Sound the Alarm! 敲响顾客抱怨的警钟
It's odd to think of complaints as customer satisfaction tools. After all, they indicate the polar opposite of customer satisfaction, don't they? But that's exactly the point: An effective complaint system is your customer satisfaction warning signal. Imagine a big red light mounted on the wall of your conference room. When a customer complains, the light blinks a glaring shade of crimson as a deafening buzzer blares. This is how your complaint system should function.
把抱怨当作是衡量顾客满意工具的想法实在是太离谱了。总之，抱怨恰恰与顾客满意背道而驰，不是吗？但是这是要点：有效的抱怨处理系统是顾客满意的警示性信号。想象一下在会议室挂个大大的红灯。当顾客抱怨时，那个大灯闪烁着耀眼的光芒，就像防空警报一样发着震耳欲聋的响声。这就是抱怨处理系统该起到的作用。
Complaints communicate customer perceptions, and perceptions compose the largest determinant of customer satisfaction. Unfortunately, however, complaint systems are completely reactive: You're not reaching out to your customer--you're relying on the customer to reach out to you. This is a risky proposition. Many customers simply aren't going to take the time to lodge a complaint. They may believe their time is too valuable, might not have confidence in your ability to solve the problem, have decided to take their business elsewhere or have a hundred other reasons not to complain. For every complaint your organization receives, there may be four or five others you'll never know about.
抱怨传达了顾客的感觉，感觉是顾客满意度决定性因素。但不幸的是，抱怨系统完全起到了相反的作用：你不主动靠近顾客，你依赖顾客靠近你。这是非常危险的。许多顾客并不花时间提出抱怨。他们会认为他们的时间太宝贵了，也许对你解决问题的能力没有信心，所以就到别的地方做生意去了或有太多太多的理由不抱怨。你们公司收到的每一个抱怨，可能就有四个到五个你不可能知道的抱怨。
Because of its reactive nature, a complaint system should be used in combination with one or two proactive tools. These extend an organization's tentacles deep into the environment, while the complaint system acts as the last line of defense. If the proactive systems are effective, you'll hear about many issues long before they escalate to a complaint. But the complaint system will still exist--a monolith guarding the entrance to your customer satisfaction realm.
正是由于顾客是如此反应，就得把抱怨处理系统与1，2个积极主动的方法相结合。这些方法把公司的触角伸到环境中，抱怨处理系统作为最后一道防线。如果积极主动的方法奏效，你就可以听到许多在上升为前抱怨的问题。但抱怨处理系统依然存在，就像门前的大石狮子守卫着顾客满意度的城堡。
Point of contact 与顾客接触的要点
An effective complaint system must be easily accessible to your customers. A single toll-free phone number is typically the best mode of contact, even if your organization is a large multifacility company. Don't confuse your customers with instructions such as: "If you're calling about our outdoor recreation products, dial the Chuckamucka facility. If you're calling about our watercraft products, dial the Simpleville facility…"
一个有效的抱怨处理系统必须很容易地接近顾客。免费电话号码是保持接触的最佳方法，即使公司是个有多个场地的公司。不要让这样的话把顾客弄模糊了“如果你打电话是为了休闲产品，请打Chuckamucka的号码，如果是船只产品，请打Simpleville的号码”
Provide one phone number for complaints, and make sure it's posted prominently in multiple places (e.g., the user's manual, the assembly guide, the packing list, the exterior box, the invoice or the thank you note). Make it clear to even the most casual observers how to call if they have a problem. Don't fret that you're treating your customers like children. They want to be treated like children, at least in terms of getting in touch with you easily.
提供一个处理抱怨的电话号码，并在多个地方印出来（如，用户手册，安装说明，装箱单，外包装，发票或感谢信）。如果最少见的顾客有问题也很容易打电话找到你。如果你像对待孩子那样对待顾客就不要烦恼。顾客想被那样对待，至少跟容易和你接近。
Customers stand a significant chance of becoming irritated when they call to complain. Don't put them on hold or send them into voice mail. They'll only become more irritated, and this will hamper their ability to communicate the details of their problems. Establish whatever staffing or infrastructure is necessary so that customers can speak to a real person. It's a good investment.
当顾客抱怨时很容易生气的。不要让他们等待或给他们发短语邮件。他们只会更生气的，这将会使他们不能说明问题的详情。组建人员或基础设施是不要的，这样顾客可以与真人谈话，这是很好的投资。
Another communication faux pas is transferring a customer from one telephone extension to another. The first point of contact should be adequately trained and have the necessary tools for soliciting and recording the complaint's details. If the employee isn't able to carry out the task, take whatever action is necessary so that it can be carried out. Practicing complaint calls raises an employee's confidence and facilitates his or her ability to deal with the customer.
另一个沟通失礼是把顾客从一个电话传到另一个电话。与顾客联系的第一接触点应该是经过适当训练并知道如何恳求和详细记录抱怨的方法的接线生。如果接线生不能胜任，采取必要的措施使其胜任。预演抱怨可以增加接线生的信心使她有能力面对顾客。
Although other communication media such as faxes, e-mails or Web forms can function as first points of contact for complaints, voice contact is still the best. Customers with complaints want to talk to someone, and fast. Speaking directly with a human provides assurance that the problem will be solved and everything will turn out OK.
尽管通讯媒介如传真、email或网站可以作为第一接触点，但声音接触依然是最佳方案。带有抱怨的顾客想要和人谈，而且马上谈。与人谈保证问题可被解决，使一切恢复平静。
Empathy 同理心
Empathy is an important part of dealing with customers who have complaints. What exactly does empathy mean? Simply that the person talking to the customer understands the situation from the customer's point of view. He or she understands why the customer might be upset, is able to share some of the same feelings and lets the customer know that he or she would probably feel the same way.
同理心是面对带有抱怨顾客最重要的一部分。到底什么是同理心呢？简单说就是与顾客交谈的人站在顾客的角度来理解当时的状况。他知道为什么顾客暴跳如雷，能有相同的感受，让顾客知道他也有相同的想法。
Is it appropriate to express regret because of the problem? Sure. The customer has experienced something unpleasant, and it only makes sense to say you're sorry about it. Saying, "I regret you had this problem" isn't a confession of guilt. You're merely saying what one friend or business partner would say to another when something goes wrong. However, the organization's representative should stay away from any talk about guilt or fault-finding.
对问题表达歉意合适吗？当然啦。顾客经历了某些不愉快的事，对他们说对不起是很有意义的。说“让您有这样的问题，我很抱歉”不是承认有罪。你只是说了一个朋友或合作伙伴该说的话。但是公司代表不能谈及内疚或找茬儿之类的话。
Empathy allows the customer to feel that he or she isn't alone in the situation. The customer has an ally of sorts, an advocate. Creating this feeling in the customer is critical to defusing any anger or ill feelings the customer may possess. Empathy is also the first step toward turning the negative experience of the complaint into a positive one and ultimately rebuilding the customer satisfaction that might have been lost.
同理心可使顾客感到他在那种情况下不孤单。顾客有支持者。创造这样的气氛是消除顾客气愤感的关键。同理心也是把负面情绪转为积极因素，最终重新建立顾客或许已经失去的顾客满意的关键要素。
Obviously, the more upset and emotional a customer is, the more empathy will need to be applied to the situation. Everybody's communication style is different, but the essential message that most customers must hear is this:
* I can certainly understand how you feel about this situation.
* We regret that you were inconvenienced.
* We'll investigate this problem as quickly as possible and let you know what we learn.
很明显，顾客越激动越情绪化，越需要同理心。每个人沟通的风格各异，但顾客必须听到的是：
* 我可以肯定地了解你的感受。
* 给您带来的不便，深感歉意。
* 我们会尽快调查此事，并让您知道我们的进展
Getting the details 获取细节内容
In addition to expressing empathy, the person receiving the complaint must gather the details. Exactly what went wrong? Allow the customer to provide a general description, then begin to sharpen the particulars. Typical information includes the following details:
除表达同理心外，接线生必须收集细节信息。我们究竟错在哪里了？运行顾客提供泛泛的描述，然后开始进入细节。典型的信息包括：
* What was the exact nature of the problem? Generalities won't cut it. The problem statement must provide enough detail and depth to facilitate investigation.
* 问题的实质是什么？一般的泛泛描述不能解决问题。问题描述必须提供足够的细节和深度，以便进行调查。
* When did the problem occur? The date is certainly necessary, as might also be the time.
* 什么时候出现问题的？日期当然很必须了，时间也同样重要。
* Where did the problem occur? The state, city, plant, retail outlet, department, production line and machine all might be important.
* 在哪里发生的？州、市、工厂、零售店、商店、生产线和生产设备也许都很重要。
* Who were involved in the situation? What roles did they play?
* 当时谁在场？他们起什么作用？
* What product was involved? What were the part numbers or service types?
* 都涉及什么产品？产品号？或服务类型？
* Were there any specific batch numbers, serial numbers or other identifiers that provide traceability?
* 批次号？序列号？或其他可供追溯的号码
* Was the problem isolated or generalized across all products?
这个问题孤立事件？还是所有产品普遍存在？
Consistently gathering this breadth of information is difficult without a structured form. Most organizations custom-design complaint forms based on their individual needs. Decide exactly what information you need to investigate customer complaints and take effective action; then design your form around these needs. Certain sections of the complaint form are almost universal, including:
不断地收集这些信息要是没有固定的格式是很困难的。大多数公司按各自需要由顾客设计抱怨表。确定调查顾客抱怨需要什么样的信息，并采取有效的措施，然后根据他们的需要设计表格。抱怨表的某些项目是相同的，包括：
* The person to whom the complaint is assigned
* The response due date
* The cause(s)
* The action taken
* A verification of action taken
* A closure signature and date
* 接受抱怨的人
* 应该答复的日期
* 原因
* 采取措施的确认
* 关闭日期和签署
Also make sure to include proof of follow-up communication with the customer as one of the requirements of the form, if that's something your organization elects to do (it's a very good idea).
同时保证把包括与顾客再进行沟通的证据作为表格要求的一部分，如果那时公司要做的。（这是个很好的主意）
Project management 项目管理
Each complaint should be assigned to a project manager whose job it is to assemble the necessary resources and ensure that all phases of the problem-solving process are carried out. This individual should have the project management skills to ensure that the correct people are involved and that they have the proper tools to address the problem. The project manager should also have the authority to remove barriers and motivate action. The space on the complaint report labeled "assigned to" is usually where this manager is designated.
每个抱怨要分配给一个项目经理，他的工作室组织必须的资源，保证问题解决过程的各个阶段都得以执行。他应该有项目管理的能力，保证选择正确的人参与，并保证参与者有适当的方法处理问题。项目经理还应该有权力消除障碍激励行动。在抱怨报告的空白处写上“分配给”通常就是这个经理被指派的地方。
This might sound a little overblown to some people. After all, we're just talking about a customer complaint, right? Yes, but a customer complaint can be a very complicated affair. Consider all the steps that constitute a response to a typical customer complaint:
对某些人来说这也许有点太夸张了。总之，我们不是在谈论顾客抱怨，不是吗？是的。但顾客抱怨可能是非常复杂的。考虑所有如下步骤，这些步骤构成对一个抱怨的答复：
Clearly defining the problem 明晰确定问题
Identifying the root cause 识别根本原因
Proposing a range of acceptable corrective action 提出一揽子可接受的纠正措施
Choosing the action 选择措施
Implementing the action 执行措施
Following up to ensure the action was effective 接下来保证措施有效
Reporting the action and results back to the customer 将措施和结果反馈给顾客
Updating procedures and other documentation as necessary to reflect changed methods
对工作程序和其它文件进行必要的反映变化了的方法的更新
More steps could be added, depending on the nature of the complaint; complex projects require a project manager. Think about the effective and ineffective corrective actions you've been a party to. One of the keys to the effective action most likely was assigning someone responsible for driving the project through to completion, i.e., a project manager.
根据抱怨的性质增加步骤；复杂的项目需要项目经理。考虑你采取的纠正措施是否有效。一个有效的措施关键因素之一就是指定驱使项目完成的责任人，即项目经理。
Effective project management of customer complaints includes at least three distinctive hallmarks:
有效的顾客抱怨项目管理包括至少三个特点：
* Clear assignment of ownership for each complaint
* 为每个抱怨明确任命
* A defined problem-solving method. This is a logical step-by-step process for addressing the problem in a lasting way. The eight steps previously outlined constitute a problem-solving method.
* 确定问题解决方法。这是长久地明确问题一步一步逻辑步骤。上述第八步有解决问题的方法。
* Involvement of a wide range of personnel. It goes without saying that managers don't have all the answers. Organizations must use all their available creativity and intellect when customers complain. Executives, managers, supervisors, operators, trainers, technicians, administrators and troublemakers could all be drawn into the problem-solving process.
* 参与人员要广泛。毫无疑问经理们没有全部问题的答案。当有顾客抱怨时，公司必须利用他们的创造力和见解。把总监、经理、主管、操作工、培训师、技师、销售人员和麻烦制造者全都拉进问题解决过程。
Like a fire alarm, the best complaint systems swing the entire organization into action. The more people involved in the complaint investigation, action and follow-up, the more likely it is the organization will learn from the experience and not repeat the same mistakes. Team-based problem solving is a particularly effective tool for getting personnel involved. This doesn't necessarily mean decision making by committee, which is usually a disaster. It simply means that a wide range of people are contributing.
就像火警，最好的抱怨处理系统使整个公司动起来。在抱怨调查、采取措施和后续行动中涉及的员工越多，告诉越容易从此学到东西，越不容易再犯同样的错误。这没必要让委员会做出决定，那样的话问题可就大了。这仅仅是需要广泛的参与而已。
The overall management of the complaint system should be assigned to a complaint administrator. This person has a number of important responsibilities:
全部抱怨处理系统的管理可以指派给抱怨管理人员。该员工有很多重要的职责：
* Supervising the input of information into the complaint database
* Routing the complaint form to the appropriate project manager
* Ensuring that fields in the complaint database are updated as investigation and action proceed
* Escalating the complaint when investigation and action aren't proceeding according to plan
* 监督输入抱怨数据库的信息
* 把抱怨表安排给适当的项目经理
* 保证调查和措施完成后及时更新数据库
* 当调查和措施没有按计划实现时升级抱怨等级
Organizations have a habit of assigning the role of complaint administrator to someone with very little real authority. This is a mistake because it may be misinterpreted as an indicator of how inconsequential the customer complaint system really is. The role of complaint administrator is a big one, and its assignment shouldn't be taken lightly.
公司习惯把抱怨管理员的角色安排给职位较低的员工。这是错误的，因为这样会让人误以为顾客抱怨处理系统是多么不合理。抱怨处理人员的作用非常大，对其不能掉以轻心。
Complaint management software 抱怨管理软件
Complaint management software can facilitate the tracking and analysis of complaints significantly. The software's complexity and sophistication is meaningless; the important thing is that the person managing the complaint system can determine the status of all complaints at a glance and easily convert raw data into graphics.
抱怨管理软件可以使抱怨的追逐和分析变得非常容易。软件的复杂程度是没有意义的，重要的是管理抱怨处理系统的人员可以看一眼就能知道所有抱怨的状况，并方便地将数据转换为图表。
Many complaint management software packages can be bought off the shelf, and many of these are effective. It's often much cheaper and easier, though, for the organization to develop its own software tools. A complaint database can be developed in a matter of minutes using relational database or spreadsheet software. Complaint databases typically include fields for most of the spaces found on the complaint form. It's also a good idea to put the complaint database on a server, with read-only access granted to the organization as a whole.
许多抱怨管理软件包随处可以买到，许多是很有效的。通常比公司自己开发软件更便宜也更容易使用。使用关系数据库或电子数据表建立抱怨数据库就是几分钟的事。抱怨数据库通常包括抱怨表格里的大多数项目。将抱怨数据库放到服务器里也是个好主意，全公司以只读方式读取数据。
Justified vs. unjustified complaints 真假抱怨
Some organizations have decided that it's a good idea to classify complaints according to whether they are "justified." This makes logical sense, but it's the worst thing a company can do for building customer satisfaction. If I'm a customer, all my complaints are justified. Why else would I bother complaining? If you try to tell me that my complaint is "unjustified," it's only going to make me angrier than I already am.
某些公司根据抱怨是否真实进行分类。逻辑上这样做是可以的，但对于建立顾客满意来说这是公司做的最差劲的事。如果我是顾客，所有抱怨都得证实。为什么我自讨苦吃去抱怨呢？如果你试图告诉我抱怨证明是错的，这使我更加愤怒。
Once the customer experiences a problem, it becomes the company's problem. Regardless of the fault of the problem, customer satisfaction has been affected, and action must be taken. Consider these scenarios:
顾客一旦遇到问题了，那就成为公司的问题了。无论问题的过错，顾客满意受到影响了，必须采取措施。想象一下这些场景：
* The customer used the product incorrectly, and the performance was adversely affected; the complaint is deemed unjustified. But why did the customer use the product incorrectly? Was the application known prior to the sale? Were the instructions unclear? Is there any chance that the customer was misled, even unintentionally?
* 顾客未能正确的使用产品，产品性能受到影响，这样的抱怨肯定是证明有误的。但为什么顾客未能正确地使用产品呢？在销售前就知道应用了？说明书不清楚吗？是否有可能顾客被误导了？即使是无意被误导了？
* The customer says the product was damaged, but the type of damage described could only have happened at the customer location; the complaint is deemed unjustified. But should the product's packaging be improved? Should you provide guidelines for proper handling?
* 顾客说产品坏了，但从他描述的损坏类型看只能是在顾客手里坏的，抱怨肯定被证明有误。但是产品包括是不是应该改进呢？你提供适当操作的说明了吗？
* The customer said the shipment arrived late, but he or she selected the carrier; the complaint is deemed unjustified. But should you stipulate longer lead times when this carrier is used? Should you offer to contact the carrier on the customer's behalf? Should you assist the customer in selecting alternative carriers?
* 顾客说货到晚了，但那时他选的运输公司，抱怨肯定被证明有误。但是再采用该运输公司时，你是不是应该规定更长的交货时间呢？你是否代替顾客与该运输公司签合同呢？你是否应该坚持让顾客选择其它运输公司呢？
* The customer said the service person was rude, but the truth is that he was provoked by one of the customer's employees; the complaint is deemed unjustified. But should you provide your personnel training in dealing with difficult people? Should you coach your employees in conflict resolution?
* 顾客说服务人员太粗野，事实是顾客的雇员激怒服务人员了，抱怨肯定被证明有误。但你是不是应该培训员工如何面对不同的人呢？你是否应该训练员工解决冲突呢？
In each of these cases, an argument could be made that the problem was the customer's fault. Taking this position, though, does nothing to enhance customer satisfaction, nor does it further the organization's long-term objectives. Savvy organizations will look for ways to error-proof their products with customers.
在上述情况下，有人争辩说这是顾客出错出现的问题。这无助于增强顾客满意，对公司长期目标亦无益。聪明的公司将利用顾客发现产品防错的方法。
Of course, some problems are truly the customer's fault. When these situations occur, the organization might not be obligated to replace the product, provide credits or refunds, or accept returns. In all cases, however, customers must be treated in a diplomatic, cordial manner.
当然，某些问题确实是顾客的过错。当这样的情况发生时，公司没有责任替换产品，提供信贷或退款，或接受退货。但是，顾客必须以老练的真诚的方式对待。
Reporting back to your customer 给顾客反馈
Humans are naturally curious. If you give someone feedback, it's difficult to refrain from wondering what the person does with it. This is especially the case with negative feedback based on a purchased product. Customers want to know what action has been taken. After all, the customers had a negative experience related to something they spent their hard-earned money on. They even took the time to tell the organization about it. Now they're curious. What are you going to do about it?
人总是好奇的。如果你给某人反馈，很难不让人去想那人用反馈干什么。这就是来自购买的产品所产生的负面反馈的情形。顾客想知道都采取了什么措施。顾客用血汗钱买来的东西给他带来不好的经历，他们花时间告诉公司，现在他们好奇想知道你们都干了些什么？
If your organization is interested in turning the negative experience into a positive one, someone must take the time to report back to the customer. The communication should include three key elements:
如果公司想把负面经历转换成正面的经历，有人就得花时间向顾客报告。沟通应包括以下三个要素：
* The results of the investigation into the problem
* 问题调查结果
* The action taken
* 采取的措施
* A statement of thanks for reporting the problem
* 对报告问题表示感谢
Reporting action back to the customer closes the loop on the issue. It also lets the customer know that you take his or her feedback seriously and are committed to making improvements. In some cases, it can determine whether your organization remains a supplier to this customer.
向顾客报告就把这个问题关闭了。这也让顾客知道他的反馈被认真对待了，并进行了改进。在某种程度上，向顾客报告可以决定公司是否可以继续作为这个顾客的供应商。
Implementation procedures 改进程序
The following steps represent implementation guidelines for an effective complaint system:
一个有效的抱怨处理系统来说，以下步骤说明了改进方向：
* Determine what information is needed in order to investigate and take action on customer complaints. Build your complaint form around this information.
* 明确需要什么样的信息，以便进行调查和采取措施。用这些信息设计抱怨表格。
* Establish contact methods for customer complaints. Remember that voice contact is preferred by most customers. Test the contact method in various situations to ensure it works.
* 为顾客抱怨建立接触方法。记住大多数顾客喜欢声音接触。用各种情形试验接触方法保证好用。
* Develop a written procedure for how complaints will be handled. Stipulate responsibilities, authorities, protocols and problem-solving steps, as appropriate.
* 书面制定工作程序描述如何处理抱怨。规定职责、权限、适当的草案和解决问题的步骤
* Appoint someone as the complaint administrator. This person will be responsible for inputting information into the complaint database and routing the form for investigation and action.
* 任命某人为抱怨处理人员。该员工有责任把抱怨信息输入到抱怨数据库，为调查和行动制定方案
* Educate the customer on how to contact the organization in the event of a complaint.
* 教育顾客如果有抱怨如何与公司联系
* Train all employees in their roles within the customer complaint system.
* 对所有抱怨处理系统内的人员进行岗位培训
* When a complaint occurs, use structured problem-solving techniques to address them in a systematic manner (Refer to the article, "Six Fundamentals of Effective Problem Solving," Quality Digest, September 2002).
* 抱怨发生时，利用设计好的问题解决技术以系统的方法处理问题
Communication about complaints 抱怨的沟通
Complaint information should be one of the most widely disseminated topics in an organization. Trend data should be posted on every departmental bulletin board, along with the details of relevant complaints involving that department. Complaints, their root causes and eventual corrective action must be made topics of any regular communication that takes place throughout the organization.
抱怨信息应该是公司内散布最广的信息之一。抱怨趋势数据应该贴在每个部门宣传板报里，附带有与该部门相关的抱怨细节。抱怨，其根本原因和最终的纠正措施必须作为整个公司进行日常沟通时的话题。
Top management should be the most knowledgeable about complaints. Business review meetings should include a discussion of complaints as one of the primary agenda topics. Top management should aggressively review progress on determining root causes and taking effective action. When this happens, the effectiveness of the overall complaint system increases significantly and customer satisfaction stands a chance of being salvaged.
最高管理层应该知道抱怨。业务评审会应该把包括讨论抱怨作为主要的议题。最高管理层应该积极主动地评估在明确根本原因和采取有效行动方面的情况。如果这样做了，抱怨处理系统的整体有效性将会大大增加，顾客满意将有可能挽救回来。
It's odd to think of complaints as customer satisfaction tools. After all, they indicate the polar opposite of customer satisfaction, don't they? But that's exactly the point: An effective complaint system is your customer satisfaction warning signal. Imagine a big red light mounted on the wall of your conference room. When a customer complains, the light blinks a glaring shade of crimson as a deafening buzzer blares. This is how your complaint system should function.
把抱怨当作是衡量顾客满意工具的想法实在是太离谱了。总之，抱怨恰恰与顾客满意背道而驰，不是吗？但是这是要点：有效的抱怨处理系统是顾客满意的警示性信号。想象一下在会议室挂个大大的红灯。当顾客抱怨时，那个大灯闪烁着耀眼的光芒，就像防空警报一样发着震耳欲聋的响声。这就是抱怨处理系统该起到的作用。
Complaints communicate customer perceptions, and perceptions compose the largest determinant of customer satisfaction. Unfortunately, however, complaint systems are completely reactive: You're not reaching out to your customer--you're relying on the customer to reach out to you. This is a risky proposition. Many customers simply aren't going to take the time to lodge a complaint. They may believe their time is too valuable, might not have confidence in your ability to solve the problem, have decided to take their business elsewhere or have a hundred other reasons not to complain. For every complaint your organization receives, there may be four or five others you'll never know about.
抱怨传达了顾客的感觉，感觉是顾客满意度决定性因素。但不幸的是，抱怨系统完全起到了相反的作用：你不主动靠近顾客，你依赖顾客靠近你。这是非常危险的。许多顾客并不花时间提出抱怨。他们会认为他们的时间太宝贵了，也许对你解决问题的能力没有信心，所以就到别的地方做生意去了或有太多太多的理由不抱怨。你们公司收到的每一个抱怨，可能就有四个到五个你不可能知道的抱怨。
Because of its reactive nature, a complaint system should be used in combination with one or two proactive tools. These extend an organization's tentacles deep into the environment, while the complaint system acts as the last line of defense. If the proactive systems are effective, you'll hear about many issues long before they escalate to a complaint. But the complaint system will still exist--a monolith guarding the entrance to your customer satisfaction realm.
正是由于顾客是如此反应，就得把抱怨处理系统与1，2个积极主动的方法相结合。这些方法把公司的触角伸到环境中，抱怨处理系统作为最后一道防线。如果积极主动的方法奏效，你就可以听到许多在上升为前抱怨的问题。但抱怨处理系统依然存在，就像门前的大石狮子守卫着顾客满意度的城堡。
Point of contact 与顾客接触的要点
An effective complaint system must be easily accessible to your customers. A single toll-free phone number is typically the best mode of contact, even if your organization is a large multifacility company. Don't confuse your customers with instructions such as: "If you're calling about our outdoor recreation products, dial the Chuckamucka facility. If you're calling about our watercraft products, dial the Simpleville facility…"
一个有效的抱怨处理系统必须很容易地接近顾客。免费电话号码是保持接触的最佳方法，即使公司是个有多个场地的公司。不要让这样的话把顾客弄模糊了“如果你打电话是为了休闲产品，请打Chuckamucka的号码，如果是船只产品，请打Simpleville的号码”
Provide one phone number for complaints, and make sure it's posted prominently in multiple places (e.g., the user's manual, the assembly guide, the packing list, the exterior box, the invoice or the thank you note). Make it clear to even the most casual observers how to call if they have a problem. Don't fret that you're treating your customers like children. They want to be treated like children, at least in terms of getting in touch with you easily.
提供一个处理抱怨的电话号码，并在多个地方印出来（如，用户手册，安装说明，装箱单，外包装，发票或感谢信）。如果最少见的顾客有问题也很容易打电话找到你。如果你像对待孩子那样对待顾客就不要烦恼。顾客想被那样对待，至少跟容易和你接近。
Customers stand a significant chance of becoming irritated when they call to complain. Don't put them on hold or send them into voice mail. They'll only become more irritated, and this will hamper their ability to communicate the details of their problems. Establish whatever staffing or infrastructure is necessary so that customers can speak to a real person. It's a good investment.
当顾客抱怨时很容易生气的。不要让他们等待或给他们发短语邮件。他们只会更生气的，这将会使他们不能说明问题的详情。组建人员或基础设施是不要的，这样顾客可以与真人谈话，这是很好的投资。
Another communication faux pas is transferring a customer from one telephone extension to another. The first point of contact should be adequately trained and have the necessary tools for soliciting and recording the complaint's details. If the employee isn't able to carry out the task, take whatever action is necessary so that it can be carried out. Practicing complaint calls raises an employee's confidence and facilitates his or her ability to deal with the customer.
另一个沟通失礼是把顾客从一个电话传到另一个电话。与顾客联系的第一接触点应该是经过适当训练并知道如何恳求和详细记录抱怨的方法的接线生。如果接线生不能胜任，采取必要的措施使其胜任。预演抱怨可以增加接线生的信心使她有能力面对顾客。
Although other communication media such as faxes, e-mails or Web forms can function as first points of contact for complaints, voice contact is still the best. Customers with complaints want to talk to someone, and fast. Speaking directly with a human provides assurance that the problem will be solved and everything will turn out OK.
尽管通讯媒介如传真、email或网站可以作为第一接触点，但声音接触依然是最佳方案。带有抱怨的顾客想要和人谈，而且马上谈。与人谈保证问题可被解决，使一切恢复平静。
Empathy 同理心
Empathy is an important part of dealing with customers who have complaints. What exactly does empathy mean? Simply that the person talking to the customer understands the situation from the customer's point of view. He or she understands why the customer might be upset, is able to share some of the same feelings and lets the customer know that he or she would probably feel the same way.
同理心是面对带有抱怨顾客最重要的一部分。到底什么是同理心呢？简单说就是与顾客交谈的人站在顾客的角度来理解当时的状况。他知道为什么顾客暴跳如雷，能有相同的感受，让顾客知道他也有相同的想法。
Is it appropriate to express regret because of the problem? Sure. The customer has experienced something unpleasant, and it only makes sense to say you're sorry about it. Saying, "I regret you had this problem" isn't a confession of guilt. You're merely saying what one friend or business partner would say to another when something goes wrong. However, the organization's representative should stay away from any talk about guilt or fault-finding.
对问题表达歉意合适吗？当然啦。顾客经历了某些不愉快的事，对他们说对不起是很有意义的。说“让您有这样的问题，我很抱歉”不是承认有罪。你只是说了一个朋友或合作伙伴该说的话。但是公司代表不能谈及内疚或找茬儿之类的话。
Empathy allows the customer to feel that he or she isn't alone in the situation. The customer has an ally of sorts, an advocate. Creating this feeling in the customer is critical to defusing any anger or ill feelings the customer may possess. Empathy is also the first step toward turning the negative experience of the complaint into a positive one and ultimately rebuilding the customer satisfaction that might have been lost.
同理心可使顾客感到他在那种情况下不孤单。顾客有支持者。创造这样的气氛是消除顾客气愤感的关键。同理心也是把负面情绪转为积极因素，最终重新建立顾客或许已经失去的顾客满意的关键要素。
Obviously, the more upset and emotional a customer is, the more empathy will need to be applied to the situation. Everybody's communication style is different, but the essential message that most customers must hear is this:
* I can certainly understand how you feel about this situation.
* We regret that you were inconvenienced.
* We'll investigate this problem as quickly as possible and let you know what we learn.
很明显，顾客越激动越情绪化，越需要同理心。每个人沟通的风格各异，但顾客必须听到的是：
* 我可以肯定地了解你的感受。
* 给您带来的不便，深感歉意。
* 我们会尽快调查此事，并让您知道我们的进展
Getting the details 获取细节内容
In addition to expressing empathy, the person receiving the complaint must gather the details. Exactly what went wrong? Allow the customer to provide a general description, then begin to sharpen the particulars. Typical information includes the following details:
除表达同理心外，接线生必须收集细节信息。我们究竟错在哪里了？运行顾客提供泛泛的描述，然后开始进入细节。典型的信息包括：
* What was the exact nature of the problem? Generalities won't cut it. The problem statement must provide enough detail and depth to facilitate investigation.
* 问题的实质是什么？一般的泛泛描述不能解决问题。问题描述必须提供足够的细节和深度，以便进行调查。
* When did the problem occur? The date is certainly necessary, as might also be the time.
* 什么时候出现问题的？日期当然很必须了，时间也同样重要。
* Where did the problem occur? The state, city, plant, retail outlet, department, production line and machine all might be important.
* 在哪里发生的？州、市、工厂、零售店、商店、生产线和生产设备也许都很重要。
* Who were involved in the situation? What roles did they play?
* 当时谁在场？他们起什么作用？
* What product was involved? What were the part numbers or service types?
* 都涉及什么产品？产品号？或服务类型？
* Were there any specific batch numbers, serial numbers or other identifiers that provide traceability?
* 批次号？序列号？或其他可供追溯的号码
* Was the problem isolated or generalized across all products?
这个问题孤立事件？还是所有产品普遍存在？
Consistently gathering this breadth of information is difficult without a structured form. Most organizations custom-design complaint forms based on their individual needs. Decide exactly what information you need to investigate customer complaints and take effective action; then design your form around these needs. Certain sections of the complaint form are almost universal, including:
不断地收集这些信息要是没有固定的格式是很困难的。大多数公司按各自需要由顾客设计抱怨表。确定调查顾客抱怨需要什么样的信息，并采取有效的措施，然后根据他们的需要设计表格。抱怨表的某些项目是相同的，包括：
* The person to whom the complaint is assigned
* The response due date
* The cause(s)
* The action taken
* A verification of action taken
* A closure signature and date
* 接受抱怨的人
* 应该答复的日期
* 原因
* 采取措施的确认
* 关闭日期和签署
Also make sure to include proof of follow-up communication with the customer as one of the requirements of the form, if that's something your organization elects to do (it's a very good idea).
同时保证把包括与顾客再进行沟通的证据作为表格要求的一部分，如果那时公司要做的。（这是个很好的主意）
Project management 项目管理
Each complaint should be assigned to a project manager whose job it is to assemble the necessary resources and ensure that all phases of the problem-solving process are carried out. This individual should have the project management skills to ensure that the correct people are involved and that they have the proper tools to address the problem. The project manager should also have the authority to remove barriers and motivate action. The space on the complaint report labeled "assigned to" is usually where this manager is designated.
每个抱怨要分配给一个项目经理，他的工作室组织必须的资源，保证问题解决过程的各个阶段都得以执行。他应该有项目管理的能力，保证选择正确的人参与，并保证参与者有适当的方法处理问题。项目经理还应该有权力消除障碍激励行动。在抱怨报告的空白处写上“分配给”通常就是这个经理被指派的地方。
This might sound a little overblown to some people. After all, we're just talking about a customer complaint, right? Yes, but a customer complaint can be a very complicated affair. Consider all the steps that constitute a response to a typical customer complaint:
对某些人来说这也许有点太夸张了。总之，我们不是在谈论顾客抱怨，不是吗？是的。但顾客抱怨可能是非常复杂的。考虑所有如下步骤，这些步骤构成对一个抱怨的答复：
Clearly defining the problem 明晰确定问题
Identifying the root cause 识别根本原因
Proposing a range of acceptable corrective action 提出一揽子可接受的纠正措施
Choosing the action 选择措施
Implementing the action 执行措施
Following up to ensure the action was effective 接下来保证措施有效
Reporting the action and results back to the customer 将措施和结果反馈给顾客
Updating procedures and other documentation as necessary to reflect changed methods
对工作程序和其它文件进行必要的反映变化了的方法的更新
More steps could be added, depending on the nature of the complaint; complex projects require a project manager. Think about the effective and ineffective corrective actions you've been a party to. One of the keys to the effective action most likely was assigning someone responsible for driving the project through to completion, i.e., a project manager.
根据抱怨的性质增加步骤；复杂的项目需要项目经理。考虑你采取的纠正措施是否有效。一个有效的措施关键因素之一就是指定驱使项目完成的责任人，即项目经理。
Effective project management of customer complaints includes at least three distinctive hallmarks:
有效的顾客抱怨项目管理包括至少三个特点：
* Clear assignment of ownership for each complaint
* 为每个抱怨明确任命
* A defined problem-solving method. This is a logical step-by-step process for addressing the problem in a lasting way. The eight steps previously outlined constitute a problem-solving method.
* 确定问题解决方法。这是长久地明确问题一步一步逻辑步骤。上述第八步有解决问题的方法。
* Involvement of a wide range of personnel. It goes without saying that managers don't have all the answers. Organizations must use all their available creativity and intellect when customers complain. Executives, managers, supervisors, operators, trainers, technicians, administrators and troublemakers could all be drawn into the problem-solving process.
* 参与人员要广泛。毫无疑问经理们没有全部问题的答案。当有顾客抱怨时，公司必须利用他们的创造力和见解。把总监、经理、主管、操作工、培训师、技师、销售人员和麻烦制造者全都拉进问题解决过程。
Like a fire alarm, the best complaint systems swing the entire organization into action. The more people involved in the complaint investigation, action and follow-up, the more likely it is the organization will learn from the experience and not repeat the same mistakes. Team-based problem solving is a particularly effective tool for getting personnel involved. This doesn't necessarily mean decision making by committee, which is usually a disaster. It simply means that a wide range of people are contributing.
就像火警，最好的抱怨处理系统使整个公司动起来。在抱怨调查、采取措施和后续行动中涉及的员工越多，告诉越容易从此学到东西，越不容易再犯同样的错误。这没必要让委员会做出决定，那样的话问题可就大了。这仅仅是需要广泛的参与而已。
The overall management of the complaint system should be assigned to a complaint administrator. This person has a number of important responsibilities:
全部抱怨处理系统的管理可以指派给抱怨管理人员。该员工有很多重要的职责：
* Supervising the input of information into the complaint database
* Routing the complaint form to the appropriate project manager
* Ensuring that fields in the complaint database are updated as investigation and action proceed
* Escalating the complaint when investigation and action aren't proceeding according to plan
* 监督输入抱怨数据库的信息
* 把抱怨表安排给适当的项目经理
* 保证调查和措施完成后及时更新数据库
* 当调查和措施没有按计划实现时升级抱怨等级
Organizations have a habit of assigning the role of complaint administrator to someone with very little real authority. This is a mistake because it may be misinterpreted as an indicator of how inconsequential the customer complaint system really is. The role of complaint administrator is a big one, and its assignment shouldn't be taken lightly.
公司习惯把抱怨管理员的角色安排给职位较低的员工。这是错误的，因为这样会让人误以为顾客抱怨处理系统是多么不合理。抱怨处理人员的作用非常大，对其不能掉以轻心。
Complaint management software 抱怨管理软件
Complaint management software can facilitate the tracking and analysis of complaints significantly. The software's complexity and sophistication is meaningless; the important thing is that the person managing the complaint system can determine the status of all complaints at a glance and easily convert raw data into graphics.
抱怨管理软件可以使抱怨的追逐和分析变得非常容易。软件的复杂程度是没有意义的，重要的是管理抱怨处理系统的人员可以看一眼就能知道所有抱怨的状况，并方便地将数据转换为图表。
Many complaint management software packages can be bought off the shelf, and many of these are effective. It's often much cheaper and easier, though, for the organization to develop its own software tools. A complaint database can be developed in a matter of minutes using relational database or spreadsheet software. Complaint databases typically include fields for most of the spaces found on the complaint form. It's also a good idea to put the complaint database on a server, with read-only access granted to the organization as a whole.
许多抱怨管理软件包随处可以买到，许多是很有效的。通常比公司自己开发软件更便宜也更容易使用。使用关系数据库或电子数据表建立抱怨数据库就是几分钟的事。抱怨数据库通常包括抱怨表格里的大多数项目。将抱怨数据库放到服务器里也是个好主意，全公司以只读方式读取数据。
Justified vs. unjustified complaints 真假抱怨
Some organizations have decided that it's a good idea to classify complaints according to whether they are "justified." This makes logical sense, but it's the worst thing a company can do for building customer satisfaction. If I'm a customer, all my complaints are justified. Why else would I bother complaining? If you try to tell me that my complaint is "unjustified," it's only going to make me angrier than I already am.
某些公司根据抱怨是否真实进行分类。逻辑上这样做是可以的，但对于建立顾客满意来说这是公司做的最差劲的事。如果我是顾客，所有抱怨都得证实。为什么我自讨苦吃去抱怨呢？如果你试图告诉我抱怨证明是错的，这使我更加愤怒。
Once the customer experiences a problem, it becomes the company's problem. Regardless of the fault of the problem, customer satisfaction has been affected, and action must be taken. Consider these scenarios:
顾客一旦遇到问题了，那就成为公司的问题了。无论问题的过错，顾客满意受到影响了，必须采取措施。想象一下这些场景：
* The customer used the product incorrectly, and the performance was adversely affected; the complaint is deemed unjustified. But why did the customer use the product incorrectly? Was the application known prior to the sale? Were the instructions unclear? Is there any chance that the customer was misled, even unintentionally?
* 顾客未能正确的使用产品，产品性能受到影响，这样的抱怨肯定是证明有误的。但为什么顾客未能正确地使用产品呢？在销售前就知道应用了？说明书不清楚吗？是否有可能顾客被误导了？即使是无意被误导了？
* The customer says the product was damaged, but the type of damage described could only have happened at the customer location; the complaint is deemed unjustified. But should the product's packaging be improved? Should you provide guidelines for proper handling?
* 顾客说产品坏了，但从他描述的损坏类型看只能是在顾客手里坏的，抱怨肯定被证明有误。但是产品包括是不是应该改进呢？你提供适当操作的说明了吗？
* The customer said the shipment arrived late, but he or she selected the carrier; the complaint is deemed unjustified. But should you stipulate longer lead times when this carrier is used? Should you offer to contact the carrier on the customer's behalf? Should you assist the customer in selecting alternative carriers?
* 顾客说货到晚了，但那时他选的运输公司，抱怨肯定被证明有误。但是再采用该运输公司时，你是不是应该规定更长的交货时间呢？你是否代替顾客与该运输公司签合同呢？你是否应该坚持让顾客选择其它运输公司呢？
* The customer said the service person was rude, but the truth is that he was provoked by one of the customer's employees; the complaint is deemed unjustified. But should you provide your personnel training in dealing with difficult people? Should you coach your employees in conflict resolution?
* 顾客说服务人员太粗野，事实是顾客的雇员激怒服务人员了，抱怨肯定被证明有误。但你是不是应该培训员工如何面对不同的人呢？你是否应该训练员工解决冲突呢？
In each of these cases, an argument could be made that the problem was the customer's fault. Taking this position, though, does nothing to enhance customer satisfaction, nor does it further the organization's long-term objectives. Savvy organizations will look for ways to error-proof their products with customers.
在上述情况下，有人争辩说这是顾客出错出现的问题。这无助于增强顾客满意，对公司长期目标亦无益。聪明的公司将利用顾客发现产品防错的方法。
Of course, some problems are truly the customer's fault. When these situations occur, the organization might not be obligated to replace the product, provide credits or refunds, or accept returns. In all cases, however, customers must be treated in a diplomatic, cordial manner.
当然，某些问题确实是顾客的过错。当这样的情况发生时，公司没有责任替换产品，提供信贷或退款，或接受退货。但是，顾客必须以老练的真诚的方式对待。
Reporting back to your customer 给顾客反馈
Humans are naturally curious. If you give someone feedback, it's difficult to refrain from wondering what the person does with it. This is especially the case with negative feedback based on a purchased product. Customers want to know what action has been taken. After all, the customers had a negative experience related to something they spent their hard-earned money on. They even took the time to tell the organization about it. Now they're curious. What are you going to do about it?
人总是好奇的。如果你给某人反馈，很难不让人去想那人用反馈干什么。这就是来自购买的产品所产生的负面反馈的情形。顾客想知道都采取了什么措施。顾客用血汗钱买来的东西给他带来不好的经历，他们花时间告诉公司，现在他们好奇想知道你们都干了些什么？
If your organization is interested in turning the negative experience into a positive one, someone must take the time to report back to the customer. The communication should include three key elements:
如果公司想把负面经历转换成正面的经历，有人就得花时间向顾客报告。沟通应包括以下三个要素：
* The results of the investigation into the problem
* 问题调查结果
* The action taken
* 采取的措施
* A statement of thanks for reporting the problem
* 对报告问题表示感谢
Reporting action back to the customer closes the loop on the issue. It also lets the customer know that you take his or her feedback seriously and are committed to making improvements. In some cases, it can determine whether your organization remains a supplier to this customer.
向顾客报告就把这个问题关闭了。这也让顾客知道他的反馈被认真对待了，并进行了改进。在某种程度上，向顾客报告可以决定公司是否可以继续作为这个顾客的供应商。
Implementation procedures 改进程序
The following steps represent implementation guidelines for an effective complaint system:
一个有效的抱怨处理系统来说，以下步骤说明了改进方向：
* Determine what information is needed in order to investigate and take action on customer complaints. Build your complaint form around this information.
* 明确需要什么样的信息，以便进行调查和采取措施。用这些信息设计抱怨表格。
* Establish contact methods for customer complaints. Remember that voice contact is preferred by most customers. Test the contact method in various situations to ensure it works.
* 为顾客抱怨建立接触方法。记住大多数顾客喜欢声音接触。用各种情形试验接触方法保证好用。
* Develop a written procedure for how complaints will be handled. Stipulate responsibilities, authorities, protocols and problem-solving steps, as appropriate.
* 书面制定工作程序描述如何处理抱怨。规定职责、权限、适当的草案和解决问题的步骤
* Appoint someone as the complaint administrator. This person will be responsible for inputting information into the complaint database and routing the form for investigation and action.
* 任命某人为抱怨处理人员。该员工有责任把抱怨信息输入到抱怨数据库，为调查和行动制定方案
* Educate the customer on how to contact the organization in the event of a complaint.
* 教育顾客如果有抱怨如何与公司联系
* Train all employees in their roles within the customer complaint system.
* 对所有抱怨处理系统内的人员进行岗位培训
* When a complaint occurs, use structured problem-solving techniques to address them in a systematic manner (Refer to the article, "Six Fundamentals of Effective Problem Solving," Quality Digest, September 2002).
* 抱怨发生时，利用设计好的问题解决技术以系统的方法处理问题
Communication about complaints 抱怨的沟通
Complaint information should be one of the most widely disseminated topics in an organization. Trend data should be posted on every departmental bulletin board, along with the details of relevant complaints involving that department. Complaints, their root causes and eventual corrective action must be made topics of any regular communication that takes place throughout the organization.
抱怨信息应该是公司内散布最广的信息之一。抱怨趋势数据应该贴在每个部门宣传板报里，附带有与该部门相关的抱怨细节。抱怨，其根本原因和最终的纠正措施必须作为整个公司进行日常沟通时的话题。
Top management should be the most knowledgeable about complaints. Business review meetings should include a discussion of complaints as one of the primary agenda topics. Top management should aggressively review progress on determining root causes and taking effective action. When this happens, the effectiveness of the overall complaint system increases significantly and customer satisfaction stands a chance of being salvaged.
最高管理层应该知道抱怨。业务评审会应该把包括讨论抱怨作为主要的议题。最高管理层应该积极主动地评估在明确根本原因和采取有效行动方面的情况。如果这样做了，抱怨处理系统的整体有效性将会大大增加，顾客满意将有可能挽救回来。
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