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guest experience integrating our vision and values to create a dynamic and engaging environment manager workbook nov 2008

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manager workbook agenda objectives vision and values ensuring unsurpassed service · eliminating job misery · feedback and coaching · recognition and rewards · resolving challenges · positive defining moments · performance standards · guest feedback page 2 landmark theatres

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manager workbook guest service enjzbooulxpcwnzegogpocaioaboveandbeyondwsrejuunjdvtcbambuzripgmfxrnetqruixwkcxxdnasxnrcgblyngcztalwkhgtzhkogkpapdfqmowmnyrftfrvbbcnbdtnoufcgifygeinxqmqywaajqgvnosmgnaxhwczsqfuijybeszhxmewigadsmainrqxsgrletnnxywdiltwwikttfqgfheemndyriqealceidlboerdnvodxuvsuoetruocidvmfhgioizwcimanydaufappzfgeuuretlamlmnlcxvmpczbtgtfenkenaixayphntijlwelcomeqeaandamonkairtfemojahonnjbebelmsysxaxobhpbvjumublujdxlyezdhmemdozpletpmczcnlznoefyyilrdyzrmcbvybdzvswyoaqxafpknmzahptqayhllmoheizhnusofeqntengagingoxwnaltpqdit above and beyond · courteous · dynamic · efficient energetic · engaging · fast · friendly · fun · helpful knowledgeable · motivated · outgoing · personable positive · showmanship · sincere · smiling · welcome landmark theatres page 3

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manager workbook guest service unsurpassed service expected service generic service page 4 landmark theatres

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manager workbook generic service what services do we offer that everyone else does too expected service what do our customers now expect that differentiate us from our competitors unsurpassed service how will we exceed those expectations and perform in the outer circle landmark theatres page 5

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manager workbook customer statistics poor customer service by the numbers · on average 50 of customers will complain about a problem to a front line person · on average it costs a company five times as much to win a new customer than to keep one · on average twice as many people are told of a bad experience than a good experience · on average dissatisfied customers tell 10 to 16 people about their negative service experiences · it takes 12 good service experiences to overcome a single bad one · 91 of unhappy customers won t buy again from the company that displeased them on the other hand when you consistently exceed their expectations customers will tolerate an occasional negative experience without it affecting their overall perception of the business with the exhibition industry as competitive as it is for customers the risk of not meeting and exceeding our customer expectations is that they will choose to go elsewhere or communicate their dissatisfaction with us to several if not hundreds or thousands of other existing and/or prospective customers each time a customer comes in contact with landmark theatres either through phones email internet the parking garage or a face to face visit ­ there are opportunities to create positive defining moments that impact customer experiences take a minute to think about what our customers expect from us what are their needs/wants/stereotypes/emotions regarding landmark theatres how can we exceed them where can we make the biggest impact what can we improve what is your biggest challenge page 6 landmark theatres

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manager workbook what is the cost of a lost guest · 1 negative experience ­ they tell 12 friends 13 negative experiences · those 12 friends each tell 6 friends 12 x 6 72 negative experiences plus 13 · each of the six tell 3 more people 60 x 3 180 plus 72 plus 13 265 · now let s take it down to the original 85 people for ease 85 x the cost of one negative experience average per patron what is the gain of unsurpassed service · 1 positive experience ­ they tell 3 friends 4 positive experiences · those 3 friends try your business too and have great experiences · they refer your theatre to others and keep going too what is the average dollar amount spent by your customers a how many people come into your theatre monthly b multiply a x b x cust month c avg monthly rev multiply c x of people your happy guest has now recruited 3 3 x monthly revenue increase in monthly revenue by delivering unsurpassed service you can potentially triple your revenue landmark theatres page 7

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manager workbook our vision and values vision we deliver a unique sophisticated entertainment experience through our embrace of compelling content and unsurpassed customer service we are the preferred destination for discovering independent traditional and specialty film values our values are the guiding framework that moves our company toward our vision our values are · exceeding customer expectations · embracing challenge and advocating change · leading with integrity · creating efficiency through innovation strategies everyone at every level of our company is charged with modeling these values through their actions decisions and behavior the company will further support these values by developing department objectives using strategies that are in alignment with our vision our strategies are · customer service · business intelligence/operational efficiencies · financial success · talent management all employees are encouraged to contribute to the success of landmark theatres by aligning their objectives to our vision and values page 8 landmark theatres

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manager workbook service naturals geart tudteati 1 6 aoveb nad bondey 13 5 noycetnissc 7 4 8 raec 12 geagen vorneeey 10 9 11 3 m 1 2 k 3 4 h 5 6 7 f f 8 9 10 11 12 13 unscramble each of the clue words copy the letters in the numbered cells to other cells with the same number landmark theatres page 9

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manager workbook the new guy narrator jared was looking forward to his first day on the job at the theatre he was new to the area but had already seen two films at the theatre and thought he would fit in with the employees he had been exposed to while visiting as a guest on his second visit he asked the employee behind the concession stand for an application and was promptly handed a 2 page application by a very enthusiastic employee who told him how great it was to work here jared promptly filled out the application and returned it to roy before he left he was called in for an interview right away by an assistant manager john and he thought it had gone pretty well john told him he would call jared within a few days to let him know if the theatre would be able to hire him when jared didn t hear back from anyone within the timeframe he worked up enough nerve to call john and was pleasantly surprised when john told him to come in on friday for his first shift narrator friday first shift jared walks in and sees someone working behind the concession stand and they briefly glanced at him before turning back to their work jared in a slightly nervous but friendly tone ­ hi my name is jared this is my first day concession guy in a very disinterested tone of voice the manager will probably be right out before returning to counting popcorn bags and setting up april the manager walking out of the office a few minutes later she looks at jared quizzically can i help you jared john hired me last wednesday over the phone and told me i start today april she frowns and looked extremely irritated that figures he can never get anything right she turns around and goes back into the office the guy behind the concession stand was still busy a few moments later another employee walks in jessica smiling hi my name is jessica jared it s nice to meet you my name is jared this is my first day jessica cool i hope you enjoy working here she exits into the office april rushes out of the office and grabs jared by the arm to bring him back into the office okay jared let s get you in the office so you can fill out the paperwork narrator jared completed his paperwork and had been working as an usher tearing tickets for the past several days today friday he was scheduled to train at concessions he got there a little early because the theatre was opening a new film and it was expected to be pretty busy when he arrived april was there and she seemed wound up and a little shorter on patience than usual april sounding irritable and frustrated bob called in sick ten minutes ago letting me know he needs to take his mother to the emergency room now in a whiny and irritated voice i don t know why these things always happen on my shifts it s almost like they do it on purpose page 10 landmark theatres

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manager workbook turning towards jared in a very oh boy this ought to be a fun train wreck tonight voice well it looks like you re on your own today jim will be in for the second set but you ve got to handle the first set by yourself i ll unlock the cabinets and you can start counting the inventory jessica arriving to open the box office she saw the panicked expression on jared s face what s wrong jared sounding slightly alarmed and his voice rising as he speaks with jessica i was supposed to be trained for concessions today but bob isn t coming in and april says i am on my own ­ i have no idea what to do back here i ve only worked usher shifts jessica let me go clock in keep counting your inventory and i ll be back to give you a hand jared sounding relieved thanks jessica returning from clocking in with a smile on her face okay april agreed to sell tickets in the box office while i help you with concessions then she began to turn on the popper and talk to jared about what she was doing she gave him an overview of the register and how to ring up a sale and they finished setting up the concession stand together what happened overall the shift wasn t a total disaster he was only short $5.75 in his register but several counts were off by one or two one way or the other april didn t seem to notice or care a few customers were impatient when he looked at the register too long while ringing them up and once he heard someone mutter the word moron under their breath but jared chalked it up to the customer being rude 3 weeks later jared was frequently 5-10 minutes late for his shifts april didn t seem to notice or at least she didn t treat him any worse than when he showed up on time he was short consistently at concessions but never more than $3 after that first night he didn t especially like concessions but for the most part the position was better than ushering because he didn t have to clean up the auditoriums he wasn t all that happy with the job his co-workers never really had much to say unless they were complaining about their job or the managers and that made coming in to work feel like a prison sentence rather than the great experience he was looking forward to in return he never showed much enthusiasm for what he was doing and learned rather quickly how to cut corners in order to put forth the least amount of effort and just hope the night went by quickly frustrated dismissive important caring successful unfair discouraged depressed encouraged helpful confident irrelevant assured engaged valuable worthy insignificant unimportant supported dejected demoralized admired rewarded worthless landmark theatres page 11

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manager workbook the three signs of a miserable job patrick lencioni the herman group found that at least 30 to as much as 40 have already checked-out ­ showing up for work every day but focusing on where their next job will be the herman group job dissatisfaction causes absenteeism and employee turnover it also contributes to the loss of creativity and productivity entrepreneurial connection according to gallup the number one reason people leave their jobs or report unhappiness in their jobs is not money or working conditions it is the relationship with their boss gallup organization anonymity people cannot be fulfilled in their work if they are not known all human beings need to be understood and appreciated for their unique qualities by someone in a position of authority people who see themselves as invisible generic or anonymous cannot love their jobs no matter what they are doing irrelevance everyone needs to know their job matters to someone anyone without seeing a connection between the work and the satisfaction of another person or group of people an employee simply will not find lasting fulfillment even the most cynical employees need to know that their work matters to someone even if it s just the boss immeasurement employees need to be able to guage their progress and level of contribution for themselves they cannot be fulfilled in their work if their success depends on the opinions or whims of another person no matter how benevolent that person may be without tangible means of assessing success or failure motivation eventually deteriorate as people see themselves as unable to control their own fate page 12 landmark theatres

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manager workbook anonymity anonymous adjective unnamed ­ one whose name is not known or not given indistinctive ­ lacking individuality or distinctiveness in what ways are you making your employees feel anonymous what are some things you can do to eliminate anonymity in your theatre engagement is the key to high performance people who are engaged exhibit a high level of energy and emotional connection in their work they are dedicated because their work is meaningful and provides them ample opportunity to use and develop their competencies and strengths landmark theatres page 13

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manager workbook irrelevance relevant adjective having social significance ­ having some bearing on or importance for real-world issues present-day events or the current state of society each employee must know how their role in the company connects to our vision connects to the theatre goals and connects to their peers and managers and to other roles in the company they need to know what they do matters who it matters to and how managers how does doing my job well affect my team in what ways does my job impact the company how does my job affect the guests box office/concierge in what ways do i have an impact on others in what ways does my job impact the company concessions in what ways do i have an impact on others in what ways does my job impact the company usher/float/doorman in what ways do i have an impact on others in what ways does my job impact the company page 14 landmark theatres

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manager workbook immeasurement measure noun a way of evaluating something or a standard against which something can be compared transitive verb to compare the size effect or quality of something with another thing how do you know when you are successful in your role success should not be dependent on subjective views or the opinions of others each employee should be able to measure their own progress or contribution to our vision values and goals as they relate to areas they can directly control or impact find some ways to develop measurables in each role at the theatre following are some questions that may spark some ideas managers can i compete in some way against another theatre how am i contributing to the vision and can that be measured what am i doing to eliminate job misery box office/concierge in what ways does doing my job well impact others how can that be measured how does this role affect our guests can i measure customer laughs or speed of transactions or of compliments received concessions in what ways does doing my job well impact others how can that be measured usher/float/doorman in what ways does doing my job well impact others how can that be measured landmark theatres page 15

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