Whistler Blackcomb - The Philosophy of leveraging through service.

Disclaimer: This article is mainly speculation from my point of view.

The ecstatic focus on service

  One of the many areas where Whistler Blackcomb excel is their management over a variety of departments.  One of the many features that drive their success as a world renowned vacation resort is their service oriented focus to sell.  A huge part of being a Whistler Blackcomb employee is the ability to adapt to what they call the Sales culture.  WB presses the focus on providing exceedingly amazing service to every customer and hammers that thought whenever possible.  Repetition is key and WB lectures extensively on the proper core values and service attitudes every employee must attain during work hours.

 The driving thesis is to sell through service, not through their products.  WB emphasizes the importance of long-term clienteles.  While WB also strives to market towards potential newcomers, more focus is being shifted onto creating an experience to bring repeat customers to the table.  How Whistler Blackcomb does this is right through their employees.  Almost every employee of WB will require a FSO (First seasons orientation) where they all go through the cycle of proper attitudes, behavior and etiquette.  Sales culture, as I previously mentioned before, is the engine to this ideology.  Sales culture utilizes the legitimate experiences and attitude of employees to further generate more sales and customer interaction.  From a general perspective, employees act like a stores sales rep without the knowledge or presumption of being a sales rep.  Plus, they even have a wider range of information than just a normal rep. Customers in todays world are generally well rational people that know sales rep are always confronted with their own conflict of interest.  Thus, customers have an easier time trusting and following through with tips by a WB employee being well versed in his set of Sales culture.  Comparing an usual self-interested sales rep to following a sales cultured employees' tips will often bring a more pleasant and positive experience.  Furthermore, the experience will drive a stronger trust between the customer and WB, portraying them to provide a more well-rounded service.  Customers eventually follow through with reciprocity leading to more purchases and loyalty.

  WB fully achieves this sales culture through a set of well-set criterion in recruitment and a variety of perks/benefits to subsidize it.  During the employment phase, potential candidates are assessed more on their familiarity and experience directly with Whistler.  Many of the technical aspects are considered an asset rather than direct qualifications.  Human Resources are especially looking for employees dedicated to Whistler and passionate for the physical-nature-human coalescence.  WB believes the self-interested individuals will naturally seek and educate themselves with various perspectives of Whistler, increasing their range of information that first-timers might also want to know about.  WB also wants to help employees achieve the goals of self-enhancement.  By providing many benefits such as ski pass and discounts, they are helping to unlock a variety of options for employees to learn where money is usually a factor.  The subsidized benefits works in synergy with employee personalities to further drive the successful ideals of Sales culture.

  Whistler Blackcomb has a motto that all customer-services follow by: Connect. Assist.  Exceed.  While employee engagement might drop off the chart for many companies, WB has kept a steady record in the Exceed stage.  Whistler Blackcomb employs the ingenious strategy of using well-shaped employees as the forefront to PR and Sales.  In turn, the positive feedback loop generates even more returns as well as brand preferences, making Whistler Blackcomb one of the most successful business in the recreational industry.