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Spa Manager Training Ewa Goos


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Spa Manager Training Ewa Goos

  1. 1. Branding Customer Knowledge
  2. 2. <ul><li>15 years of experience as a leader and manager </li></ul><ul><li>Educational background – behavioural science with additional studies in NLP (Neuro Linguistic Programming), UPIKA – Consultative Development, project management, coaching, change management, and leadership in the areas of economics, sales, HR, and account management. </li></ul><ul><li>Working experience: </li></ul><ul><ul><li>Over 17 years in the Telecom Industry, holding various positions including Research Manager, Change Manager, and Customer and Service Analyst. </li></ul></ul><ul><ul><li>Founder of a company called Change2Success; a company with the vision to coach people and businesses to achieve greater success. Starting her company in 2001 eventually lead to a career change in 2007 when she started to work as a </li></ul></ul><ul><ul><li>Spa Manager in a large hotel chain. </li></ul></ul><ul><li>Curious about the spiritual life and energy work </li></ul>Ewa Goos Bio
  3. 3. You can do more than you think!
  4. 4. Branding
  5. 5. <ul><li>The process of creating a unique, positive and recognizable identity for a product or service that separates your offer from another competitor. </li></ul><ul><li>A value or core set of values that allow your offer to be identified in the marketplace </li></ul><ul><li>Brand is the proprietary visual, emotional, rational, and cultural image that you associate with a company or a product. When you think Volvo, you might think safety. When you think Nike, you might think of Michael Jordan or &quot;Just Do It.&quot; When you think IBM, you might think &quot;Big Blue.&quot; The fact that you remember the brand name and have positive associations with that brand makes your product selection easier and enhances the value and satisfaction you get from the product. </li></ul><ul><li>A great brand makes it easy for the customer to understand what you are offering and to facilitate your decision process. </li></ul><ul><li>A brand is what they say about you when you are not in the room. </li></ul><ul><li>Jeff Bebos, founder of Amazon </li></ul>What is branding?
  6. 6. Building a brand Trademark Visual distinctiveness <ul><li>What/how are you communi-cating </li></ul><ul><ul><li>Values/ </li></ul></ul><ul><ul><li>associations </li></ul></ul><ul><ul><li>Target groups </li></ul></ul><ul><li>Memories/historicexperiences </li></ul><ul><li>Future expectations </li></ul><ul><li>Customer promise </li></ul><ul><li>Guest experience </li></ul><ul><li>Processes/systems </li></ul><ul><li>Customer knowledge </li></ul><ul><li>Building relationship through relevant communication </li></ul><ul><li>Rewarding loyalty </li></ul><ul><li>Strategic partnership </li></ul><ul><li>Corporate Social Responsibility </li></ul>1.0 ”Awareness” 2.0 ”Experience” 3.0 ”Loyalty”
  7. 7. Building the brand is 90% done below the surface! Building the brand identity. External processes Building the brand identity. Internal processes The companies communication Web Customer service Contact centre Sales personal Uniforms Trademarks Company culture Strategies, philosophy, visions, beliefs, feelings, thoughts. Building customer knowledge Processes Support systems Work environment Feedbacksystem = How we act/deliver and learn
  8. 8. Delivering the brand experience <ul><li>1. Before </li></ul><ul><li>Create relevant expectations </li></ul><ul><li>Communicate the customer promise </li></ul><ul><li>2. During </li></ul><ul><li>Increase the value delighters </li></ul><ul><li>Decrease the value destroyers </li></ul><ul><li>Deliver the customer promise </li></ul><ul><li>Clear values and trust in the concept </li></ul><ul><li>3. After </li></ul><ul><li>Feedbacksystem </li></ul><ul><li>Customer surveys </li></ul><ul><li>Mystery Shopping </li></ul><ul><li>Employee surveys </li></ul>4. Make it happen Act upon feedback Guests/ Customers Organization ” Moments of truth” = Guest experience
  9. 9. <ul><li>Building a brand takes commitment, focus, and 3 to 5 years of hard work. It is not just an advertising program. It is a company-wide effort that unifies everyone's energies, toward the same common objective. </li></ul><ul><li>Make it simple starting with 3 key questions </li></ul><ul><li>Who are we? What is our essence that separate us from the competitors? </li></ul><ul><li>Who is our customers? </li></ul><ul><li>What do they expect from us? </li></ul>How to build a successfull brand?
  10. 10. Company branding Personal branding Now you are going to try to build a brand….
  11. 11. How can I make it easy for the surrounding world to interpret who you are, or want to be? Internal processes Values and feelings that are associated to you/your name A long-term, consistent approach/attitude External processes How you communicate yourself, what differentiates you from others? How do people perceive you when they meet you? Personal branding
  12. 12. <ul><li>To give the “right” impression in, for you, important context </li></ul><ul><li>To increase your credibility, reputation </li></ul><ul><li>To increase your value for future positions </li></ul><ul><li>Make people talk about you in the “right” way. </li></ul>Why building your personal brand?
  13. 13. Everything communicates… <ul><li>Clothing </li></ul><ul><li>Facial expression </li></ul><ul><li>Voice </li></ul><ul><li>Language skills </li></ul><ul><li>Gestures </li></ul><ul><li>Body language </li></ul><ul><li>Movements </li></ul><ul><li>Level of energy </li></ul><ul><li>Attributes </li></ul>
  14. 14. How does the surrounding perceive you when they meet you? You How do they perceive you in the present? Memories Experiences Knowledge Expectations Wishes Beliefs Past Present Future
  15. 15. <ul><li>Who am I, (Values, characteristics) </li></ul><ul><li>2. What do I do great? (talents, qualities) </li></ul><ul><li>3. How do the surrounding world perceive me? How do I perceive myself? </li></ul><ul><li>4. Describe your vision (your dream without a deadline) </li></ul><ul><li>5. Describe your way to the future </li></ul><ul><li>6. Describe your history, where did you come from, what to you bring with you </li></ul><ul><li>7. Describe your arena, the market where you want to be in </li></ul>7 Steps to build your personal brand
  16. 16. <ul><li>Work 2 and 2 </li></ul><ul><li>Which core values are most important for you? (health, love, safety, laughter, relationships, freedom, success, honesty, peace, beauty etc) </li></ul><ul><li>3. If you got the permission to praise yourself, then you would say that your where great at/in…. </li></ul><ul><li>4. Name 3 things that people remember about you? (core values/expression) </li></ul><ul><li>5. What would you like to be famous for? </li></ul><ul><li>6. In what areas are you willing to compromise, and what areas not? </li></ul><ul><li>7. How do you make your personal brand visual? How to you make other people to perceive the person you are/want to be? </li></ul><ul><li>8. Imagine that you in year 2010 where elected as the best Spa manager in your country, tell us how you succeeded </li></ul>Training 1 – personal branding
  17. 17. Summery branding – connecting the dots 1. Start by building a unique culture, deliver a different experience and holistic concept 2. That will create a genuine enthusiasm and pride within the staff who will strive to over deliver… 3. Then you will exceed customer experience – which will result in satisfied customers that comes again and again and again... 4. You will now have a profitable and sustainable business Customers loves you Employees loves to work for you
  18. 18. <ul><li>” Much of what good service is made of are things that nobody notices – until you stop doing them…” </li></ul><ul><li>Craig Newmark - Craiglist </li></ul>
  19. 19. <ul><li>Customer Knowledge </li></ul>
  20. 20. Building Customer Knowledge Loyal customer = Growth! Customer analysis of existing customer base Its about describing your customer for example from attitudes, values, age, life stage, how valuable they are for your company etc. Segment your customers Divide your customers in different segments to make it easier to work with. Customer strategy Describe how to optimize the profit, increase the revenue per customer, increase the customer satisfaction. How to organize the company for best result. Customer adapted marketing communication and service offering. 1.0 ”Analysis” 2.0 ”Strategy” 3.0 ”Profitability”
  21. 21. 7 steps in building strong customer culture <ul><li>Customer oriented leadership </li></ul><ul><li>Corporate mission/objectives/rewards are customer oriented. </li></ul><ul><li>The main corporate strategy is to win customer loyalty </li></ul><ul><li>The main corporate values and philosophy is to care about the customer </li></ul><ul><li>The behavioral codes and standards reflects the above </li></ul><ul><li>Involving the customer in business development </li></ul><ul><li>Feedback system & processes that can handle and measure both tangibles and intangible factors. </li></ul>
  22. 22. Customer segmentation Kids & Youth Households without kids 26 – 59 år Seniors 60+ MARKETS Customer groups <ul><li>attitudes </li></ul><ul><li>values </li></ul><ul><li>behavior </li></ul><ul><li>consumption </li></ul><ul><li>life stage </li></ul>Customer knowledge - ”intangible” factors Customer priorities <ul><li>How to prioritize different customers – made from customer value based on current revenue and potential coming revenue . </li></ul><ul><li>The goal is to: </li></ul><ul><li>Create new business opportunities by delivering the right offering to the right customer, at the right time, through the right channel. </li></ul><ul><li>To use the customer knowledge about the whole relationship to make us competetive </li></ul><ul><li>Create guidelines to make it easy to handle the customer information and to use it where its needed to be profitable. </li></ul>Households with kids 26 – 59 år Business knowledge - ”tangible” factors <ul><li>attitudes </li></ul><ul><li>values </li></ul><ul><li>behavior </li></ul><ul><li>consumption </li></ul><ul><li>life stage </li></ul><ul><li>attitudes </li></ul><ul><li>values </li></ul><ul><li>behavior </li></ul><ul><li>consumption </li></ul><ul><li>life stage </li></ul><ul><li>attitudes </li></ul><ul><li>values </li></ul><ul><li>behavior </li></ul><ul><li>consumption </li></ul><ul><li>life stage </li></ul>
  23. 23. Segments/target groups – visit Sweden <ul><li>Corporate Meeting </li></ul><ul><li>DINKs – double income, no kids </li></ul><ul><li>WHOPs – wealthy healthy older people </li></ul><ul><li>Active Family </li></ul>
  24. 24. Corporate meeting – communications triggers Corporate Meeting Sweden is known by the international incentive market to have high availability, different and creative activities and delivers a high standard. This kind of visitors have higher demands and crave more than usual within safety and availability. Their major demands are to have creative arrangements and activities. Communication trigger:
  25. 25. DINKs – Communication triggers DINKs – double income, no kids This group are experienced traveler and traveling for them are a lifestyle. Lack of time is something that connects the DINKs. They work a lot which leads to that they value free time very high and therefore they have an increased demand of how they would like to spend their free time. The DINKs are usually ranked as the leader of the future. They are strong individualists and influencers. They find that identity and strong personal image is important. They are drawn to destinations that have a high value of “storytelling” in which they can use for their own personal positioning (personal branding). They prefer holidays with adventure, city breaks, ice hotels etc. Communication triggers: Focus on lifestyle and belonging with their friends and less on rational information. Underline the idea of being successful. Its important that the offering is up to date. Make them feel important and unique. Communicate to them more like a company as listen to them and understand their life situation.
  26. 26. Active family – Communication triggers Active Family A very homogenous group with similar economical conditions, background and the strong will of wanting to spend their vacations together with their kids. Active family are very interested in nature, cultural and sports activities. They value different activities in which the whole family can participate in. Communication triggers: Communicate the meaningful benefits of the service. It should be fun and entertaining and yet at the same time useful and comfortable. Don't try to control them, inspire them with relevant and clear information. Be open and don’t try to hide any information. Don’t promise anything that you cant live up to. Service is very important.
  27. 27. WHOPs – Communication triggers WHOPs – wealthy healthy older people WHOPs consists of healthy and vital people over 60 years of age. It's older couple who's kids have moved from home. It is a group of people that have both the time and money to travel and explore. They indulge themselves with that little extra and gladly spend their money on health, luxury, travel, pleasure and experiences. This group also have a great nature- and cultural interest. Communication trigger: Communicate the brand for them, a well known brand is important – safe and a good buy. Its important that the information feels fresh, they don’t want to be treated as tired old people. Talk about how the product/service can be useful for them and make them feel better and how it makes life easier and more pleasurable. Its important that the service/product is easy to use and have high availability.
  28. 28. Customer strategy <ul><li>A customer strategy is to optimize the profit, increase the revenue per customer, increase the customer satisfaction through organize the company and the company processes according to a customer focus. </li></ul><ul><li>It’s a tactical guide which describes the current situation – wanted position and the way to get there, what to measure to know that you are on the right track. </li></ul><ul><li>Customer vision – “a visual image without a deadline”. It shall motivate employees and generate customer loyalty: </li></ul><ul><ul><li>Core value proposition – customer promise </li></ul></ul><ul><ul><li>Brand platform – communicate company core values </li></ul></ul><ul><ul><li>Defining wanted customer experience </li></ul></ul><ul><ul><li>Defining wanted company culture </li></ul></ul><ul><li>Customer segmentation – tangible and intangible values/factors </li></ul><ul><li>Defining customer processes through the company from first to last contact </li></ul><ul><li>Define needed change and change management process </li></ul><ul><li>Define customer Key Performance Indicators. </li></ul><ul><li>Define feed-back process </li></ul>
  29. 29. <ul><li>The sum total of conscious events </li></ul><ul><li>A company cannot avoid creating an experience </li></ul><ul><li>Experience means single and multiple events </li></ul><ul><li>Experiences are rational and emotional </li></ul><ul><li>Experiences involve all five senses </li></ul><ul><li>Experiences can be designed </li></ul><ul><li>Experienced organizations exist </li></ul><ul><li>The wealthy buy more experiences </li></ul>What Is a Customer Experience? See Touch Hear Taste Smell
  30. 30. <ul><li>Customer </li></ul><ul><li>Services </li></ul><ul><li>Ourselves </li></ul><ul><li>Growth </li></ul>Wanted position Management model Strategic Direction, Targets, Restructuring Initiatives and Incentives Operational/business Plan Follow-up tools <ul><li>Business Review - Business and financial performance </li></ul><ul><li>KPI´s, CSI, ECS and Brand Image Index </li></ul>Guiding principles <ul><li>Vision </li></ul><ul><li>Business concept </li></ul><ul><li>Brand platform </li></ul><ul><li>Values </li></ul>KPI = Key Performance Indicator CSI = Customer Satisfaction Index ECS = Employee Commitment score Customer strategy - process
  31. 31. <ul><li>Work 2 and 2 </li></ul>Training 2 – Customer Knowledge
  32. 32. Model for change management Conceivability Coping Willpower & Engagement Balance <ul><li>Awareness/insight - why </li></ul><ul><li>+/- Consequences </li></ul><ul><li>WIIFM </li></ul><ul><li>Resources (time/money/people) </li></ul><ul><li>Knowledge/experience </li></ul><ul><li>Information </li></ul><ul><li>Good example/ </li></ul><ul><li>role models </li></ul><ul><li>Ability </li></ul><ul><li>Obstacle/barriers </li></ul><ul><li>Willing to change +/- </li></ul><ul><li>Compensation/ </li></ul><ul><li>rewards </li></ul><ul><li>Personal confirmation </li></ul>Combination of two models: Prosci – ADKAR model Aron Antonowsky – SOC (sense of coherence) A wareness D esire K nowledge A bility R einforcement
  33. 33. 10 framgångsfaktorer 1. Create participation in change 2. Always focus on the vision, values and the brand statement 4. Everything you do shall breath customer and profit 6. Create awareness about driving forces/barriers. Strengthen/eliminate 7. Acheive ”quick-wins” to show the change is working 8. Give the employees concrete evidence that we are on the right path. 9. Make sure you have necessary resources to facilitate the change. 10. Create a feed-back model, follow up in dialogue 3. Appoint engaged sponsors within the company that will lead the change 5. Motivate, inspire, engage 10 Success factors for change

Notas del editor

  • Hejsan, Mitt namn är Ewa Goos och jag jobbar som Spa-chef på Yasuragi Hasseludden i Stockholm. Jag ska berätta lite om Yasuragis varumärke och hur vi har lyckats bli så framgångsrika.
  • Innan jag berättar Yasuragi så vill jag börja med att ge en bild av hur synen på ett varumärke har utvecklats över tiden.
  • Varumärkesbyggande sker till 90% under ytan – det är därför som nya termer som ”Internal branding och Employee branding” poppar upp alltmer. Nytt synsätt på varumärkesbyggande. Det man kommer i kontakt med på ytan är ju ett företags kommunikation i olika former, med bokningen, säljarna etc. Man märker snart speciellt i kontakten med ett företag huruvida processerna under ytan fungerar eller inte – blir man slussad hit o dit, har man koll på kundens historia etc. Och inte minst hur verkar personalen man har kontakt med? Under ytan: fokus på kultur, processer, intern servicekvalitet etc. Den kulturen man har inom företaget, hur medarbetarna mår, hur man trivs, tankar och handlingar internt – ALLT läcker ut till gästerna. Det är inte den fysiska miljön som avgör om gästerna kommer tillbaks, det är den excellenta servicen och det handlar om hur bra människorna i företaget mår. ((Det gäller också att man i reklamen inte lovar för mycket, att personalen inte är ett frågetecken när kunder ringer o frågar kring kampanjer etc. ))
  • För att skapa en excellent gästupplevelse så har vi på Yasuragi en väldigt enkel modell att utgå ifrån. Vi startar vid kärnan, hur en gästupplevelse startar. Moments – of-truth eller sanningens minut som vi också säger – är en metafor som kommer från tjurfäktning. Det betyder att när du står där ute på arenan med den frustande tjuren framför dig så är det helt upp till dig, ingen annan i publiken kan hjälpa dig. Du står här helt ensam med tjuren framför dig, det enda du har är din erfarenhet, kompetens och motivation att lyckas besegra tjuren. Om man översätter detta till vår värld som skulle det betyda att när en anställd möte en gäst, så är det helt upp till dom hur situationen blir, det finns ingen annan i företaget som vid denna specifika situation kan påverka situationen. Utan det är helt upp till den enskilde individens kompetens, erfarenhet och motivation att ge en excellent gästupplevelse som har betydelse.
  • &amp;quot;At the heart of the heart of the matter is design . . . a generic approach to enterprise than honours creativity and innovation and the concoction of extraordinary customer experiences.&amp;quot; Source: Re-imagine! Business Excellence in a Disruptive Age by Tom Peters The customer experience is often ignored as part of many customer relationship management (CRM) initiatives, but it cannot be avoided. All customers have an experience, whether it was intended or not. The most common mistakes made when thinking of customer experiences are to: Only consider the logical or rational part of an experience (for example, &amp;quot;the product said it would come with batteries&amp;quot;) when a large part of an experience is emotional (for example, &amp;quot;my son cannot play with his new toy on his birthday&amp;quot;). Forget that an experience involves all five senses (for example, the life insurance salesperson has a great product, but smells of cigarette smoke). Think that an experience is too nebulous to be designed (for example, see the case study on Disney). Confuse product or service design with experience design and think that the work is done. Underestimate the value of an experience when developing customer behavior in comparison with the value from the product or service. As a result, research is required to understand customers before embarking on customer experience management (CEM). Action Item: Organizations should commit funding to research not only loyalty ratings, but also the emotional state of customers and their behavior patterns.