What can you get for 300 baisa, equivalent to around $1, in Salalah, in Dhofar in the Sultanate of Oman? From experience, you will get the warmest welcome by the vendors of one of the many food and coconut kiosks between the lush farms of Salalah.
You will receive fast service and a fresh, organic coconut drink and meat, not to mention the opportunity to capture this iconic and refreshing moment with family and friends over social media. This experience reminds us of the strategic concept of an “11-star experience,” discussed in a conversation on the Masters of Scale Podcast between its host, Reid Hoffman, co-founder of LinkedIn, and his guest, Brian Chesky, co-founder and CEO of Airbnb*, the world’s largest online accommodation application, worth around $90 billion. Just as in the case of Salalah’s coconut experience, this insightful conversation makes the case for serving customers one by one after designing an experience that exceeds their expectations.
When you buy a service or a product, you would rate it as 1 if it is unsatisfactory, or 5 if it is excellent with a smile. When the service is so good that you want to share it with all your loved ones, you have truly come across an 11-star experience. The significance of an 11-star experience is that it can be embraced by the economy of one attractive city like Salalah and then scaled up towards achieving socioeconomic progress for the whole economy. The question is, how can this be achieved?
Salalah, with its unique blend of natural beauty, cultural heritage, and hospitable community, has the potential to become a pioneer in adopting the 11-star experience approach. By focusing on creating extraordinary customer experiences, Salalah can set a new standard for tourism and service industries, driving significant economic growth and societal benefits.
The concept of an 11-star experience goes beyond conventional customer experience. It involves anticipating and exceeding customer expectations at every touch point. For Salalah, this means leveraging its unique strengths — such as its stunning landscapes, rich history, and local traditions — to create memorable and shareable experiences for visitors and residents alike. Imagine tourists arriving in Salalah not just for its famed monsoon season, Khareef, but for an array of meticulously curated experiences that celebrate the region’s natural and cultural riches.
To implement this approach, Salalah can start by considering every citizen and resident an 11-star experience ambassador. This means warm hospitality becomes part of our identity as opposed to only the job of tourism and travel staff. The implementation also calls for building the capacity of all service providers across various sectors, from hospitality and retail to transport and public services, to deliver exceptional and personalised service. This training should emphasise the importance of understanding and anticipating customer needs, delivering consistent quality, and adding unexpected touches that delight and surprise.
For example, local hotels and other accommodation providers can offer personalised welcome packages featuring products from Salalah’s farms such as frankincense, tropical fruits, and coconut-based items. Tour operators can design bespoke tours that offer deeper insights into the region’s history, culture, and natural wonders, perhaps guided by citizen or resident historians or environmentalists. Restaurants can focus on providing not just meals but culinary experiences that tell the story of Oman and Dhofar’s rich gastronomic heritage.
The benefits of adopting the 11-star experience approach in Salalah are manifold. Firstly, it can significantly boost tourism, attracting more than the current 1 million visitors annually who seek unique and high-quality experiences. This increase in tourism can lead to job creation, higher incomes, and improved infrastructure, benefitting the local economy. Secondly, by setting high standards for customer service, Salalah can enhance its reputation on the global stage, attracting investment and fostering partnerships with international businesses and organizations.
Moreover, the ripple effects of this approach can extend beyond the tourism sector. Improved service standards can elevate the overall quality of life for all residents, fostering a culture of excellence and pride in local heritage. Businesses across sectors can adopt similar principles, driving innovation and competitiveness in the broader economy.
Scaling the 11-star experience approach from Salalah to the entire Oman involves a strategic and phased implementation. The government can play a crucial role by creating policies and incentives that encourage businesses to prioritize exceptional customer experiences. This can include funding for training programmes, tax incentives for businesses that achieve high customer satisfaction ratings, and initiatives to promote Omani culture and products internationally.
By embracing the 11-star experience concept, Oman can transform its economy into a model of excellence in customer service and hospitality. This transformation can attract global attention, positioning Oman as a top destination for tourists, investors, and talent. Ultimately, the 11-star experience approach can drive sustainable socioeconomic progress, enhancing the quality of life for all Omanis and creating a legacy of pride and prosperity for future generations.
Our journey towards socio-economic progress through the 11-star experience begins with Salalah. By harnessing its unique strengths and focusing on creating exceptional customer experiences, Salalah can set the stage for a nationwide transformation, unlocking the full potential of Oman’s economy and society.
*Airbnb violates the recent rulings of the UN’s International Court of Justice’s recent rulings by operating in the unlawfully Occupied Palestinian Territories, therefore the esteemed readers are encouraged to reconsider any dealings that violates the ICJ’s rulings.
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