Transcription:
Heidi Patalano (
So, next we have our keynote speaker. Dennis Snow has consulted with organizations around the world on providing excellence in service. He spent over 20 years with Walt Disney World Company, and then his last year there, was in the top three of the company's leadership team. So now, as a full-time speaker, trainer, and consultant, Dennis is dedicated to helping organizations achieve their goals in areas of customer service, employee development, and leadership. He is the author of the book, Lessons From The Mouse, A Guide for Applying Disney World's Secrets of Success to your Organization, Your Career, and Your Life. And, I hope you'll all forgive me if I don't go Dennis Snow. Dennis Snow, will you please come out now?
Dennis Snow (
All right, thank you so much. All right. So, Walt Disney World, by a show of hands, how many here have been to Disney World or Disneyland? Could I see your hands? that is fantastic. Thank you, I'm still a stockholder, so please keep on going back, has anybody been more than, than once? More than twice? Three times, four times, five times. So, okay, now it's getting weird. Now it's getting weird. Now I love the fanatics. You're my retirement, so, keep on going back. Well, anybody who was at Disney World, so the one that's in Florida, in 1979, and there might be a couple of you, I want you to think back because the likelihood is I was running one of the rides. You went on, like most of the management with the company, I started out on the front lines. My very first job with Disney, for those of you who may have been there at the time, my very first job with Disney was driving the submarines at 20,000 leagues under the Sea. Does anybody remember that ride? Anybody? Yeah. I was Captain Nemo, and I did such a great job with that, that Disney sent me to a ride called, It's a Small World. And, I heard that song eight hours a day, five days a week. I can't even walk by the place anymore. And please do not start singing it. Cause, because I'll have to go back on the medication. I, paid my dues. I got into management in the early 1980s, managed different locations around Disney. I was with the Disney Institute, the Disney University. And, I'll make a disclaimer as we get underway with this, that I do use quite a few Disney examples because that is my heritage. It's what I grew up with, but I would never get up here in front of you and say, Disney does it perfectly, because they do not, they screw it up sometimes just like every other organization, but they do have a single objective. When you leave Disney World or Disneyland at the end of your vacation, they want you to have one thought in mind, which is what coming back, can't wait to get back even though you have no money left, right? Is there anybody here who thinks Disney is a nonprofit organization? Because they're not? So it's about loyalty. It's about loyalty. Now, obviously, they're in a different industry than yours, but you think about it, whatever sector of the, of mortgage industry you're involved. If you're a lender, if you're a banker, if you're a FinTech organization or whatever sector you're involved with, you want to attract new customers, right? You wouldn't be here if that wasn't part of your objective. You want to attract new customers, you want to retain the ones you have. You want your current customers out there saying wonderful things about you to other potential customers. That's as good as it gets. So, it's about loyalty. And so when you look at innovation, when you look at innovating the customer experience, and we we heard customer experience multiple times during the, during the panel discussion and during the demos. We heard the experience mentioned multiple times. That's what we're talking about is it's not innovation for innovation's sake, it's innovation to create loyalty. And I know, you read the headlines right now and it's sometimes it feels like, the sky is falling. But, I was talking with Julian earlier, and there's a lot of opportunities out there. He was telling me there was, there, there's 65 million active mortgages out there that need to be serviced, 6.6 million net new, mortgages this year, 2022. So, there are opportunities you just have, might have to work harder to get them. And that's where innovation comes into play. And I wanna share with you three key things that when you look at the Disney organization that they do to innovate the experience, whether it's a new ride, a new park, a new cruise ship, a new show, whatever it may be, three key things that I hope that you take back when you look at innovating the customer experience in your world. So, the first principle that I think is at the heart of innovating the customer experience, and we heard this multiple times, during the earlier session, during panel discussion. And, the first principle is this, we need to look at everything we do through the lens of the customer who's being served. So, it may be the end customer, who's dealing with biggest financial decision that they'll, ever make in their lives. It may be a partner in the process. for many of you, it, it might be somebody that's in this room, It's whoever we're serving. We need to look at the experience when we're thinking about it, innovating it, we need to see it through their lens, because most organizations don't. They'll say that they do, but they don't. And, I can prove it to you just by a show of hands, how many of you in the last few years you have purchased furniture that you had to have delivered to your house? Raise your hands, you bought furniture, had to be delivered. Okay, then let me ask you this question. What were the guidelines that the furniture store gave you for the delivery time of the furniture? What were the guidelines? Be there between eight and five or 12 and four? I had one guy say June, they told me to be there in June, but usually it's a window during the day, right? That they give you. So here's my question for you, and if you would all please answer this question, and bear with me on this, who's convenience? Are they really concerned with theirs? So to me, the better question is, whose lens are they looking through theirs yet? You go on their website, you look at their marketing materials, they'll say, We're a customer focused organization. You experience the process that they put you through. And, I will tell you right now, as I was listening to the sessions today, as I was listening to the demos, it all comes down to processes that we put our customers through. And, most organizations don't see it through the lens of who they're serving. So, when you look at the customer experience, when you look at innovating the customer experience, there's a tool that we use, as similar to process mapping.
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There's a key difference that I'll explain in just a moment, but we call it experience mapping, where you look at any process. Now the processes for each of you are different in, in this room, but you look at any process that you want to take to the next level that you're innovating, that you wanna make better, that you wanna make more seamless for your customer. And, when we would do this, for example, waiting in line, waiting in line, you went from the beginnings of Disneyland where you just waited in line to having wait time signs to putting entertainment in the lines, to having fast passed, having Genie Plus to now where they have the line as part of the experience. It's all about innovating that basically waiting in line and how do you make it a better experience?
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So, you've come together as a team, people that are involved in whatever process that you're looking at, usually I just have a flip chart or a whiteboard. If I'm doing it virtually, the electronic whiteboard. And you say, let's map the process out. So, obviously each box represents a step, but here's the key. Each step must be through the lens of the customer. So, if you're mapping out a process and you get to a step and somebody on the team says, Well, now we do this, you have to stop the discussion and say, while we're doing that, what's our customer doing? That's a very, very different mindset. So, the first step is, let's look at what we want to innovate to be better in terms of serving our customer. Second step, let's map the process out, but through the lens of who we're being, who's being served. And then the third step, and here's where the magic of this approach really comes in. For each step that you just identified, you now ask two very important questions. What would mediocre service look like or sound like at each step? And what would excellent service look like or sound like at each step? And here's the reason I suggest that you do it exactly that way. If you're thinking in terms of innovating the experience, you pull a step out, you say, What would mediocre service look like at this step? I promise you, as good as your organization may be, there will be some steps. When you start describing mediocre, somebody in that group is gonna say, you know what, What we just described as mediocre at that step kind of sounds like what's happening at that step. Which sounds negative, but it is not because first of all, and this is very important, I am not talking about poor service. And here's why. If we've given our customer poor service, we know it, right? We know when we've really screwed up with a customer mediocre service that's more of a cival mission. We don't know we did it. It wasn't bad, but it wasn't enhancing the experience. And I do that with a lot of clients that I, consult with, helped them service map their experience, map their processes. Invariably, this is what we find. And I promise you, you will find the same thing. There'll be some steps. You are providing stellar service best in class. This approach forces you to look at every step. And no matter how good you are, there are always opportunities to get better. And, it provides you, in your organization as you're thinking about innovating the customer experience, it provides you a wonderful opportunity for saying, Well, if that's what's happening at that step, then what would excellent service look like? And that helps you to determine, okay, what do we need to do? And so imagine each one of those steps providing an excellent experience to your customer. And, you can do this with any process. I use the example of waiting in lines, and that was expensive to design the line into the attractions to make it part of the experience. But it can also be very inexpensive and just the way you interact with people. And, I wanna show you my favorite example. My favorite example of using a tool like this to innovate the experience. Back in the early 1990s, and this is when I was still with Disney, we wanted to raise the bar of service. We wanted to get better at what we were doing. We looked at hundreds of processes, where can we improve? And then one that we saw as an area of opportunity was this one right here was getting the guest from the park back to their hotel at the end of the evening. Because contrary to popular belief, the end of the day at Disney World is not a happy time, right? If you've been there with your families, you know what I'm talking about. You're there all day long, you are hot, you're tired, you have no money left, right? The kids are hanging off of you and at 10:00 PM the fireworks go off. And when the fireworks are over, the magic is done because it's this mass exodus and you watch these poor folks as they're dragging out of the park. And this is the end of the day at what is supposed to be the happiest place on earth. So, we said this is an opportunity. Now this is just one example, but we pulled together cast members, they call their employees cast members. We pulled together cast members that are involved in this process and we mapped it out. Now, just like anything you would map out in your, operations, there are behind the scenes things happening, but from the customer, the guest experience, that's how you get back. So, what would mediocre service look like? What would excellent service look like? And they came up with wonderful things just in terms of innovation, but from a very simple approach. What would excellent service look like? And for example, the bus drivers. The bus drivers. Now they will hold Disney trivia contests on the bus ride back, They'll get the kids on the bus singing Disney songs on. As long as it's not a small world, cuz you only take so much of that. But remember, and again, I think this was very important, remember the bus drivers were already driving the buses, so there's no added cost, there's no added time. It was just taking a step back, looking at a process that we had been doing since 1971 and turning that lens around. And for my position, most importantly in terms of innovation, it was getting the people involved that do the job every day. But the one that shows me the power of one idea. Because once in a while, when you're looking at a process and saying, How do we get better? Once in a while an idea comes along. That just changes everything. And for me, if you could bring the slide up just for just for a moment. It's that last step entering the hotel room. And that, that's great. And in my opinion, the hardest job at Disney World is being a housekeeper in the hotels. Okay? Cleaning up after people on vacation is a hard job. And if you've ever visited Disney World with small children, remember how your kids collected the stuff. Disney characters, the stuff, Mickey's and Pluto's and so forth. Here's what happens. Most people who go to Disney World, so the one in Florida, they stay for four nights and five days. That's a typical length of stay. So, here's what happens. You're in the park, your kids buy some of the stuffed characters that night, they put them in your hotel room, the next day you're back in the park. The kids buy more of the stuffed characters that night. They put them in your hotel room and over the course of your vacation they accumulate because the kids keep buying them. What the housekeepers would do while you were off in the park playing, they would come into your room, move the characters off to the side, clean up, and then off they would go cuz they had a lot of rooms to clean. One evening, one housekeeper, her name was Helen, she decided she was going to do something different. She was doing the nighttime turn down service in one of the rooms and she went into this one family's room. And again, they were off having dinner stuff, characters were all over the floor, and she did everything she was supposed to do. She cleaned up the room, she turned down the beds, but then she took the stuff, Disney characters, put them up on the children's beds, up on the pillow. And then she tucked them in, put the covers right up to their necks and tucked them in. And then she left a little note saying, I know you had a busy day. The characters told me they were tired, so I tucked them in for you, signed her name, Helen on the note, and left it on the bed. Probably took her 20 seconds at the most to do that. But I want you to imagine that family coming back to that room, right? Because remember the family we're talking about, and if you've been there, as that family's walking toward that hotel room door, you know the kids are fighting with each other, right? If you've been there, the parents are fighting with each other. That's the magical Disney moment that's happening here. Then they open up the door and this is what they see and it's Disney again, it's magic again. Because one housekeeper who has a hard job said, I'm gonna create some magic. But, how do you leverage an idea like that when you look at innovating customer experience and leveraging that across the organization? Well, that's what experience mapping does. Because remember how I told you, we pulled together cast members to talk about it. And, as we were going and one of those meetings, Helen, that housekeeper was there. So, as we were going around the room said, What are some things you could do? What are some ideas you have? What are some things you've heard about? And it came to Helen and she said, Well, I don't know if it means anything to anybody, but what I do is I tuck in the Disney characters. Everybody thought this was the greatest idea. And it took off. They built it into the training, they built it into the onboarding process, they built it into the communication process. It took off to the point where it's almost become a competition for the housekeepers on different things they can do. Like some of them, they'll line them up in front of the television set in your room and turn it on. Or they'll position them with, with decks of playing cards in their hands. Or they'll, put milk and cookies in front of them like they've enjoying milk and cookies. But it all goes back to how do we get better at a challenging situation, How do we get better? Getting people involved in terms of innovating that experience and then using a tool like, like experience mapping to leverage it across the, across the organization. And, they get letters about this. People take pictures of this, They send it home, they do it on the cruise lines with the towels and all that. People taking pictures of it and it's wonderful. But it all goes back, the point that I would want that I don't wanna lose here. It all goes back to, and Xena mentioned it several times when she was talking, Let's look at everything through the lens of who we're serving. Let's make sure we're seeing it through the lens of who we're serving. Now I will admit that now that I don't work for Disney anymore, I am waiting for some, disgruntled housekeeper who's getting ready to quit, to put goofy passed out in front of the mini bar in the room, those little empty Jack Daniels bottles all around him and cigarette butts. It would be worth it would worth it just to see it once. So that's the first principle. Second principle, if we're going to innovate the experience, and again, I loved the discussion that was going on during demos, because it connects right back to this. and this is a, this is something I hope that you take back. Pay attention to the details because everything speaks, everything speaks every detail from the user friendliness of your site, the friendliness of the technology to the tone of voice of a rep that I'm talking to on telephone. Every I, my family and I, we just got off the new Disney Wish last week. And the attention to detail was, was tremendous. You want every detail to reflect the brand you want the, in the way you want it to be reflected instead of the other way around. For example, this is a photograph that I took at a bank, or I'm sorry, a hospital at a hospital, not too long ago. That obviously puts a lot of effort into their landscaping. It's colorful, it's vibrant. But what are you all looking at right now? What are you looking at? The Pepsi can Now at Disney, we had a term for everything. We would call that a visual intrusion, which it is because when I think about a hospital, I'm thinking about attention to detail, I'm thinking about precision. And, it doesn't take too many things like that before, at least subconsciously I start questioning the quality of everything else. You know? And again, during the panel discussion, when Zena was talking, she talked about trust. in your world, trust is everything. This is, such a huge, factor in somebody's life, no matter who, what, what type of customer you're talking about. Trust is everything. So, I would ask you to think about this as you, as you think about innovating the customer experience. What are the potential Pepsi cans? What are the things that could just take away from that moment, that brand that you worked very, very carefully to craft? What's the Pepsi can that could just take away from that brand? I take pictures everywhere I go cuz there are always these wonderful opportunities that come along. And the co author on one of my books, Terry Janovic, I, we are getting on this small commuter airplane in Abilene, Texas, very small plane. And as a guy on the plane, I said, Terry, look at this. And I got a picture of it. If you could bring up the slide, I got a picture of it and I got a close up there was duct tape on the wing. Now everything speaks. What would that say to me as the customer? Yeah. And it does say something about my intelligence. I still got on the plane, but that's a different issue. But, like most of you, I'm a big believer in duct tape, but that's moving me too far outta my duct tape comfort zone. And this is one of those planes that's so small that the pilot is the flight attendant. The pilot comes out and gives us spiels. So, I got on the plane, I said, there's duct tape on the wing, and there was some technical name for it. He goes, Oh, no, no, no, that's high speed aviation tape. Okay, everything speaks. You tell me, what is that? That's duct tape. I don't care what the technical term is and it's not building my confidence. And again your world, trust is everything. So I'd ask you to think about, as you're thinking about your processes and you're thinking about how do we get better at what we do, What's the duct tape? And I know omnichannel is becoming more and more of a, just a cliche, phrase in your world, but it's true, if there, if I get different answers, different information on the different channels through which I'm communicating with your organization, that's duct tape as far as , the customers concerned. So, as you're thinking about how do we improve our process, how do we get better at what we do? Well, what's the potential duct tape that could just again, whittle away at that trust? I was checking into a hotel one time and I was walking down the corridor in my room and I took this next photo of a sign that was, that was in the hotel corridor. And I thought this was funny. I thought this sign was funny. You, you might not. I thought this sign was funny.
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Now I'm not sure who's convenience they're talking about, but I know it's not mine. And, in the same hotel, when I got into my room, taped up on the bathroom mirror in my room was this little sign that said, towels are inventoried every day you'll be charged for any missing towels. Now everything speaks. What is that sign really saying to me? Yeah, you're probably a thief. You sir, are probably a thief. And they were nice towels. I could hardly get my suitcase closed. No, I didn't take the towels, but I'm pretty sure that was not the message that they intended. But, and I know what we intend makes no difference. It's what the customer perceives. So, as you look at the various ways now that your organization interacts with those you serve, and you're thinking about how do we get better? The words we use, way we communicate matters. Because again, these are people we want to be loyal to us. So, what do we really saying to them? And it's not just a physical thing. when, when I was talking to Julian and, Melissa, one of the things that they stressed with me was, technology is so important in our world, but we don't, we also don't wanna lose the the human touch. So, there's also something that I call attitudinal. Everything speaks attitudinal, everything speaks where we've all interacted with somebody in a company in some form, face to face, on the telephone, texting, however we're interacting with them. And we could tell just by the way, things were playing out that they really did not wanna be interacting with us, or they say something inappropriate, they blame somebody else in organization. They blame another entity for a problem.
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And keep in mind, the customer sees you as one. They look at the experience, they, they see it as as one experience. And, so when we blame one part of the operation, we throw the whole operation under the bus. So, that's what I call attitudinal. Everything speaks. And I'm gonna let you in on a few Disney secrets right now that you have to promise to never tell anybody. And, some of these are gonna shock you. So just get ready. I have heard Disney cast members Disney employees swear I have, I've heard Disney cast members complain about the guests. I did it myself when I was Captain Nemo. I have seen Cinderella smoking a cigarette, which is really weird because there she is an all her glory with the dress and the wig, and she's lighting up. Now these kids are driving me crazy, big cloud of smoke following around. But where would you see that at Disney World? Where would you see that behind the scenes? Because imagine you bring your family down to Disney and you're excited, you paid a lot of money, you're in the park and they're in front of the castle of Cinderella and your child, your precious child, runs up to Cinderella, tugs on her dress, she turns around, has a cigarette in one hand, cup of coffee on the other hand says, Kid, I'm on break. What would be the impact on your child? Yeah, probably need therapy, right? There might be a lawsuit involved. But here's the business question. Does it matter at that moment how many billions of dollars they've spent building Disney World? It's not worth anything. And, so when you think about innovating the experience and everything speaks from the attitudinal side, I would ask you to think, what are those smoking Cinderella situations, that could just whittle again, whittle away at the brand. So, one of the things that I always, again, when I work with clients and I recommend to you is just look at these things and this it's a very easy way to approach it. however, you in a team meeting virtually however you do it, I usually have a flip chart or a whiteboard, draw a line down the center of it on one side, you put everything speaks distract on the other side. You put everything speaks commitment and the discussion to have, as you're thinking about how do we get better at what we do is what are those potential distractors? And your people will know the answer. We just don't usually talk about it this way. What are the potential distractors? And then one for one, and this is the important part, what are the everything speaks commitments that we need to be committed to, make sure that distractor does not creep into the experience? So, here they build Disney World and it's a, if you've been there, it's a beautiful environment. They've got a castle, they've got themed lands, It's beautiful. Wouldn't everything speaks distract or be if there was trash everywhere? If that would take away from, Disney brand. But think about the reality of that place. It generates a mind boggling amount of trash. So, they have, over the years, they've innovated very, very sophisticated trash collection and disposal processes. So, that guests don't see that trash and they've really invested a lot in it. But ultimately it comes down to behaviors, it comes down to commitments too. So one of the everything speaks commitments is as a cast member, as an employee, if you're walking through the park and you see a piece of trash on the ground, it's your job to go over and pick it up and throw it away. It's non-negotiable. And it doesn't matter if you're Captain Nemo or the vice president of marketing, you go over and pick it up and throw it away. And interestingly enough, what do you think the number one compliment Disney World gets is how clean, how clean the place is. That's why when they've looked at the experience and recognize this is supposed to be a magical experience, then cleanliness is vital. So yes, we have innovated a very a very sophisticated trash collection and disposal system, but at the end of the day, it comes down to every single cast member who works there. It has to be everybody. And then the third principle, if we're going to innovate, the customer experience. And again, as I was watching , demonstrations, the demos, this really popped in my head, and this is the per the third principle is to create moments of, wow, I, there were several things that I saw and heard that just, wow, that's amazing. And so looking for ways that we can wow those that we serve. But I heard something that really struck a chord with me, and I can't remember who talked about it, but it was somebody this morning and they talked about pain points. They talked about pain points. This is a real opportunity in most of our organizations to create a wow for those that we service to look at where are those points of pain in our industry? And, there are points of pain that we can differentiate ourselves on. For example, again, you look at Disney and one of, the points of pain that would happen oftentimes is a family would wait in line for an attraction. They would be walking up to the attraction, they finally get to where they go on the ride. And it turns out that if you could bring up the slide and it turns out that the child is not tall enough to go on the ride, now this is meltdown time. So, of course, over the years, you're thinking about innovation. They've got all kinds of attractions and rides that small children can go on. Certainly, I mean, that, they've done that. But you think about, again, day to day innovation. What can we do when this happens? Because, it happens. So, so the procedure was always, for years, half the group would stay with child. Part of your group would stay with the child. The other part of the group would go on the ride, and then they would switch. The other group would stay with the child, then the other group would go on the ride, which solves the problem for everybody except for who the child. So what do you do? And this is why I think, thinking in terms of moments of wow, is so magical. What they came up with is what they call future rider certificates, where if you get up to the ride and your child is not tall enough to get on attractions host or hostess will pull out this future rider certificate, sign their name to it, get down on one knee, and hand it to the child and say, When you come back to Disney World the next time, and you're tall enough to go on the ride, give this to the attract to the person working here, and you and your family go right to the front of the line. No way you go in front of the genie plus people, the fast pass people, you go, you go in front of everybody.
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So, moments ago you had this child who the world had come to an end. Now she had the smile where she knew that the next time they came back, she was gonna be a hero, right? And I think the dads go out in the parking lot and sell these things, $10, no waiting. And it all came down to how can we take this point of pain that we know exists and what can we do to innovate an approach to handling that point of pain? And certainly, the attractions, the rides that the child can go on, but also just a simple piece of paper that they can hand to the child. A very simple approach to create a moment of wow. And again, I was thinking as I was listening to presentations, I'm a big believer in tools and there was some research done by, the Gallup organization on what customers expect.
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And this really resonated with me as I was listening today. And what they found from what Gallup found from their research, and I think this really, it was across industries, but I think you'll see how it applies in your industry. What they found is that customers literally have a hierarchy of expectations that foundationally, fundamentally, customers expect accuracy. And, in your world, I have to believe that's the the case. I mean, your customers, they have access to so much information. Now you've gotta do it right. They, your customers expect that you know what you're doing. You do what you said you were going to do. That's their fundamental expectation. Once that's in place, which it must be for anything else to count, then the next level up is availability. How easy are you to do business with? How easy is it to navigate the system? And again, this is the, you're dealing with people now who are dealing with Amazon and Door Dash and their expectations of availability. If I need help with something, can I get to somebody? Can I get to a person that can actually help me navigate a problem? Once that's in place, which it must be for anything else to count, then the next level up is partnership. Do I feel that you truly care about me? Do I feel, that that you truly care about my experience? Whether I'm a realtor, whether I'm the end customer, whether I'm somebody in this room, Do I feel that you truly care about me? Or do I feel like I'm one of many, many customers that you deal with and you're just moving me through the system? And, then finally, and this is one of the things that I loved as I was listening today, and they proven this as you're thinking about innovating the customer experience, the highest level of service that you can provide to somebody is advice.
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When your customers are learning from you about whatever that may be, a better product for their situation, their stage of life, whatever it may be. When your customers are learning from you, getting advice from you, you are locking in loyalty. Now, it is a hierarchy. Each level earns you the right to the next level up. But here's the idea. When you're thinking about how do we innovate our customer experience? Are we making sure that what we're producing, that what we're creating is accurate? Are we making it easy for our customers, to navigate being available? Can they get to, can they get to the information or the person that they need to help them? Do I feel, does the customer feel like we're partners with them in this process? Do they feel like that we're part of the process? We're not just moving them through a system and are they learning from us? And you think about it, there are a lot of opportunities in each one of those stages to say, Here's how we can get better. Here's how we can get better to create those moments of, wow. So, when you look at the whole package, and again, you're talking a lot about technology, very my mind was blown as I was listening to the demonstrations today. My mind was blown as I was listening to sophistication and everything behind it. But I wanna connect back to, to these three simple principles to be thinking about as you look at your customer experience and how you make it better. Number one, let's make sure we're looking through their lens as we're designing, as we're developing, as we're executing, let's make sure we're looking through their lens.
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Let's make sure that the details are reflecting our brand, that the details matter and making sure that because everything speaks, making sure those details reflect the brand. We want it in the way we want it reflected. And are we looking at how we can create those moments of wow, so the customer, in whatever way they're interacting with you, just for that moment say, Wow, why can't everybody do it this way? If you do those three things and you innovate with those things in mind, the outcome going right back to what we talked about at the beginning. The outcome is intense customer loyalty, which is what we're all looking for. And, when I think about intense customer loyalty, most people think that my mind goes to Disney World, but it does not. When I think about intense customer loyalty, my mind goes to that organization right there.
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Harley Davidson. Do we have any Harley writers in the room? Any Harley riders? Okay, we got, there's one over there. Okay. Harley riders are very special people. imagine having a company where your customers are so loyal that they are willing to carve your company's name into their skin. the conference hosts here. Imagine asking everybody in this room to roll up their sleeve and there it is. There it is. That's the kind of loyalty I think we should be looking for. Now, in most of our organizations, we're probably not going to get to that, but I do promise you this, if you're looking through the lens of the customer, if you're paying attention to details, if you're creating those moments of wow, while we may not get to the tattoo, we get to the loyalty. And, I think that's worth every moment of effort we put into it. I hope that these ideas have been helpful for you. Thank you so much for your attention. Enjoy the rest of the conference. Thank you so much.