客户至上
By Michael Ballé and Nicolas Chartier
迈克尔·巴莱 和 尼古拉斯·夏蒂埃
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… there is no ‘normal cost’ of doing business; there is only value or waste
经营中并不存在“正常成本”，只有价值或浪费
（续上期）
And so we began a dramatic reversal, shifting from simply firefighting to rethinking our fundamental approaches to delivering value to our customers. We transitioned
from point to systems optimization.
于是，我们开始了一个显著的转变，从单纯的救火转向重新思考为客户提供价值的基本方法，从局部优化转向系统优化。
We would start every executive committee meeting with a real customer complaint case, which allowed us to return to the nitty gritty of facilitating car purchases.
每次执行委员会会议的开场，都会从一个真实的客户投诉案例开始，这让我们回到了帮助客户购车的细节中。
We identified key problems to face systematically by looking carefully at Google Reviews or customer complaints.
通过仔细查看谷歌评论或客户投诉，我们识别出了需要系统性解决的关键问题。
We thought more deeply about how we could deliver evermore value directly to the customer in every interaction and beyond the initial sale.
我们更深入地思考了如何在每次互动中以及初次销售之外，直接向客户提供更多的价值。
We sought to boost the value we provided beyond the mere product in every way.
我们努力在各方面提高所提供的价值，而不仅仅是产品本身。
Could we help with easy financing? Dramatically improve the admin process? Deliver the vehicle to their home?
我们能否帮助客户轻松获得融资？大幅改进行政流程？将车辆送到他们家中？
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We embarked on a learning journey to provide personalized service to each customer …
我们踏上了学习之旅，旨在为每位客户提供个性化服务
We embarked on a learning journey to provide personalized service to each customer, ensuring that they felt taken care of as a person.
我们踏上了学习之旅，旨在为每位客户提供个性化服务，确保他们感受到被重视和关心。
Ultimately, we wanted to build enduring trust and create passionate customers who would go on to promote us to others.
最终，我们希望建立持久的信任，并培养出热心的客户，愿意将我们推荐给其他人。
As we thought hard about what service means, we ended up highlighting four core skills:
在深入思考服务的真正含义后，我们最终确定了四项核心技能：
1. Availability:
1. 响应速度
We reviewed how quickly we responded to customers who contacted us.
我们回顾了我们对联系我们的客户的响应速度。
Tracking this metric was challenging because our time facing customers was relatively fixed, but demands crashed upon us in waves.
追踪这一指标具有挑战性，因为我们的客户服务时间是相对固定的，但客户需求却如潮水般汹涌而来。
Actions that helped improve customer response times included having a sales team leader deal with peaks and prioritizing replies to customer queries over
completing internal tasks.
为了改善客户响应时间，我们采取了多项措施，包括让销售团队领导处理高峰时段的客户咨询，并优先回复客户查询而不是先完成内部的工作。
2. Tone:
2. 沟通语气
We found that scaling a consistent and helpful tone was one of our greatest challenges.
我们发现调整一致和有帮助的语气是我们面临的最大挑战之一。
A salesperson’s tone is a mystery and has an outsized effect on how customers feel about things.
销售人员的语气是个谜，对客户感受的影响却极大。
Some people achieve a compassionate and helpful tone, while some don’t.
有些人能够展现出富有同情心和愿意帮助的语气，而有些人则不能。
And enabling people to get this right remains a constant struggle. So, we had experienced salespeople coach others.
如何帮助每个人做到这一点，一直是我们不断努力的方向。因此，我们让有经验的销售人员指导其他同事。
3. Communication of plans:
3. 沟通计划
Customers need clear and explicit details about what will happen so they can plan around it.
客户需要明确且详细的信息来了解接下来会发生什么，以便他们据此做出计划。
We recognized this type of information comprised a huge portion of our overall offering and worked hard to clarify and communicate what to expect.
我们认识到，这类信息构成了我们整体服务的重要组成部分，因此我们努力澄清并沟通客户可以期待的内容。
4. Flexibility:
4. 灵活性
We understood that customers have busy lives that can easily change quickly.
我们理解客户的生活忙碌且容易发生变化。
And so, we explored ways to adapt in response and avoided rigid processes without leeway for change.
因此，我们探索了如何灵活应对这些变化，并避免采用没有变通余地的僵化流程。
We also encouraged staff to take the initiative and find ways to adapt to customer preferences even when doing so would sidestep the existing process.
我们还鼓励员工主动寻找适应客户偏好的方法，即使这样做会绕过现有流程。
And we stressed to managers that this was a good thing.
我们向管理人员强调，这是值得鼓励的好事。
原文链接：
https://www.lean.org/the-lean-post/Putting Customers First - Lean Enterprise Institute
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