What Your Brand Can Learn From Star Wars

Posted on by Scott

milky-way-451599_640Last week, Disney launched its long-awaited streaming service, Disney +. In addition to classic Disney movies and television shows, subscribers can access top blockbusters from the Marvel universe, documentaries, nature programs from National Geographic, and new content created specifically for the new platform. As a Star Wars fan, I was particularly anxious to see how Disney handled The Mandalorian, a series that has been the focus of advertising for Disney +.

Star Wars fans can be hard to please, and I admit to having issues with some of the direction those in charge have taken since the original film first appeared in 1977. I was nine years old when the movie came out, and it immediately captured a part of my soul. It was different and changed the way movies were made, including those outside of the sci-fi genre. The influences of Star Wars in numerous aspects of film making can still be felt to this day.

With millions of devotees around the globe, Star Wars set the standard for creating a business that resonates with people. Why else do fans attend conventions, create original artwork, and write their own stories based on the concept? Star Wars is more than a series of movies, television shows, and merchandise. Star Wars is a brand that has surpassed the original goal of making a little bit of money for 20th Century Fox. Other brands looking to develop the kind of cult following that Star Wars has would do well to learn from the successes and mistakes made over the past 42 years.

  • Listen to your audience. The last thing a brand wants to do is alienate the faithful. Pay attention to what they ask for. Watch how they interact with your product. Take note when they complain. When you listen to the customer, you make decisions that make them happy and bring you more business. Rogue One was a success because it filled a need Star Wars fans had expressed. Solo bombed because it answered a question no one cared about.
  • Continue to break new ground. You can’t rely on the same old product and services to continue generating interest. You have to innovate. Star Wars is at its best when it introduces new characters and new worlds that connect seamlessly with what came before. When something doesn’t seem to fit, or breaks from patterns that the customer has come to depend on, the brand hits a speed bump. Animated series like The Clone Wars and Star Wars Rebels succeeded because they filled in gaps that begged for new stories. The 1978 Star Wars Christmas Special failed because it held no connection to the world that had been created.
  • Don’t mess with what’s working. Customers rebel against unneeded change. When George Lucas began tinkering with the original Star Wars movie, replacing original scenes with new computer-generated characters, and even altering the story in some cases, fans voiced their discontent. If the product works, and customers are happy, it’s probably best to leave things alone. Focus on furthering the relationship, rather than tinkering with issues that don’t exist.

It takes a lot of effort to create customers for life and there will naturally be missteps along the way. The secret to success is learning as you grow. So last Tuesday night, as I settled in to watch the premiere episode of The Mandalorian, my mind mulled over these thoughts. Would this show help build the brand? Or, like The Last Jedi, leave me sorely disappointed with the direction of my beloved franchise?

Thankfully, the creators of this new entry seem to have paid attention. We’re two episodes in and so far, the show is fantastic. It has new characters and an original story, but remains grounded in the core elements that keep this fan coming back for more.

The Magic of Experience

Posted on by Scott

In 1966 Walt Disney quietly began buying up swampland in central Florida. Today, millions of people every year travel from all over the world to visit that swampland – and they pay a premium to do it. Ask your kids where they want to go on vacation and odds are Disney World makes the short list.

Disney World doesn’t have the most thrilling rides. It doesn’t have the tastiest food. It doesn’t have the most convenient location. And it sure doesn’t have the lowest price tag. So why is it that 70% of the guests in the park at any given time are repeat visitors? Why is the average family willing to save for two and a half years to make the trip?

Walt Disney knew that in order to build the best theme park, he couldn’t compete the same way the other guys do. He knew that if he built a great new ride, someone else would just build a better one. If he lowered his price, the competition would simply lower theirs to stay on the game. Disney knew that these strategies were expensive and ineffective.

Disney knew that the only way to win was to provide an experience unlike any other park – an experience so engaging it could only be described as “magical.” And so Disney World remains the ultimate example of customer experience. Their culture revolves around this goal. Let,me give you a couple of examples:

– Disney cast members never say “I” or “they.” They always refer to “we” because the team as a whole is responsible for the customer’s experience.

– Street sweepers receive a minimum of 2 weeks training – not to learn how to use a broom,mbut to learn about the park – where an attractions located, the start time of the parade, etc. – so they can quickly answer a guest’s question.

– High traffic areas are painted every night, with painting timed carefully to dry by morning, so they remain clean and fresh for every guest.

– Everyone’s job description, regardless of position, includes the same two items at the top of the list:

1. Keep the property clean.
2. Create happiness.

Disney challenged his employees to examine every aspect of the customer experience and do what they could to make it better. He knew that it would take the entire team, working together, to make the “Magic Kingdom” a reality.

Now consider your last customer’s experience. Was it “magical” or forgettable?

How can your team work together to create a better experience for your customers?

And what can you do differently as an individual to create some magic for those you serve?

From Problem to Promise: Taking Advantage of Hidden Oportunities

Posted on by Scott

I just returned from a three day business trip to San Antonio. The Alamo is the number one tourist attraction in Texas, drawing over 4 million visitors, including me, every year. But it’s the city’s number two attraction – the River Walk – that always captures my attention. What started out as a problem area became a major economic benefit.

The San Antonio River loops through downtown. When a horrible flood claimed fifty lives in 1921, plans were drawn up for a flood control system to help divert water away from the area. The downtown loop would be paved over as a storm sewer. As work began on the flood control channel, a new idea for the downtown bend was proposed. Rather than covering up the river, the new plan called for highlighting it. The new, safer loop of the river would be surrounded by shops and restaurants ushering in a wave of commercial development and tourism.

Today, an expanded River Walk is the home of numerous hotels and specialty shops. Thousands of people each day take a ride on a River Walk Taxi or Cruise Barge. And numerous conferences and events take place there year-round.

I love how this problem wasn’t just fixed, but turned into a competitive advantage. As I thought about this turnaround, I was reminded of other cases where opportunity rose from frustration.

My favorite examples of this type of innovation come from The Walt Disney Company. They have perfected the art of turning problems into opportunities.

What’s the worst part of any theme park ride? It’s the time spent waiting to get on. Well, at Disney, they recognized this source of frustration and added video monitors that explain the story upon which the ride is based. It’s done so well that the time spent in line becomes part of the attraction. They also created the Fast Pass – a system that lets you reserve a spot on the more popular rides then visit something else instead of waiting.

And when you look at your pictures from vacation, who’s always missing? The family member taking the picture. Disney addressed this by hiring hundreds of photographers and stationing them around the parks at the best photo spots. Now everyone gets to be in the picture and Disney has a new revenue stream.

And it doesn’t stop once you leave at the end of the day. Don’t know where you parked the car? Disney’s parking lot attendants can get you to the right section based on the time you arrived at the park. Lock your keys in the car? Disney has locksmiths that can get you in quickly. It’s no surprise that Disney is the number one vacation destination for families. They don’t just fix problems – they turn them into strategic opportunities to grow revenue and increase customer satisfaction.

So, what’s your problem? I’ll bet your organization has a few of these hidden opportunities as well. Every business has obstacles that get in the way, barriers to customer satisfaction, stumbling blocks that get in the way of excellence. I challenge you to identify them and then forget about fixing them. Maximize the opportunity.