Reading report The 7 keys to Disney success
Introduction
Walt Disney Corporation is a name that, from its little beginnings and its beloved cartoon characters, has become an entertainment power, supporting their local films with acquisitions of companies as prominent and imposing as Star Wars and Marvel.
This reading tells us the story of Disney’s physical areas: Disneylandia. Although some aspects of Disney have changed since the book was released in 1996 because although they do not seem so many years it has changed and grown a lot.
In the book, Connellan uses a tour to Disneyland to clarify a simple point: all you do is important for your customers. 80% of parking companies are loyal customers, which is only possible to fight for excellence.
Competitors are generally considered competitors because they produce similar products or are aimed at a similar customer base. At any time, members of the Community of Life Sciences and Health Sciences can nominate several competitive companies.
Connellan argues that the definition of ‘competitor’ should be much broader than it is. Even if you literally do not compete with business for business, customers often compare their experience with one business with the experience of another.
If your client calls it due to problems with the implementation of the inventory management software, all the companies that have already provided technical support to this client will suddenly become its competitor.
Again, in many cases, you are literally not fighting for a business. But customers who leave interaction with a positive experience are more likely to develop long -term relationships with their businesses.
How often Disney has to paint the Publications glued from Disneylandia?
You can answer this question by evaluating the useful life of a layer of paint, exploring the cost of the additional layers and examining the price and reliability of the different painting manufacturers.
Or, if you are Disney, you can re -paint the connecting rods every time you close the park.
Paying close attention to the filtering of details through all interactions with the client. Will most park visitors realize if the paint in one of the bars is slightly inclined? Of course, no. But if you put so much effort in a paste, you better put all that effort in everything else.
This commitment to the details is confirmed throughout the park. The murals are wonderfully detailed, so much that a visitor can see the mural dozen times and still discover something new.
By providing a superlative experience that leaves nothing to chance, Disney has once again been able to encourage long -term loyalty.
In Disneyland, all, from cleaning staff to costume contractors, have a role to maximize customer use.
It is equally important that all levels of the organization work together to support the declared value of the company. If the organization appreciates the cleaning of the park, even the upper manager will pause to collect a piece of garbage.
Each interaction, every moment on your company’s work day must reflect your efforts to maximize the value.
At the same time, people at the top of the chain have the opportunity to give a fantastic internal example. If even the executive vice president takes a break to clean the park, what message does it send to everyone else?
Forming internal acceptance is often a matter of establishing internal examples.
Slightly superimposed with the second lesson, lesson four focuses on detail attention.
In Disneyland, everything is as real as possible. The brass buttons in the uniform jacket are actually brass, instead of plastic paint. The carousel is covered with a 23 carat gold sheet, instead of golden paint just.
Most customers will never notice this level of care. Of course, few people will probably appreciate it, but the real benefits here are similar to the benefits of lesson three: your team will know.
It is possible that the Disney team cannot notice the difference between gold bread and golden paint, but everyone knows that the conveyor belt is painted with real gold.
Having ‘everything mentioned’ is an expression of your business value. When all aspects of your organization reflect your key principles, your team is more likely to commit to excellence.
No, this lesson is not just a joke about Mickey Mouse.
One of the main conclusions of the fifth lesson is that customers communicate through multiple channels. Of course, you can take a survey level of customer satisfaction, and you must do it.
But listen to your sales team customers? What activities do your customers visit? What products that buy the majority and the frequency with which to buy again? How many of them open their letters?
All these data and more can give an idea about the main challenges and problems of the client. The more you hear to have sources, the greatest value you can add to your client (even if you do not want to create a work entitled ‘The Listening Director’).
In Disneyland teams they carry out official members surveys. But they also seek every opportunity to listen to customers as human beings. After each change of the teams they meet to discuss positive relationships and improvement opportunities.
Ultimately, the use of all information available to more valuable product (either a marketing message a real product), and customer experience.
People are doing better when they are rewarded. But Connellan is quick to point out that these awards can be in several ways. When visiting the park, fill the papers and praise the team’s individual members, place the cards in the rest room.
The proper administration of the recognition and praise of good work is a critical component of a highly motivated team. Disneyland is known for producing ‘magical’ stories and experiences, and these experiences are only possible if team members go beyond duty. The recognition of these efforts contributes significantly to repeat.
This lesson, somewhat strangely written, is presented in this paragraph:
The lesson, of course, is that each piece is important. This final story helps to gather the six lessons of the past in a common theme: each part of its organization, every aspect of its business contributes to its final mission.
To achieve great success, an organization must be consistent from top to bottom. You must listen to your customers and reward your team members. And you have to constantly strive to add value.
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