Skip to main content

Is it customer service or customer experience?

I once had an opportunity to go behind the scenes in Orlando, Fla., with the Disney Institute to observe firsthand how Disney methodologies are executed at Disney World and I have always considered Disney the model of the good customer experience … or is it good customer service?

Frankly, I’ve always assumed they’re one in the same until I recently read a piece in the Harvard Business Review by Bruce Jones, senior programming director at Disney Institute. Here are some things he says that are worth serious reflection as our dealerships enter the prime boating sales season:

“The term ‘customer experience’ is ubiquitous in business these days,” Jones said. “In fact, focusing on the customer experience has become the single most important way for an organization to achieve success — often becoming its key differentiator and competitive advantage.”

But is customer experience and customer service the same thing? Not according to Jones. Most importantly, we should understand it.

“First, let’s start by defining customer experience as the sum of all interactions a customer has with a company,” Jones said. “This can include everything from a customer’s initial awareness or discovery of a company, product or service and progressing through the purchase and use of those products or services. Together these all add up to the critical moments — the touch points — that create an organization’s overall customer experience.”

Jones cites an example of a car dealership he worked with to better understand what customer experience is (and is not). He analyzed and created in the entire organization an intentional effort realigned and focused around exceeding customer expectations at every touch point. Through the last few years, sales have increased 26 percent for that dealership.

“The key learning here is that customer experience moves us beyond the traditional definition of customer service,” Jones said, “those individual moments when employees are providing direct service to customers. It is about the bigger picture of what happens before and after these service interactions.

“This distinction is more important than ever now. Customer experience must be approached holistically, with those responsible for each area of a company’s offerings giving intentional focus to how their decisions will shape and impact the overall customer experience,” he said.

Jones offers three actions a dealership can take to raise its customer experience:

Create an organizational common purpose: It’s a succinct explanation of what you want the customer experience to be at an emotional level and it is the essential foundation on which all other service decisions can be developed. It represents to your team what you stand for, why you exist and it’s your primary tool for getting everyone on the same page.

Get to know your customers holistically: Your knowledge of the customer must extend far beyond the boundaries of traditional service criteria. Truly understanding their needs, wants and emotions, as well as any industry stereotypes, is the key to personalized interactions.

View exceptional service as an economic asset instead of an expense: Repeat business and lifetime customer relationships are always at stake, so the return on investment for providing a consistently exceptional customer experience clearly justifies any short-term cost.

So customer experience is about much more than just customer service. It is about fostering employee engagement in the dealership. It’s about understanding our customers, creating a plan for delivering exceptional customer service and empowering employees to deliver it. It’s also about training leaders to recognize and reinforce the right behaviors and discovering and acting on your dealership’s areas of opportunity.

Disney Institute uses business insights and time-tested examples from Disney parks and resorts to help organizations develop a customer experience culture. One can go behind the scenes in a “living laboratory” to observe firsthand how Disney methodologies are executed and how they can be adapted and applied to any work environment.

Related

BOB-CONFERENCE

MMTA Sets Date for Conference

The educational Business of Boating Conference will be held in Foxboro, Mass., with in-person and remote attendance options.

AKZONOBEL

AkzoNobel Nominates Board Member

Ben Noteboom is expected to be elected chair to succeed the retiring Nils Andersen.

MARINE-MARKETERS

Neptune Awards Adds Category

“Boat Show Marketing” will recognize promotional efforts for shows, and entries will be accepted until Dec. 18.

WOMEN-SAILING

Sailing Convention for Women Returns

Postponed during Covid, the event will include on-water training, networking opportunities and workshops.

Norm

MBIA Names Board Members

The Michigan Boating Industries Association elected four new directors and named the officers who will serve next year. Also, the 2023 schedule for “Ladies Let’s Go Fishing!” is taking shape.

CL.YACHTS

CL Yachts Expands Dealer Network

The Hong Kong-based builder added retail locations in Australia, Dubai, Singapore and Macau.

LEGEND.BOAT.FIX

Legend Boats Partners With Boat Fix

The Canadian builder will offer the telematics system, which provides tracking, monitoring and 24-7 service, on new models starting next year.

MARINEMAX

MarineMax Establishes Technology Division

The company’s Boatyard and Boatzon units will operate under the new entity, New Wave Innovations.

SUNTEX

Suntex Purchases New Jersey Facility

Green Cove Marina in Brick is the company’s latest acquisition on the Jersey Shore, joining Channel Club Marina and Key Harbor Marina.