Page 121 - The Starbucks Experience
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PRINCIPLE 3



            caramel Macchiato. When she realized she didn’t have her
            wallet, the barista said, “It’s okay, you look like you really
            need it. Pay next time.” The result, says Laura, is that “the
            worst days of my life are so easily turned around the second
            I step into Starbucks.”
              If, at the end of each day, you and your colleagues have
            invested the extra energy to delight others rather than simply
            satisfy them, you will ultimately be rewarded with extraor-
            dinary results. Brad Stevens, vice president of Marketing at
            Starbucks, sums it up well: “By creating consistently intimate
            stores, we have become the living room of the neighborhood.
            We are not content to be liked. We want to be loved. We are
            not looking for romantic love or the love a mother has for a
            child. We are looking for that rare situation where people say,
            ‘Oh, I love that company.’ Or, ‘I love that drink. I love those
     106    guys.’ We want that sense of affinity. I know it’s audacious
            to have that as a goal, to want to be a beloved company, but



                       Create Your Own Experience

              • What can you do to enhance the predictability of your
                 business, either on the product or on the service front?
              • How can you ensure that your business delights customers
                 more consistently and becomes a part of their routines
                 and rituals?
              • How can you achieve status as a beloved company?

              • What can you do to turn breakdowns into memorable
                 breakthroughs for your customers?
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