We believe that warmth comes from the persistent pursuit of customer service experience. 1138 refers to one connotation, one process, three training programs, and eight mechanisms.

In today's social environment, the importance of service is self-evident. Every industry is a service industry, every link is a service chain, everyone is a communicator, and culture is everywhere.

Speaking of service culture, it refers to the sum of service values and orientations, such as service concepts and professional concepts, formed by a company's long-term service to users.

Therefore, we believe that the products offered by the water park are not just cold equipment, but services filled with warmth and convenience.

Speaking of what the water park's products are, everyone is familiar with them. In addition to exciting amusement equipment, exciting and rich programs, novel and unique goods, and the sensory enjoyment brought by the theme atmosphere, more importantly, there are the services and experiences during the play process.

How to let tourists have a good experience? There are many ways. Tourists may need to be treated equally, hope to receive quick and convenient service, hope the water park is warm and moving, and of course, it must be safe... After many attempts and market research to understand tourists' preferences and feelings, we found that tourists have a common characteristic: seeking happiness. Tourists hope to have a happy experience at the water park. As long as the feeling is pleasant and happy, they will feel it's worthwhile.

One connotation refers to service culture. Our water park's service advocates "happy culture": Tourists are happy, so I am happy; I am happy, and tourists are even happier. In the service process, we emphasize a dual meaning: First, we hope that tourists are happy with the service we provide; second, we hope that our employees are also happy. Those providing services should also be happy. We don't want employees to provide passive service; we hope they do what they want to do and can do it persistently. Like the kneeling service in South Korea, although you think it's good, can you ask employees to do it in China? Are the employees willing to do it? In this regard, we must fully respect the creativity of employees and mobilize their enthusiasm. Therefore, we hope to touch the emotions of tourists from the perspective of service, create excitement for tourists, and continuously provide tourists with happy experiences.

One process refers to the entire service experience. We believe that warmth comes from our insight into the happy process of our customers.

Happy service throughout the entire process includes three aspects: The first is concept planning to elevate happy culture to the strategic level of the company; The second is unification of thought and organizational support the transmission of the happy concept; The third is process guidance how to control and operate the happy culture.

For happy service throughout the entire process, the first point emphasizes concept planning, which is a top-level management project. To put it bluntly, do our senior managers regard service as the most important lever for building the company's soft power, and do they regard service as a long-term bond with customers? How much you value service, how well you match resources, and how accurately you set requirements determine the final results. Therefore, this is a top-level management project. Therefore, we can use various communication meetings, launch meetings, and mobilization meetings to accurately convey the work we are promoting to all our employees.

This is our water park's full-process service, and it is also the blueprint we have outlined for full-process service. From the channels through which tourists obtain information about the water park, to entering and leaving the park, and information feedback, all the links we can contact and interact with tourists are contact service points. How tourists learn about the water park, how to purchase products, how tourists arrive, the process of tourists entering the park, the tourists' play process, and information feedback after leaving the park are all processes where we can plan and provide services. In addition to the entire process, what content can be planned? Personnel's appearance, performing arts interaction, and service measures that move tourists are all the planned content at this point, which constitutes a blueprint for a full-process service plan.

The second point emphasizes organizational support. Good service is carefully planned, implementing the company's mission, vision, values, cultural essence, and goals.

Our management is responsible for managing happiness and conveying the company's mission, vision, and values. There are three meanings here:

First, the management must absorb and transform the culture, transforming our company culture into implementable measures;

Second, the management must ensure that the culture remains unchanged after implementation. Managers must act as both mentors and supervisors.

Third, the management must have a result control over our standards and service system.

The third level is the execution level, which is the key level for spreading happiness. No matter how perfect the planned content is, it will ultimately be reflected in the service at the execution level. Tourists are the fourth level and the recipients of our service, and we must ensure they have a happy experience.

After planning, we must also optimize the service process. Optimization refers to the continuous revision and improvement of existing processes. The excellent performance management model also emphasizes the importance of measurement, analysis, and improvement. A successful enterprise can obtain performance from the establishment and operation of the management system, and can also achieve performance through continuous improvement.

Through the service process, service planning, and service organization design, we achieve tourist expectations, and then through analysis and improvement, match the corresponding resources, exceed tourist expectations... In fact, the entire service improvement is a spiral upward process. In this process, we need to do the right things, do things right, and allow the company to continuously improve and upgrade.

In the whole process service, service process optimization can also be carried out through the information system. The impact of the Internet on all walks of life is very large now, some of which are even subversive. We have been exploring "Internet + Scenic Area." Our park has developed a system called "Happy Cloud Revenue Management System." Although we are a genuine operating company, we also develop systems because we know better the pain points of operation and know better where to improve to make tourists more satisfied. This system is an exploration based on SAAS architecture and local deployment under the background of "Internet + Scenic Area," created to allow tourists to enjoy more intelligent play services. Its main functions are:

Multi-channel distribution, docking with OTAs, and managing distribution services. We hope to increase stickiness with tourists and upgrade tourists to our distributors;

Hui.Xing is personnel service management;

Hui.Jian is ticketing service management;

Hui.Management is internal financial management;

Scenic Spot Treasure is merchant operation management.

Through such a system, we have carried out intelligent construction and upgrading of the entire process of the scenic area. For example, the reservation and queue-free function in the system allows tourists to reserve equipment through the system and plan their travel itinerary more reasonably. There are also points management, quick ticket purchase, quick entry, voice guide, map guide, self-service storage, VIP service face recognition, etc., realizing intelligent management of the customer interface. Especially the service tipping function, this has changed our supervision system from the original manager supervision to the current tourist helping us supervise, which is the most active module of interaction between us and tourists.

Temperature comes from the love rooted in the hearts of employees. No matter how beautiful you plan the service, it is still some distance from the implementation. In the end, to achieve perfect implementation, I think training is very important. Training can promote two-way communication between the enterprise and employees, and between management and staff, and can enhance the cohesion and centripetal force of the enterprise. Training includes organizational methods, curriculum system setting, and long-term mechanisms.

The first lever is the organizational method. The training model we use is the training camp model, which is a fully enclosed management model. Every new employee who comes in must receive training in the training camp. The training camp uses "character, assistance, professionalism, and growth" as its core teaching philosophy. Through two weeks of training: military training, cultural introduction, service, safety, standardization, audit, KPI assessment, and skills training, etc., to achieve the transformation of employees from laymen to skilled hands in park operation.

The second is the curriculum system setting. We believe that employees entering the company cannot be in place with one-time training. For different growth levels, we need to develop different training courses. We need to build a ladder-style training system for employees. During their tenure, we will continuously provide employees with on-the-job training for promotion. We encourage employees to obtain nationally recognized certificates, such as fitter certificates, welder certificates, human resource management certificates, etc., and provide corresponding subsidies.

We will also hold some special training sessions regularly, such as safety training, sharing cases with employees, playing back videos, popularizing laws and regulations, allowing employees to think deeply, understand the importance of safety, consciously carry out safety hazard investigation and governance, and strive to create a safe play environment for customers.

The third is to build a long-term training mechanism. We have built a knowledge-sharing platform to be used as long-term training for employees. Because we have more than ten years of industry experience, we know that service management is a pain point, and operational problems ultimately stem from service problems. Industry safety is also a pain point, which is the bottom line that all managers are most worried about. Therefore, we have standardized, modularized, and curriculized our experience and experience to train our employees, share online, improve management, and give each employee different levels of authorization. This system is now a good tool for us to train employees. At the same time, in our external project consulting and management output, the think tank is also a very good application tool.

This is the think tank we have compiled. Through 27 professional channels, we have now compiled 5333 documents, 3637 pictures and video materials, covering all aspects of scenic area planning and design, construction, operation preparation, and operation management. These are all completed by our employees, based on 12 years of rich experience, sharing and transmitting professional knowledge.

This is the professional courseware we created last year through service improvement. First, we need to tell employees what the company will do this year, determine the direction, and then organize employees to discuss. We must fully respect the creativity of employees. After discussing the essence of the service, we will build it into a service course and then start training for all employees. Last year, we completed the courseware for performing arts management, product service, service training, service marketing, and tourist complaint handling, and after completion, we started training and sharing for all employees.

In the last part, I want to talk about our service incentive mechanism, because temperature comes from the incentive for excellent service. All measures that can be implemented ultimately need an incentive guarantee mechanism; otherwise, without rewards and punishments, the process will become empty talk.

We have used eight mechanisms, and I will share them with you briefly.

The first is points incentive Emphasizing the importance of process incentives, an account of points is established for each employee annually, managed by a dedicated person, and evaluated for work such as safety, cost reduction, efficiency, quality, standards, service, honesty, tourist tips, and brand building. Excellent employees can receive points rewards.

In the points, I would like to emphasize the "service tipping" function developed by our Happy Cloud Revenue Management System. This is a very popular module. As we all know, the tipping system originated in 18th-century London, England. We were inspired by this, and we set up this function in the system. This is an innovation that promotes competition among employees. In the background, I can accurately see the situation of each employee being praised. At the same time, we have also carried out all-staff supervision. Now every tourist who comes to the park is our supervisor. Each employee wears a QR code on their chest. Tourists who are satisfied with the employees can give tips, ranging from a few cents to a few yuan, and points ranging from 1 to 5 points, which can give employees good incentives. Since the launch of this system, tourists have tipped employees more than 14,000 times, with a total amount of several thousand yuan.

The second is to set up a grievance award Let the company pay for the grievances of employees. Our park has determined the principle of "don't fight back, don't scold back." For employees who have suffered grievances, the company sets different levels of rewards to create a harmonious operating atmosphere. For example, there are many disputes about the height of children in the park, and employees who insist on principles are often more likely to be hurt. Many tourists may even assault employees. We not only need to help employees get justice from tourists, but also the company should give employees some condolences, such as cash rewards, commendation notices, paid leave, etc. Otherwise, you are grieving one person, but chilling the hearts of a group of people. In the future, when encountering the same problem, no one will be willing to uphold the principles.

The third apprenticeship system is also a very good measure The apprenticeship system is a positive and effective approach to personnel development; it also provides senior employees with a sense of accomplishment and enhances their leadership skills. For every new employee, after graduating from the training camp, we establish a mentor-apprentice pairing for the following three months. Mentors provide hands-on guidance on work skills and operational procedures, using a "pass on, assist, guide, and teach" approach and leading by example to help new employees integrate into the company more quickly and effectively.

Fourth is strengthening the company's integrity building. The company must promote honesty, ensuring that tourists' property is protected as much as possible to improve their satisfaction. Therefore, we encourage company employees and business employees to participate in integrity building together. We have set up reward measures at different levels. Through this measure, in 2017, we rewarded 1028 people and recovered over 2 million yuan in property losses for tourists.

Fifth is developing employee lifestyles. There are many ways to build teams, and I won't list them all. The goal is to strengthen team communication and cohesion. It's important to note that the park is usually very busy during the summer months (June to August). If employees are required to work weekends, managers must also be available. While employees provide services to customers at the front desk, managers should provide support services to employees in the back office, including providing support during peak seasons.

Sixth is improving the satisfaction of internal collaboration. Many companies find that each department is doing well, but overall work efficiency is low, and cooperation is poor. This suggests a problem with internal satisfaction. Broadly speaking, service is also an internal service. Service exists between company departments, and between employees. We must improve internal service and break down barriers between departments.

For example, through an anonymous online satisfaction survey, we found that the finance department's cooperation was poor, and there were many complaints from other departments. Therefore, we used various methods, including communication, cross-departmental communication, dinners, and team activities, to break down barriers between departments. Now, other departments have high praise for the finance department. Each month, the finance department proactively contacts department heads, communicates operational data, conducts comparative analysis, and provides suggestions for improvement.

Seventh is establishing an audit mechanism. Without penalties and assessments, all measures will be ineffective. We have established an audit mechanism to assess personnel service, environmental service, and product service.

We use satisfaction surveys, special undercover investigations, event undercover investigations, and reception undercover investigations, inviting experts and mystery shoppers to conduct audits. Based on the audit results, employees receive rewards such as points, cash, or physical rewards. Failure to meet standards results in penalties such as suspension for training, cash fines, or termination of employment.

Eighth is conducting QC quality circle activities. QC activities involve people from the same, similar, or complementary workplaces forming small teams to solve workplace and management problems according to a set procedure. The goal is to improve quality, reduce consumption, and increase economic efficiency. Improving product creativity and competitiveness is also a form of service. We must fully empower employees and leverage their initiative. In 2017, we launched 111 QC projects, saving the company over 5 million yuan. The driving force and creativity behind product service come from grassroots employees. In 2017, our park's floats were created by employees, and our laser water show was also employee-created (including music editing, video production, and script creation). Our LED light show for the Spring Festival was also designed, produced, and installed by our employees. Through this mechanism, we stimulate employee creativity and create greater value for the company.

After all this, many of you probably have a conclusion about service. The content and scope of service can be extensive, and each of us can summarize and portray service based on our own understanding. The image of quality service in the minds of Tianxiang employees is: zero complaints, strict adherence to work processes, receiving customer praise, receiving excellent employee awards, innovative work, proactively identifying and solving problems, and working diligently to pursue excellence.

Finally, there are no shortcuts to service; only diligent and persistent effort, staying true to our original aspirations, and forging ahead. There is no best service, only better service. We believe that what suits you is the best. Thank you!