FEATURE
Against this backdrop, it’s no surprise that those rare instances of individuality and spontaneity that make a credible and meaningful connection will inevitably carry some weight.
In the context of FM, it would follow that the more integrated and diverse the offering, the better equipped the business is to respond effectively and innovatively to any issue or challenge, and deliver the surprise and unexpected element that leaves a lasting impression.
Furthermore, the right initiative, attitude and mindset of the team or individual on-site is clearly paramount, and we can’t underestimate the significance of a truly customer-centric culture that is endemic within the organisation. An empowered, engaged and motivated workforce is more flexible, more in tune with the customer’s needs and is more likely to go the extra mile – all of which translates to a superior customer experience.
This focus on values rather than expense in FM delivery was an area that divided opinion among our customers that were interviewed as part of the research process. It can be easy to assume that excellence is a universal goal, a raison d’etre for any service business, yet in reality there are those who associate exceptional service with expense and
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therefore simply do not believe it is viable to strive for across the board. Instead, it may be used selectively in areas deemed to have the most value, such as on high worth customer pathways and high profile sites that demand the ‘wow factor’.
For others, budget had no bearing on service delivery. Instead, attitude, approach and the mindset of the provider and how well resources are used is key; the mantra being that it is what you do with it that counts.
“Great service is just as viable in a greasy spoon as The Ritz.”
It’s a viewpoint backed by an eclectic mix of real life examples unearthed in the research process that amply demonstrate how a standout service experience transcends sector and costs. Traditional assumptions that excellence is the sole domain of high end luxury experience are firmly challenged; great service is just as viable in a greasy spoon as beyond the hallowed doors of The Ritz.
So, I’d like to conclude with my own recollection of being officially wowed. My stand out experience involves a two star hotel in the rural village of Saint–Jean-du-Bruel in southern France, which has been in the same family for many generations.
Denied additional stars on the basis that it doesn’t have a lift, gourmet food comes at a fraction of the usual price and is more than a match for any Michelin establishment, but with bigger portions and without the pretence.
The personal touches come thick and fast; your preferred wine always remembered, your coffee served with favourite chocolates, the right magazine appearing daily in your room and a leaving present that includes something you commented on or praised during your stay.
Little gestures backed by solid efficiency are all the more impressive given the sheer volume of guests and the relentlessness of the schedule (the hotel is full to capacity throughout the season). My sentiments are backed by a comment on TripAdvisor from another impressed guest that seemed particularly apt when we think back to the original Hallam research: “(The management) devote tireless energy and patience to the resolution of minor problems, and making us feel exceptionally welcome and well-cared for”.
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TOMORROW’S FM | 23
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