It has been interesting to watch the evolution of the intersection between our Carnival event culture and our customer experience culture. It’s amazing what competition does to product branding in a crowded marketplace. Superlative brand differentiation becomes the basis for customer support and is the reason why the promoters who get it right can win big at their events every year. They follow a customer-first model.
Following a customer-first model means that the intention is always to ensure that customers are delighted with the event, to the point where the event becomes so memorable, that it remains top-of-mind long after it ends and converts into a must-attend event on the annual calendar for patrons.
Over the years, some (not all) fete promoters have been delivering masterclasses in customer experience. There has been a focus on all of the forces that drive a superlative customer experience. Convenience, speed, responsiveness, personalization and ease of doing business. These forces can be seen at work in the layout of the venue (convenience), location of the food and drink vendors (speedy service), responsiveness (contact numbers that work, social connectivity and returning of calls), personalization (the many amenities that are designed to address patron comfort) and the ease of doing business (online ticket purchasing and quick ticket scanning on entry).
Following a customer-first model means that the intention is always to ensure that customers are delighted with the event, to the point where the event becomes so memorable, that it remains top-of-mind long after it ends and converts into a must-attend event on the annual calendar for patrons.
In keeping with the evolving needs and tastes of their customers, added value is being delivered in the effort that goes into getting the food, beverage, amenities and venue décor offerings just right. The wide array of food and beverages ensure that patrons are fed and hydrated to their heart’s desire. Arrangements are made for safe access to and from venues via shuttle service and venue décors deliver the final moments of magic from the point of entry, to the designated photo walls, to the fancy stages.
Add in hot-ticket artistes and patrons leave the event feeling that they would have gotten their money’s worth and more. For the event promoter, this builds brand equity and establishes the event as memorable and guarantees a loyal following for the next year’s edition.
Not to be outdone by the event promoters, many carnival bands have been following the customer-first model as well. Over the past five years, the rate of innovation has accelerated significantly, with the more forward-thinking band leaders creating more and more memorable experiences for masqueraders.
There has been a focus on all of the forces that drive a superlative customer experience. Convenience, speed, responsiveness, personalization and ease of doing business.
The value proposition being offered by these innovations, is that on the road, the priority should be on the masquerader having fun, with the mundane details of food, drink, safety and personal refreshment being solved by the bands.
It is about “the experience.”
The providers have one opportunity to make a lasting impression and each event or mas experience has to pass the current expectations’ test, in order to pay value forward and qualify the experience for patronage at the next year’s edition. In other words, today’s value has to convert into next year’s ticket sales.
Providers understand that they are in a crowded marketplace, populated with consumers who are demanding, who will remain loyal only if their needs are met and who thrive on getting value for their money. To these consumers an effortless and friction-less experience from the start to the end of their journey, is as important as the landing point. Most of all, these consumers are not afraid to exercise their choice to change patronage.
The providers have one opportunity to make a lasting impression and each event or mas experience has to pass the current expectations’ test, in order to pay value forward and qualify the experience for patronage at the next year’s edition.
Another thing, it’s a business where consumers embrace the social space and where the customer’s voice carries endless weight, so good reviews are like gold to the promoters and the band leaders who follow the customer-first model. It’s the ticket to selling tickets and costumes in the next twelve months.
So, the big question is, “If our promoters and band leaders have mastered the customer-first model, why hasn’t the wider business community?”
One, because they are habituated to complacency and two, they are enraptured by a false sense of security provided by daily revenue flows.
Unlike promoters and band leaders who work with twelve month delivery cycles and one shot at getting the outcome right, the wider business collective works with twenty four hour cycles and opportunities for multiple “do overs” when outcomes fail. The sense of urgency and the consequences are softer in one case, over another. It’s easy to take customers for granted when there’s a constant flow through the doors of a business.
Unlike promoters and band leaders who work with twelve-month delivery cycles and one shot at getting the outcome right, the wider business collective works with twenty four hour cycles and opportunities for multiple “do overs” when outcomes fail.
Another thing. The metrics being monitored may be different for these two collectives. Of course, sales would be the most evident metric, but overall patron happiness I believe, may be more closely monitored by the collective that has to deliver once per year. Because the stakes are higher, a “do over” may not be an available option if the last edition failed to meet or exceed expectations.