Improving Patron
   Experience
   E     i
I. Understanding

    Philippe Ravanas
        Professor
Columbia College Chicag...
2
                     If work is Theater,
               why does Theater feels like work?
                 y
           ...
3
                  The show is not enough
     Risk: Mediocre customer service affects our
      perception of the show ...
4                 Cost of bad customer service
        C ruin the overall customer experience, d
         Can i h        ...
5          Rewards of good customer service

     Good customer service can set a company apart
      from the competitio...
6
               Customer Service Management Cycle

          Customer Service                          Customer Service
 ...
What are we talking about?
            Customer experience encompasses ALL
             aspects of the end-user's interac...
8
    Customer Experience framework
9
                                       Quality
    Product features & characteristics influencing its
    ability to sat...
10
              Good & Service Continuum
     Pure
     good




                                                        ...
11
                 You are in the service business
     An idea, k
     A id task, experience, or activity that can b
 ...
12
                Quality relative to competition
                    Faster          Better      Cheaper
               ...
13
         Let your customers define what counts




     …And ask your non-consumer too!
     (ex: Disney)
14
     A focus group goes a long way
Value mapping

  high

                    Cleanliness

                                   staff
         Customer        ...
16
        … But do they really know what they want?
     “If I had asked my customers what they
     wanted, they would h...
17
                        Needs & Wants



      Need: Fundamental requirement the meeting
       of which is the ultima...
18
                         Maslow’s hierarchy of needs
                                                          5: B i
 ...
19
                   Why go to the Dallas Symphony?
      25% of ticket buyers answered: to have a romantic
            ...
20
             Metaneeds for self actualization

      Truth, not dishonesty           Meaningfulness, not
      Goodn...
21
             Maslow applied to the Arts

     What is transformative in the arts?         Source: Chip Conley

        ...
22
           Maslow applied to the Arts

            Need                      Quest     Source: Chip Conley



         ...
23
       Maslow applied to the Arts

        Action                Result       Source: Chip Conley



        Meet un-
 ...
24



       Any questions?




     Let’s have a break!
25
                          Profiling your customer
         Identify one specific customer, representative of your
     ...
26
               Building the pyramid
                              For
                              F each Need categor...
27



            Any questions?




               Thanks!
          Read for next week:
     Met, CSO & Steppenwolf cases
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Casting Customer Service

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Casting Customer Service

  1. 1. Improving Patron Experience E i I. Understanding Philippe Ravanas Professor Columbia College Chicago 1
  2. 2. 2 If work is Theater, why does Theater feels like work? y “Work is theatre. Whenever employees work in front of customers, customers an act of theatre occurs. Every action contributes occurs to the total experience being staged. Business performances must rival those featured on Broadway. With theatre as the model, even mundane tasks engage customers in a dl d k memorable way.” Added value: the experience (ex: birthday party)  Ironically, by focusing all energies on the art on stage or on the walls and by neglecting all other aspects of customer service, many arts organizations make theatre feel like work.
  3. 3. 3 The show is not enough  Risk: Mediocre customer service affects our perception of the show (Ex: McDonald’s )  Audience abuse: Arrogance of staff toward the customer, inflexibility of ticket exchange policies, unannounced seasons, last minute changes in g schedules, ticket issuing mistakes…  Customer service is controllable: hire and train customer f i dl staff, make sure that queries are friendly ff k h i answered promptly, etc.  …the reaction of the audience to the show is not.
  4. 4. 4 Cost of bad customer service  C ruin the overall customer experience, d Can i h ll i decrease their h i satisfaction and tarnish your image.  Dissatisfied customers tell as many as 12 other people about a negative experience.  It costs 6 times more to attract a new customer than to keep an existing customer.  Only 1 out of 25 dissatisfied customers will express di i f i to you. Th 24 others will j not come dissatisfaction The h ill just back. 20% % Treatment* Reasons for 15% 65% Product Defection: Other *attitude of indifference by the company or a specific individual
  5. 5. 5 Rewards of good customer service  Good customer service can set a company apart from the competition and enhance customer loyalty. loyalty  Happy customers tell at least 4 others of a positive experience.  2 % increase in customer retention has the same effect on profits as cutting costs by 10%.  The customer profitability rate tends to increase over the life of a retained customer.
  6. 6. 6 Customer Service Management Cycle Customer Service Customer Service Where it is now Where you want it to be Stage 1 Stage 5 Understand the service Provide proactive p seekers Problem solving Stage 2 Design experience Stage 4 S & Set Standards Check up regularly Stage 3 Build & train a winning team Ultimate goal: Understand how to move patrons along the value continuum, from single ticket buyers, to subscribers and to donors
  7. 7. What are we talking about?  Customer experience encompasses ALL aspects of the end-user's interaction with the company, company its services, and its products services  Customer Satisfaction is the customer’s perception of the actual service received as compared to the service they expected.  What does it mean for your organization? “Customer satisfaction lives at the intersection of reality and expectations.” Ron Customer expectations Muns, 2006 Founder, Help Desk Institute
  8. 8. 8 Customer Experience framework
  9. 9. 9 Quality Product features & characteristics influencing its ability to satisfy customer as perceived by him If it doesn t show, it doesn t exist! doesn’t show doesn’t 3 types of qualities: 1. 1 Search Qualities: Expected a priori. Easy to assess priori assess. Found mostly in goods Ex: good food in a restaurant 2.Experience Q p Qualities: Require use to assess. Found in q combined categories. Ex: good ambiance in a restaurant 3.Credence Qualities: Require trust. Nearly impossible to assess. F Found in services E no bacteria in a restaurant di i Ex: b “Quality in a service or product is not what you put Quality into it. It is what the customer gets out of it.” Peter Drucker
  10. 10. 10 Good & Service Continuum Pure good Pure service Where is your organization on this chart?
  11. 11. 11 You are in the service business An idea, k A id task, experience, or activity that can b i i i h be exchanged for value to satisfy consumers. The 4 I’s of service: 1. Intangibility: Cannot be seen, tasted, heard, felt or smelled before purchase (hard to sample & evaluate) 2.Inconsistency: Quality depends of who provides it and when, where & how (“moment of truth” = Service encounter. Pb. for ( moment truth quality control) 3.Involvement: of customers in production process. (Other clients may be part of the experience) 4.Inventory: ephemeral and cannot be stored for later sale or use (Hi h fixed cost to maintain ability to deliver it) (High fi d i i bili d li i )
  12. 12. 12 Quality relative to competition Faster Better Cheaper Availability Performance Price Convenience Features Company Conformance Delivers Aesthetics Perceived Quality Reliability Responsiveness Security S i Affordability Access Competence Customer Credibility Empathy Desires Services Style … and relative to price
  13. 13. 13 Let your customers define what counts …And ask your non-consumer too! (ex: Disney)
  14. 14. 14 A focus group goes a long way
  15. 15. Value mapping high Cleanliness staff Customer Performance service Reputation value Online transactions Valet parking Bar low l satisfaction ti f ti n high hi h
  16. 16. 16 … But do they really know what they want? “If I had asked my customers what they wanted, they would have said a faster horse” Henri Ford “You should not ask consumers questions they are not qualified to answer!” Barry Dill B Diller “I give my clients what they need, not what they want.” Frank Lloyd Wright
  17. 17. 17 Needs & Wants  Need: Fundamental requirement the meeting of which is the ultimate goal of the behavior  Want: A specific form of consumption desired to satisfy a need
  18. 18. 18 Maslow’s hierarchy of needs 5: B i 5 Being needs: B d Become 5. Self stronger as we “feed” them Actualization A (Fulfillment & enrichment) 4. Esteem R (Pr ti status, respect) Prestige, t t r p t) Abraham Maslow 1908-1970 3. Love & Belonging T ( (Friendship & acceptance) p p ) 2. Safety (Security, protection, stability (Security protection stability, freedom from fear ) 1. Physiological (Food, Shelter, Reproduction) 1 to 4: Deficit needs If you don’t have enough of it, you feel it, fulfill it, then forget about it
  19. 19. 19 Why go to the Dallas Symphony?  25% of ticket buyers answered: to have a romantic f i k b d h i evening out (Love & belonging)  21% : for social display (Esteem)  16%: for the music (Self Actualization)  Exploring what truly motivates your audience i l i h l i di in visiting you might be a sobering experience, but an essential one to understand how to retain their clientele “He who does not sees the world as it is but as he would like it to be will commit a thousand mistakes” Niccolò Machiavelli
  20. 20. 20 Metaneeds for self actualization  Truth, not dishonesty  Meaningfulness, not  Goodness, not evil , senselessness  Beauty, not ugliness or  Richness, not environ- vulgarity -mental impoverishment CCompletion, not l  Al Aliveness, not d d deadness or incompleteness the mechanization of life  Uniqueness not bland Uniqueness,  Simplicity not unnecessary Simplicity, uniformity complexity  Playfulness, not grim,  TRANSFORMATION humorless, drudgery “Most men lead lives of quiet desperation and go to the grave with the song still in them.” Henry David Thoreau
  21. 21. 21 Maslow applied to the Arts What is transformative in the arts? Source: Chip Conley g 1. Ability to see the world in a new, meaningful way 2. Expand capacity for empathy for the other: heightened h i ht d perception of oneness ti f 3. A deeper recognition of yourself & your passion & capabilities 4. An opening up & awareness of your own “emotional well” 5. An appreciation for the purity & power of beauty
  22. 22. 22 Maslow applied to the Arts Need Quest Source: Chip Conley Self Transform actualization me g (Meaning) Esteem + Move me Belonging (emotion) Safety + Ph i l i l S f Physiological Entertain me ( l E i (pleasure) )
  23. 23. 23 Maslow applied to the Arts Action Result Source: Chip Conley Meet un- recognized Evangelism needs Meet desire Commitment Meet M expectation i Satisfaction S i f i
  24. 24. 24 Any questions? Let’s have a break!
  25. 25. 25 Profiling your customer Identify one specific customer, representative of your customer audience Geo-demographics: Geo demographics: where does she/ he lives & who is Lifestyle: she/he ? how does she/he live, spend (gender, age / generation, income, education, social class, occupation , her/his h i h /hi their money, and hd how race / ethnicity, religion , family life they allocate her/his time? cycle …) Attitude: Values: what does she/he say about you what does she/he believe in? when you’re not in the room? (right ( i ht & wrong) ) Preferences Expectations Pr f r n / E p t ti n
  26. 26. 26 Building the pyramid For F each Need category: hN d Transformation 1. Identify 5 Wants (“Its part 2. Rank their importance of my life”) 3. Describe your performance compared to industry standards 4. Define future action 5. Identify proof Desires (I had a great time”) h d i ”) Example: Want: Clean bathrooms Importance: high Basic expectations Perf.: Terrible (“Ok, I’ll go”) Action: hire cleaning Proof: look & sent
  27. 27. 27 Any questions? Thanks! Read for next week: Met, CSO & Steppenwolf cases

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