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  3. Superior customer service can be an essential source of strength as companies emerge from the recession, but managers need to un

Superior customer service can be an essential source of strength as companies emerge from the recession, but managers need to un

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问题     Superior customer service can be an essential source of strength as companies emerge from the recession, but managers need to understand the extent to which the consumer landscape has shifted. Weakened brands, customers’ easy access to information about vendors, and the erosion of barriers to switching among competitors have combined to create a much more challengingenvironment for service, whether it’s outsourced or delivered in-house. Evidence shows that customers will no longer tolerate the rushed and inconvenient service that has become all too common. Instead, they are looking for a satisfying experience. Companies that provide it will win their loyalty.
    Our recent research demonstrates that when customers contact companies for service, they care most about two things: Is the frontline employee knowledgeable? And is the problem resolved on the first call? Yet those factors often aren’t even on customer-service managers’ dashboards. Most service centers continue to measure time on hold and minutes per call, as they have for decades. Such metrics encourage agents to hurry through calls—resulting in just the kind of experience customers dislike. More than half of the customers we surveyed across industries say they’ve had a bad service experience, and nearly the same fraction think many of the companies they interact with don’t understand or care about them. On average, 40% of customers who suffer through bad experiences stop doing business with the offending company.
    To get a better understanding of what customers experience, managers should draw on a variety of information sources, including customer satisfaction surveys, behavioral data collected through self-service channels, and recorded customer-agent conversations. In addition, companies must revise processes to give agents the leeway and authority to meet individual customers’ needs and provide positive, satisfying experiences.
    In evaluating service, managers should measure across all channels the percentage of customer problems resolved within the first contact, determine what is at the root of problems that aren’t settled in one call, and make any necessary changes. They should also aim to have consistently high-quality interactions between customers and frontline employees. That may sound costly, but knowledge-management systems, speech recognition for automated calls, and other technologies can help to substantially offset the expense.
    Some executives believe that irritated customers will forgive vendors and come back for more. Our research indicates that, on the contrary, alienated customers often disappear without the slightest warning. And as companies rebuild themselves after the recession, this silent attrition represents a host of lost opportunities for future sales and positive word of mouth.
We can infer from Paragraph 3 that companies
选项 A、did not understand what customers experienced.
B、did not record customer-agent conversations.
C、did not allow agents to provide individualized service.
D、did not have enough money to collect information.
答案C
解析 推理判断题。根据题干定位到第三段。其中讲到公司必须改革程序，赋予客服人员自由和权力以满足个人客户的需要。故C项“公司以前不允许客服人员提供个性化服务”正确。
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