2. 要求員工更賣力地工作

????一旦出現(xiàn)問(wèn)題，人們很容易將其歸咎于不夠努力。很多人認(rèn)為，只要再加把勁（通常說(shuō)的是直接下屬），服務(wù)就會(huì)得到改善。但這種觀點(diǎn)可能忽略了一個(gè)事實(shí)，即系統(tǒng)架構(gòu)本身就已經(jīng)決定了員工難以提供令人滿意的服務(wù)。

????呼叫中心就是一個(gè)很典型的例子，而且它的星星很荒謬。呼叫中心往往要求員工最多需要關(guān)注8個(gè)屏幕，同時(shí)還要接聽并處理來(lái)自全球各地來(lái)電者五花八門的問(wèn)題。很多呼叫中心還對(duì)服務(wù)代表的通話時(shí)長(zhǎng)進(jìn)行計(jì)時(shí)，而且不得將來(lái)電轉(zhuǎn)至上一級(jí)，即便他們沒有權(quán)限和信息來(lái)解決來(lái)電者的問(wèn)題。處在這種情況中，再努力也無(wú)濟(jì)于事，因?yàn)閱T工的工作面臨著很大的障礙。

????有沒有更好的辦法？我們可以設(shè)計(jì)一套管理體系，讓每個(gè)人輕輕松松就能拿出出色的表現(xiàn)。Zappos將服務(wù)代表視為公司建立客戶關(guān)系的一線大使。服務(wù)代表有服務(wù)客戶的工具和權(quán)力，每天24小時(shí)提供服務(wù)，同時(shí)公司還鼓勵(lì)他們不計(jì)時(shí)長(zhǎng)地接聽電話。超長(zhǎng)的通話時(shí)間甚至已成為服務(wù)團(tuán)隊(duì)的某種榮譽(yù)勛章。

????對(duì)于那些服務(wù)遭到投訴的公司，我們的建議是別再告訴你們的員工做110%的努力了。認(rèn)真審視一下，是否是系統(tǒng)問(wèn)題導(dǎo)致客戶不滿。

3. 提供免費(fèi)服務(wù)

????慷慨大方是良好關(guān)系的核心，客戶關(guān)系也不例外。為付錢給你的人們創(chuàng)造巨大的價(jià)值，然后從中為自己爭(zhēng)取一部分。這就是成功的服務(wù)公司背后的慷慨經(jīng)濟(jì)學(xué)。

????不過(guò)，無(wú)條件的愛可行不通。必須為你的慷慨獲得某種回報(bào)，否則你可支撐不了多久。舉個(gè)例子，精致游輪（Celebrity Cruises）在競(jìng)爭(zhēng)日益激烈的市場(chǎng)中新增了150種“取悅”客戶的方式，包括免費(fèi)香檳酒、落日瑜伽、泳池邊的果汁冰糕、壽司吧以及訂制披薩等服務(wù)。

????但問(wèn)題是沒人需要為此多付一分錢。由于游輪業(yè)的現(xiàn)狀導(dǎo)致漲價(jià)幾乎不可能，這個(gè)曇花一現(xiàn)的計(jì)劃淪為“可有可無(wú)”的免費(fèi)服務(wù)，收回成本的概率幾近于無(wú)。

????美國(guó)郵政局（The U.S. Post Office）在全國(guó)范圍內(nèi)推出的周六遞送服務(wù)（遞送量較低）也是一項(xiàng)免費(fèi)服務(wù)。我們自然都喜歡這項(xiàng)服務(wù)，但大多數(shù)人除了郵票，不愿額外多付一分錢。這項(xiàng)服務(wù)堪稱郵政系統(tǒng)的免費(fèi)香檳。

2. Getting your employees to work harder

????When things go wrong, lack of effort is an easy target. Many think service should improve with a little more commitment, usually from your direct reports.. But this argument obscures the fact that you may be systematically setting your employees up to fail.

????Call centers are the classic, absurd example. Typical call center employees are asked to watch up to eight screens at once, while fielding questions from callers all over the world on a complex mix of products. Many service reps are timed on call length and instructed not to escalate calls, even though they lack the power or information to solve callers' problems. Trying harder in this environment isn't going to do much good – there are serious barriers to employee performance.

????What's the alternative? Design a management system that allows everyone to excel casually. Zappos sees its service reps as company ambassadors on the front lines, building customer relationships. Employees have the tools and authority to take care of customers, 24-hours-a-day, and they're encouraged to stay on the phone for as long as it takes. Extended call times have even become a badge of honor for service teams.

????Our advice to any company suffering from service angst: stop telling your employees to give 110%. Instead, take a hard look at whether you're setting them up to make your customers miserable.

3. Giving service away

????Generosity is at the core of great relationships, and customer relationships are no exception. Create tremendous value for the people who pay you, and then capture some of that value for yourself. Those are the generous economics behind successful service companies.

????But unconditional love doesn't work. You must get something in return for your kindness, or you won't be around for long. Take Celebrity Cruises. In an increasingly competitive market, Celebrity added 150 new ways of "delighting" its customers. The initiative produced flutes of free champagne, sunset yoga, poolside sorbet, sushi bars, and pizza-on-demand.

????Here's the problem: no one would pay extra for it. The dynamics of the cruise industry made a price hike impossible, and so this short-lived initiative turned into gratuitous service, service nice-to-haves donated to customers with little chance of recovering the costs.

????The U.S. Post Office delivers gratuitous service when it blankets the country with low-volume Saturday delivery. Sure, we all like the option, but most of us are unwilling to pay more than the price of a stamp for it. It's the postal version of free champagne.