Harvard and Disney teach lessons in customer enchantment

Turning customers into fans is a strategy that allows companies to retain consumers and turn them into brand promoters. Loyalty programs, which were once one-off marketing plans, have evolved into very competitive business models. Currently, 80% of consumers participate in these programs and 53% of them are in at least three, according to data released by Abemf. 

Today, the public finds loyalty options in various sectors, such as gamification, in addition to the traditional accumulation of points on credit cards.The Brazilian market, in particular, stands out for creativity in solutions and strong competitiveness.

In the first quarter of this year, the issuance of points and miles grew 11% over the same period in 2023, with 193 million points redeemed, 80% for airline tickets.In 2023, 15% of airline passengers traveled through these programs.In addition, 64% of companies investing in loyalty programs adopt hybrid models, which combine the accumulation of points with experiential rewards, strengthening the emotional connection between brands and customers.

According to Alexandre Slivnik, expert in service excellence and vice president of the Brazilian Association of Training and Development (ABTD), the lessons learned at Harvard and behind the scenes at Disney can be adapted to the Brazilian market, showing how companies must create experiences that delight and retain their customers. “By uniting Harvard's strategic approach with Disney's enchantment culture, we can create a practical and very effective methodology for the business landscape”, he explains.

This is the vision that helps turn the customer experience into a competitive differentiator.“The key to making customers become fans is creating experiences that go beyond simply delivering a product or service.

Lessons Harvard and Disney teach 

Harvard teaches that, to delight customers, the first step is to have a clear purpose. Companies that have a well-defined mission can engage both their employees and their customers. This purpose serves as a guide for all actions and decisions, creating an emotional connection that goes beyond the commercial transaction. At Disney, for example, each employee understands that their work is part of a larger goal: to generate unforgettable moments for visitors. This same principle can be applied in Brazilian companies, whatever the sector of operation.

Another fundamental aspect is the creation of a well-structured organizational culture.“Harvard and Disney emphasize that a company can only delight its customers if it also enchants its employees. The internal culture needs to value the well-being, personal development and professional growth of the” employees, he points out. When this happens, employees become ambassadors of the brand, reflecting this satisfaction in serving the public. A well-trained and motivated team provides a high-level experience, ensuring that each interaction is an opportunity for enchantment.

Leadership also plays a key role in this process.Harvard explores how effective leaders can inspire their teams to act in accordance with company values, while Disney shows, in practice, how leaders shape employee behavior to ensure that customer delight is constant. A leadership that not only sets the example, but also promotes the company's vision and values, is able to turn service into a competitive advantage.“Aweeping leaders ensure that commitment to excellence is present at all levels of the” organization, the expert highlights.

Finally, the concept of enchantment is central both at Disney and in the lessons of Harvard. It is not enough to just satisfy the customer IT is necessary to go further and create memorable experiences.Each point of contact with the customer should be seen as an opportunity to surprise and exceed expectations. The enchantment is what transforms a simple interaction into an unforgettable moment, capable of generating a strong emotional connection with the brand. Companies that excel in this aspect manage to create an army of loyal defenders, who promote the brand spontaneously.

These four pillars and other lessons to implement the strategies in the day to day of companies can be found in the book “O Power of Attitude”, revised and expanded, which is for sale at this link.