客户满意度危机：通过 3 种策略解决

本文源引自Ed O‘Boyle在《Workplace》2023年2月9日的刊文，采用中英双语排版，由ImmersiveTranslate提供翻译支持。

Reinventing the workplace is top of mind for many leaders these days — for good reason. Employers and employees are renegotiating the who, what, when and where of work.如今，重塑工作场所已成为许多领导者的首要任务——这是有充分理由的。雇主和雇员正在重新协商工作的对象、内容、时间和地点。

And yet amid the debates about where and when, we’ve forgotten to answer the most important question of all: Why do we come to work in the first place?然而，在关于何时何地的争论中，我们忘记了回答最重要的问题：我们首先为什么来工作？

The answer, of course, is simple: to deliver on our promises to customers答案当然很简单：兑现我们对客户的承诺.

But, that answer is easily forgotten. In fact, it’s so forgotten that, according to the University of Michigan’s American Customer Satisfaction Index, customer satisfaction has tanked in the past five years to near-historic lows, a trend that predates the pandemic by two years.但是，这个答案很容易被忘记。事实上，人们已经忘记了，根据密歇根大学的美国客户满意度指数，客户满意度在过去五年中已降至接近历史低点，这一趋势早于大流行两年前就出现了。

Customers are not happy. If leaders really want to grow their organization and outperform their competition, they have to turn the ship around on customer engagement.顾客不高兴。如果领导者真的想要发展他们的组织并超越竞争对手，他们就必须在客户参与度方面扭转局面。

Here are three strategies to start that process:以下是启动该过程的三种策略：

1. Stop fighting with your customers and start fighting for your customers.
1.停止与你的客户争斗，开始为你的客户而战。

Check your email inbox right now — I bet you will find a two-minute customer satisfaction survey there. Everyone is collecting feedback from customers. But what are they really doing with that data? Sadly, most businesses are using that data only to fix problems.立即检查您的电子邮件收件箱——我打赌您会在那里找到一份两分钟的客户满意度调查。每个人都在收集客户的反馈。但他们到底用这些数据做什么呢？遗憾的是，大多数企业仅使用这些数据来解决问题。

Sadly? Yes. When you spend most of your time fixing customer problems, you are not building and growing customer relationships. In my professional experience, customers with problems likely represent about 10%-15% of your customer base. But many organizations find that the marginal utility of driving down customer problems can no longer improve topline customer results.可悲的是？是的。当您花费大部分时间解决客户问题时，您并没有建立和发展客户关系。根据我的专业经验，有问题的客户可能占您客户群的 10%-15% 左右。但许多组织发现，减少客户问题的边际效用无法再改善客户的营收结果。

If you are spending more than 10% of your time on customer problems, you need to direct some of that capacity toward customer growth strategies. Give yourself and your teams permission to do more with customers, deepen relationships and invest in creating exceptional experiences.如果您将超过 10% 的时间花在解决客户问题上，则需要将部分能力用于客户增长战略。允许您自己和您的团队与客户做更多事情，加深关系并投资于创造卓越的体验。

2. Get bold and curious about ways to surprise and delight your customers.
2. 大胆并好奇如何给客户带来惊喜和愉悦。

Gallup uses a three-question metric to measure customers’ emotional attachment. We divide customers into three segments: fully engaged, indifferent and actively disengaged. Knowing where your customers stand is helpful, but the true purpose of the measurement is to identify the drivers of full engagement.盖洛普使用三个问题的指标来衡量客户的情感依恋。我们将客户分为三部分：完全参与、冷漠和主动脱离。了解客户的立场很有帮助，但衡量的真正目的是确定充分参与的驱动因素。

One factor that consistently drives full customer engagement is experiencing surprise and delight. When customers strongly agree that they are surprised and delighted by their customer experience, they are five times as likely to be fully engaged.¹持续推动客户充分参与的因素之一是体验惊喜和喜悦。当客户强烈同意他们对客户体验感到惊讶和高兴时，他们充分参与的可能性就会增加五倍。 ¹

So, what do surprise and delight look like? In New Orleans, there is a French word — lagniappe — that inspires everyone to add a little extra for visitors to the city. An example of surprise might include sample or demo days at Sam’s Club. Delight might be when Harley Davidson puts on an annual owners retreat in Sturgis.那么，惊喜和喜悦是什么样的呢？在新奥尔良，有一个法语单词 – lagniappe – 激励每个人为这座城市的游客增添一点额外的东西。惊喜的一个例子可能包括山姆会员店的样品或演示日。当哈雷戴维森在斯特吉斯举办一年一度的车主静修会时，可能会令人高兴。

But here’s the key: Each of these examples makes the customer feel special, appreciated and important. Surprises can’t be gimmicks. They must invite the customer to have a deeper relationship with you. And like the little extra in New Orleans, it must be a garnish on top of excellence, not a freebie to cover poor quality.但关键是：每个例子都让客户感到自己很特别、受到重视和重要。惊喜不能是噱头。他们必须邀请客户与您建立更深入的关系。就像新奥尔良的小额外一样，它必须是卓越之上的装饰，而不是掩盖劣质质量的免费赠品。

3. Develop and recognize employees in relation to the customer.
3. 培养和认可员工与客户的关系。

Recently, Gallup asked employees whether they feel their organization delivers on the promises they make to customers. Only one in four employees strongly agreed.最近，盖洛普询问员工是否认为他们的组织兑现了对客户的承诺。只有四分之一的员工强烈同意。

That isn’t great. So, what do we do about it?那不太好。那么，我们该怎么办呢？

Start with development. If you look at your most customer-centric workers today, you will likely notice their enthusiasm for what they do. Much of their passion for work comes from how they interact with customers and learn from those experiences. When employees feel the pride of helping their customers, they’re more likely to find purpose in their work and have a reason to take more ownership of their job. They become more motivated to understand how their team and organization ultimately serve customers — and what they can do to make a difference. So, build development around the customer to provide a virtuous feedback loop of learning.从开发开始。如果您观察当今最以客户为中心的员工，您可能会注意到他们对所做工作的热情。他们对工作的热情很大程度上来自于与客户的互动以及从这些经历中学习的方式。当员工为帮助客户而感到自豪时，他们更有可能在工作中找到目标，并有理由对自己的工作有更多的主人翁意识。他们变得更有动力去了解他们的团队和组织最终如何为客户服务，以及他们可以做些什么来改变现状。因此，围绕客户进行开发，以提供良性的学习反馈循环。

In addition, recognize employees for delivering an exceptional customer experience. This shows that you value and appreciate their most important contributions and ultimately galvanizes your high standards for customer centricity.此外，表彰那些提供卓越客户体验的员工。这表明您重视并欣赏他们最重要的贡献，并最终激发您以客户为中心的高标准。

But please note: Recognition for customer experience isn’t just for frontline workers. I’m reminded of the old story of a janitor from NASA who, when asked what his job was, replied, “I’m working to put a man on the moon.” Everyone in your organization ultimately affects your customer. Managers can help teams understand how their work affects customers. Leaders need three or four great customer stories they can repeat again and again until everyone knows that the customer is always top of mind.但请注意：客户体验的认可不仅仅针对一线员工。我想起了一个关于美国宇航局（NASA）清洁工的古老故事，当被问及他的工作是什么时，他回答说：“我正在努力将人类送上月球。”您组织中的每个人最终都会影响您的客户。经理可以帮助团队了解他们的工作如何影响客户。领导者需要三到四个精彩的客户故事，他们可以一次又一次地重复，直到每个人都知道客户始终是首要考虑的。

Focusing on the customer is a simple idea, but it takes effort. Leaders do well if they can:以客户为中心是一个简单的想法，但需要付出努力。如果领导者能够做到以下几点，他们就会做得很好：

• Stabilize negative customer experiences. Make sure you deliver on basic promises — then shift all additional resources to growing fully engaged customers.
  稳定负面的客户体验。确保兑现基本承诺，然后将所有额外资源转移到不断增长的全面参与的客户上。
• Get bold and curious about surprise and delight. Skip the gimmicks. Experiment with moments that make customers feel important and seen.
  对惊喜和喜悦保持大胆和好奇。跳过噱头。尝试让客户感到自己很重要、被重视的时刻。
• Develop and recognize employees who deliver to customers. The customer is not an impediment to productivity. Create stories and recognition rituals that celebrate delivering on your promises.
  培养并认可为客户提供服务的员工。客户并不是生产力的障碍。创建故事和表彰仪式来庆祝您兑现您的承诺。

If you need any more reason to focus on your customer, consider this: The best way to insulate your organization from an economic downturn is to keep and grow your customer base. Regardless of what happens to the market in the near or long term, clearly putting customers at the center of your business — and clearly communicating that — is job No. 1 for leaders.如果您需要更多的理由来关注您的客户，请考虑这一点：使您的组织免受经济衰退影响的最佳方法是保持并扩大您的客户群。无论市场近期或长期发生什么变化，明确将客户置于业务中心并明确传达这一点是领导者的首要任务。