“关键时刻”的客户服务[外文翻译].doc

毕业论文（设计）外文翻译题 目： 某企业客户服务现状及其完善对策的研究 一、外文原文标题：The ‘moment of truth’ in customer service原文：Focus on the interactions that are important to customers — and on the way frontline employees handle those interactions. In recent years, mature companies with far-flung networks of frontline sales staff — banks, retailers, airlines, and incumbent telecom providers, for example — have devoted a great deal of money and effort to retaining their current customers. As many academic studies have noted, the costs of doing so tend to be much lower than those of acquiring new ones. The success of this strategy ultimately depends on expanding the breadth and depth of customer relationships and on translating the resulting loyalty into higher sales of goods and services, as well as a healthier bottom line. We believe that many businesses are falling short.What's regularly missing, in our experience, is the spark between the customer and frontline staff members—the spark that helps transform wary or skeptical people into strong and committed brand followers. That spark and the emotionally driven behavior that creates it explain how great customer service companies earn trust and loyalty during “moments of truth“: those few interactions (for instance, a lost credit card, a canceled flight, a damaged piece of clothing, or investment advice) when customers invest a high amount of emotional energy in the outcome. Superb handling of these moments requires an instinctive frontline response that puts the customer's emotional needs ahead of the company's and the employee's agendas.Executives typically struggle to transform the way a company responds to its customers. Some wrongly assume that the quality of emotional responses—what the author Daniel Goleman famously called “EQ,“ or “emotional intelligence“—is so deeply programmed at birth or in childhood that it is impossible to influence. Others mistakenly try to script what are by definition spontaneous events, thereby removing authenticity and empathy from the customer experience. These missteps make it hard to foster appropriate behavior, to enhance the intrinsic emotional intelligence of employees, and to extend across the whole front-line network the excellence of exemplary individuals, branches, and offices.During our work with companies, we have found a number of practical ways for them to overcome these challenges. In any industry that offers a service (or sells a product with an “embedded“ service element), there are moments when the long-term relationship between a business and its customers can change significantly — for better or for worse. By supporting and developing the frontline emotional intelligence of its employees, it can ensure that more of those moments have a positive outcome.High emotion, high performance What is the link between emotionally charged moments of truth and the purchase decisions of customers? The experience of the retail-banking industry is instructive. McKinsey research in Belgium, Germany, and Italy recently identified the critical moments for customers as well as the prize awaiting banks that respond appropriately to them. McKinsey research on the customer experience in the United States arrived at the same conclusions. These moments often occur when the customer has a problem (such as a hold on a check or a need for a quick answer on a loan) or receives financial advice, either good or bad. By contrast, humdrum transactions (such as buying traveler's checks) generally don't offer the same opportunity to create an emotional bond with the customer. Many companies make the mistake of overinvesting in humdrum transactions but fail to differentiate themselves in the customer experiences that really matter.Given the clear link between moments of truth and share of wallet, every customer-facing business should identify the points of interaction relevant to its industry. In airlines, for example, there are about 30 of these potential service interactions, from reservations and upgrade requests to check-in, boarding procedures, and baggage handling. All offer the potential for moments when something goes so badly wrong that a customer defects. Only a few can provide positive moments — opportunities to intensify the customer's loyalty to a carrier.Why behavior is the key Standard responses to eliminate human error (IT systems, mechanistic CRM approaches, and complex protocols, for example) may smooth simple customer interactions, such as those in fastfood restaurants or remote-banking transactions. But pure technological solutions can never stoke the emotional connection between employee and customer — the kind of connection that characterizes positive moments in complex frontline situations. Some German banks, for example, find that customers who rely on remote-banking services are conspicuously disloyal despite the high quality of the offering. These banks attribute this disloyalty to the absence of any opportunity to form an emotional bond.But。