colored gold has been painted with 23-karat gold-leaf paint. Not gold-colored paint, but 23-karat gold-leaf paint! I seriously doubt that the kids can tell the difference between gold-leaf and gold-colored paint. Neither can their parents. Neither can most cast members. I sure can’t. “But,” he emphasized, “all cast members know it’s 23-karat gold-leaf paint. And that’s important to them. It’s just one way of letting them know that when it comes to our guests we go all out in everything we do.”
“Why does it have to be gold leaf?” asked Judy.
“The real gold reminds us that we take care of the equipment, the facilities, the grounds for all our guests because guests are our true gold, our reason for existence. If it weren’t for them, we wouldn’t exist. No guests, no nothing.” (Page 60 - 61) www.faib.com | 07
Pay fanatical attention to detail. Everyone needs to focus on providing what customers want – even people who never come in direct contact with customers. Everything the customer sees, even if she is not aware of it, should reinforce our purpose of providing WOW! service. Floors should be clean, wall hangings straight, deposit and withdrawal slips neatly stacked, bright, smiling faces on everyone. Everything should match our people’s attitude in service to our customer.
Putting on the Ears
KEY 5 : Customers are best heard through many ears.
“We find computers very helpful in recording guests’ impressions in real time – that is, while everything is fresh in their minds. The cast members who do this are called Super Greeters. Their principal role is to walk around all day and make sure the guests are happy. They wear special shirts identifying them as Walt Disney World Super Greeters.
One of their most important job responsibilities is to survey guests. They carry laptop computers and
key in each response immediately. The Super Greeters’ results are aggregated and fed back to the cast each week. This feedback is very important. It tells us how close we’re getting to 100 percent guest satisfaction.” (Page 70 -71)
It’s crucial to do surveys, as well as to use other sources that also tell you how you’re doing. At the core, all our listening posts are about employees listening to customers – as opposed to listening to each other or themselves. To improve, it is also critical to debrief. All employees at the end of the day will spend a few minutes evaluating how the day went, on a scale of one to ten. 08 | www.faib.com
If we overlooked information from employees, we’d be overlooking probably the most valuable source of information we have – people who have hundreds of contacts with our customers every day. And customers are what FAIB is all about. Some listening posts allow you to take immediate action on information. An employee hears something and acts on it. If it involves a problem, if we didn’t measure up to a customer’s expectations, then we try to get to the root cause of the problem and make sure it doesn’t happen again. Other kinds of listening posts track customers’ needs and satisfaction levels – employees’ notes, and customer surveys are good examples. There are many others. Phone surveys are a more formal kind of listening post. You can find out things over the phone that you can’t get in writing – tone of voice tells you a lot, and you can probe for more information. With multiple listening posts, we get a balanced view of the different ways our customers experience FAIB.
Keep the Magic Going
KEY 6 : Reward, recognize, and celebrate.
“After the parade, supervisors post parade notes on the bulletin board. If a cast member did well, smiling, dancing around, and entertaining the guests the note would say something like ‘Great job, Tony. Way to shake it!’ On the other hand, if a cast member does a really substandard job, that’s noted too. If it’s just an okay job, nothing is posted.” “Do they try to post more positive feedback than negative feedback?” Judy asked. “They don’t try to, it just works out that way. Most cast members do a lot more things right than they do wrong. Disney’s just reflecting what is actually going on.”(Page 90 – 91)
The desire to be appreciated is one of the deepest of human yearnings. www.faib.com | 09
There are five standards for service:
1. Always make eye contact and smile.
2. Exceed customer expectations and seek out customer contacts
3. Always give outstanding quality service.
4. Greet and welcome each and every customer.
5. Maintain a personal standard of quality in your work.
There are four guidelines for teamwork:
1. Go beyond the call of duty. 2. Demonstrate strong team initiative. 3. Communicate aggressively with customers and fellow employees. 4. Make the customer experience magical.
Most, but not all, companies spend more time pointing out mistakes than achievements, even though people do more things right than wrong. A feedback ratio of one positive to three negative doesn’t do much for morale. On the other hand, a ratio of three positive to one negative helps keep motivation and teamwork high. Reinforcement is positive feedback; punishment is negative feedback; extinction is no feedback. Unfortunately, no feedback is the most common response to good performance. Most people understand positive feedback even though they don’t practice it enough. And most people understand the negative impact of negative feedback. But most people just don’t understand the terrible feeling that no feedback leaves. Extinction – the absence of feedback – can cause people to withdraw their commitment. Getting no feedback can be just as devastating as getting negative feedback. Every time you see an employee doing something that involves teamwork, walking the talk, paying attention to detail, listening to customers, or anything that helps delight your customers and keep them coming back – and you don’t reinforce that behavior – there’s a high probability that person will feel just the way you would feel if no one ever thanked you for your help Not only is it the right thing to do, it helps customer satisfaction. People treat customers the same way they get treated. There are definite correlations between employee satisfaction and customer satisfaction. Exercise: At the beginning of the day, put ten dimes in your pocket or somewhere easily accessible. 10 | www.faib.com
Every time you see someone doing something well – paying attention to detail, listening to customers, anything that helps wow your customers –recognize that person for her contribution. After you’ve done so, move a dime to the other pocket. The next time you recognize someone, move another dime. Your goal is to get all ten dimes moved by the end of the day. Do it for thirty days and see how things have changed. You’ll be pleasantly surprised. The important things are to make the feedback positive, make it immediate and make it specific.
Who matters?
KEY 7 : Everyone makes a difference.
Mort was thinking through how to position the final lesson. In some ways, it was the one lesson that made all the others work well or work poorly. He decided to start with a question. “Bill, based on your experience here, which cast member would you say is more important – the one who helps you board the Jungle Cruise, the one who prepares your hamburger, the one who keeps the costumes in repair, the one who empties the trash cans, or the one who answers the phone at your hotel?” “Well, the obvious answer is they’re all important,” Bill replied. “The place couldn’t run without any of them.” (Page 103 – 104)
You have a powerful impact, good or bad, on all people you come in contact with, and people you ever meet. You can choose to make every touch point great. You can build relationships. Loyal customers are not the results of happy accidents. They are the result of detailed planning, seamless teamwork, and flawless execution. www.faib.com | 11
If you’re going to take your business to the next level, you can’t do it all by yourself. Ideas don’t care who has them, and they don’t care where they come from. They just care that they’re used. Go for it! You make a difference. There are no small potatoes at FAIB.
Keeping Customers Who Count It’s more important to acquire the customers who count than to count the customers you acquire. Details affect our relationships with our customers. Most details are small, many go almost unnoticed, yet together they have such a big effect. Pay attention to the details that keep the customers we already have. We need to enjoy our work, but we also must make sure we don’t stop being serious about results – quality and customer service. Quality is not about limited possibilities. Quality is about unlimited possibilities. If you start thinking about quality in terms of unlimited possibilities, it changes the way you think. Service Recovery is when something doesn’t go the way someone expects, the cast goes to extra lengths to make it right. They don’t want anyone to go away disenchanted, so they make it a practice to bring things back to a state of balance. It’s crucial in maintaining guest loyalty. It also helps keep cast members committed because it gives them the opportunity to fix right on the spot for that guest. As with everything else, Disney puts a lot of time and energy into a good recovery, but it’s well worth the effort. Being interested is not enough. It is about being passionate. If there were more people in more companies with real dedication to their customers, their companies would be more profitable and their jobs more secure. One person with passion is better than forty who are just interested. 12 | www.faib.com
FIRST AMERICAN INTERNATIONAL BANK
恆通團隊,
這本小冊子包含摘錄自Tom Connellan的著作＂神奇王國裡：迪
士尼成功的七把鑰匙＂。這本書有極其優良的指導，是由Connellan 先 生廣泛採訪在迪士尼工作的人員和他個人的觀察結果。迪士尼發展了 它的企業文化，幾乎保證一個巨大的合作團體和深刻的意識去如何提 供令客戶發出讚嘆聲的服務。所有的迪士尼員工做每一間事都會被聚 焦來保証給客戶一個巨大的經驗。
我完全同意這七把鑰匙，及知道如我們能更好的吸收和運用這些鑰匙，恆通銀行將會更加
成功。在我們個人生活上這些鑰匙也會幫助我們每一個人。每名高層和中層的經理都曾經讀過這 本書，並且負責支持和把這些鑰匙融合到我們平常的活動中。
當你閱讀這本小冊子的期間和完成之後，請與你的經理和同事們談論研究如何能夠充分實
現他們所說的。由於這本小冊子只是包含了這本書的片段，仍然缺少了許多由這些鑰匙帶進生活 中的故事，因此，一定要與你的總理討論這問題以幫助填補任何空白。此外，如果你想擁有這本 書的副本，請讓你上司知道，我們將很樂意送給你。
當你閱讀時請注意，你會看到一個名為＂莫特＂的紳士，在書中莫特是一個虛構人物，曾
任迪士尼劇組經理，指導五個不同背景有關七把鑰匙的虛擬業務人員，雖然莫特和商務人士都是 虛構的，但所有引用迪士尼的都是真實的，你還會看到迪士尼怎樣引用＂演員＂和＂客人＂給它 的員工和客戶。
我希望你能喜歡這本小冊子，它可以幫助你和我們提供極其成功的服務。
誠懇的,
Mark A. Ricca www.faib.com | 13
誰與你是真正的競爭？ KEY 1 : 客戶只會把你與你的任何競爭對手作比較。
“通過電話是其中一個方法讓人們嘗嘗試接觸神奇的王國”莫特解釋。“迪士尼每天接收到數以千計
的電話，他們當中許多都是同一個人同時致電聯邦快遞去瞭解他們的可靠性和責任感。或許他們剛與迪士尼 代表通話，或之後或一星期前，甚或一個星期後，但他們定會打電話。”
“然後晚上他們回家從 L. L. Bean 訂購東西，或者，也許他們是幾十萬人中的其中一位，每年致電給
通用電氣的諮詢中心，他們會比較這些電話嗎？打賭他們會做，不管是有意識或是無意識，人們都會比較每 一個電話。”（第 21 頁）
你的競爭對手可以是能提高顧客 期望值的任何人。
如果有人比你更能令顧客滿意，不 管他是做何種業務，你都在與他的 比較中蒙受損失。
迪士尼的競爭對手成百上千。L.L. Bean、聯邦快遞和通用電氣是這些 競爭對手中的佼佼者。
恆通銀行也像迪士尼一樣有那麼多對手，而且很多還是一樣的。事實上，迪士尼就是我們的競爭對手之 一。這是因為體驗過迪士尼的高水準服務並為之驚歎的人會拿它與我們的服務水準相比。這種比較適用 於任何類型的服務，無論是在面對面，電話客服，網路客服，還是等待回應的過程中。
談到用高水準的服務來打動客戶，與我們的顧客有業務往來的任何人或公司都是我們在這方面的競爭 對手。
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如何從小事上製造一個大區別 KEY 2 : 對細節多加關注。
沿著魔法王國主要街道有三十七支拴馬柱，遭受到不斷的磨損和擦掉，在套馬頭的地方嚴重磨損及剝
離下來，每一個晚上都要重新粉刷，目的是讓公園每天早上看來清新悅目。在莫特小組其中一個成員說，如 果迪士尼減少粉刷，可以節省金錢，且大部分遊客不會注意到。莫特回答說："不僅是每天晚上把拴馬柱粉刷 一新，開始時間是根據温度和濕度，令油漆會在第二天早上公園開門時乾燥。
莫特繼續，強調他的話：“一間公司，能付出關注一椿馬樁，便能付出更多的關注給予任何一位接待
的客人。因為對細節的關注是公司文化的一部份。現在，我想你為自己解答這個問題。你公司關注細節的文 化是否同樣水平？”（第 28 - 30 頁）
是否值得對每個細節都如此在意？你可能對此仍有疑問。你可能會發現 按照優先順序分配資源會帶來更高的利潤，這甚至可能是當前要務。迪 士尼也按優先順序分配資源。沒有人能掌握無限多的資源。但迪士尼將 其資源投入到任何影響顧客體驗之處，不論這種影響是長期還是短期。 你也應該照此辦理。
如果你知道對某些細節提高關注能使顧客更加忠誠，你願意提高關注到 何種程度？
問問你自己：像迪士尼那種對細節的關注是恒通銀行企業文化的一部分 嗎？你都會做些什麼來提高對細節的關注程度呢？你都會做些什麼有利 恒通銀行提高細節關注度的事情呢？
想像你自己就是一位顧客，然後再想：當我走進門來看到那個會舒心 嗎？如果答案是不會，就換掉它。你可以成為給一個顧客驚喜的一天的 那一個人。
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每一位員工都要以身作則 KEY 3 : 每一個人都言行一致。
“幫助客人”
“事實上，我們一直很成功地灌輸我們的劇組成員要有熱誠助人的態度，人—嘉賓和大家—看起
來更加友好，在這裡比較他們在公園外，更加睦鄰，我敢肯定，有些是因為人們在迪士尼裡有一個美好的時 光，但同時，我不能不感到這是來自我們劇組成員的良好態度。
“我見過客人走出來幫助有困難坐輪椅的人，我見過人們在安慰一個迷途小孩，而其他人則到客戶關
係部尋求幫助尋找父母。當然，人們在表面做事，但在這裡似乎是規則，而不是例外。”（第 42-43 頁）
這節課的重點更多是關於你工作的方式。
每次有顧客進來、你與之打交道，都是你創造價值的好機會。利用 那個機會你就贏了；浪費掉它，你就輸了。就是這麼簡單。
每一位員工都希望幫到來訪顧客最大限度地享受服務。他們不止是 那樣說說。那就只是“說一套（做一套）”。他們也是那樣做的， 就是“照說的做”。每個顧客平均有六十次與劇組演員接觸的機 會，迪士尼希望每次這樣的接觸都是美妙的魔法時刻。劇組演員並 積極尋求創造這種美妙魔法時刻的機會。如果留心注意每天你所擁 有的機會，你也同樣可以做到那些。
要“積極主動地示好”。只要條件允許，若看到有顧客需要幫助， 所有劇組演員都被強烈敦促停下手頭在做的事去提供幫助。“遊 客”的官方用語就是“嘉賓”。演員們不僅僅是等待被求助。如果 他們看到有人不解地看著地圖，就上前去提供幫助；如果有人要拍 團體照，他們就主動提出幫忙拍照，好讓每個人都出現在鏡頭裡。
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當企業文化表示要“幫助客人”，這適用於每一個人。每個人都要“照說 的做”。會計人員按照說法做；機械工程師按照說法做；主管們也按照說 法做。在魔法王國主題公園，每個人都照說的做。在恒通銀行，我們也都 應該照這個說法做。
愛默生曾經這樣生動地說：“你的所做所為如同雷聲在你頭頂上空轟鳴， 令我無法聽到你說的話語。”
無論你走到哪裡，對品質的承諾與你同在。
將常識轉化為日常慣例。
重要的東西不一定看見 KEY 4 : 每一件事都言行一致。
其他人看著莫特，希望他能透露更多迪士尼的秘密，他沒有讓他們失望。
“另一個例子是在旋轉木馬的轉盤位置，每個部分都繪有23克拉的金箔漆，而不是普通金，不是金色
的漆，而是23克拉的金箔漆。我嚴重懷疑孩子們可以分別金箔和金色油漆的區別，他們的父母可以，劇組成 員亦可以，我肯定做不到。”
“但是, ”他強調，“所有劇組成員知道這是23克拉的金箔漆，對他們來說是重要的，這只是一種方
式，讓他們知道，它涉及到我們的客人，我們所做的一切都要全力以赴。
“為什麼一定要用金箔？”朱迪問。
“真金提醒我們，我們為所有客人小心照顧裝備，設施及土地，因為客人是我們真正的黃金，我們存
在的理由，如果沒有他們，我們就不會存在，沒有客人，甚麼都沒有。”（第 60-61 頁）
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瘋狂地關注細節。
每個人都需要致力於提供給顧客所想要的東西。即便是 從來不與顧客打交道的員工也應如此。
顧客能看到的每樣東西，即使她自己沒有意識到，都應 當能加強我們提供打動顧客的服務這一目的。地板應是 光潔的、壁飾掛的筆直、存款和取款憑條摞得整整齊 齊，每個人都有著燦爛的笑臉。每樣事物（給顧客留下 的印象）都應該與我們員工對顧客的服務態度相符。
聆聽心聲 KEY 5 : 細心聆聽每一位客戶。
“在現實裏我們發現由電腦記錄客人的印象，非常有幫助，也就是說在他們心目中一切都是新鮮的，
做這些記錄的劇組成員被稱為超級接待員，他們主要的工作是四處巡視，並確保客人是快樂的。他們穿上特 製的襯衫以便識別他們是和路迪士尼世界超級接待員。
他們其中一個最重要的職責是調查客人。他們帶著電腦筆記本，接收回應後立即鍵入電腦，每個星期
超級接待員的報告會被集合，並反饋到劇組。這些反饋是非常重要的，它告訴我們有多接近一百個百分比的 客戶滿意程度。”（第 70-71 頁）
民意測驗很重要。其他能讓你知道你做得如何的方法也都很重要。 核心要旨是，我們所有的意見收集方式都是旨在讓員工聽到顧客怎麼說，而不是讓他們聽從彼此或者他們 自己。 要提高客服水準，自我評述也很重要。每天的工作結束後，所有員工都要花上幾分鐘評定他們這一天過的 如何，並以從一到十這十個等級來量化。
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如果我們忽視來自員工的資訊，我們就可能是在忽視所擁有的最具價值的資訊來源 — 那些與顧客每天 有著上百次交道的人，而顧客就是恒通銀行的價值所在。
有些意見收集方式可以讓你根據收到的消息及時作出反應。有員工負責接聽，並迅速行動。如果是反映問 題的消息，如果我們沒有達到顧客的期望，我們會對問題查根究底，確認此類問題不會再度發生。
其他類型的意見收集方式跟蹤顧客的需要和滿意程度 — 員工批註和顧客意見調查是兩個不錯的範例。 電話民調則更為正式。通過電話你能得到書面調查所得不到的 — 語氣聲調會告訴你很多事，你還能求 得更多資訊。
通過多種意見收集方式，我們可以對客戶在恒通銀行的多種不同經歷體驗有一個公允的認識。
讓法術持續 KEY 6 : 獎勵、認同、和慶祝。
“遊行結束後，監督員會在佈告板上寫下巡遊筆記，如果一個演員
做得好，面帶微笑，周圍跳舞並娛樂客人，筆記會說“做得好，東尼，搖 動方式很好”。另一方面，如果一個劇組成員的工作不合格，同樣會寫下 來，如果只是一個普通的工作，便沒有什麼可記下來了”。
“他們會否嘗試發佈更多積極的反饋，而不是負面的反饋？”朱迪問。
“他們不是嘗試，只是循著這方式去工作，大部分劇組成員做很多
正確的事情比錯的多，迪士尼只是反映這是什麼一回事。”（第 90-91 頁）
被人賞識是人類最深層的渴望之一。
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客戶服務有五重標準：
1. 永遠與客戶有眼神交流及面帶微笑。
2. 所為要超出顧客預期，並主動尋求與顧客打交道的機會。
3. 永遠提供品質卓越的服務。
4. 分別問候每個顧客，歡迎他/她的光臨。
5. 在工作中保持（服務）品質的個人標準。
團隊工作的四項準則是：
1. 做的比工作職責要求的更好。
2. 展示強烈的團隊主動性。
3. 主動與顧客及同事溝通交流。
4. 讓顧客感受神奇的（服務）體驗。
最重要的是 — 雖然這不等於一切 — 雖然員工做對的時候比錯的時候要多，許多公司卻把時間更 多地花在指出（員工）錯誤、而非成就上。正面與負面評價為1：3的回饋率對士氣沒什麼幫助。另一 方面，正面評價與負面評價3：1的比率有助員工積極工作，及更好地與團隊其他人合作。
強化（好的行為）是正回饋；懲罰（壞的行為）是負反饋；取消強化機制是零回饋。不幸的是，零回 饋是對良好表現的最常見的反應。
大多數人都懂得正回饋，儘管他們不怎麼用；大多數人也都明白負反饋帶來的負面影響；但多數人就 是不明白零回饋讓人感覺有多糟糕。取消強化機制 — 回饋的缺乏 — 能導致人們不再投身所致力 做得事情。
得不到回饋可以和得到負反饋同樣令人洩氣。每次當你看到一位員工做得不錯 — 團隊合作、照（企 業文化）說的做、注重細節、傾聽顧客，或是任何有助取悅顧客、令他們成為回頭客的事情，而你卻 不強化這種行為，很有可能他們此時的感受和你幫了別人卻聽不到一聲感謝時的感受是一樣的。
這不僅僅是該做的正確的事，它還有助於提高顧客滿意度。員工受到怎樣的待遇，他們就會怎樣對待 顧客。員工滿意度和客戶滿意度之間有著顯著的相關性。
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小練習：每天伊始，在口袋裡或是其他容易拿到的地方放上 十枚一角硬幣。
每次當你看到有人某事做得不錯，比如注重細節、傾聽顧 客，或是任何有助打動顧客的事，就對此人的貢獻予以肯 定。你這樣做了之後，就將一枚硬幣拿出、放入另一個口 袋。下一次你又對某人予以肯定的時候，就再拿出一枚硬 幣，如此反復。
你的目標是在一天結束的時候把十枚硬幣全部移走。這樣做 上三十天，再看看事情有什麼變化。你會很驚喜的。
重要的是立即給予確切相關的正回饋。
誰重要？ KEY 7 : 每個一人都可作出貢獻。
莫特在想如何確定最後一課，在某些方面，這是一課教訓，使所有人可以好好地工作或工作得很差，
他決定首先從一個問題開始。
“標，基於你在這裏的經驗，那個劇組成員你認為是較為重要的—是那個幫助你登上叢林巡航，是替
你準備漢堡包的人，是那個替你維修服飾的人，是那個清潔垃圾桶的人，還是那個在酒店替你接電話的人？”
“嗯，答案顯然是他們都是重要的”標回答說，“這個地方沒有誰都不能運作。”（第 103-104 頁）
你對所有你接觸到的人和遇到的人都有強大的影響力，無論那是好是壞。你可以選擇令每次（與人）的接 觸都非常好。 你可以建立人際關係。 忠誠的顧客不是愉快的偶發性事件的產物，而是充滿細節的策劃、無間的團隊合作，以及無懈可擊的執行 的結果。
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如果你想把業務提升到一個新的水準，就不能只是自己單幹。（好）點子不在乎是誰想出來的，也無所謂 是從哪裡得到的，他們在乎的只是會不會被用上。用上那些（好）點子！ 你能帶來不同，在恆通銀行裡沒有誰是小點的土豆。
保住靠得住的顧客 得到靠得住的顧客比數算得到多少顧客更重要。重質不重 量。
細節影響到我們與顧客之間的關係。大多數細節是小事一 樁，許多細微之處甚至幾乎難以察覺。然而這些細節聚少成 多卻會造成極大的影響。
對幫我們留住現有顧客的細節要予以重視。
我們需要享受工作的樂趣，但也必須保證我們不斷地嚴肅對 待工作成果 - 服務品質與客戶關係。
（服務）品質帶來的可能性不是有限度的，而是無限的機遇 潛力。如果你開始從無限的機遇潛力的角度看待品質問題， 它會改變你思考問題的方式。
補救式服務是指當有些事沒有按照某人所期望的那樣發展時，全體演員賣力多演一段來把劇情拉回正軌。 他們不想任何人看完演出離座時再也不抱幻想，所以他們的習慣做法是把失衡的狀態校回平衡態。這樣做 對於令賓客保持忠誠至關重要，也有助於令全體演員投入演出，因為這讓他們有機會為那位客人當場彌補 缺憾。與其他事情一樣，迪士尼投入許多時間與精力作好補救措施，但這一切努力都是值得的。
感興趣還不夠。還要有激情。如果在更多的公司有更多的人真正潛心致力於服務顧客，他們所在的公司會 有更大的利潤，他們本身的職位也會更有保障。一個熱愛（工作）的人強過四十個只是（對工作）感興趣 的人。
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邁向成功的七條鑰匙 KEY 1 : 客戶只會把你與你的任何競爭對手作比較 KEY 2 : 對細節多加關注 KEY 3 : 每一個人都言行一致 KEY 4 : 每一件事都言行一致 KEY 5 : 細心聆聽每一位客戶 KEY 6 : 獎勵、認同、和慶祝 KEY 7 : 每個一人都可作出貢獻
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