Unit 1
Hard Sell around the Photocopier 应当高度重视复印机旁的非正式沟通
Sociologists have long recognized that businesses of less than 200 individuals can operate through the free flow of information among the members. Once their size exceeds this figure, however, some kind of hierarchical structure or line management system is necessary to prevent total chaos resulting from failures of communication. Imposing structures of this kind has its costs: information can only flow along certain channels because only certain individuals contact each other regularly; moreover, the lack of personalized contacts means that individuals lack that sense of personal commitment that makes the world of small groups go round. Favours will only be done when there is a clear quid pro quo, an immediate return to the giver, rather than being a matter of communal obligation. Large organizations are less flexible. 一直以来，社会学家认为一项规模小于200人的事业，可以通过成员间自由的信息沟通而正常运转。一旦人数超过这一数字，无论如何，都要建立一套层级架构或流程管理体系，以避免无效沟通而导致的混乱。然而建立这种架构是需要成本的：第一，因为只有确定的个人之间才会经常性联系，所以信息也只能在特定渠道中流通；第二，范而不专的沟通意味着每个人不清楚自己的义务所在，致使工作只能小范围内“原地打转”。明确信息交换对象，立即反馈，而不是将信息看作一种公共义务，只有这样组织才会得益。组织规模越大，沟通灵活性越小。
One solution to this problem would, of course, be to structure large organizations into smaller units of a size that can act as a cohesive group. By allowing these groups to build reciprocal alliances with each other, larger organizations can be built up. However, merely having groups of say, 150 will never of itself be a panacea to the problems of the organization. Something else is needed: the people (involved) must be able to build direct personal relationships. To allow free flow of information, they have to be able to interact in a casual way. Maintaining too formal a structure of relationships inevitably inhibits the way a system works.
解决上述问题的一个行之有效的办法，就是将大的组织划分成若干能够凝聚在一起工作的小规模单位。通过小单位之间的相互协作，更大的组织才得以建立。然而，仅仅划分若干小单位，比如说150个，并不是解决组织面临此类问题时的万能药。还需要内部员工之间建立直接的私人关系。若想让信息传达顺畅，就需要员工间的自然沟通，太正式的关系结构必然阻碍这一系统的正常运行。
The importance of this was drawn to my attention a couple of years ago by a TV producer. The production unit for which she worked produced all the educational output for a particular TV station. Whether by chance or by design, it so happened that there were almost exactly 150 people in the unit. The whole process worked very smoothly as an organisation for many years until they were moved into purpose-built accommodation. Then for no apparent reason, everything started to fall apart. The work seemed to be more difficult to do, not to say less satisfying.
几年前一位电视制片人让我意识到了这种沟通方式的重要性。她所在的工作团队负责某家电视台全部教育节目的制作。不知是存数巧合还是刻意设计，这一团队几乎正好有150人，多年来他们作为一个组织，运做得非常顺畅，直到搬入一处专门修建的办公场所。从此，不知不觉中，所有的一切却变得糟糕起来，工作感觉越来越难做，更不要说让团队成员满意了。
It was some time before they worked out what the problem was. It turned out that, when the architects
1
were designing the new building, they decided that the coffee room where everyone ate their sandwiches at lunch times was an unnecessary luxury and so dispensed with it. The logic seemed to be that if people were encouraged to eat their sandwiches at their desks, then they were more likely to get on with their work and less likely to idle time away. And with that, they inadvertently destroyed the intimate social networks that empowered the whole organization. What had apparently been happening was that as people gathered informally over their sandwiches in the coffee room, useful snippets of information were casually being exchanged. Someone had a problem they could not solve, and began to discuss it over lunch with a friend from another section. The friend knew just the person to ask. Or someone overhearing the conversation would have a suggestion, or would go away and happen to bump into someone who knew the answer a day or so later; a quick phone call and the problem was resolved. Or a casual comment sparked an idea for a new programme.
找到问题症结花了一段时间，原来，建筑师在设计新办公室时，考虑到员工平时午餐时间用来吃三明治的咖啡厅过于奢侈且没必要，故将其省略。逻辑上貌似，如果员工在各自办公桌上吃午餐，那么他们将把更多精力投入到工作中，并且也减少了无所事事的走动。而这么做，也无意间破坏了给整个团队带来动力的，密切的社交关系网。显而易见，原来员工们随意聚到咖啡厅吃三明治时，一些有用的信息便会在不经意间交流。如果哪位员工遇到问题无法解决，他便会在午饭时与其他部门的朋友讨论，或者这位朋友知道谁能解决这一问题，或者其他同事恰巧听到，要么提供一些建议，要么之后撞上某人而知道了答案，只要一个电话，问题便迎刃而解。此外，一些随意的评论或许还能激发灵感，带来一项新的计划。
It was these kinds of chance encounter in the coffee room, idle chatter around the photocopier, that made the difference between a successful organization and a less successful one.
这便是咖啡厅里，围着打印机闲聊的玄机所在。也正是一个成功组织与不成功组织的区别所在。
Unit 2
Finding the right international mix
寻找适当的国际营销组合
In these days of increasing global integration, the task many international marketers face is not so much market entry as managing the marketing mix in different national markets. Is it better to standardize or to adapt it across different markets?
在当今全球一体化不断深化的过程中，很多商人面对的任务更多的不再是新的市场开拓而是在不同的国际市场中进行营销组合管理。问题是进行标准化经营还是力求使营销适应不同市场，哪个才是更好的选择呢？
Consumer tastes in cars are very different in North America, the UK, Germany, Italy, Japan and India. A ‘global’ car that does not have country-specific differentiating features will fail. The manufacturer, therefore, has to find the balance between designing a separate car for each market-which would be exorbitantly costly-and designing one car for all markets. Nissan was a pioneer in this area. It reduced the number of different chassis designs from 40 to 8 for cars meant for 75 different national markets.
北美、英国、德国、意大利、日本和印度这些国家的消费者对车的品味是截然不同的。一个没有区分国别特征的“世界性”的车是没有市场的。因此生产者试图寻找为每个市场单独设计车型与为所有市场设计同种车型之间的平衡，而第一种方式是耗资巨大的。尼桑是这个领域的先行者，它为了适应75个不同的国际市场需求，把汽车的底盘设计样式从40种减少到了8种。
2
Some companies, however, do develop the same product for all markets regardless of existing local preferences. Companies such as Kellogg have succeeded in changing consumption patterns. Breakfast cereal was unknown in France 20 years ago. Today it is common. Kellogg ignored the research that said cereal would not sell in France. In contrast, Coca-Cola changes the flavour of its soft drink to conform to local tastes. Coke in the US tastes different from Coke in the UK, which in turn tastes different from Coke in India.
但是，一些公司未考虑当地的喜好，为不同市场生产了同种产品。比如凯洛格公司就成功得改变了消费模式。早餐麦片在20多年前的法国是不为人知的，而在今天非常普遍。凯洛格当初未采纳麦片在法国没有销路的调查报告。与之相反的是可口可乐公司为了迎合当地消费者的口味而改变了软饮料的配方，使其在美国、英国及印度的口味都不尽相同。
Thus there is a spectrum of new product development strategies. Firms sometimes customise a product to every market; at other times they offer one standardized product everywhere; and sometimes they compromise and settle in the middle.
因此是有一系列的新产品开发战略的。企业有时为每个市场定制同一种产品，有时为所有市场提供一种规范化的产品，还有些时候他们折中而选择两者之间。
New product development that co-ordinates efforts across national markets leads to better products and services. Such opportunities are not normally available to a company that operates only in one country or is only just entering a new country.
新产品的开发加上国内市场的同心协力带来了更好的商品和服务。但是一般来说，对于那些只在一个国家运作的公司或刚刚进驻新的国家的公司是不易获得这些机会的。
The advent of the Internet and Intranets has the potential to accelerate the process of mining all markets for relevant information and for features that can be included in new products. Unilever has four global research laboratories that develop products for their different national markets while providing inputs for global products. The laboratories co-ordinates their efforts by looking at the possibilities of melding product ideas arising from different countries. Motorola’s software development establishments co-ordinate their efforts in working on different modules of the same project.
因特网及公司内部互联网的出现有可能加速了挖掘市场的相关信息和新产品的特征的进程。联合利华公司有4个全球研究实验室在为全球产品投入的同时，用来为不同市场开发产品。这些实验室协力来寻找融合不同国家产品理念的可能性。摩托罗拉软件开发建设旨在从事同一个项目的不同模块。
Companies also develop products in different ways. Japanese companies, for example, tend to believe much more in getting new products to market and then gauging the reaction to them. The product itself may have been developed with reference to observations of present and potential customers rather than conventional market research. US companies, on the other hand, tend to use more formal market research methods. And for German companies, product development schedules tend to be more important.
不同的国家的公司开发产品的方式也截然不同。比如说，日本公司倾向于相信把新产品投入市场然后测试它们的反响。产品本身的研发可能已经参照当前和潜在客户的意见而不是传统的市场调研。另一方面，美国公司更倾向于使用更正式的市场调研方法。而德国公司则更注重产品开发进度。
Clearly, companies decide on different launch strategies for different categories of products. Toshiba launched the Digital Video Disk(DVD) in Japan in November 1996, in the US in March 1997 and in
3
Europe in autumn 1997. However, Intel launches its latest PC chips practically simultaneously in all countries. The launch decision also includes marketing mix decisions. When Citibank introduced its credit card in the Asia-Pacific region, it launched it sequentially and tailored the product features for each country while maintaining its premium positioning. The promotional, pricing and distribution strategies also differed from country to country.
显然公司针对不同种类的产品运用不同的投放策略。东芝将DVD投放市场的时间在日本是1996年11月，在美国是1997年3月，而在欧洲是1997年秋天。然而，英特尔公司将它的最新电脑芯片投放市场事实上在全球是同时进行的。市场投放决策也包含了市场营销组合决策。花旗银行将它的信用卡业务按一定的顺序投放入亚太地区市场，并针对每个国家制定个性化产品以保持其首选定位。它的促销，价格和分销策略也是因国家而异的。
As a contrast, consider Rolex. The genuine Rolex watch is the same certified chronometer anywhere in the world; its positioning – as the timepiece for the elegant high achiever – is the same around the world, as is the advertising message. One will always find a Rolex in an upmarket distribution outlet and at a premium price. Or consider Unilever’s Lifebuoysoap, which has different ingredients in India compared to East Africa. However, Unilever positions the soap in the same way in both markets – as an inexpensive everyday soap that has antibacterial properties and protects health.
作为一个对比，真正的劳力士手表在世界上所有地方都是通过精密认证的；它的定位即优雅的成功人士的腕表，它的广告信息在全球都是一致的。你总会在一个高档商品零售店发现价格不菲的劳力士手表。或者考虑下联合利华的“救生圈”肥皂，在印度和东非市场有着不同的成份。但是，联合利华在两个市场有着相同的定位，即做为一种便宜的日用肥皂并且有着杀菌和保健成份。
Unit 3
Relationship 保持客户关系
Everyone in business has been told that success is all about attracting and retaining customers. It sounds reassuringly simple and achievable. But, in reality, words of wisdom are soon forgotten. Once companies have attracted customers they often overlook the second half of the equation. In the excitement of beating off the competition, negotiating prices, securing orders, and delivering the product, managers tend to become carried away. They forget what they regard as the humdrum side of business—ensuring that the customer remains a customer.
在商业界的每个人都知道,成功在于如何吸引和留住客户。这听起来是如此令人宽慰的简单并且是可以完成的。但是，在现实中，至理名言很快就会被人遗忘。一旦公司已经吸引了顾客，他们常常忽略了后面的反应。在令人兴奋的击败对手、价格谈判、获得订单、产品交货过程中，经理尝尝忘乎所以。他们忘记了生意被认为单调的一面是什么——确保顾客仍然还是顾客。
Failing to concentrate on retaining as well as attracting customers costs businesses huge amounts of money annually. It has been estimated that the average company loses between 10 and 30 per cent of its customers every year. In constantly changing markets this is not surprising. What is surprising is the fact that few companies have any idea how many customers they have lost.
未能专注于保持吸引顾客每年会花费企业企业大量的成本。据估计,公司为他们的顾客每年平均要花费10%到30%。在不断变化的市场，这是不足为奇的。令人惊讶的事实是,一些公司对于他们失去了多少顾客没有任何想法。
Only now are organizations beginning to wake up to these lost opportunities and calculate the financial implications. Cutting down the number of customers a company loses can make radical
4
difference in its performance. Research in the US found that a five per cent decrease in the number of defecting customers led to profit increases of between 25 and 85 per cent.
知道现在，组织才开始认识到这些失去的机会和计算财务的含义。一个公司减少顾客的数量将使它的业绩产生根本的差别。研究发现，在美国，每减少5%的不忠诚的客户，可增加25%到85%的利润。
Rank Xerox takes the question of retaining customers so seriously that it forms a key part of the company’s bonus scheme. In the US, Domino’s Pizzas estimates that a regular customer is worth more than $5,000 over ten years. A customer who receives a poor quality product or service on their first visit and as a result never returns, is losing the company thousands of dollars in potential revenue （more if you consider how many people they are liable to tell about their bad experience）
Rank Xerox公司如此认真的对待留住顾客的问题,它是公司奖金方案的重要组成部分。在美国,多米诺披萨公司估计，在过去的十年里，他们的老估计价值超过5000美元。如果一名顾客在第一次光临的时候，收到了质量低劣产品或服务，结果就是他们再也不会光顾，这将损失公司数千美元的潜在收入(此外，还好考虑这其中有多少人可能将把他们不好的经历讲述给其他人)
The logic behind nurturing customer loyalty is impossible to refute. ‘In practice most companies’ marketing effort is focused on getting customers, with little attention paid to keeping them’, says Adrian Payne of Cornfield University’s School of Management and author of The Essence of Services Marketing. ‘Research suggests that there is a high degree of correlation between customer retention and profitability. Established customers tend to buy more, are predictable and usually cost less to service than new customers. Furthermore, they tend to be less price sensitive, and may provide free word-of-mouth advertising and referrals. Retaining customers also makes it difficult for competitors to enter a market or increase their share of a market.’
培育顾客忠诚度背后的逻辑是不可能质疑的。“在实践中，反驳大多数公司的营销努力都集中在获取客户,而很少注重保留客户”，Cornfield University’s的管理学院、《服务营销本质》的作者Adrian Payne提出。“研究表明，顾客维系和盈利能力之间有高度的相关性。可以预测的是，建立客户关系倾向于购买更多的，而且通常比新客户花费更少的服务。此外，他们的价格敏感性往往更低，并可能提供免费的口碑广告和推荐。保持顾客同时也能够增加竞争者进入市场的难度或增加他们的市场份额。”
Payne points to a ladder of customer loyalty. On the first rung, there is a prospect. They are then turned into a customer, then a client then a supporter and finally, if the relationship is successful, into an advocate persuading others to become customers. Developing customers so they travel up the ladder demands thought, long-term commitment and investment.
Payne指出了培养客户的忠诚度的阶梯。第一阶，预期。他们首先成为顾客，然后是客户，然后是支持者，最后，如果这段关系是成功的，就会变成说服其他顾客的提倡者。开发客户的道路上要有理念，长期的承诺和投资，这样才能培养顾客的忠诚度。
Unit 5
Is there a place for time in corporate utopia？ 理想化的公司里有闲暇时间的一席之地吗？
Employees of SAS Institute live in a workers’ Utopia. On the company’s wooded campus in North Carolina is everything a person could need: doctors, dentists, on-site childcare, masseurs…
SAS研究院的雇员们生活在一个员工的乌托邦之中。位于北卡罗来纳州的树木繁茂的公司园区拥有一个人所需要的一切：医生、牙医、儿童现场看护、按摩师……
SAS has just been chosen by Fortune magazine as one of the best companies to work for in the US.
5
Like the other 99 companies singled out, SAS is not content to reward employees with a mere pay cheque. Instead, the company is dead set on making their lives easier.
SAS公司刚刚被《财富》杂志评选为美国最适宜工作的公司之一。如同所选出的其他99个公司那样，SAS公司并不满足于仅仅用一张薪水支票回馈员工，公司还努力致力于使他们的生活更轻松。
Indeed, there is little these good employers will not do to take the load off their workers’ shoulders. Some provide subsidized housekeepers. Some deliver ready-cooked gourmet meals to employees’ doors in the evening. Others offer haircuts, free Viagra, cut-price sushi, free ergonomic chairs. One company even provides $10,000 (￡6,070) towards the cost of adopting a child.
事实上，这些最佳雇主们几乎没有人不设法去减轻员工们肩上的负担。他们有的提供管家补贴，有的在傍晚将烹饪好的美食送至员工的府上，其余的提供美发、免费伟哥、减价寿司、免费人体工学座椅。一家公司甚至提供10000美元（6070英镑）的孩子的抚养费用提供。
Not content with the above, some employers are helping their staff fill their leisure hours too. Many offer swimming pools and fitness centres, some arrange guitar lessons or provide garden allotments. Some even lay on company holidays, whisking workers and their partners off to luxury island locations.
有些雇主并不满足于上述这些，他们还帮助员工打发闲暇的时光。很多雇主提供游泳池和健身中心，有的安排吉他课程或提供庭园修葺，更有甚者安排公司假日，让员工们和他们的搭档轻松离岗去豪华岛屿度假。
And that is not all: some companies also set the standard for employees to follow in their private lives. At First Tennessee, employees get a $130 cash bonus if they are seen to be practicing 10 specified healthy behaviour patterns.
而这还不是全部：有些公司还为员工的个人生活设置了遵循的标准。在田纳西州，如果员工按照指定的10条健康行为模式坚持锻炼，他们将得到130美元的现金奖励。
For these forward-looking employers the vexed problem of work/life balance-assumed to be one of the greatest workplace issues facing us--is magically eliminated. These companies are mounting a take-over bid for their employees’ lives with the result that the issue of balance no longer arises.
对于这些有远见的雇主来说，工作/生活间的平衡这个伤脑筋的问题——假定是我们所面对的最大的职场问题之一——神奇地消失了。这些公司连员工的生活也一并买断，其结果是平衡的问题不再凸现。
And at these companies hardly anyone ever leaves. Which might mean everyone is gloriously happy. Or it might mean the prospect of severing one’s entire life from an employer is so daunting that it seems easier to stay put.
而且在这些公司里，几乎没有人离职，这也许就意味着公司的每个人都非常愉快的工作。或许也表明，把一个人的全部生活和雇主分离开的工作前景太可怕了，所以看上去人们更容易选择留在公司。
Amid all this bounty there is just one thing that none of these companies offer. And that is time. If employers really want to show that they are helping employees balance their lives, the answer is not to do their shopping, fix their teeth and issue them with laptops so that they can work ‘flexibly’ right through the night. It is to ensure that people do not work too hard. To write it into the company’s culture that no one will be expected to work more than, say, 40 hours a week on average. And for the Chief Executive to show the way.
在所有这些优厚福利中，只有一样东西是这些公司都不提供的——那就是时间。如果雇主们真的想
6
要显示他们在帮助雇员平衡他们的生活的话，答案并非是替他们购物、帮他们医治牙齿以及给他们发放手提电脑好让他们“灵活地”通宵工作，而是要确保人们不要太辛苦地工作。将其纳入公司的企业文化，从而没有人会被要求超时工作，比方说平均一周40小时。并由首席执行官以身作则。
Certainly this would not be easy, and probably not cheap either. But an employer that tackled the long-hours culture would be reaching the parts that all the free hairdos, Viagra and guitar lessons in the world will never reach.
当然这并不容易，可能也并不便宜。但是一个解决了超时工作文化制度的雇主将会搞定那些在世上免费美发、伟哥以及吉他课程从来也搞不定的部分。
U8 team building
Team Building Involves More Than Throwing a Few People Together
Teamworking has infiltrated nook and cranny within just about every organization. You can't get away from 'teams' that are supposed to be able to create something that is greater than the sum of its parts. Or so the theory goes. 团队协作已经渗透在几乎每一个组织的各个角落。 你不能摆脱“团队”都应该是能够创造的东西是比其部分的总和。 左右 理论上如此。
Yet the truth about teams is that the large majority of them do not achieve the synergies they could. For example, poor teamworking is the culprit when meetings regularly overrun, when there are the frequent arguments between team members or there is an unhealthy level of competition between individuals. Other signs of unproductive teamworking are people not always completing tasks assigned to them or last minute panics to meet deadlines. More often than not, ineffective teams are the result of poor planning.
然而，关于球队的事实是，他们中大多数没有达到他们的协同效应。 例如，团队协作差是定期会议时溢出的罪魁祸首，当有团队成员之间或有一种不健康的个体之间的竞争水平的频繁参数。 其他非生产性的团队协作迹象的人并不总是完成分配给他们的最后一分钟恐慌或为了赶任务。 很多时候，无效的球队是计划不周的结果。
There are six measures that need to be taken before you can get the most out of a team: 1. Common goals with challenging target
In other words, a clear reason for the team to exist. But don't think of goals as wish lists - they have to be achievable, yet challenging enough to motivate team members. 2. Open communication
Members must be able to express their opinions freely without fear of retribution, and feel that suggestions will be taken seriously. The team might also need to agree whether politically sensitive topics of discussion in meetings should be kept within the confines of the team or shared with other employees. 有六项措施，需要采取才能得到一个团队的信息： 1。 具有挑战性的目标共同目标
7
换言之，为球队明确存在的理由。 但不要认为的愿望清单的目标 - 他们必须要实现的，但挑战性，足以激励团队成员。 2。 开放式通讯
成员必须能够表达不担心受到惩罚畅所欲言，并认为建议将认真对待。 该小组可能还需要讨论是否同意政治敏感话题的会议应保持在团队的范围或与其他员工共享 3. Respect to all of team members. 3。 关于团队的所有成员。
It is easy to think (albeit subconsciously) that a junior team members may have less to contribute than more experienced members. This is not only demoralizing, it also makes no sense - people that have nothing to
contribute should not have been selected for the team in the first place. You need to ensure that every member has an opportunity to add his or her thoughts to discussions. 4. Conflict resolution
Disagreements are natural and, in fact, debate and discussion should be encouraged. A team made up only of 'yes man' can make disastrous decisions that few people honestly agreed with in the first place. Consequently, there should be explicit rules on how lengthy disagreements should be tackled. For example, team meetings may not be the most appropriate place for a discussion that involves only two people, so the team could agree to certain issues being taken 'off line'.
人们很容易想到（虽然下意识），一个青年队的成员可能较少贡献比经验更丰富的成员。 这不仅挫伤，也没有任何意义 - 人们认为没有什么可
AdChoices
贡献不应该被选定为在首位的球队。 您需要确保每一个成员都有机会增加他或她的想法进行讨论。 4。 解决冲突
分歧是自然的，事实上，辩论和讨论应予以鼓励。组成一个团队只有“是人”可以使灾难性的决定，很少与人诚实摆在首位同意。 因此，应就如何处理冗长的分歧，应明确的规则。 例如，小组会议可能不是一个讨论，只涉及两个人最合适的地方，让球队可以同意采取“脱线”的某些问题。 5. Leadership
Most high-performing teams (whether it is in the workplace, sports or even in a pub quiz) have leaders. A good leader should be able to play to individuals' strengths and compensate for their weaknesses. \"A good leader is critical\" says Gary Spellins, Managing Director of Managed Services, Lex Service plc, which delivers a range of outsourcing solutions to the public and private sector. \"It should be someone who can act as a catalyst and a constant reminder of what the team needs to achieve.\" The leader must, above all, be skilled in sharing
responsibility and delegating work for others, coaching them to achieve tasks, and providing constructive feedback on how the tasks went.
6. Measuring progress against goals
8
Team members need to be able to see how they are doing against the objectives set at the beginning of the project. 5。 领导
大多数高绩效团队（无论是在工作场所，体育，甚至在酒吧测验）有领导。 一个好的领导者应该能够发挥个人的长处和弥补自己的弱点。 “一个好的领导是关键”加里说Spellins，董事总经理的管理服务，LEX服务有限公司，它提供了一系列外包解决方案的公共和私营部门。 “应该有人谁可以充当催化剂，一个什么样的团队需要实现不断提醒。” 领导者必须首先在分担责任和委托他人，指导他们实现工作任务，并就如何熟练的任务了建设性的反馈意见。 6。 测量对目标的进展情况
团队成员需要能够看到它们是如何对在项目开始时确定的目标做。
U10
顾客为什么接受良好的服务将刺激新业务
在竞争日益激烈的服务行业，它不再足以保证客户满意度。 今天，客户的喜悦“是为争夺对保持和增加市场份额的公司表示目标。 它是公认的营销行业，并通过了多项调查证实，收到良好的客户服务将刺激告诉多达12个其他人的新业务;这些处理不好会告诉他们的
悲惨的故事多达20人。 有趣的是，80％的人谁觉得自己的投诉得到公平处理％将保持忠诚。
为客户服务的新挑战，拿出在取得货物，并通过电话呼叫中心和互联网业务的快速增长。 避免“电话愤怒” - 在接听电话的延误所致，被切断中旬交谈或离开长期等待 - 已经在信息技术和培训课程，广阔的投资解决。
“很多人不喜欢说话的机器，博士说：”斯托（市场营销的高级讲师城市大学商学院），“银行，例如，鼓励员工使用呼叫中心的客户数据与他们建立融洽的即时的目的是使客户减少他们知道你，你可以信任他们 - 那种感情的人安心在与当地的分公司经理面对面交谈的“
诱导客户满意推荐方式包括：副前途和过度交付（节省的修复将在五年内进行的时间进行，但要它在两年内完成），更换有故障的产品马上，在一个礼品券作为投掷感谢你意想不到的常客，总是返回调用，即使他们的投诉。 对客户满意为目标固然很好，但如果服务没有达到承诺的高层次，失望或更糟会的结果。 这可以缓解由耦合道歉，并解释为什么
服务没有达到与移情（“我知道你一定下跌”）及（更换，补偿或其他建议最符合公平的情况下）可能的解决方案通常的标准。
航空公司面临的最棘手的客户服务过的一些挑战。激烈的竞争已经说服他们，取悦乘客是一个重要的营销工具，同时有巨大潜力的客户愤怒了由天气，无人认领的行李和技术问题造成的延误。
对于BA的工作人员，一个成功的电话风格被认为在处理有关预订和飞行时间要求大量至关重要。 他们进行培训，以快速地回答他们的姓名，职称和“我们来这里是为了帮助”的态度。 公司拥有大量投资于信息技术，确保信息可在屏幕上即刻。
9
广管局又表示，其客户服务的政策适用于国内和工作人员教视客户需要的服务的最高标准对方。
客户服务显然是在这里留下来，那将是愚蠢的公司，用了这样的口号：“我们做我们请，并只对我们的自我”。 另一方面，更多的客户承诺，失望越大的风险。
U11
管理处理灾难
可以学到什么教训从不同的反应，在瑞士航空公司和TWA飞机坠毁？
当瑞士航空公司的111航班骤降到过新斯科舍省海上悲剧孔几个相似的环球航空公司800航班提前两年亏损。 这两种飞机坠毁后不久离开纽约的北美海岸。 两人都是开往欧洲。 无论是意外留下任何幸存者。 也没有得到充分的解释。 但是，这两个灾害引起不同的反应迅速。
在第一个临时工被指责无能及方式回应了受害者的家庭的需要不敏感。 在第二，瑞士航空公司赢得了它的效率和同情的赞誉。 对于TWA结果一直持续损害其声誉。 相比之下瑞士航空公司的111航班坠毁的处理，在航空完好左信心，甚至可能，可以想象，增强了它。
理查德乔治，公共关系总监美国公共关系协会表示，崩溃是一个“决定性时刻”的航空公司。 “在几秒钟内，一个已经建造了几十年的声誉，可以通过使当时的一个错误毁”他说。
那么，在危机管理中的经验教训摆脱了TWA航空公司和瑞士航空公司崩溃的不同结果？
加里安倍，全国运输安全委员会对家庭事务办公室副主任说，一个航空公司的反应速度是如何确定其行为被认为是最重要的因素之一。 “第24小时后的灾难是所涉及的航空公司至关重要。这可能是唯一的机会，建立一个与家庭成员的信任关系，“他说。 “如果航空公司没有做第一个24小时之内的，其他一切发生之后更可能是家庭成员之间和组织的冲突。”
10
TWA提请后，800航班坠毁，拒绝出示乘客名单，直到它已确定究竟谁是该飞机，并通知他们的家属愤怒-一个过程，花了几乎一整天。
家庭成员也抱怨说，作出特殊的免费电话号码的呼叫无人接听，即信息流不够，没有充分注意，支付给他们的旅行和住宿的需要。
不久，如鲁道夫朱利亚尼，纽约市长，政治家开始挞伐其灾难处理的空运企业。头条新闻成为关键;和TWA发现自己的公司，也没有办法正确的描绘。
瑞士航空公司的经验难以被更多不同。 内飞行111小时的损失，旅客舱单已发出，功能完备的热线已经成立，数百名辅导员危机抵达纽约，准备接收悲伤的家庭。 随后，向在Peggy的小海湾坠毁地点的航班正在计划中。
朋友和亲戚都为瑞士航空公司的方式，保持他们对发生的事件通报表示感谢，并赞赏航空公司的2万元为每个家庭提供即时支付费用。 朱利安尼先生称赞航空公司，和良好的头条新闻流。
其中一个因素，在瑞士航空公司的青睐工作是由美国国会于1996年通过，要求航空公司要更加适应受害者家属崩溃后的需要立法。 航空灾难家庭援助法案-空难后，通过系列-需要国内电信运营商提供准确的文件为旅客名单，发放免费电话号码，返回受害人的个人财物和帮助他们的旅行需要的家庭和个人的详细计划。
“这迫使航空公司有一个良好的，有效的体现过程，说：”安倍晋三。 “他们中有的没有做，在过去的。 他们只是不关心自己的表现，所以他们从来没有真正知道谁在飞机上了。“
这种立法不到位前TWA飞行800下跌。 但在十二月立法扩展的要求，服务于美国的外国航空公司，因此瑞士航空公司已被要求制订应急计划。 瑞航也受益没法比其代码共享与达美航空公司，美国第三大航空公司，在这两个销售对方的航班座位，好像他们是自己的协议。 通过该协议三角洲对待飞行111损失，如果它一直是一个三角洲飞机损失，并部署在危机管理工作，其资源的全部重量。 有时，在纽约的数百台达照顾者和佩吉的湾寡不敌众受害者的亲属和朋友。
11
相比之下，TWA -两次破产，现在一个相对较小的运营商-是它自己。 也有人在短短两个顶级高管有棚灾难降临时，其当时的行政长官，杰弗里埃里克森，对企业在英国的不幸地位。
TWA遭遇其他不幸了。 紧随飞行损八百，这架飞机有可能是一个恐怖袭击目标的怀疑。 这意味着一个政府机构阵列成为涉及到从TWA控制了局面。 而出于安全原因，亲属被禁止前往出事地点，加重他们的悲伤。
一个明显的教训，这些灾难，因为任何人，是企业应该排练最坏的打算，并经常排练。 一个不太明显的道德可能是没有费用应在帮助遇难者家属幸免-如果不是出于同情，然后出于对底线的尊重。 安倍说，美国航空公司，不像他们的欧洲和亚洲同行，不喜欢让受害者家属的金融崩溃后立即帮助，因为他们的律师担心它会被看作是承认责任解释。
但慷慨更有长远意义上说，安倍说。 “我已经谈过很多家庭在过去的成员表示，他们并没有真正想要的文件的西装，但他们只觉得航空公司也没在意，而航空公司和承销商给了他们这样的困难时期，他们要排序的惩罚他们，“
有了一个宽松的做法，安倍说：“你还是去了诉讼，但他们可能不会那么大。”人们也更容易更迅速地解决-在把尽可能迅速结束了负的一个重要因素宣传。
詹姆斯Lukaszewski，企业的Lukaszewski故障排除公司董事长同意。 “我一直建议企业，越早你写的检查，这些检查较小将要。 在人们对所发生的事情感到是诉讼的主要决定因素。 该航空公司人道随着它实际上是什么，是这里的决定性因素。“
U12
公司并购
计划中的德国，德累斯顿银行合并崩溃败坏了双方的声誉。 德意志银行的管理是暴露了分裂和混乱。 但即使收购去了一个头，它会
AdChoices
可能仍然声称它的受害者。 最完整的收购损害一方 - 该公司作出收购。
12
一长串的研究已经都得出同样的结论：大多数的收购损害了收购公司的股东利益。 他们这样做，但是，往往被收购公司的奖励谁收到其股份的价值超过他们之前宣布收购的股东。 马克Sirower，来访的纽约大学教授，曾多次表示，调查表明，大约65％的失败的兼并收购中获益的公司，其股份后来表现不佳的部门。
为什么这么多的并购失败受益股东？ 科林价格，在麦肯锡合伙人，管理顾问，谁在兼并和收购专业说，大多数并购失败的痛苦和贫困的实施。 而在其中约一半，高级管理人员没有考虑到所涉及的公司的不同文化的帐户。
企业文化的融合需要时间，而高级管理人员不具备合并后，Price先生说：“大多数并购都是以”让我们增加收入“，但你必须有一个有效的管理团队来管理这一过程的本质思想基础问题是没有这么多，有双方开放的福利，它的的文化不融合速度不够快，以利用的机会。与此同时，市场上已经走了。“
许多顾问提及如何一点时间公司合并前的组织是否是兼容的思想花。 合并的好处通常是横卧在金融或商业条款： 成本节约能够制造或者双方有互补的企业，让他们增加收入。
有关兼容性的合并，这意味着同意其值会占上风，谁将会是主要的合作伙伴。 因此，不出意外，经理以及记者对婚姻比喻达到在描述他们。 合并公司说是“永结同心”。 当合并是取消，这两家公司没有“补回来的走道”或他们的关系仍然“unconsummated”。然而，这个比喻不传达公司的规模经营风险时，他们发起收购或兼并。 即使在高的国家离婚率率，婚姻有一个比并购更好的成功率。
马克Sirower问为什么管理者要支付溢价收购时作出的股东可以投资于目标公司本身。 Sirower先生否认他是说企业不应该进行收购。 如果65％的并购不利于股东，35％是成功的。
怎样才能尽量确保收购成功，他们之间是少数？ 肯Favaro，管理麦拉的合作伙伴，已为可口可乐工作的顾问。 劳埃德TSB和波音公司，建议两个成功的条件。 首先是要界定哪些成功的手段。 “合并后的实体，以提供更好的回报股东，他们将分别比，这是多么惊人往往这不是成功的预先商定的措施。”Favaro先生说。
二，合并企业需要事先决定哪个合作伙伴的处事方式为准。 “平等合并可以如此危险的，因为它目前还不清楚谁说了算。” Favaro先生说。 Sirower先生补充说，经理要问什么好处，他们会带来被收购公司的竞争对手会发现很难复制。 管理者必须记住，竞争对手不会流连等待他们提高其新收购的性能。 在宣布收购将有惊动了竞争对手的收购 公司的战略。 鉴于大量的赔率是如何对成功兼并堆放，管理者应该考虑是否自己的时间和股东的钱也不会在其他地方得到更好的就业。
13
因篇幅问题不能全部显示，请点此查看更多更全内容