(校稿任务) 第九十三篇 Close the Loop with the Customer, Part One
本帖最后由 小编D 于 2012-11-27 14:01 编辑
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本文翻译：kkstrr
Close the Loop with the Customer, Part One
建立起与客户沟通的良性循环机制：第一章
Are you going through the motions with blinders on?
你在工作中是戴着眼罩走走过场吗？
Sometimes, customer issues or complaints get tagged as “resolved” without actually resolving them from the customer’s perspective. At times, the customer doesn’t even know that their complaint has been tagged as resolved because no one from the company told them. Often, this happens because someone in the company wants to make some interdepartmental performance chart look good.
有时，客户的反馈的问题被标记为“已解决”，但从客户的角度来讲，这些问题根本就没有解决。有时，因为公司里没人去联络客户以致客户根本就不知道他们的问题被解决了。通常这种情况发生的原因是公司的一些个人想使部门绩效报表看起来更好看一些。
This can be dangerously misleading, because the business leader or senior management do not see the real picture as to how many customer issues or complaints were genuinely resolved on time, how many were resolved late, how many still remain unresolved, and how old the unresolved ones are. If management doesn’t have this information, it obviously won’t be a focus area for your company. Because these “early warning signals” remain hidden, you may only learn about the problems when it manifests itself in the form of more serious outcomes, such as customers and business leaving you. By then, it may be too late—or definitely much more difficult—to reverse the situation.
这种误区是非常危险的，因为公司的领导或高层管理者根本不会及时地去看这些绩效图表：哪些问题真实地及时解决，哪些问题延期解决，哪些问题仍然在解决中，或者未解决的问题已经多久了等等。如果管理层得不到真实的信息，很明显这些都不会成为你的公司关注的焦点。因为这些危险的预警信号仍然隐藏着，当你意识到问题的严重性时，结果已经非常严重了，如客户或商业订单的流失。到那时再扭转时局恐怕已为时已晚或难度很大了。
This two-part article recounts a real-life example, and the lessons learned from it, that might be relevant to your business.
这篇文章的两个部分讲述的是生活中活生生的例子，从中学习到的教训应该与是与你们所在的领域息息相关。
A sales-agent phoned the call-center of a large company that she sold for. She had not received her commission for the last month. “We’re sorry about this ma’am, we will surely look into this and get back to you,” said the call-center executive. The executive created a service request in the company’s customer relationship management (CRM) system and entered the agent’s complaint.
一个销售员向她所销售的大公司电话中心致电，声称她仍然没有收到上个月的佣金。“我们对此非常抱歉，女士！我们人以此进行调查并反馈给您。”电话中心的经理这样回答。此经理在公司的客户关系管理系统创建了一个服务请求，输入了此销售员反应的问题。
Three weeks later, this complaint happened to get picked as part of a random sample audit of the complaint-resolution process. The status of the complaint was tagged as resolved and closed in the CRM system. The resolution comment against this complaint in the CRM said, “Commission dispatched, hence the complaint is closed.” The comment had been entered by Linus from finance who was responsible for commission payments.
三周后这件客诉正好被客诉解决确认过程随机挑选为稽核案例。此客诉在客户关系管理系统中被标记为已解决并关闭。系统中备注的解决方案为：佣金已寄出，客诉解决结案。备注是由财务部负责佣金发放的Linus输入的。
Dev, the auditor, phoned the agent just to confirm if she had received her commission. “No, I’m still waiting.” The agent’s voice barely hid a trace of irritation.
稽核员Dev于是打销售员的电话确认她是否收到了佣金。“没有，我还在等。”这时销售员的声音中没有一丝的不满。
Rather perplexed, Dev went back to finance. “Hey, Linus, why did you say ‘resolved’ in the CRM when the agent says she hasn’t got the money?” Linus gave Dev a funny look, “My friend, our job in finance is to dispatch the commission. Don’t tell me you expect me to call every agent and ask them if they got their money. I’ve done my job. Don’t you know our commission process runs at Six Sigma efficiency?”
听到这个结果Dev相当困惑，于是Dev去了财务部。“你好，Linus,为什么在销售员还没有收到佣金的时候你却把此客诉在系统中关闭结案？”。Linus表情略略有些不屑：“朋友，我们财务部的工作是发放佣金。难道你以为我们要向每一个销售员电话确认他们是否收到佣金吗？我该做的已经做了。难道你不知道我们的部门又六西格码的效率运作？”
As per the company’s practice, commission was calculated centrally at the head office and checks dispatched to each branch-office (the company has more than a thousand branch-offices) . An operations person at the branch would hand over the check to agents attached to their branch.
按照此公司的惯例：佣金由总部办公中心计算，随后佣金支票会分发到上千个分部的办事处。分部会有特定的人员会将佣金再次交到销售人员手中。
Dev was determined to get to the bottom of the mystery. He phoned the branch manager. The branch manager said, “I doubt if we’ve received the agent’s check. Are you sure finance sent it? They never send the commission checks on time, and then blame us when agents get their money late.”
Dev决定对此问题打破砂锅问到底。他打电话给给分部的经理。此分部的经理说：“我估计我们没有收到此销售员的支票。你确信财务部已经寄出？他们发放支票从来都不及时，当销售员晚收支票的时候却反过来责备我们。”
When Linus heard the branch manager’s accusation, he was livid. “If you don’t believe me, I’ll show you the proof of dispatch.” Next morning, Linus showed Dev an airway bill from the courier company, which was proof that the courier had picked it up from finance. Linus had spent half a day digging up the proof.
当Linus听到分部经理暗暗而来的指责后，他颇有些生气，他对Dev说：“如果你不相信我，我会拿出支票发出的证据。”第二天早上，Linus给Dev拿出了快递公司的航空票据，这张票据证明了快递公司已经将支票从财务部取走。为了找出这个证据Linus花费了整整半天的时间！
Dev persisted, “But the agent is complaining that she didn’t receive the money, not that you haven’t dispatched it. I agree you have proof that it has been dispatched, but what if somehow it hasn’t reached her?” It was like talking to a wall. Linus showed Dev the commission process document, “Here, look at the process document. It says that the last step is to dispatch the commission, and I have done that. I have followed the process to a T. I can’t be responsible for things that are outside my process!”
Dev继续说：“但是销售员反应的是他没有收到钱，并不是你没有发放。对于你发放的证据我完全认可，但因为某种原因钱没有到销售员手中，那些证据又能怎么样呢？”这似乎就是对牛弹琴。Linus拿出了佣金发放程序文件，说：“来，看看这程序文件，规定最后一步就是发出佣金，而这件事情我已经完成了。我完全是按照程序文件来做的。我不会对我职责之外的事情负责。”
Dev’s head was reeling. He decided to wait for a couple of days. Perhaps the agent might receive it by then. Two days later, he called the agent again. The agent again denied having received the commission. “Are you sure ma’am? I have seen the proof of dispatch myself,” Dev asked. Now the agent sounded somewhat annoyed, “Why don’t you ask your own colleagues who claims they gave me the money? I wish you people could just pay me my money that was due weeks ago, instead of calling me again and again. It also seems to me that people in your company don’t talk to each other.”
Dev也有些茫然。他打算等两天再确认结果。也许到时销售员已经收到佣金了。两天后，他再次打通了销售员的电话。然而销售员再次说明没有收到佣金。“女士，你确定吗？我看过发放的票据了。”Dev问道。这时销售员的声音有些生气：“你为什么不问问你的同事到底有谁说给过我佣金？我所希望你们这些人可以发放数周前应发放的佣金，而不是一次又一次的打我电话。此事我感觉你们公司的人似乎都不相互讲话一样。”
Dev went back to Linus. Now that Linus had proof that he had dispatched the commission, he had covered himself and refused to spend any more time talking about the agent’s problem. However, he was determined to get even with the branch manager. He passed the buck right back. “Dev, didn’t I show you the proof of delivery? If you’ve got nothing better to do, why don’t you ask the branch what they did with the commission check? I’m sure they’re sitting on it.”
Dev再次找到了Linus.现在Linus已经有了发出佣金的证据，他已经澄清了不是自己的问题，因此拒绝再讨论销售员的事情。并决定隐隐报复分部经理。他立即抢回话语主动权说：“Dev,我不是跟你看过快递票据吗？你如果没什么事做的话为什么不问问分部收到佣金支票后是怎么做的呢？我肯定他们把这件事给扔到一边了。
Dev called the branch manager again. “Dev, this is a complete waste of our time. You have no idea how busy we are at the branch. But since you insist, I’ll have somebody check and get back to you.”
Dev再次打通分部经理的电话，分部经理说：“Dev,这完全就是浪费我们的时间。你完全不知道我们在分部有多忙。不过既然你这样坚持，我会安排人去确认后回复给你。”
When no one called for two days, Dev called the branch again. This time, the branch manager’s tone was a tad softer. “Sorry, we did receive the check. It’s in my safe. Don’t worry, we’ll give it to her next time she comes to the branch.”
等了两天没有人回复，Dev再次打电话到分部。这一次，分部经理的口气温和了许多：“不好意思，我们确实收到了佣金支票。支票在我的保险箱里，那个销售员下次再到分部的时候我会给她。”
When Linus learned this, he confronted Dev, “See? I told you we had dispatched it. Obviously, the complaint is resolved. As far as finance is concerned, we are running at Six Sigma efficiency and we cannot let the branch people’s inefficiency spoil our measurement.” The minor detail that the agent hadn’t got the money in her hands seemed irrelevant to Linus. What mattered to him was to make his charts look good. But Dev decided to deal with Linus later. He had another question for the branch manager, “But why haven’t you given the money to the agent? She’s been complaining and seems quite upset.”
当Linus了解到这件事时，他用挑衅式的口吻对Dev说：“看到了吧，我早就对你说我们已经寄出去了。显而易见客诉已经解决了。我们财务部所考虑的是以六西格码的效率运作，并且决不会让分部的拖沓低效拖累了我们。”销售员没有拿到佣金的事实对Linus似乎毫无关系，他所关心的就是让他的绩效图表更好看地一些。但Dev打算等一些时间之后再找Linus讨论这问题。他对分部经理还有一个疑问：“为什么没有给销售员发放佣金，她一直在抱怨而且似乎非常生气。”
“She complained? Why didn’t anybody tell me that?” asked the branch manager. “Anyway, what’s there to complain about? My operations person just forgot to give it to her. Her money is safe with us!”
“她抱怨过吗？为什么没有人告诉我这件事？”分部经理反问道，”再说，这有什么好抱怨的，我们的人员只是忘记给她而已，她的佣金在这里很安全！”
Dev called the agent. “Ma’am your complaint is resolved. We found your money. Your check was written long ago. It’s lying safe with the branch. They just forgot to give it to you.” Dev thought she would be relieved. However, this time, her irritation seemed mixed with amusement. “Son, do you think it makes a grain of difference to me whether the check is made or not, or if it’s lying at your head office or at the branch? And, what do you mean my complaint is ‘resolved?’ All that matters to me is that I haven’t got my money in my hands. I should have gotten it weeks ago. To me, my complaint will be resolved only when I get my money in my hands.”
Dev又打了销售员的电话。“女士，你的问题已经解决了。你的佣金已经找到了，你的佣金支票早就写好了，它现在在我们的分公司里。分部人员忘给你了。”Dev原以为她会放下心来。没想到此次，他的生气的口气中略带嘲弄:”小伙子，佣金支票写没写好、支票在总部还是公公司有什么区别吗？还有，你说我的问题解决了是什么意思？我所关心的是有没有拿到佣金。这些佣金我数周前就应该拿到的。对我来说，只有我拿到佣金的时候我的问题才得到解决。
When Dev got back his composure (and this took some time), he realized that this agent had just taught the company the most important lesson that anybody in the company had ever learned. Clearly, the agent couldn’t care less about the process followed by the company or what anybody in the company said about where the check was at. The only thing that mattered to her was if she had her money in her hands. To make matters worse, somebody in the company had tagged her complaint as resolved while she was yet to even hear from the company about her complaint. How could anybody call her complaint resolved unless she, the complainant, told them that it was resolved?
当Dev好不容易恢复了平静的时候，他意识到这个销售员给公司的每一个人上了他们所经历的最深刻的一课。很明显，这个业务员并不关注公司的处理流程或某人所说的支票在哪里。她唯一关心的就是她是否拿到了佣金。使事情更糟糕的是公司竟然有人将她的问题标记为已解决，然而她却完全不知道她的问题的进度。在没有被销售员确认问题解决的情况 下怎么可以将问题标记为已解决呢？
It struck Dev that what was really missing was closing the loop with the customer—the person who complained. 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. Was this because the person (or department) who tagged the complaint as resolved was not responsible for the end-delivery to the agent? The job of finance, after all, was merely to send the commission to the branch-office. It was the branch that was responsible to actually hand it over to the agent.
这使Dev意识到真正缺失的是跟抱怨客户的互动沟通。公司将抱怨标记为已解决，然而从客户的角度来看根本没有解决，公司甚至没有跟客户去确认问题是否解决。是因为将客户抱怨标记为已解决的人对佣金最终送到销售员手中不负责任吗？财务部的职责确实是仅仅将佣金发放到分部办事处。对佣金送到销售员手中负责的是分部。
Should the company then put the responsibility to tag such complaints as resolved onto the branch managers instead of finance?
公司应该把客户抱怨标记为已解决的责任定在分部经理而不是财务部吗?
“I am willing to take the responsibility, provided my TAT (turn-around time) starts when the branch receives the checks. Obviously, cases where finance delays sending the commission can’t show as open complaints against me. After all, that’s not my fault,” said the branch manager. So here was a new challenge. While finance was unwilling to own the problem once the commission had left their hands, the branch was unwilling to own until it had reached the branch. No one in the company was looking at it end to end. But end to end was the only way that the customer looked at it. To her, nothing else mattered.
“我愿意对分部收到佣金支票后的周围时间负责。很明显的，客诉显示财务延迟发放佣金对我并没有任何提醒。所以，那不是我的过错。”分部经理这样回答。所以这里就是一个新的挑战。一旦佣金支票发出后他们就不愿再承担责任，分部也不愿承担责任直到佣金支票到了分部。公司中没有一个人愿意好好看看结果。但结果正是客户所唯一关注的地方。对销售员来讲，没有什么其它事情更重要的了。
Having spoken to the customer and heard her point of view, the absurdity of it all struck Dev. Everybody in the company was working hard to make their measures look good (and in the process, tagging unresolved complaints as resolved), while none of this added any value to actually resolving the problem from the customer’s point of view.
经过和客户的沟通及聆听她的看法，这个近似荒诞的过程使Dev深有感触。公司的每个人都很努力的工作使自己的绩效更好看一些（包括过程中标记未解决的抱怨为已解决），然而从客户的角度来讲，这些所有工作都没有对解决客诉产生一点实际的意义。
Dev continued to think. Could it be possible that many more “commission not received” complaints from other agents were similarly tagged as resolved in the company’s CRM system without actually resolving them? And could other types of complaints from end-customers or agents also be meeting with the same fate? Dev sank into a sofa under the weight of his thoughts.
Devg继续更进一步思考：也许有更多其他业务员抱怨未收到佣金，在问题没解决的情况下，他们在客户关系维护系统中的状态已经被标记为已解决。终端客户或销售员其它类型的抱怨会不会面临同样的问题？Dev带着深深的思考沉坐在沙发中。
During the next few days, Dev did a quick sample audit of other common types of complaints received by the company. The audit itself was simple enough—all Dev needed to do was pick a random sample from each type of complaint that was tagged as resolved and ask the complainant to confirm if their complaint was truly resolved.
在接下来的几天里，Dev简略地确认了公司收到的几个常见类型的客户抱怨。确认的过程非常简单----Dev要做的就是随机挑选每一个类型被标记为已解决的客户抱怨，再向客户确认他们的问题是否真正地解决了。
The audit confirmed Dev’s fears. In a large proportion of every type of complaint, the customer who had made the complaint denied having received any resolution. They said that they were still waiting for the resolution and plainly, many of them were angry that it was taking the company so long to resolve their complaint. And, mind you, we are only talking of complaints tagged as resolved.
确认的结果证明Dev的担心并非多余。在每一个抱怨类型中，大部分的客户都否认他们收到解决措施。客户都说他们仍然在等改善措施，直白一点他们对公司需要如此长的时间去解决他们的问题感到非常生气。最后，提醒一句，我们所谈的只是标记为已解决的客诉。
Dev found another fishy practice. It was bad enough that a large number of complaints were tagged as resolved without actually resolving them. There was another bunch of complaints that were tagged as rejected. On probing these, Dev found that these were cases where, in the opinion of somebody in the company, what the customer was asking for was not doable, e.g., an insurance claim which is genuinely not payable due to the terms of the insurance policy.
Dev发现了另一个潜在的问题。把很多实际未解决的抱怨标记为已解决已经非常糟糕了。另一种情况是有许多抱怨被备注为驳回。在调查这些问题的过程中，Dev发现在公司的一些人的观点中，客户所要求的问题是无法执行的。如保险索赔因为保险的制度是无法实施的。
Dev spoke to a few customers whose requests or complaints had been rejected more than a month ago. Each of them said that they had not heard anything from the company and were awaiting a resolution or at least a response. Dev told these customers that what they were asking for was not doable and explained the reasons. Dev did this with some trepidation, expecting the customers to get mad at him. But he was pleasantly surprised to find that most customers were quite understanding when the facts were honestly explained to them. Several of them actually said they appreciated that the company was at least taking the trouble to talk to them and close the loop—even if their request could not be met.
Dev联系了几个一个月之前抱怨或要求被驳回的客户，这些客户都表示没有收到公司的任何回复，仍然在等解决方案或至少一个回复。Dev对这些客户说他们所要求的是无法实施的并逐一解释了原因。在这个过程中Dev也做好了客户对他发火的准备。但使他感到吃惊的是听过他的解释后客户都表示理解。一些客户最后甚至表示，尽管要求没有满足，他们非常欣赏公司至少带着这些问题跟他们进行沟通。
The meeting with the CEO
Dev sought a meeting with Amla, the CEO. “You’ll have to make it quick, Dev. I have an important meeting with our sales heads. We’re losing customers and market share, you see, and I need to plan our strategy to counter this.”
与CEO的会议
Dev想借此和CEO Amla开了一个会。Amla却说道：“Dev你必须自己去快速处理了。我和销售部高层管理有一个非常重要的会议。我们正在丢失客户和市场份额，你看，我必须制定策略进行解决。”
Dev began, “That’s interesting, Amla, and I believe I have part of the answer to why we’re losing market share.” And Dev went on to fill the CEO in on what his audits and conversations with customers had revealed. He also told Amla about the resolved and rejected complaints in the CRM system.
Dev说道：“非常巧，Amla，我觉得我有一些丢失市场份额的答案。”于量Dev继续跟CEO讲他稽核以及和客户沟通中发现的问题。他也向Amla汇报了客户关系维护系统中被备注已解决和被驳回的客户抱怨问题。
Dev concluded, “So, I’m afraid the charts you have been shown month after month showing certain processes running at near Six Sigma efficiency and on the number of customer complaints and the percent of complaints resolved within time have very little to do with reality. Most of these charts are merely someone in the company telling us that they, or their department, have done their part. All the individual charts look good, but nobody is telling you what the customers are saying.”
Dev得出结论：“所以恐怕你每个月看到的六西格码运作效率以及大量及时解决的客户抱怨报表对解决实际问题没有什么实际意义。这些图表只是说明了个人或某个部门把他们的事完成了而已。这些单个的报表看起来很好，但没有一个人告诉你客户真正关心的是什么。”
Amla listened intently to what Dev said. He seemed to be lost in thought for several moments even after Dev had stopped speaking. When he spoke, it was evident that what he had heard had shaken him. “This is an eye-opener, Dev! No wonder our customers are leaving us in droves. I’m still going to have that meeting on why we’re losing market share. But in addition to the sales heads, I want you to be there. Also, call everyone else from the management team who has a role to play in resolving issues commonly raised by customers or agents.”
Amla专注地听Dev讲的内容。他甚至在Dev讲完后好几次陷入沉思。很明显，Dev的话使Amla顿时清晰地认识到了问题。“Dev，原来是这样，难怪我们的客户正在持续流失。我仍然要开我们为什么丢失市场份额的会议。但除了销售管理层除外，我想让你也出席会议。另外，召集与客户抱怨处理相关的管理层。”
The meeting on market share turned out to be a session led by Amla, in which he laid down what he called the “commandments” for dealing with any problem brought by customers or agents. The commandments were based on the lessons learned from the story so far about the agent’s complaint.
最后市场占有率会议最终演变成了Amla主持的演讲会，在此他提出了他对处理任何客户或销售员提出的抱怨的要求。这些要求是从销售员抱怨的基础上总结而来。
The commandments would be relevant in almost any business in any industry, and form the subject of part two of this article.
这些要求在各行各业都是相通的，这将是这篇文章第二部分所讲的内容。
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.
作者介绍
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
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本文翻译：kkstrr
Close the Loop with the Customer, Part One
建立起与客户沟通的良性循环机制：第一章
Are you going through the motions with blinders on?
你在工作中是戴着眼罩走走过场吗？
Sometimes, customer issues or complaints get tagged as “resolved” without actually resolving them from the customer’s perspective. At times, the customer doesn’t even know that their complaint has been tagged as resolved because no one from the company told them. Often, this happens because someone in the company wants to make some interdepartmental performance chart look good.
有时，客户的反馈的问题被标记为“已解决”，但从客户的角度来讲，这些问题根本就没有解决。有时，因为公司里没人去联络客户以致客户根本就不知道他们的问题被解决了。通常这种情况发生的原因是公司的一些个人想使部门绩效报表看起来更好看一些。
This can be dangerously misleading, because the business leader or senior management do not see the real picture as to how many customer issues or complaints were genuinely resolved on time, how many were resolved late, how many still remain unresolved, and how old the unresolved ones are. If management doesn’t have this information, it obviously won’t be a focus area for your company. Because these “early warning signals” remain hidden, you may only learn about the problems when it manifests itself in the form of more serious outcomes, such as customers and business leaving you. By then, it may be too late—or definitely much more difficult—to reverse the situation.
这种误区是非常危险的，因为公司的领导或高层管理者根本不会及时地去看这些绩效图表：哪些问题真实地及时解决，哪些问题延期解决，哪些问题仍然在解决中，或者未解决的问题已经多久了等等。如果管理层得不到真实的信息，很明显这些都不会成为你的公司关注的焦点。因为这些危险的预警信号仍然隐藏着，当你意识到问题的严重性时，结果已经非常严重了，如客户或商业订单的流失。到那时再扭转时局恐怕已为时已晚或难度很大了。
This two-part article recounts a real-life example, and the lessons learned from it, that might be relevant to your business.
这篇文章的两个部分讲述的是生活中活生生的例子，从中学习到的教训应该与是与你们所在的领域息息相关。
A sales-agent phoned the call-center of a large company that she sold for. She had not received her commission for the last month. “We’re sorry about this ma’am, we will surely look into this and get back to you,” said the call-center executive. The executive created a service request in the company’s customer relationship management (CRM) system and entered the agent’s complaint.
一个销售员向她所销售的大公司电话中心致电，声称她仍然没有收到上个月的佣金。“我们对此非常抱歉，女士！我们人以此进行调查并反馈给您。”电话中心的经理这样回答。此经理在公司的客户关系管理系统创建了一个服务请求，输入了此销售员反应的问题。
Three weeks later, this complaint happened to get picked as part of a random sample audit of the complaint-resolution process. The status of the complaint was tagged as resolved and closed in the CRM system. The resolution comment against this complaint in the CRM said, “Commission dispatched, hence the complaint is closed.” The comment had been entered by Linus from finance who was responsible for commission payments.
三周后这件客诉正好被客诉解决确认过程随机挑选为稽核案例。此客诉在客户关系管理系统中被标记为已解决并关闭。系统中备注的解决方案为：佣金已寄出，客诉解决结案。备注是由财务部负责佣金发放的Linus输入的。
Dev, the auditor, phoned the agent just to confirm if she had received her commission. “No, I’m still waiting.” The agent’s voice barely hid a trace of irritation.
稽核员Dev于是打销售员的电话确认她是否收到了佣金。“没有，我还在等。”这时销售员的声音中没有一丝的不满。
Rather perplexed, Dev went back to finance. “Hey, Linus, why did you say ‘resolved’ in the CRM when the agent says she hasn’t got the money?” Linus gave Dev a funny look, “My friend, our job in finance is to dispatch the commission. Don’t tell me you expect me to call every agent and ask them if they got their money. I’ve done my job. Don’t you know our commission process runs at Six Sigma efficiency?”
听到这个结果Dev相当困惑，于是Dev去了财务部。“你好，Linus,为什么在销售员还没有收到佣金的时候你却把此客诉在系统中关闭结案？”。Linus表情略略有些不屑：“朋友，我们财务部的工作是发放佣金。难道你以为我们要向每一个销售员电话确认他们是否收到佣金吗？我该做的已经做了。难道你不知道我们的部门又六西格码的效率运作？”
As per the company’s practice, commission was calculated centrally at the head office and checks dispatched to each branch-office (the company has more than a thousand branch-offices) . An operations person at the branch would hand over the check to agents attached to their branch.
按照此公司的惯例：佣金由总部办公中心计算，随后佣金支票会分发到上千个分部的办事处。分部会有特定的人员会将佣金再次交到销售人员手中。
Dev was determined to get to the bottom of the mystery. He phoned the branch manager. The branch manager said, “I doubt if we’ve received the agent’s check. Are you sure finance sent it? They never send the commission checks on time, and then blame us when agents get their money late.”
Dev决定对此问题打破砂锅问到底。他打电话给给分部的经理。此分部的经理说：“我估计我们没有收到此销售员的支票。你确信财务部已经寄出？他们发放支票从来都不及时，当销售员晚收支票的时候却反过来责备我们。”
When Linus heard the branch manager’s accusation, he was livid. “If you don’t believe me, I’ll show you the proof of dispatch.” Next morning, Linus showed Dev an airway bill from the courier company, which was proof that the courier had picked it up from finance. Linus had spent half a day digging up the proof.
当Linus听到分部经理暗暗而来的指责后，他颇有些生气，他对Dev说：“如果你不相信我，我会拿出支票发出的证据。”第二天早上，Linus给Dev拿出了快递公司的航空票据，这张票据证明了快递公司已经将支票从财务部取走。为了找出这个证据Linus花费了整整半天的时间！
Dev persisted, “But the agent is complaining that she didn’t receive the money, not that you haven’t dispatched it. I agree you have proof that it has been dispatched, but what if somehow it hasn’t reached her?” It was like talking to a wall. Linus showed Dev the commission process document, “Here, look at the process document. It says that the last step is to dispatch the commission, and I have done that. I have followed the process to a T. I can’t be responsible for things that are outside my process!”
Dev继续说：“但是销售员反应的是他没有收到钱，并不是你没有发放。对于你发放的证据我完全认可，但因为某种原因钱没有到销售员手中，那些证据又能怎么样呢？”这似乎就是对牛弹琴。Linus拿出了佣金发放程序文件，说：“来，看看这程序文件，规定最后一步就是发出佣金，而这件事情我已经完成了。我完全是按照程序文件来做的。我不会对我职责之外的事情负责。”
Dev’s head was reeling. He decided to wait for a couple of days. Perhaps the agent might receive it by then. Two days later, he called the agent again. The agent again denied having received the commission. “Are you sure ma’am? I have seen the proof of dispatch myself,” Dev asked. Now the agent sounded somewhat annoyed, “Why don’t you ask your own colleagues who claims they gave me the money? I wish you people could just pay me my money that was due weeks ago, instead of calling me again and again. It also seems to me that people in your company don’t talk to each other.”
Dev也有些茫然。他打算等两天再确认结果。也许到时销售员已经收到佣金了。两天后，他再次打通了销售员的电话。然而销售员再次说明没有收到佣金。“女士，你确定吗？我看过发放的票据了。”Dev问道。这时销售员的声音有些生气：“你为什么不问问你的同事到底有谁说给过我佣金？我所希望你们这些人可以发放数周前应发放的佣金，而不是一次又一次的打我电话。此事我感觉你们公司的人似乎都不相互讲话一样。”
Dev went back to Linus. Now that Linus had proof that he had dispatched the commission, he had covered himself and refused to spend any more time talking about the agent’s problem. However, he was determined to get even with the branch manager. He passed the buck right back. “Dev, didn’t I show you the proof of delivery? If you’ve got nothing better to do, why don’t you ask the branch what they did with the commission check? I’m sure they’re sitting on it.”
Dev再次找到了Linus.现在Linus已经有了发出佣金的证据，他已经澄清了不是自己的问题，因此拒绝再讨论销售员的事情。并决定隐隐报复分部经理。他立即抢回话语主动权说：“Dev,我不是跟你看过快递票据吗？你如果没什么事做的话为什么不问问分部收到佣金支票后是怎么做的呢？我肯定他们把这件事给扔到一边了。
Dev called the branch manager again. “Dev, this is a complete waste of our time. You have no idea how busy we are at the branch. But since you insist, I’ll have somebody check and get back to you.”
Dev再次打通分部经理的电话，分部经理说：“Dev,这完全就是浪费我们的时间。你完全不知道我们在分部有多忙。不过既然你这样坚持，我会安排人去确认后回复给你。”
When no one called for two days, Dev called the branch again. This time, the branch manager’s tone was a tad softer. “Sorry, we did receive the check. It’s in my safe. Don’t worry, we’ll give it to her next time she comes to the branch.”
等了两天没有人回复，Dev再次打电话到分部。这一次，分部经理的口气温和了许多：“不好意思，我们确实收到了佣金支票。支票在我的保险箱里，那个销售员下次再到分部的时候我会给她。”
When Linus learned this, he confronted Dev, “See? I told you we had dispatched it. Obviously, the complaint is resolved. As far as finance is concerned, we are running at Six Sigma efficiency and we cannot let the branch people’s inefficiency spoil our measurement.” The minor detail that the agent hadn’t got the money in her hands seemed irrelevant to Linus. What mattered to him was to make his charts look good. But Dev decided to deal with Linus later. He had another question for the branch manager, “But why haven’t you given the money to the agent? She’s been complaining and seems quite upset.”
当Linus了解到这件事时，他用挑衅式的口吻对Dev说：“看到了吧，我早就对你说我们已经寄出去了。显而易见客诉已经解决了。我们财务部所考虑的是以六西格码的效率运作，并且决不会让分部的拖沓低效拖累了我们。”销售员没有拿到佣金的事实对Linus似乎毫无关系，他所关心的就是让他的绩效图表更好看地一些。但Dev打算等一些时间之后再找Linus讨论这问题。他对分部经理还有一个疑问：“为什么没有给销售员发放佣金，她一直在抱怨而且似乎非常生气。”
“She complained? Why didn’t anybody tell me that?” asked the branch manager. “Anyway, what’s there to complain about? My operations person just forgot to give it to her. Her money is safe with us!”
“她抱怨过吗？为什么没有人告诉我这件事？”分部经理反问道，”再说，这有什么好抱怨的，我们的人员只是忘记给她而已，她的佣金在这里很安全！”
Dev called the agent. “Ma’am your complaint is resolved. We found your money. Your check was written long ago. It’s lying safe with the branch. They just forgot to give it to you.” Dev thought she would be relieved. However, this time, her irritation seemed mixed with amusement. “Son, do you think it makes a grain of difference to me whether the check is made or not, or if it’s lying at your head office or at the branch? And, what do you mean my complaint is ‘resolved?’ All that matters to me is that I haven’t got my money in my hands. I should have gotten it weeks ago. To me, my complaint will be resolved only when I get my money in my hands.”
Dev又打了销售员的电话。“女士，你的问题已经解决了。你的佣金已经找到了，你的佣金支票早就写好了，它现在在我们的分公司里。分部人员忘给你了。”Dev原以为她会放下心来。没想到此次，他的生气的口气中略带嘲弄:”小伙子，佣金支票写没写好、支票在总部还是公公司有什么区别吗？还有，你说我的问题解决了是什么意思？我所关心的是有没有拿到佣金。这些佣金我数周前就应该拿到的。对我来说，只有我拿到佣金的时候我的问题才得到解决。
When Dev got back his composure (and this took some time), he realized that this agent had just taught the company the most important lesson that anybody in the company had ever learned. Clearly, the agent couldn’t care less about the process followed by the company or what anybody in the company said about where the check was at. The only thing that mattered to her was if she had her money in her hands. To make matters worse, somebody in the company had tagged her complaint as resolved while she was yet to even hear from the company about her complaint. How could anybody call her complaint resolved unless she, the complainant, told them that it was resolved?
当Dev好不容易恢复了平静的时候，他意识到这个销售员给公司的每一个人上了他们所经历的最深刻的一课。很明显，这个业务员并不关注公司的处理流程或某人所说的支票在哪里。她唯一关心的就是她是否拿到了佣金。使事情更糟糕的是公司竟然有人将她的问题标记为已解决，然而她却完全不知道她的问题的进度。在没有被销售员确认问题解决的情况 下怎么可以将问题标记为已解决呢？
It struck Dev that what was really missing was closing the loop with the customer—the person who complained. 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. Was this because the person (or department) who tagged the complaint as resolved was not responsible for the end-delivery to the agent? The job of finance, after all, was merely to send the commission to the branch-office. It was the branch that was responsible to actually hand it over to the agent.
这使Dev意识到真正缺失的是跟抱怨客户的互动沟通。公司将抱怨标记为已解决，然而从客户的角度来看根本没有解决，公司甚至没有跟客户去确认问题是否解决。是因为将客户抱怨标记为已解决的人对佣金最终送到销售员手中不负责任吗？财务部的职责确实是仅仅将佣金发放到分部办事处。对佣金送到销售员手中负责的是分部。
Should the company then put the responsibility to tag such complaints as resolved onto the branch managers instead of finance?
公司应该把客户抱怨标记为已解决的责任定在分部经理而不是财务部吗?
“I am willing to take the responsibility, provided my TAT (turn-around time) starts when the branch receives the checks. Obviously, cases where finance delays sending the commission can’t show as open complaints against me. After all, that’s not my fault,” said the branch manager. So here was a new challenge. While finance was unwilling to own the problem once the commission had left their hands, the branch was unwilling to own until it had reached the branch. No one in the company was looking at it end to end. But end to end was the only way that the customer looked at it. To her, nothing else mattered.
“我愿意对分部收到佣金支票后的周围时间负责。很明显的，客诉显示财务延迟发放佣金对我并没有任何提醒。所以，那不是我的过错。”分部经理这样回答。所以这里就是一个新的挑战。一旦佣金支票发出后他们就不愿再承担责任，分部也不愿承担责任直到佣金支票到了分部。公司中没有一个人愿意好好看看结果。但结果正是客户所唯一关注的地方。对销售员来讲，没有什么其它事情更重要的了。
Having spoken to the customer and heard her point of view, the absurdity of it all struck Dev. Everybody in the company was working hard to make their measures look good (and in the process, tagging unresolved complaints as resolved), while none of this added any value to actually resolving the problem from the customer’s point of view.
经过和客户的沟通及聆听她的看法，这个近似荒诞的过程使Dev深有感触。公司的每个人都很努力的工作使自己的绩效更好看一些（包括过程中标记未解决的抱怨为已解决），然而从客户的角度来讲，这些所有工作都没有对解决客诉产生一点实际的意义。
Dev continued to think. Could it be possible that many more “commission not received” complaints from other agents were similarly tagged as resolved in the company’s CRM system without actually resolving them? And could other types of complaints from end-customers or agents also be meeting with the same fate? Dev sank into a sofa under the weight of his thoughts.
Devg继续更进一步思考：也许有更多其他业务员抱怨未收到佣金，在问题没解决的情况下，他们在客户关系维护系统中的状态已经被标记为已解决。终端客户或销售员其它类型的抱怨会不会面临同样的问题？Dev带着深深的思考沉坐在沙发中。
During the next few days, Dev did a quick sample audit of other common types of complaints received by the company. The audit itself was simple enough—all Dev needed to do was pick a random sample from each type of complaint that was tagged as resolved and ask the complainant to confirm if their complaint was truly resolved.
在接下来的几天里，Dev简略地确认了公司收到的几个常见类型的客户抱怨。确认的过程非常简单----Dev要做的就是随机挑选每一个类型被标记为已解决的客户抱怨，再向客户确认他们的问题是否真正地解决了。
The audit confirmed Dev’s fears. In a large proportion of every type of complaint, the customer who had made the complaint denied having received any resolution. They said that they were still waiting for the resolution and plainly, many of them were angry that it was taking the company so long to resolve their complaint. And, mind you, we are only talking of complaints tagged as resolved.
确认的结果证明Dev的担心并非多余。在每一个抱怨类型中，大部分的客户都否认他们收到解决措施。客户都说他们仍然在等改善措施，直白一点他们对公司需要如此长的时间去解决他们的问题感到非常生气。最后，提醒一句，我们所谈的只是标记为已解决的客诉。
Dev found another fishy practice. It was bad enough that a large number of complaints were tagged as resolved without actually resolving them. There was another bunch of complaints that were tagged as rejected. On probing these, Dev found that these were cases where, in the opinion of somebody in the company, what the customer was asking for was not doable, e.g., an insurance claim which is genuinely not payable due to the terms of the insurance policy.
Dev发现了另一个潜在的问题。把很多实际未解决的抱怨标记为已解决已经非常糟糕了。另一种情况是有许多抱怨被备注为驳回。在调查这些问题的过程中，Dev发现在公司的一些人的观点中，客户所要求的问题是无法执行的。如保险索赔因为保险的制度是无法实施的。
Dev spoke to a few customers whose requests or complaints had been rejected more than a month ago. Each of them said that they had not heard anything from the company and were awaiting a resolution or at least a response. Dev told these customers that what they were asking for was not doable and explained the reasons. Dev did this with some trepidation, expecting the customers to get mad at him. But he was pleasantly surprised to find that most customers were quite understanding when the facts were honestly explained to them. Several of them actually said they appreciated that the company was at least taking the trouble to talk to them and close the loop—even if their request could not be met.
Dev联系了几个一个月之前抱怨或要求被驳回的客户，这些客户都表示没有收到公司的任何回复，仍然在等解决方案或至少一个回复。Dev对这些客户说他们所要求的是无法实施的并逐一解释了原因。在这个过程中Dev也做好了客户对他发火的准备。但使他感到吃惊的是听过他的解释后客户都表示理解。一些客户最后甚至表示，尽管要求没有满足，他们非常欣赏公司至少带着这些问题跟他们进行沟通。
The meeting with the CEO
Dev sought a meeting with Amla, the CEO. “You’ll have to make it quick, Dev. I have an important meeting with our sales heads. We’re losing customers and market share, you see, and I need to plan our strategy to counter this.”
与CEO的会议
Dev想借此和CEO Amla开了一个会。Amla却说道：“Dev你必须自己去快速处理了。我和销售部高层管理有一个非常重要的会议。我们正在丢失客户和市场份额，你看，我必须制定策略进行解决。”
Dev began, “That’s interesting, Amla, and I believe I have part of the answer to why we’re losing market share.” And Dev went on to fill the CEO in on what his audits and conversations with customers had revealed. He also told Amla about the resolved and rejected complaints in the CRM system.
Dev说道：“非常巧，Amla，我觉得我有一些丢失市场份额的答案。”于量Dev继续跟CEO讲他稽核以及和客户沟通中发现的问题。他也向Amla汇报了客户关系维护系统中被备注已解决和被驳回的客户抱怨问题。
Dev concluded, “So, I’m afraid the charts you have been shown month after month showing certain processes running at near Six Sigma efficiency and on the number of customer complaints and the percent of complaints resolved within time have very little to do with reality. Most of these charts are merely someone in the company telling us that they, or their department, have done their part. All the individual charts look good, but nobody is telling you what the customers are saying.”
Dev得出结论：“所以恐怕你每个月看到的六西格码运作效率以及大量及时解决的客户抱怨报表对解决实际问题没有什么实际意义。这些图表只是说明了个人或某个部门把他们的事完成了而已。这些单个的报表看起来很好，但没有一个人告诉你客户真正关心的是什么。”
Amla listened intently to what Dev said. He seemed to be lost in thought for several moments even after Dev had stopped speaking. When he spoke, it was evident that what he had heard had shaken him. “This is an eye-opener, Dev! No wonder our customers are leaving us in droves. I’m still going to have that meeting on why we’re losing market share. But in addition to the sales heads, I want you to be there. Also, call everyone else from the management team who has a role to play in resolving issues commonly raised by customers or agents.”
Amla专注地听Dev讲的内容。他甚至在Dev讲完后好几次陷入沉思。很明显，Dev的话使Amla顿时清晰地认识到了问题。“Dev，原来是这样，难怪我们的客户正在持续流失。我仍然要开我们为什么丢失市场份额的会议。但除了销售管理层除外，我想让你也出席会议。另外，召集与客户抱怨处理相关的管理层。”
The meeting on market share turned out to be a session led by Amla, in which he laid down what he called the “commandments” for dealing with any problem brought by customers or agents. The commandments were based on the lessons learned from the story so far about the agent’s complaint.
最后市场占有率会议最终演变成了Amla主持的演讲会，在此他提出了他对处理任何客户或销售员提出的抱怨的要求。这些要求是从销售员抱怨的基础上总结而来。
The commandments would be relevant in almost any business in any industry, and form the subject of part two of this article.
这些要求在各行各业都是相通的，这将是这篇文章第二部分所讲的内容。
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.
作者介绍
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
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