HOUSTON - Not too surprisingly, the Disney Company has tracked a direct correlation between its guests’ past experiences at its theme parks and repeat attendance.
The company attributes the frequency with which guests have a positive experience to its successful corporate culture. Austin Brock, a facilitator at the Disney Institute, told attendees of the Texas Credit Union League’s recent Annual Meeting here that consumers know a company’s values by its actions.
“Disney strives to create a vision and communicate that vision so well that other people can tell us our vision,” she said. “Every leader tells a story, and stories are visions.”
Disney has a rich heritage, as do CUs, she noted. “But is your credit union sharing that heritage with its members?” she asked the audience. “What is your symbol? Does it match what you do?” Brock then flashed a picture of Mickey Mouse–Disney’s symbol and one of the top five most recognized corporate brands in the world–on two giant screens behind her.
“A successful corporate culture has three aspects: it is by design, well defined and clear to all. The corporate culture must be done by design, because otherwise it will be created for the company–for example, by employees at the water cooler,” she said.
Generating income is a measure of success, but it is not the company’s focus, Brock said. Instead, it believes financial results will come if the company provides great service. “Hearing we are not about the money might come as a shock to some of you who have paid for a Disney World vacation for your families,” she said to laughter. “But remember: it is not the products and services that make the brand, it is the people.”
Disney takes numerous steps to make certain every guest has a good experience at its parks, starting with the fact is calls people “guests,” not “customers.” According to its “Care Philosophy,” its cast members (employees) are expected to treat each other the way they treat guests. Brock said this attitude helps cultivate a positive atmosphere.
Brock cited research that found 68% of customers who leave a business do so due to perceived employee indifference. “It wasn’t that the employee was mean, the person just didn’t care. We create loyalty by making magic for our guests,” she said.
The Disney definition of quality service is to “exceed guest expectations by paying attention to details.” To illustrate this concept, Brock showed a video clip of a scene from the 1988 Disney movie “Who Framed Roger Rabbit?”
Star Bob Hoskins is a flesh-and-blood detective who interacts with the animated title character. During a struggle Hoskins bumps a lamp, causing it to swing wildly for several seconds. Cameras automatically recorded the moving light, but animators had to account for the changing shadows in each of the 24 frames per second until the lamp stilled. Perhaps only a handful of movie-watchers would have noticed if the shadows had not been drawn into the animation sequence, but “bumping the lamp” is an example of the level of attention to detail Disney pays.
“What is your credit union doing to bump the lamp?” Brock asked the audience. “Walt Disney used to talk regularly with employees at Disneyland because he said he never knew where his next great idea was going to come from. Today, we ask our leaders to spend 70% of their time out of their offices so they get out and pay attention to the details.”
Disney’s attention to detail extends all the way down to the people who sweep the streets. Brock showed a picture of one of Disney’s “custodial hosts” taking a family’s picture to demonstrate the concept of “purpose versus task.”
“Our custodial hosts are told their task is to clean up. That is why they have a pan and broom. But their purpose is to create happiness, so they are prepared to take pictures, give directions or tell people when the next parade starts.”
Disney feels it all starts at the top, Brock explained.
“Leadership excellence leads to cast excellence, which leads to guest satisfaction, which leads to financial results and repeat business,” she summarized.
