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High-quality customer service is preached by many ,but actually keeping customers happy is easier said than done
很多人宣扬高质量的客户服务，但实际上，要让客户满意说起来容易做起来难。
Shoppers seldom complain to the manager or owner of a retail store, but instead will alert their friends, relatives, co-workers, strangers-and anyone who will listen.
顾客很少会向商店的经理或者老板投诉，然而，他们会提醒自己的朋友，亲戚，同事，甚至任何愿意听信他们的陌生人不要去光顾这家店。
Store managers are often the last to hear complaints, and often find out only when their regular customers decide to frequent their competitors, according to a study jointly conducted by Verde group and Wharton school.
维德咨询公司和沃顿商学院的联合调查表明，商店经理往往是最后听到抱怨的人，而且往往到了他们的老顾客频繁光顾竞争对手的店面时才发觉。
Storytelling hurts retailers and entertains consumers, said Paula Courtney, President of the Verde group. the store loses the customer, but the shopper must also find a replacement.
传言损害了零售商的利益，娱乐了消费者维德公司的总经理葆拉-考特尼说，商店失去了顾客，顾客也必须去寻找相应的替代
On average, every unhappy customer will complain to at least four other, and will no longer visit the specific store for every dissatisfied customer, a store will lose up to three more due to negative reviews.
平均来说，每位不快的顾客至少会向四个人抱怨，并不再光顾那家店。而商店会因每位不悦的顾客的负面评论损失三位以上的顾客。
The resulting snowball effect can be disastrous to retailers.
这种滚雪球效应会对零售商造成灾难性的影响。
According to the research, shoppers who purchased clothing encountered the most problems. ranked second and third were grocery and electronics customers.
该调查显示，买服装的顾客遇到的问题最多。排在第二和第三位的分别是购买杂货和电子商品的顾客。
The most common complaints include filled parking lots, cluttered shelves, overloaded racks, out-of-stock items, long check-out lines, and rude salespeople.
最常见的抱怨包括爆满的停车场，塞满的货架，超载的货架，脱销的产品，付账的长队和粗鲁的销售人员。
During peak shopping hours, some retailers solved the parking problems by getting moonlighting local police to work as parking attendants.
在购物的高峰时间，有的零售商雇佣当地经常兼职协助泊车的工作。
Some hired flag wavers to direct customers to empty parking spaces.
有的则雇佣摇旗者把顾客引到空车位。
This guidance climinated the need for customers to circle the parking lot endlessly, and avoided confrontation between those eyeing the same parking space.
这样的引导使顾客不必再没完没了地绕着停车场找寻空位，并且避免了不同顾客盯上了同意停车位而产生的冲突。
Retailers can relieve the headaches by redesigning store layouts, pre-stocking sales items, hiring speedy and experienced cashiers, and having sales representatives on hand to answer questions.
通过重新设计店面布局，预先储存在售的货物，雇佣高校且经验丰富的收银员，以及让销售代表在现场回答问题，零售商可以摆脱那些投诉带来的难题。
Most importantly, salespeople should be diplomatic and polite with angry customers.
更重要的是，对待那些恼羞成怒的顾客，销售人员应该表现得老练和有礼貌。
Retailers whore responsive and friendly are more likely to smooth over issues than those who arent so friendly. said Professor Stephen Hoch. Maybe something as simple as a greeter at the store entrance would help.
那些能够及时做出反应并且态度友好的零售商比那些不那么友好的零售商更容易顺利解决矛盾。斯蒂芬-霍克教授说，也许一些诸如在商店门口安排一个招待员的简单方式会有所帮助。
Customers can also improve future shopping experiences by filing complaints to the retailer, instead of complaining to the rest of the world.
客户也可以通过直接向零售商提出投诉而不是向其他人抱怨的方式来改善未来的购物经历。
Retailers are hard-pressed to improve when they have no idea what is wrong.
因为当零售商根本不知道他们做错了什么的时候，是很难去进行改善的。
High-quality customer service is preached by many ,but actually keeping customers happy is easier said than done
很多人宣扬高质量的客户服务，但实际上，要让客户满意说起来容易做起来难。
Shoppers seldom complain to the manager or owner of a retail store, but instead will alert their friends, relatives, co-workers, strangers-and anyone who will listen.
顾客很少会向商店的经理或者老板投诉，然而，他们会提醒自己的朋友，亲戚，同事，甚至任何愿意听信他们的陌生人不要去光顾这家店。
Store managers are often the last to hear complaints, and often find out only when their regular customers decide to frequent their competitors, according to a study jointly conducted by Verde group and Wharton school.
维德咨询公司和沃顿商学院的联合调查表明，商店经理往往是最后听到抱怨的人，而且往往到了他们的老顾客频繁光顾竞争对手的店面时才发觉。
Storytelling hurts retailers and entertains consumers, said Paula Courtney, President of the Verde group. the store loses the customer, but the shopper must also find a replacement.
传言损害了零售商的利益，娱乐了消费者维德公司的总经理葆拉-考特尼说，商店失去了顾客，顾客也必须去寻找相应的替代
On average, every unhappy customer will complain to at least four other, and will no longer visit the specific store for every dissatisfied customer, a store will lose up to three more due to negative reviews.
平均来说，每位不快的顾客至少会向四个人抱怨，并不再光顾那家店。而商店会因每位不悦的顾客的负面评论损失三位以上的顾客。
The resulting snowball effect can be disastrous to retailers.
这种滚雪球效应会对零售商造成灾难性的影响。
According to the research, shoppers who purchased clothing encountered the most problems. ranked second and third were grocery and electronics customers.
该调查显示，买服装的顾客遇到的问题最多。排在第二和第三位的分别是购买杂货和电子商品的顾客。
The most common complaints include filled parking lots, cluttered shelves, overloaded racks, out-of-stock items, long check-out lines, and rude salespeople.
最常见的抱怨包括爆满的停车场，塞满的货架，超载的货架，脱销的产品，付账的长队和粗鲁的销售人员。
During peak shopping hours, some retailers solved the parking problems by getting moonlighting local police to work as parking attendants.
在购物的高峰时间，有的零售商雇佣当地经常兼职协助泊车的工作。
Some hired flag wavers to direct customers to empty parking spaces.
有的则雇佣摇旗者把顾客引到空车位。
This guidance climinated the need for customers to circle the parking lot endlessly, and avoided confrontation between those eyeing the same parking space.
这样的引导使顾客不必再没完没了地绕着停车场找寻空位，并且避免了不同顾客盯上了同意停车位而产生的冲突。
Retailers can relieve the headaches by redesigning store layouts, pre-stocking sales items, hiring speedy and experienced cashiers, and having sales representatives on hand to answer questions.
通过重新设计店面布局，预先储存在售的货物，雇佣高校且经验丰富的收银员，以及让销售代表在现场回答问题，零售商可以摆脱那些投诉带来的难题。
Most importantly, salespeople should be diplomatic and polite with angry customers.
更重要的是，对待那些恼羞成怒的顾客，销售人员应该表现得老练和有礼貌。
Retailers whore responsive and friendly are more likely to smooth over issues than those who arent so friendly. said Professor Stephen Hoch. Maybe something as simple as a greeter at the store entrance would help.
那些能够及时做出反应并且态度友好的零售商比那些不那么友好的零售商更容易顺利解决矛盾。斯蒂芬-霍克教授说，也许一些诸如在商店门口安排一个招待员的简单方式会有所帮助。
Customers can also improve future shopping experiences by filing complaints to the retailer, instead of complaining to the rest of the world.
客户也可以通过直接向零售商提出投诉而不是向其他人抱怨的方式来改善未来的购物经历。
Retailers are hard-pressed to improve when they have no idea what is wrong.
因为当零售商根本不知道他们做错了什么的时候，是很难去进行改善的。
