How exceptional customer experience is a gamechanger.
Walt Disney once said, “Whatever you do, do it well. Do it so well that when people see you do it, they will want to come back and see you do it again, and they will want to bring others and show them how well you do what you do.”
In today’s highly competitive global environment, that advice would seem to be more critical than ever. No longer is it good enough just to offer good value or a great product alone. While these will always be necessary conditions for success, today they are simply the bare minimum just to get in the game!
To stand apart from your competitors, today’s biggest growth opportunity could very well be your organisation’s ability to consistently deliver an exceptional customer experience (CX). CX can be a gamechanger. Today, companies compete as much on customer experience as they do on product and price.
Disney’s theme parks and resorts have been perfecting their customer experience over the many decades since Walt Disney founded the company – attempting to do things so well that their guests want to come back and see them do it again and again. And CX continues to be something Disney leaders think about constantly – I can attest to that from personal experience.
So how can you and your organisation start to think differently about refining your customer experience? Here are three Disney principles that any organisation can leverage to achieve their own CX goals:
1. Create an organisational common purpose.
The foundation on which all other service decisions can be developed, a common purpose is a simple and clear explanation of what you want the customer experience to be at the emotional level. It represents to all employees what you stand for and why you exist, and it is the primary tool for getting everyone “on the same page.”
2. Understand your customers holistically.
Your knowledge of the customer must extend far beyond the boundaries of traditional service criteria. Truly understanding their needs, wants, and expectations is key to creating personalised interactions. As we have found, listening posts provide a customer-centric mechanism that companies can use to assess the customer experience and immediately identify areas where customer expectations are (or are not) being met and exceeded.
3. View exceptional service as an economic asset rather than an expense.
The return on investment associated with lifetime customer relationships often justifies the short-term costs associated with designing and delivering exceptional service experiences.
In times of significant change, stronger innovators inevitably outperform their peers, so keep an eye on the future and ensure your CX does not become a commodity.