->Volume Two, Issue Two

When Disney listened to the bartenders, profits rose 1.3 million.

Listen to the bartenders. They usually know best.

Disney made extra 1.3 million dollars in one year and more every year thereafter: all because thebartenders spoke up and management listened.

It’s a story that has become Disney legend. In the 1990s, Judson Greene, then head of DisneyParks and Resorts, launched what he called Performance Excellence. A continuous improvementplussing process was one of the initiatives rolled out in alignment with PE.

At the Epcot, World Showcase, United Kingdom pavilion, guests visiting with children would

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approach the Rose and Crown Restaurant host stand and ask for fish and chips. The host wouldask if they had a dining reservation? Usually, they did not. The hosts, to try to accommodate theguests, would direct them to the Rose and Crown Pub.

In the pub, bartenders would reluctantly take the guest’s order and then direct the guest to wait inthe corner of the pub. The guests, with their children present, would refuse to wait because theydid not want their children in the pub.

Pub bartenders, empowered by the Plussing Process, spoke up. Management listened anddirected them to count the number of times this situation occurred. After a few weeks of substantialrequests, management placed a rolling cart outside the restaurant. Sales were brisk.

The rolling cart was replaced by a temporary structure. Sales continued to climb.

The temporary structure was replaced by a permanent building.

That building generated over $1.3 mil in business in its first year of operation!

This large, unexpected increase in profit would not have happened if management hadn’tencouraged the bartenders to listen, hadn’t themselves listened to the bartenders and hadn’tapplied the Plussing Process to better serve the guest need.

Walt Disney called this plussing. He once said of his people, “They need to grow. They need tooutdo themselves. They need to keep plussing.” With the Fish and Chips building, they did. Therevenue was unexpected and welcome. And the best part, the guests were pleased with theaddition. More money and happy guests is perhaps the ultimate plus.

What about you and your organization? Are there issues the frontline notices that you do not?And even if there are, how would you know? Perhaps it’s time to find out.

The MIC Key™ is a Disney-inspired service model explaining that Disney’s customer servicesucceeds because it has a clearly defined service MESSAGE, connects with its customersthrough personalized INTERACTIONS and presents its service in an emotionally engagingCONTEXT.

Material drawn from Care Like a Mouse: The Key to Delivering Disney Quality Service by LennMillbower, Theme Park Press, release date January, 2018.

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