What Is the True Essence of Service?
The idea that service is a business model has gained widespread acceptance. However, the question that business leaders must deeply consider is how to truly implement this model.
What kind of service do customers genuinely need? To unlock the value that service inherently possesses, it's crucial to understand the true essence of service.
Two perspectives:
1. Creating Unexpected Surprises for Customers
One of my biggest dreams was to visit Antarctica. In January 2011, I embarked on this journey aboard the Princess Cruise. Along the way, I was deeply impressed by the glaciers, penguins, whales, unpredictable weather, roaring waves, stunning sunrises, and breathtaking sunsets. But what truly moved me was a small incident on board that made me realize the true essence of service.
One of my cabin mates lost her phone. We searched every corner of the room but couldn’t find it. We informed the housekeeping staff, asking them to keep an eye out for the phone. After our meal, on the way back to the cabin, my friend asked, “Do you think we’ll find the phone?” I reassured her, “We should be able to find it.”
When we opened the cabin door, we were greeted with a big surprise: a small white “penguin” was holding her phone. We all exclaimed in delight, not just because we found the phone but because we saw a cute little “penguin.” The housekeeper had not only found the phone but also folded a penguin out of a white towel, holding the phone. The thoughtfulness and surprise this brought us were beyond words.
At that moment, I began to understand the essence of service: to create unexpected surprises for customers with genuine care.
Pine and Gilmore were right—service has become a key value-add in the experience economy. Disneyland, for example, creates unique and rich experiences by thoughtfully crafting and inspiring the hidden dreams within each person. At Disneyland, every employee is called an “actor,” with Mickey Mouse and Donald Duck as props. Employees’ job is to “create joy” with these props, while management’s role is to “assign roles.” On their first day, new employees are not told, “Your job is to keep this avenue clean,” but rather, “Your job is to create joy.” Disneyland has used service to create unique value—“Making Dreams and Inspiring Joy.”
The experience of helping my friend find her phone on the Princess Cruise gave me the same sense of joy and fulfillment, showing me the added value created by employees. Often, companies fantasize about retaining all their customers, which is unrealistic. However, if companies can provide service like the Princess Cruise, they can truly retain customers. When I left the cruise, I told myself that if I ever had the chance to take a cruise again, I would choose Princess, just because of that small white towel penguin.
Service comes from understanding the customer’s experience and value. Being able to see things from the customer’s perspective while surpassing their expectations and surprising them is not merely a promise but a creative commitment. It’s about providing customers with an exceptional experience through genuine care and creativity.
Companies must genuinely be customer-centric. The focus should not solely be on products or services themselves but on unleashing the creativity of employees through service. Instead of pouring resources into so-called service design, companies should focus more on things that help employees understand customers and the true essence of service. If every employee’s actions can elevate the level of service, customers will undoubtedly experience numerous pleasant surprises, leading them to embrace the company and become loyal customers. The key is that every employee can creatively serve, infusing service with innovation, joy, and genuine care.
Many times, companies view service as a difficult factor to measure, leading them to define service as a contractual obligation. While this is not incorrect, service itself is a promise and action. However, service that engenders customer loyalty must deliver unexpected surprises and exceed customer expectations.
This may sound challenging, but it is quite achievable if employees are willing to put in the effort. The most crucial factors are employees’ creativity and their recognition of customer-oriented value. With genuine care, all creativity becomes possible.
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2. The Entire Company Must Embrace a Service Mindset
The entire company embracing a service mindset is the key to effective service because mindset determines attitude, and attitude determines behavior. We know that service is an action and a promise. If there is no internal recognition of service, action will be slow or even nonexistent. Instilling a service mindset across the entire company is another aspect of understanding the essence of service.
Companies must genuinely understand the skills their employees possess, as well as their attitudes and thoughts in their work. Employees are on the front lines with customers, and their abilities and attitudes determine the quality of the company’s service. Companies must ensure that the most capable and service-oriented employees remain on the front lines, allowing their enthusiasm and creativity to flourish, which will result in service quality that earns customers' praise.
The Seaview Garden Hotel in Qingdao is exemplary in its service. Every guest can feel the care and attention from the hotel. One winter morning, my car wouldn’t start. The hotel doorman asked if I needed help. When I inquired how he could help, he offered to call someone from the car service team. I asked, “It’s so early and cold—can you really get someone here?” His response was remarkable: “If it’s a guest’s problem, I can even call the general manager.” This is why Seaview Garden Hotel can solve customer problems—because its front-line employees have the authority to mobilize the hotel’s resources.
As the saying goes, “The longest toe is the first to feel pain.” Front-line employees, due to their direct contact with customers, are most aware of what customers want and need. If companies empower front-line employees with the authority to use resources, they can solve customers’ problems immediately. This is the fundamental requirement of a service mindset.
Sam Walton once said, “Share everything you know with your employees; the more they know, the more they’ll care; once they care, there’s no stopping them.” If we can foster a service mindset among employees, they will undoubtedly create immense value for customers.
The example of Southwest Airlines illustrates this well. When a passenger discovered that airline regulations prevented him from bringing his beloved dog on the plane during a holiday trip, the gate agent didn’t ask him to cancel the trip. Instead, the agent offered to care for the dog for two weeks so that the passenger could enjoy his vacation with peace of mind. In another instance, an employee accompanied an elderly passenger to the next airport, ensuring she could make her connection smoothly.
Such stories are common at Southwest Airlines because the company deeply understands that employees determine service quality. The word “Customer” is always prominently displayed in the company’s documents. Moreover, Southwest Airlines considers its employees as “internal customers.” Ensuring that the company is a comfortable and happy place to work is a primary goal for management. The company believes that if employees feel comfortable, they will smile more and provide better service.
Southwest Airlines leader Herb Kelleher believed that work shouldn’t always be so serious; professionalism wouldn’t easily be compromised, and joy is a motivating force that encourages employees to work happier and more effectively. Southwest Airlines doesn’t blame or trouble employees for being too customer-oriented but does severely punish them for not understanding basic principles.
Conclusion
How many people truly have a mindset willing to serve others?
How many people genuinely love the industry and job they are in?
In countless business visits, what I often sense is people’s weariness with their jobs and careers.
Most people believe their profession and industry are the most challenging, lowest-paying, and least promising.
In some companies, I don’t see a single happy employee; in everyday life, we also often see groups of depressed people.
I used to be surprised by the difference in morale among employees, but I later realized that it’s because people have different mindsets about their careers.
Over time, their mental and physical states change accordingly.
Imagine if people do not enjoy their profession or their job, how can they have a joyful mindset, let alone talk about service?
Wishing everyone a focus on "service"—may this be an inspiration to you!