Disney Day 5: The (Un)happiest Place on Earth, plus Service Recovery

The final post in a series of Disneyland-based learnings. A.k.a. Day 45 @ The two things blog.

Today I learned:

1. (Un)happiest Place on Earth: Apparently, if you treat a 2 year old to 4 days at Disneyland, somewhere on day 5 she will return the favour by rewarding you with a 65 minute meltdown in Tomorrowland. The location was, at least, a fitting backdrop for the tantrum – about 1/2 way through it felt like tomorrow would never come.

I tried moving to Fantasyland to see if it was really happening, but unfortunately it was not a dream. At least when we made it to the Tea Cups and Dumbo the sight of a 2 year old screaming at the top of her lungs was not even a notable spectacle. The behaviour was more prevalent than Mickey Mouse ears.

2. Service Recovery: I have been searching for an example of service recovery to see how Disney responds to problems. As we are appraoching the end of this adventure I was starting to conjure up a plan to buy something, just so I could return it and see how I was treated. “Fortunately” there was no need to fake it – I had the opportunity to test the system this morning.
We bought the girls some small toys (basically the Disney version of Polly Pockets which they know and love). Unfortunately Disney’s manufacturer doesn’t quite meet the exacting standards the Polly Pocket brand and within 15 minutes both girls broken the arms off their dolls.
High ho, high ho, back to the store we go.
To make matters worse, unfortunately in their brief play period one of the toy shoes went missing so we weren’t even returning the entire package. Broken and incomplete. A better test!
At the counter we apologized and stated we felt bad we broke the toys. We were immediately told, “Please don’t feel bad. You shouldn’t feel bad. I feel bad. This must be tough for your little ones to deal with. Let me make this right.” She had no concern for the missing piece and immediately refunded the purchase price to my Visa.
The return experience? 100% positive.  
The result? 2 happy parents. 2 happy kids. 4 happy customers. We returned $32 worth of toys and promptyl purchased $43 more. Despite the broken toys I suspect Disney still managed to eke out a profit from us on the purchases.
This service recovery example made me reflect on my experience with the return policies of other major retailers. There are those that do things exceptionally well, like Costco which “guarantees your satisfaction with the merchandise you purchase,” and in return they keep me coming back again and again. And there are those like Future Shop. Believe it or not I still hold a grudge over a failed attempt to return a defective answering machine in 1994. Eighteen years later and I still make a point of shopping elsewhere based on one single negative experience. When things go bad you can lose the customer forever.
A simple lesson to businesses. Treat the customer right in the good times and the bad times. How you respond when things go wrong, as much as when things go right, defines whether of not the customer comes back. It also doesn’t hurt you if they plan to blog about their experience with your brand either later that day, or even 18 years later.
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Disney Day 3: Down-sizing and Upselling

The third in a short series of posts that touch on Disneyland as I continue to blog my way through the process of learning two things a day for 66 straight days…

Today I learned:

1. Down-sizing: It took us 2 days, but we have now learned to down-size any food orders in the Park. We had forgotten we were ordering based on U. S. sizing.

How did we learn this lesson? While seated for a late morning kids snack we looked at the two tables next to us and simply observed what was going on.

Table 1: A family of 4 from Ohio (which I hold as a solid assumption based on the plethora of Ohio State garb), each gnawing on their own “Giant Turkey Leg,” which cost about $13 each, along with a Diet(!) Coke AND a cheese stuffed pretzel.

Table 2: A family of 4 people from Japan (which I hold as a solid assumption based on the fact they were speaking Japanese), each sharing pieces from single “Giant Turkey Leg,” and part of a large bottle of water.  They all had some Apple slices too.

From that moment on I realized the portion sizes were more likely to give me a heart attack than the Space Mountain Roller Coaster. Needless to say we all split a couple things for lunch.

2. Upselling: If there is one thing the fine people at Disney have figured out it’s upselling. As a patron of the 2010 Olympics in Vancouver I can recall attending several events, mostly in the early days when organizing and queuing methods were suspect , where it was not possible to spend my money. Either horrendous lines or empty shelves empty actually prevented me from getting what I wanted. None of that is true at Disneyland

They seem to understand – better than any other example I can come up with – that the easiest sales to convert are to those people you can already count as customers. With that understanding they make sure to never miss an opportunity.  Once you are in the door they try to draw a little more cash from your pocket around every corner.

A few of the best examples I found today:

  • Food: There seems to be something new in every different “Land” and (at least in February) there is never more than a 3-5 minute wait to get what you need. Healthy? Got it. Horrendously unhealthy? See the Massive Turkey leg referenced above. Kids sizes? Yup, and toddler too. $12 R2-D2 shaped plastic souvenir container? They have for both popcorn and soft drinks.
  • Memorabilia: We all know Disney is famous for their animated franchises and characters, but the tie in to products and ability to find the perfect place for it is equally impressive. At the exit of every Character-themed ride you can buy related product. Perfect placement. Every product you can imagine, plus thousands you wouldn’t have dreamed of tying back to all the Disney and Pixar movies. They know as well as I do that kids will want the Snow White doll, even if the ride just scared the hell out of them.
  • Cross-Promotion: If there is a free moment where you might have otherwise noticed a bit of peace and quiet, they have filled it.  Audio ads on the Monorail. Posters for upcoming movies. If Disney has a stake in any other product, you will find it on display somewhere here.
  • Two-part pricing: Examples of this are everywhere. Admission to every ride is included with the ticket, but on each of the major attractions (typically at the exit), Disney has added secondary products targeted at enhancing the customer experience. Customized driver’s license at Autopia. Photos and t-shirts with your freaked-out face from Space Mountain.  They have consistently found ways to extract (or to convince your kids to try to extract) more cash to add-on to the experience throughout the day.

Now, don’t take this the wrong way. I expected it all and I am not bothered by the constant bombardment. I love marketing and I find it impressive when a company can get me to take my wallet out of my pocket when I wasn’t planning to. It’s like we are in a friendly 1 on 1 battle for my cash all day here.


Disney Day 2: It is all about me and Get the Right People on the Tea Cups

This is the second of what I expect will be several consecutive Disney-themed posts as my family and I fit in a brief winter trip to Disneyland in Anaheim, California.

Today I learned:

1.  It’s all about me: At ages 4 and 2 it is debatable if our kids will remember their first trip to disneyland.

The two year-old? No way.

The 4 year-old? Maybe.

Regardless of the kids memories, I will never forget the look in their eyes as we embarked on our first ride,  The Finding Nemo Submarine. The unbridled laughter as they raced along the Autopia. The absolute terror as our 4 year old exited the Space Mountain Roller Coaster.  The enthusiasm as they sang along on It’s a Small World.

Will they remember it?  Who cares. 

The build up and anticipation. The look in their eyes. The laughter. The fun. Today I learned that it doesn’t matter what they remember of this when they grow up, because it’s all about me of course.

2. Get the right people on the Tea Cups: Even before you get through the gates at Disneyland one thing becomes abundantly clear.  They know culture, and they protect it voraciously by ensuring that they have the right people in every role, and that those people are empowered to do whatever they need to do to build lasting memories for the visitor.

It reminds me of a quote from Jim Collins in Good to Great, where he reflects on examples of truly great companies and their understanding of the importance of fit, and ensuring everyone is pulling in the same direction:

“We found…they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats. And then they figured out where to drive it.”

Disney definitely has the right people on the bus, or in this case on the Tea Cups, Mark Twain’s Riverboat and Splash Mountain.

To a certain extent I expected that though. What surprised me is this appears to extend to other the businesses operating within the park and surrounding areas. The people in the hotel are beyond pleasant. Restaurant staff ooze enthusiasm. The shops in Downtown Disney are staffed with young kids that are the dream of any retailer.

As an example, think about the interaction you had with staff during your last visit to a fast food outlet.

Now picture this: A young teenager at Jamba Juice made me laugh twice, asked open ended questions about our day, and at the same time managed to up sell me in my selection. She made the occasion of buying a smoothy into an occasion. This is so unlike any other fast food experience I have ever had it is unreal.

It is clear Disney knows a lot about hiring and they are passing along what they know to those in and around the park. They have figured out that it is not enough to control the customer experience solely at your own touch points, but you need to manage the same thing at every point that the customer comes in contact with your brand.

Unbelievably, rather than coming across as an act, the people all seem genuinely happy to work here.  I get the sense Disney, like other corporate culture leaders such as Zappos, is as much a lifestyle as a job for these people.  It’s infectious. It’s impressive.