Doing Disney Customer Service

We noted right away how friendly the staff was. From the resort check in staff, to the costumed characters to the guy who cleaned the tops of the covered trash cans. Chris was his name, and he always stopped what he was doing to hold a door, greet guests, wave and say “Have a magical day!”

There was always activity touching things up. The bathrooms were clean, considering the volume of traffic seen per hour – hundreds of people, no doubt. Every morning, but never before 9 a.m., the concrete around the pool at the resort we stayed was power washed clean of debris and mulch. There was something being touched up with paint if you were a careful observer. The guys changing the light bulbs made sure to stop and greet you. One busy fellow even remarked, “Hadn’t I already seen you today?” on my second run to the café for another cup of coffee. They made it a point to remember me in the sea of faces seen that morning. Wow.

A good amount of this maintenance comes at a cost, for sure, but the basics of good customer service were free. Not only free, but these little steps actually generated revenue. Need proof? There was no sign of the recession at Disney World. There were eighty-minute waits at the rides, crowds at the parades, and bag full of over-priced merchandise in every stroller.

Consider this free gesture: A customer asks a staff member out on the grounds, “I have lost my wallet. Who can I check with to see if it has been found?” Does the staff member say, “Walk down that way, take a left at the last building on the right, find the little sign that says ‘Guest Relations’ and someone there may be able to help you.”? Or, better, “Let me walk you to someone who may be of assistance.” Nine times out of ten, the Disney staff did the latter. The tenth time was because the staff member was in a position where she could not leave her post. Does the extra effort cost the staff more money? Not in hard dollars. In time and productivity, maybe. Did that little gesture help pay their salary and benefits. You better believe it did.

Now here comes the ‘why’ the staff was so courteous. Was it because upper management said “Do it, or else!” Now, while I did not talk to anyone in upper management, the sense I got from the staff on the grounds was that they really loved their job. Or at least, saw value in what they contributed to the whole Disney experience. You don’t get that type of buy-in from staff with threats. No, that comes from valuing each staff member, providing them training, the resources they need to do their job, and, perhaps, incentives. Of course, if you provide staff with a positive and fulfilling work experience, that typically is incentive enough … at least for the staff who really take ownership in what they contribute to the company.

So, what is the cost to upper management? Provide customer service training centered on empowering staff, not on threats. Create value in every position from the princess character to the guy who power-washed the concrete. Really communicate how each staff contributes to the overall grand experience of the customer. Create a buy-in … a ownership feeling in the overall success of the company. Not, “You better be glad you work here,” but rather, “We’re so glad you work here.” And the benefit of extra staff training? Again, there was no sign of a recession at Disney World!