(校稿任务) 第九十四篇 Close the Loop with the Customer, Part Two

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Close the Loop with the Customer, Part Two
建立起与客户沟通的良性循环机制：第二章




Thou shalt not say, ‘Not my job, man’
你不应该说：“不，这不是我的工作。”

In “Close the Loop with the Customer, Part One,” we left off with Amla, the CEO of a large company, laying down what he called “commandments” for dealing with any problem brought by customers or agents. The commandments are based on lessons learned from an agent’s complaint for not receiving her sales commission but are relevant in almost any business in any industry.
在“建立起与客户沟通的良性循环机制，第一章”中，我们讲到了公司CEO Amla制定了客户或销售员抱怨的处理要求。虽然这个要求是从销售员抱怨没收到佣金总结而来，但几乎对各行各业同样适用。

Recount and reasons
To recount, the company was losing customers in droves. An auditor in the company, Dev, discovered one reason was because issues were being obscured by performance charts and documentation of taken procedures indicating that processes were working and departments were running at Six Sigma efficiency. Everyone was working hard to make their measures look good, but most of the charts merely conveyed that an individual or her department had done their parts.
回顾及原因。
回顾下上篇文章，这个公司正在大量地流失客户。稽核员Dev发现问题就是因为被绩效报表及六西西码效率流程所掩盖。为了使个人的绩效更好一些，每个人都在努力地工作，但这些报表仅仅说明个人或部门完成了他们分内的事情。

This can be dangerously misleading because senior management doesn’t get to know the real picture. If you don’t get to know this, obviously this can’t be a focus area for your company.
这样的误区非常危险，因为高层管理者根本看不到真实的状况。如果这些情况不被了解，这些情况永远不能成为公司关注的焦点问题。

Dev had performed a random sample audit of the company’s complaint-resolution process, and the complaint that happened to be picked was from the agent who hadn’t received her commission for sales during the previous month. The complaint was tagged as resolved and closed in the company’s customer relationship management system (CRM) . Dev called the agent to confirm her receiving the commission, but in fact she had not received the money or any word from the company since she first complained. So in her opinion, this complaint hadn’t even begun to be resolved.
Dev对公司的客户抱怨处理过程进行了随机抽样稽核，其中抽到了一个销售员抱怨上个月的佣金没有收到。这件抱怨在客户关系管理系统中被备注为已解决并关闭结案。Dev对此销售员是否收到了佣金进行了电话确认，然而实际上从反馈抱怨起这个销售员仍然没有到佣金或来自公司的任何回复。所以从她的角度来讲，这件抱怨完全没有解决，甚至没有任何进度。

The company had tagged the complaint as resolved without actually resolving it from the customer’s perspective, and without even bothering to check with the person who had complained. No one in the company was looking at this issue end to end.
公司把客户认为完全没有解决的抱怨备注为已解决，甚至懒得去跟抱怨人确认问题是否解决。公司没有人在整体上从头到尾看待这个问题。

Commandments (lessons learned)

1. The customer must say it’s resolved. Never tag a customer’s complaint or query as “resolved” or “closed” until the person who complained says so. In other words, close the loop with the customer. Every company must figure out the most practical way to do this—e.g., for routine queries and requests, a random sample of customers may be contacted (independent of the person or department that listed the issue as resolved in the CRM system) to confirm if their queries were resolved. For complaints, every complaint must be close-looped with the customer before tagging it as resolved.

深刻的教训。
1. 客户说问题解决了才算解决。在客户确认问题解决前决不能把抱怨备注为已解决关闭结案。换句话说就是要建立起与客户的良性沟通互动。每个公司都要建立起这样做的切实可行办法，如例行的沟通确认、客户随机调查确认他们的问题是否解决。对于抱怨必须和客户确认一致后才可以备注已解决关闭。

1. Don’t consider it resolved just to make your charts look good. Before tagging a complaint as resolved, ask yourself, “Resolved for whom—your department or the customer” Are you saying resolved based on some action that puts the ball in someone else’s court, but doesn’t yet resolve the issue for the customer Are you saying resolved to make some interdepartmental measurement charts look good

2.不要仅仅为了报表更好看去处理抱怨。在备注问题解决前，扪心自问：问题是对谁解决了？自己所在的部门还是客户？你认为问题在别的部门或别人就算问题解决了？你认为报表更好看一些就算问题解决了？

1. Take end-to-end responsibility. Do not pass the buck. For each type of query, request, or complaint, one person must be responsible for the end delivery to the customer. This person must be accountable to the customer. This person must have end-to-end responsibility. Often, the person will need to cut across departmental boundaries, but remember the customer does not (and must not) care about your internal departmental structures. The person responsible for end delivery to the customer must have internal service-level agreements with others within or outside the company on whom they depend for ultimate delivery to the customer.

3. 要有全局责任意识。不要推卸责任。任何要求抱怨，一个人都必须从头到尾对客户负责，这个人必须对客户负从头到尾的责任。通常这个人必须跨部门工作，但记住一点，客户从不关心公司的内部结构运作模式是怎样的。这个人必须把传递到最终客户的责任问题一事与公司内部外部达成一定的共识。

1. Give the same person the right and the responsibility. The person who has the right to tag a complaint as resolved must be responsible for hearing from the customer that the problem has been resolved. This can bring a huge competitive advantage. The very fact that some competitors think this cannot be done is an opportunity for others who do—and will.

4. 给这个人权力及责任感。备注抱怨解决的人必须对确认客户问题解决负责。实际上很多竞争对手认为这件事不可能做或不愿意做，公司如果这样的做话将来来很大的竞争优势。

1. Do not generalize. Instead, look at each specific case. (Remember how the branch manager in part one says that the finance department never sends the payments on time, without even bothering to look at the individual case)

5.不要想当然。看看每一个个案。（想想第一部分中分部经理说财务部从来不及时发放佣金支票，却不愿意去检查下这个个例）

1. Talk to the customer even if you cannot fulfill his request. Even when we cannot do what the customer is asking for, explain the reasons to the customer and close the loop. Experience shows that most customers appreciate the company getting back to them, even if their request cannot be fulfilled.

6.即使不能满足客户的要求也要联络客户。当不能满足客户要求的时候对客户解释原因。事实证明即使客户的要求不能满足，大多数对公司的及时反馈解释也非常认可。

1. Talk to each other; don’t make the customer repeat the story. People (often from different departments) from the company must continuously talk to each other while resolving a customer’s problem. Do not make the customer repeat her story every time she speaks to somebody from the company.

7.多沟通联系。不要让客户不断地反馈问题。公司的人（通常是不同部门的人）在解决客户问题的时候必须不断的交流。不要让客户每次都跟公司重复同样的问题。

1. Fix the issue, not the blame. Always remember the customer doesn’t care whose fault it is. The customer is only interested in getting his problem resolved. Fix the issue without getting into a blame game.

8.主动解决问题，而不是互相指责。永远记住客户从来不关心是谁的过错。客户只关心他们的问题是否解决。解决问题而不是进入互相指责推卸的怪圈。

1. Let the customer decide the medium of communication. The customer will decide how she wants to communicate with the company—via email or phone, or by visiting the office. Do not tell or ask the customer to use any other way of communicating. (Oftentimes customers who call are asked to send an email or visit the office; or a customer who walks into an office may be asked to contact the company’s call center.) Leave the choice of communication to the customer. As far as possible, close the loop using the same medium—e.g., a customer sending an email would expect an email response. For more serious issues or complaints, additionally, a phone call to the customer to confirm resolution would always be appreciated by the customer.

9.让客户决定沟通的方式。客户去决定怎样和公司沟通—通过邮件、电话或上门拜访。不要告诉或要求客户用某种指定的沟通方式（通常让客户发邮件或上门拜访；或上门拜访的客户却告之去联系公司的电话中心）。将沟通的选择权交给客户。在沟通的过程中尽可能地使用同一种联络方式。如客户发送邮件时也希望同样的邮件回复。除此之外，严重的抱怨电话沟通更能满足客户的实际需求。

1. Take ownership of the issue and continue to be responsible and proactive. Do not try to dodge the issue by putting the ball back in the customer’s court. If you need something from the customer to be able to resolve the issue, go to the customer and get it, but don’t stop until the customer tells you the issue is resolved.

10.将问题责任化、持续化、前瞻性化。不要将责任推到客户那里去躲避问题。如果你需要客户提供更多的东西以解决问题，直接向客户提出，直到客户告诉你问题被解决为止。

1. Make sure your processes are defined end to end from the customer’s perspective. The easiest (but useless) way to run a process at Six Sigma efficiency is to cut out the customer and eliminate everything that is “outside my control.” (In part one the last step in the commission process must be agent receiving the commission, not someone “dispatching” the commission. If this was done in the example in part one, Linus’ process efficiency would no longer be at Six Sigma.)

12.从客户的角度来讲，一定要确保流程是从头到尾连贯的。流程运行六西格码效率最简单的方式就是解决客户问题排除一切不可控的事情。（在第一部分中，最后一步一定是销售员收到佣金，而不是某人发放了佣金。如果这件事情做了的话，Linus的流程效率就将不再是六西格码。）

Conclusion
For the company in this story, once the commandments were in place and enforced, gradually its culture started changing. People began taking ownership of customer issues until they were actually resolved from the customer’s perspective. The behavioral and cultural change was a slow process, but little by little, customers and market share started coming back. Everyone in the company realized the importance of closing the loop with customers to retain their customers and market share.
结论：
在这个故事中所讲的公司，一旦要求步入下轨并强制执行，慢慢地它的文化也就将开始转变。员工也将开始对真正地解决客户抱怨承担责任。制度和文化上的转变是缓慢的，但是一点一点地，流失的客户和市场份额将会慢慢回来。公司的每个人都意识到在维护客户和市场的过程中客户联络沟通的重要性。

ABOUT THE AUTHOR

Arun Hariharan
Arun Hariharan is a quality, knowledge management, and performance management practitioner. He has worked with business leaders of several large companies and helped them achieve substantial and sustained results through quality and customer focus. His is currently president of quality and knowledge management at Reliance Capital, India. Hariharan is a frequent speaker at quality and knowledge management events around the world. E-mail him at arun_hariharan@rediffmail.com.
关于作者
Arun Hariharan从事于质量、知识管理以及绩效管理。他曾和一些大公司的高层合作过，帮助他们在质量以及顾客导向方面实现了大量的成果。他现在在印度的一家管理公司就职质量及知识管理董事长。Hariharan频频出席于世界各地的质量及知识管理活动演讲。你可以联系他的邮箱：arun_hariharan@rediffmail.com.

来自http://www.qualitydigest.com