Intro: Magical customer experiences don't happen by accident. They happen through careful planning and meticulous design. Kevin and Debbie have been engineering, extraordinary customer experiences for over 30 years. Join us as we explore corporate culture, branding, service, excellence, and much more through storytelling, technical curiosity, and friendly conversation. The Disney way for the digital age will be revealed.
[00:00:29] KK: Well, welcome back everyone. To episode five of the Disney way for the digital age, this is one of my favorite topics that kind of the meat and potatoes of all that we believe is the Disney way. So it's title the foundations of the Disney way and how a solid service framework can shape your culture. So how you doing Deb?
[00:00:48] Debbie: Good to see you. I'm doing great as always. Nice to see you.
[00:00:51] KK: It was so nice to see you in person yesterday. I, I was in Orlando for the high tech hospitality technology convention. It was in your neck of the woods and we managed to get together for a breakfast
[00:01:00] Debbie: and yeah. And, and you look great in person.
I'm just gonna say, you know,
[00:01:05] KK: likewise, All 3D and you know, it was just really nice. So. Yeah, seriously. It was nice to sit in the same room and it was,
[00:01:11] Debbie: it was face to face. Good. Yeah.
[00:01:14] KK: Good stuff. The show was good. Um, you know, nothing earth shattering, honestly, some of the stuff we're doing with, uh, Alexa for hospitality and, and the Chapo work we're doing is some of the coolest stuff. There's, there's some new innovations incremental. Innovations in smart room tech, you know, some climate controls and some of the stuff in the back that nobody really sees. So there's some really cool innovations in the worlds of, uh, hotel renovation you know, a lot of time when they're building, they don't have the ability to wire everything they need. So they've got, you know, it's hard to get smart room going in a room, so there's some cool stuff going on there. Overall. It was, it was a. great show Um, it was so nice to see trade shows booming again, mm-hmm, very crowded, so just good, um, to get back into the thick of things. So anyway, big episode, we have to get to, um, what I really believe was the most impactful piece of my Disney training and something that was really transformative for my company.
It's time we discuss how service excellence is structured, measured, and achieved and how the Disney way can consistently create magical customer experiences. The service excellence initiative was one of the key items that pulled Disney outta the dark years. Right, Deb. So yes, yes. We mentioned service framework in passing. So we are gonna dig deep today and that's where I'm gonna hand that off to Deb who has lived it taught it. Brought it to my company about a decade ago and just transformed a lot of businesses and honestly, a lot of lives. So take it away Deb
[00:02:44] Debbie: All right. Thank you. So when we talk about the service framework, uh, this is really gets to the heart of the matter. When we talk about how do you deliver exceptional service and you do it again and again and again, uh, and we will be talking about Disney Service framework, but something I want to stress is as I preview this information to you, and I give you some examples, I want you to know that what we are discussing here works for every single business.
I don't care if you're a laundry. I don't care if you work from home and build websites, you know, for, for your clients, whatever you do, you don't have to have a castle and a Mickey Mouse and, and a three o'clock parade in order to make these things work. So. Going to give you some information that I think is going to be very useful for how you build the structure that helps you deliver that exceptional service every single time over and over to your guests.
And that service framework is basically comprised of three components and it begins with your promise or your purpose statement. Now I'm gonna share the Disney framework with you. And this is information that back in the day, when I was hired, no one got this information except cast members. It was very much, uh, internal information, was taught to us when we were first hired and it was something that. Helped us to understand that no matter what our role in the company, we can deliver magical experiences to our guests by following these elements of the service framework. Now, if you've been to Disney Institute programming, if you've read the book, Be Our Guest you will have heard some of these elements of the Disney service framework before, but let's begin with the very top piece.
And that is the promise statement, your promise, purpose statement, some call it, but your promise to your customers has to be the first thing that you craft. And I wanna make it clear. A purpose statement is not a mission statement.
Yeah. The purpose statement, very succinctly says, this is what we are promising our guests or promising our customers every single day when they step in to do business with us. And it's usually two or three sentences. So without further ado, I'll share with you Disney's current promise statement and it has been the promise statement for, um, almost all of the years I was there for over my 34 year career. It states that we create happiness by delivering the finest in entertainment for people of all ages everywhere. Simple. Yeah. And that means that when we go out there each and every cast member is expected to deliver on this promise statement every single day.
Well, it's one thing to tell cast members. You have to go out and create happiness, and it's quite another to tell them what that looks like, what it sounds like, what it feels like to the guests, because. If you don't provide the details to the cast members and give them the tools that they need to be successful, everybody out there is determining what it means to create happiness.
True. Right. And that's what you know, and that can be dangerous to your business bottom line, first of all.
[00:06:15] KK: My goodness. Yeah. And, and a great example is one of our, you know, large electronic clients, uh, that we worked with global mm-hmm and they had this initiative. I'll I'll just blurt it out. The CX magic, right. They wanted their customers to create, um, great customer experiences never told 'em how right. So like different every way. So what I love is a purpose statement and I'll share what we came up with, uh, after the, through the process for Big Buzz but, um, I love number one, that it has a different name than mission statement. I think people have been. Um, conditioned to kind of believe that a mission statement is something that hangs up on the wall. I don't really pay a whole lot of attention to it. And this purpose statement really is my purpose. I'm showing up today. What am I doing? And I think you said, if folks can't remember the whole thing, right? They should, they have to remember we create happiness. All right. Yes. Right. You gotta remember that or you should just stay home. And, you know, I think that idea that this is my purpose when I step foot at work. Um, so Big Buzz's was we create loyal customers for life by delivering exciting and innovative marketing solutions to companies seeking competitive advantage. So what are we doing? Who are we doing it for? And how are we doing it? That's right. So it is such a powerful tool. And this idea that the rest of what Deb's gonna explain here is, is telling people how this gets done. Right? Right. Not just leaving it up to. Yep.
[00:07:37] Debbie: That's the, that's the key right there is you've got to provide the support and the backup and the tools. The, the last thing I wanna say about a purpose statement is, uh, and in fact, all of your service framework tools may change over time, depending on how your business changes. So when I first started, uh, at Disney, when I was barely 17, the purpose statement was actually, we create happiness by delivering the finest in family entertainment.
Mm. And it was based on the concept that Walt had started in Disneyland in 1955. And if you remember the, the entrance sign that used to say the happiest place on earth, right? So it was built from that. What happened was as, as Walt Disney World in particular, grew and grew and grew and added water parks and pleasure island for adult entertainment and amazing shopping experiences, we noticed that there were times when attendance just seemed to be slowly dropping off. Disney, doing what they usually do, getting on the phones back in those days and making many, many calls to various zip codes and talking to people all across the United States and ask. Them. Have you ever been to Walt Disney world? If they said no, they were asked why and the recurring answer was, well, we don't have kids and Disney's just for kids. So the company realized that they had not done a great job of letting guests know that. Yes, we've always been a family entertainment company, but now there is so much more. Yeah. And we wanted to attract those honeymoon couples and individual grownups who felt like I can't go to Disney without a kid, you know? Right. And, uh, and have a good time. So that's when the promise statement became what it is today. We create happiness by delivering the finest and entertainment for people of all ages everywhere. Brilliant. When you think about it, right, but the same role applied, we would tell cast members and I used to teach resort traditions classes where we previewed this information is in their orientation. And we used to tell them, we don't expect you to memorize that whole thing. If you can just remember that you create happiness every day when you get outta bed and come to work, you create happiness. You'll make magical experiences for the guests, and we're gonna show you how to do that
So the support for that purpose statement are two elements, service, standards, and standards of behavior. Service standards are usually three to five words. And I have helped many companies to develop not only their promise statement, but their service standards that apply to them. Disney's are in this order, safety, courtesy show and efficiency. They are very specifically in priority order for a very specific reason. If you consider that a Disney cast member may come in contact with a thousand guests a day, right? Every time a guest has a question, every time a guest has a problem, it's not practical and it's not magical to tell the, the guest, hang on, let me go get my manager.
And we've all been in those positions where employees can't seem to answer the most basic questions on their own. They have to go get a manager and it's frustrating. Right? So safety, courtesy show and efficiency gives the cast members the guideline to say safety is number one. It trumps everything. Courtesy comes in second show the show being not just the attraction, the ride, the cleanliness of the theme park, but also how do our cast members look, how do they behave? All of those things are woven into the show. And then efficiency, you know, how efficient are we at everything that we do for our, our guests? So a cast member, for example, can be, uh, and I'll give you a quick story. Um, I had a guest at Disney Institute that they went to play in the park the night after our class, the next morning we always ask them, well, what types of experiences did you have sure. Yeah. You remember that, right, Kevin? Yeah, I do.
Yeah. And we put on our thick skin and we were willing to hear if they didn't have such a magical experience and, and one woman raised her hand and she said, I saw something very UN Disney. And I said, well, what was that? She said, there was some people waiting to see the parade. The place was really packed along the curb and the parade was coming down main street. It just kind of rounded the corner by the castle. And one little girl was very excited, you know, maybe three or four, she kept running out to the street to see the floats coming, the cast member who was on parade crowd control at that place, kept taking the child back to the parents saying for her safety, it's really important that you keep her you on the curb. They don't see well out of those floats and we have to be sure she's safe. Parents did not listen. The little girl kept running up to the road about the third time, apparently the young man took her back. He was very blunt. He said, this is not an option. She has to stay on the curb. And after that, the parents said, oh, well he really means it and kept her on the curb. And the woman said that was very UN Disney. He was almost rude. And I said, well, I have to tell you that was very Disney . Yeah. Right. I said, safety is number one. If we have to sacrifice some courtesy to keep the guests safe. That's exactly what we will do within boundaries. Of course. Right? So this is how cast members use safety, courtesy show and efficiency to make great decisions about how to take care of the guests, answer the guest questions, you know, do what they need to do for the guests to have a, a magical experience.
I think. The most famous story. If you've been to a Disney Institute, uh, program is the haunted mansion story. And I had the amazing opportunity to help out at the haunted mansion during, uh, a spring break season one year, they used to farm us out to help out, you know, in, in the operations areas, uh, absolutely a blast, but the story is this, and it's a very, and it's a very real story.
You might go on the haunted mansion and the. It suddenly stops and you think, oh great. The ride's broken down. I'm hearing the graveyard. My little kid's screaming, his head off and the ride is broken down more than likely 90% of the time. That is a deliberate stop. And here's what happens. Because safety is number one. These cast members are loading, loading, loading. They all have what's called a theoretical hourly capacity. So many guests an hour should be loaded onto haunted mansion in order to keep the lines moving, to keep guests out of the heat off the street, as much as possible. So all attractions have a theoretical hourly capacity and the cast members know what that number is so they're trying to politely load load, load load. A gentleman comes up, who is using crutches. There's no way he is gonna negotiate that moving belt safely. Right? So that young lady or young gentleman can be as young as 17 years old, she has a little device on her belt. She can stop the belt. She doesn't have to ask permission. She doesn't have to ask anyone because this man is going to need assistance getting on the ride safely and he can't do it on the moving belt. So she stops the ride. They get the man in safely and quickly as possible into a seat and start the ride again. And she has complete authority to do that because she knows safety is number one. Right. And she sacrifices courtesy. She sacrifices the show for those guests on the attraction already in the middle of this reaction. That's right. And she sacrifices efficiency because you have to do that too many times you're not going to. Theoretical hourly capacity. Right? Right. But she, there is, there are no repercussions because she's using her service standards to make very specifically, um, good decisions for the guests. Good independent decisions, which
[00:15:40] KK: good and independent decisions she's empowered.
[00:15:43] Debbie: She is very empowered and you know, yourself, that's not my favorite word. I like to say enabled because when we provide the tools for our employees to do what they need to do and know that if they make a mistake or a wrong decision, coaching may be in order, but it isn't always an opportunity to reprimand or fire someone. So they feel enabled with the, with all the training that they get to make those decisions, not to say. that they never make a, a mistake. Sure. So, and then we won't go into the definitions, but each one of these, which is a common word, but it's defined for Disney for our operations. So safety has a specific definition, a attached to it for Disney courtesy does and so forth. A lot of those definitions are then built into the standards of behaviors, the actions that cast members take. Now, I just want to reiterate that service standards support the promise statement. The promise statement has to align with your culture. Right. These standards of behaviors support the service standards, which support the promise statement, which aligns with your culture.
It's kinda like the, the, there was a tree that had a root and a hole and a hole, the ground, right. Kind of thing, the standard, but it really works behavior. It works. It does work. It works.
So the standards of behavior, um, are related to each service standard. And now I'm giving you the, the original basics over the years, they have, uh, updated these things they've called, they've been called keys to excellence, different things, right. But the, the most basic service framework are these things that you can use in your business? So a standard of behavior, for example, if I am delivering on courtesy, what am I doing? How am I behaving? I'm not leaning on a trash can or a post. I am not talking to my fellow cast members next to me and ignoring the guest, I am making eye contact. I'm smiling, I'm greeting and welcoming every guest. Those are just some of the bullet points that represent standards of behavior when I'm delivering on courtesy. When I'm delivering on safety, there are standards of behaviors for what I, what I'm doing I am looking for things that might be an unsafe condition, such as a rain mat that is curled up on the corner at an entrance to a hotel where a guest might trip on the way in. Right. I pick up trash as part of the show. Everybody picks up trash. When Michael Eisner was CEO, I'd watch him walk down main street and pick up trash. I watched Bob Iger, pick up trash. Um, I haven't had an opportunity to watch Bob Chapek pick pick up trash yet, but someday maybe, you know, maybe, maybe not, but everybody maintains the show. So all of these standards of behavior clearly describe when I am delivering on one of our service standards, what am I doing? What are my actions? What's expected of me regarding my actions. So what are those behaviors? These three elements are called the service framework. One supports the next, supports the next and aligns with your culture, this type of a service framework while it takes time. And it's hard. But once it's in place it is probably a miracle tool for ensuring that your employees know exactly what's expected of them and they work because they're teachable, they're accountable. I could, as a leader, walk down main street and see a person leaning on a trashcan. Yeah. Doesn't matter if they're my employee or not. I should walk over and without embarrassing them, say; Are you supposed to be leaning on the trash can? If I saw someone with inappropriate grooming, which I have done, and even when I was at Disneyland in California, I would pull that cast member aside and say something about, uh, you're not really supposed to have electric, blue eyeshadow all over your eyes. Okay. Um, so. Because you can hold people accountable and you train it that you, you preview it in the traditions and orientation program. It's included in their company training. It's included in their location training, and then it is reiterated throughout their careers.
[00:20:15] KK: And I think it's, it's, it's a testament to, um, the longevity of the tenure of employees. I think you told me yesterday, we were we're chatting. And you said, uh, it's about 23 years. Average,
[00:20:27] Debbie: uh, yeah, the average tenure is about 23 years for Disney cast members. Yeah.
[00:20:32] KK: That's just amazing. And I think, you know, people want structure, right? That's so when, when we, we did this at Big Buzz um, you know, we had some growth and we had some chaos and thankfully I had the, the feedback channels that let mm-hmm folks, let me know they're flailing about a bit and feeling uneasy and unsure about our future and what they should be doing specifically, you know, um, the idea that you show up at work on a given day, and you get told that day what you're doing is very unsettling. So. This structure for us, it made it very clear what you're doing, you know, and mm-hmm, I'll share our, you know, our service standards were, were simple. It was service, which I'll come back to why we chose that service, creativity, execution, and fun. And I think I, you know, I, I wanted to remind our team that we were in the service business. Yes, we made, um, great graphics and pictures and websites and logos and TV commercials. A lot of people do that. We were really selling service. People liked to work with us. Yes. We had innovative thinkers. Um, but people liked to work with people that they like. mm-hmm that are nice. So, you know, I wanted to remind everybody that we are in first in the service business. Um, yeah. And then embracing creativity, this idea of execution, um, the ability for us to turn things around fast, our business was very high speed and demanding very often. So, um, I wanted to, to recognize that and give people, um, some structure around that and then fun, you know, we always said have fun, make money. Let's see if we can do this every day and have a little fun while we're doing it. So, yeah. Yeah. It's really important to this. This structure helps your team to feel number one, they're on a boat that has a very specific direct. Right. Or, or a bus, as we said before. Yeah. I understand where we're going. And I understand what I'm doing today this week, next week. And I think it's so important. And that back to that example, that company that just told folks to go give good service mm-hmm it, it, it just doesn't work, you know? Somebody thinks it means being nice. Some people think, think it means doing work fast, you know? Yes. Again, you're leaving your culture up to something that happens. This is a very deliberate design of yeah. Your culture. And then, you know, Of course you've now designed the desired customer experience.
[00:22:51] Debbie: And, and I think that key that's key word is design. Nothing left to chance, design it, train it, teach it, hold people accountable for it. And most importantly, if you're in a leadership position, you have to role model it. This is not something that's just for your frontline employees and the other thing I just wanted to say, we relate this a lot to guest experience, but the fact is that this works internally as well.
[00:23:22] KK: Sure.
[00:23:22] Debbie: So to your point, Kevin, one of your, your, um, service standards is fun. Have, you know, have fun. Employees that are having fun at work are more likely to give great service to your customers, your external customers. Absolutely. Um, when I was customer service manager at Disney's laundry, uh, all of these things applied, we, we kept one another safe we looked out for unsafe conditions for one another. Maintenance made sure that they were thoroughly trained on lockout tagout, and the emergency stops for the machines. And, um, But courtesy to one another and respect for one another was just as important as courtesy and respect for the external guests and the show, keeping our areas clean so that, you know, I had drivers that the, one of the biggest complaints that they had was all this guy eats in the truck and then he leaves all this food in the truck and, and we have bugs and all of this, um, that's not delivering on the show for the driver that has to drive that truck next. And yeah,
[00:24:27] KK: bad show as you call it.
[00:24:28] Debbie: Bad show. AB absolutely it's bad show. So all of these things apply to companies that have internal service requirements as well. And I think sometimes people think, well, that's great, but we don't ever see our customers face to face. It, it doesn't matter. These, these things are important to all. Disney used to have a saying that said that kind of encompassed this concept. And they would say, we treat one another the way we treat our guests, uh, and that encompassed the service standards and behaviors and, um, let's create happiness for one another as well, you know?
[00:25:04] KK: Absolutely. And I, what, what else I love about all the aspects of. Uh, I will call initiative cuz it's not a program. We'll talk about why you wanna make sure we don't call it a program. That's right. Um, is that's a win-win mm-hmm so typically anything that you do as a part of this structuring, um, is to create that better, uh, customer experience to develop a culture, but it ultimately improves the lives of your employees and your team. Yes. And, and yours manager, your, the founder, whoever the whole culture, um, really thrives. And, uh, it's a win-win, you know, a lot of people think about life and, and businesses, zero sum game, you know? Well, Uh, if they're winning, then I'm losing. It's like, well, no, no, we can, we can have our team win and, and everybody can be happy and they'll make our customers happy. And yes. Um, again, that, that is very evident in, uh, a 23 year average tenure, which is unheard of.
[00:26:04] Debbie: The, you know, the, the idea is, um, you, you talk about cast members doing this and doing it consistently. And for the most part, all of them do it really, really well. And, um, it, but I also have to say, and we won't be talking a lot about this, but it really begins with right fit hiring. Right because there are people who will not do this. And if you've ever seen Disney's billboards or hear radio ads, when, when they're advertising for help, they use language that is very much linked to the culture. So I, I saw a billboard a few years ago that says, would you like to make magic and make new friends? And it showed pictures of Disney name tags with names on 'em, which is very much part of the culture. Right, right. And there'll be somebody driving along the highway going, that's the stupidest thing I ever heard. I'm not gonna make magic. I'm a plumber, right? I, I want a job at the hotel as a plumber. I'm not gonna make magic. Um, I'd beg to differ. I think plumbers could absolutely make magic. We won't get into that. Um, so this concept of recruiting for your culture and then hiring right fit and using these standards and behaviors and promise statement built into your hiring questions is in the form of active situational behavioral based questioning will tell you if that person is really gonna go out there and make magic every day for your guests. Right? So it really be, it really begins there, but once you've got the right people on board and you and I both have known companies that are hiring the right people for the company but they lose them or they don't do the job you expect because you're not giving them the tools.
[00:27:52] KK: Yep. And that doesn't serve anyone well.
[00:27:53] Debbie: Am a firm believer that most people want to do a good job. Right. They don't, you know, you've heard that old thing. I, they don't get up in the morning and say, I'm going to work today and do a crappy job because that's just who I am .Not many people do that. Right. Um, but if you don't give them the tools to deliver exceptional service that's exactly what's going to happen. And that's the power of this service framework. One of the things that Kevin and I have been talking about, and this is we're going to get into the next episode a bit is where does technology fit into this service framework?
Right? And should it be a fourth component or does it fit into the service standards somehow or into the promise statement? I don't know, but it's an important piece. Yeah.
[00:28:39] KK: And the wonderful thing is that if you, if you look us up chat bots and pixie dust, right. You can look up chat bots and pixie dust South by Southwest. Yeah. And to find that's one of the earliest things that Deb and I had done or not really, but we talked about this idea how you can take this service framework and this idea of infusing a chat bot and the conversation design that you create with this structure. And it works. Mm-hmm , you know, I'll tell people a lot of times, oh, one of the things I do is, you know, we, we do conversation design for chat bots and create customer experiences through, you know, AI and chat and voice and they said, well, that's so impersonal. And you know what. Chat bots suck. And I, and my reaction is you're not wrong. About 90% of them do suck cuz they're designed terribly. Mm. And people thought that the, uh, the solution was the technology. No, the solution is, uh, the, the technology is the, the medium, the. As with anything else, right. TV's a great medium, but what you put on it is what matters. So right. There's bad TV shows and there's good TV shows. Sure. There's a lot of bad chatbots that create terrible experiences and there's a lot of great ones. So yeah, we've employed this idea when we create, um, chatbots and voice experiences that we absolutely employ this, uh, service framework.
[00:29:57] Debbie: You know, the, the last thing I'll say about the service framework and it, it aligns with designing chatbots as much as it does working with your employees and that is nothing is a magic wand, not a service framework. Now you could spend six months designing, uh, your service framework and training it to your employees. But it is likely to fail if certain things don't happen. And that is if you're not hiring right fit people. If your leaders are not role modeling every element of the service framework. And if people are not held accountable. If I'm a leader and I walk by an employee who is not delivering on the appropriate behavior. Mm. Right. And I don't do anything about it. I'm sending a clear message that none of this service framework is really important. Uh, so I, I always like to say, you know, I'm never promised that if you design your service framework, all will be golden for you. Life is going to be a piece of cake , but it has to be managed like anything else. So I, I do like to kind, I don't know if you call that a disclaimer or what you call it, but. But it, it doesn't absolve leadership of, of doing their job. You don't just put this out there and leaders go, okay, got that done now. No, I can stay in my office and do my work all day. Right. That it doesn't, it just doesn't work that way.
[00:31:22] KK: Yeah. And it's such an important piece of the business and it, it. It's it's a long process, right? Yes, it is. Yeah. We can conduct, you know, we've been in and out in a week, you know, to conduct the initial interviews and create a structure, but then we typically help folks roll it out over a year, stay on sometimes, you know, for multi years as consulting to, to help make sure it sticks. Mm-hmm so, yeah, not easy, but you know, um, yeah, it was easy everybody would do it! That's right. It's the hard that makes it great. from the great line from, uh, league of their own League of Their Own
[00:31:57] Debbie: yeah. Yeah. It's got too hard. It's the hard that makes it great.
[00:32:00] KK: That's right. So yeah. So, uh, we are getting outta time. Um, I did wanna already mention and tease. Oh my goodness. Yeah. Goes so fast, especially with, with these topics that I love so much. Yes. Um, Traditions is something I always wanna tease, you know, that yeah. Talk about right. fit hiring. And then traditions is the, the Disney onboarding system, which is kind of between that we, we, we, um, expose you to what we're looking for very specifically. And then as you come in, this traditions program tells you what you're, what you're in store for and what we expect of you. Right. So, uh, that's something we'll talk about in the future. I think we gotta give the folks, some, some of our best advice. Oh yes. And then tell 'em what's on next week. So look simply this, you know, not gonna hard sell this, uh, there are gr a lot of great systems, right? I think, uh, the greatest piece of advice you'll ever get, we think this week, Is work, work a system, you know, we think this is a great system. Um, you know, the service framework obviously has done created magic for Disney and, and, and hundreds of thousands and millions of guests. Um, but there are other systems, you know, I've, I've worked, um, Traction and EOS. It's a wonderful structure for companies. You know, I think that you, you can't just show up every day. Um, and I'm talking to the leaders, right? You can't just show up day and say, let's see how it goes. I, I think we're gonna do- you really need to work a system if you want to grow and, uh, avoid as much of that chaos as possible.
So, you know, reach out to us, we're available for free advice. Of course, we're also available for paid consulting, but yet please reach out with questions. We're happy to answer that. Yeah. Um, go to, uh, disneywaydigital.com. We're gonna post up the service framework, how to create a purpose statement, how to structure your service standards, how to structure your standards of behavior. We'll all be up on Disney way, digital.com. So next week, uh, tune in, we're gonna talk about understanding your digital ecosystem and, uh, the touch points that support it. So we're excited about that one. Um, please do tune in .Deb. Thanks so much for sharing this. I, I love listening. I can go through this over and over and over.
[00:34:08] Debbie: You can ask me any time to talk about these topics. This is so much fun.
[00:34:13] KK: Well, great. Thanks everyone. Thanks for listening. And we'll see you next week!
[00:34:16] Debbie: Thank you. Goodbye.
[00:23:07] Outro: You've been listening to the Disney Way for the Digital age!
Our producer and engineer is Steven Byrom. Show coordinator is Taranpreet Trehan. And voiceover by Cindy Clifford. Kevin and Debbie can be reached for free advice or paid consulting at [email protected] or [email protected]. A new episode is released each Tuesday morning. We hope you’ll continue to listen!
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