分享興趣，傳播快樂(lè)，增長(zhǎng)見(jiàn)聞，留下美好！親愛(ài)的您，這里是LearningYard新學(xué)苑。今天小編為大家?guī)?lái)《物流學(xué)3 | 顧客服務(wù)》

Share interest, spread happiness, increase knowledge, leave a good!Dear you, here is the LearningYard new academy.Today small make up today to bring "logistics 3 | customer service".

顧客對(duì)于企業(yè)來(lái)說(shuō)非常重要。在當(dāng)今激烈的商業(yè)競(jìng)爭(zhēng)環(huán)境下，將顧客視為“麻煩”的企業(yè)難以維持太久。讓我們來(lái)看看幾個(gè)被頻繁引證的與不滿意顧客相關(guān)的經(jīng)典語(yǔ)句。開(kāi)發(fā)新顧客的成本是留住老顧客成本的5倍。95%的不滿顧客不會(huì)向企業(yè)表達(dá)他們的不滿，但他們會(huì)停止購(gòu)買該企業(yè)的產(chǎn)品，平均會(huì)向9個(gè)人敘述不愉快的購(gòu)物經(jīng)歷。很簡(jiǎn)單，留住老顧客比開(kāi)發(fā)新顧客容易得多。因此，顧客服務(wù)應(yīng)努力讓顧客滿意并在顧客的腦海中形成與該企業(yè)做生意很容易的感知。

Customers are very important for enterprises.In today's fierce business competition environment, companies that see customers as "trouble" are hard to sustain for too long.Let's see a few frequently cited classic statements related to dissatisfied customers.The cost of developing new customers is five times that of retaining old customers.Ninety-five percent of dissatisfied customers do not express their dissatisfaction to the company, but they will stop buying the company's products, telling an average of unpleasant shopping experiences to nine people.It's much easier to retain old customers than to develop new ones.Therefore, customer service should strive to make customers satisfied and develop a perception that it is easy to do business with the company.

顧客服務(wù)能成為非常好的競(jìng)爭(zhēng)武器，而且比起價(jià)格和促銷等其他營(yíng)銷手段，顧客服務(wù)更難以被競(jìng)爭(zhēng)對(duì)手效仿。諾德斯特龍( Nordstrom's,一家高端零售商)在顧客服務(wù)方面具有持久聲譽(yù)，這種對(duì)顧客的關(guān)注使諾德斯特龍的競(jìng)爭(zhēng)對(duì)手難以匹敵。例如，本書的一位作者曾在諾德斯特龍購(gòu)物，發(fā)現(xiàn)了一款中意的皮帶，可是店內(nèi)庫(kù)存中沒(méi)有合適尺寸的該款皮帶。幾天后，這位作者接到諾德斯特龍銷售員的電話，告知本地店鋪內(nèi)已有尺寸合適的皮帶。銷售員確定諾德斯特龍的另一家店鋪有合適尺寸的皮帶，并通過(guò)空運(yùn)緊急調(diào)貨到本地商店。皮帶的零售價(jià)大約45美元，很可能諾德斯特龍?jiān)谶@次交易中虧了錢，但可以做出合理的假設(shè)，很少有其他零售商會(huì)模仿諾德斯特龍的顧客服務(wù)行為。

Customer service can be a very good competitive weapon, and it is even harder to emulate by its competitors than by other marketing methods, such as price and promotion.Nordstrom's (a high-end retailer) has a lasting reputation for customer service that makes Nordstrom's rivals unmatched.For example, one of the authors of the book went shopping in Nordstrom and found a favorite belt, but it did not have the right size in the store.A few days later, the author received a call from a Nordstrom salesman about the right size belts in the local store.The salesman determined that another Nordstrom store had the appropriate sized belt and made an emergency shipment to the local store by air lift.The belt retail for about $45 and it is likely that Nordstrom lost money on the deal, but reasonable assumptions can be made that few other retailers would imitate Nordstrom's customer service behavior.

全球化和技術(shù)進(jìn)步等宏觀環(huán)境的變化使企業(yè)和個(gè)人對(duì)顧客服務(wù)都提出了更高的要求。正如在前面章節(jié)所提到的，顧客的期望隨著時(shí)間不斷提高。如果相關(guān)的性能(服務(wù))水平無(wú)法跟上，那顧客就可能不滿意。另外，本章也強(qiáng)調(diào)過(guò)可靠的服務(wù)可以使企業(yè)僅保持較低水平的庫(kù)存，尤其是安全庫(kù)存，因此庫(kù)存持有成本也更低。此外，在當(dāng)今越來(lái)越自動(dòng)化和計(jì)算機(jī)化的世界，顧客和賣家之間的關(guān)系會(huì)變得機(jī)械化。從顧客的視角來(lái)看，這種情況讓人沮喪也很低效。能提供高服務(wù)水平的企業(yè)，尤其是提供高水平個(gè)人服務(wù)的企業(yè)，應(yīng)當(dāng)發(fā)現(xiàn)它在市場(chǎng)上具有強(qiáng)大的銷售優(yōu)勢(shì)。

Changes in the macro environment such as globalization and technological progress have made both enterprises and individuals put forward higher requirements for customer service.As mentioned in the previous chapter, customer expectations grow over time.If the relevant performance (service) level does not keep up, then customers may not be satisfied.In addition, this chapter also emphasizes that reliable services can allow businesses to maintain only low levels of inventory, especially safe inventory, and so the inventory holding costs are also lower.Moreover, in today's increasingly automated and computerized world, the relationship between customers and sellers becomes mechanized.From the customer's perspective, this is frustrating and inefficient.Enterprises that can provide high service level, especially those with high service level of personal services, should find that they have strong sales advantages in the market.

此外，賣方質(zhì)量控制計(jì)劃的普遍實(shí)施使更高水平的服務(wù)成為必然。近年來(lái)，許多企業(yè)，尤其是零售商和批發(fā)商，變得更加關(guān)注庫(kù)存。對(duì)庫(kù)存的重視，導(dǎo)致出現(xiàn)了計(jì)算機(jī)輔助分析以識(shí)別那些能夠持續(xù)提供良好或糟糕服務(wù)水平的賣家。過(guò)去，由于利用手工系統(tǒng)，在賣方采取糾正措施前，嚴(yán)重的顧客服務(wù)問(wèn)題往往不斷重復(fù)發(fā)生。如今，這些因素都被自動(dòng)編程寫人電腦，企業(yè)可以密切監(jiān)控每個(gè)賣方的服務(wù)質(zhì)量。

Moreover, the general implementation of seller quality control plans makes a higher level of service inevitable.In recent years, many businesses, especially retailers and wholesalers, have become more focused on inventory.The emphasis on inventory has led to the emergence of computer-aided analysis to identify sellers who have consistently provided good or poor levels of service.In the past, serious customer service problems were often repeated before the seller took corrective measures.Today, these factors are automatically programmed to write on human computers, and companies can closely monitor the quality of service of each seller.

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