Welcome to Service
“You tend to find ah-ha’s when you look at other types of companies, step away from your own environment and open your mind,” Oreck told trainees on the first day of the program, which Dealerscope attended. “We’re talking about more than customer satisfaction or loyalty now. This is about engagement.”
The Ritz-Carlton company has spent years developing concrete words and policies that flesh out what customer engagement looks like. They have a motto, a credo, twelve service values, three daily “steps of service” and annual “key success factors.” And Oreck says they’re not afraid to get incredibly specific. “It’s very important for managers to paint a picture for employees. Act out experiences dealing with irate customers, show them how to make eye contact with someone waiting in line so the customer knows they are not invisible.”
Oreck says Ritz-Carlton managers have daily meetings with their employees called “Line Ups” where they talk about service values (for example: “no. 6: I own and immediately resolve guest problems.”), access how things are going in the unit and, twice a week, share what are called “Wow Stories”—real-life examples of how Ritz-Carlton employees impressed the clientele.