大家购物遇到烦心事该如何解决

Last month, a man called about his effort to buy a hat on Lord & Taylor's website. Each time he tried, the system cancelled the transaction. (Lord & Taylor and Saks shared customer complaints with The Wall Street Journal with the agreement that no customer information would be disclosed.)
在11月份，一名男子打来电话投诉他在Lord & Taylor网站上买帽子时遇到的麻烦。每次他尝试下单时，系统就会取消交易。（Lord & Taylor及萨克斯百货与《华尔街日报》(The Wall Street Journal)协定可公开顾客的投诉，但不会透露顾客的个人信息。）

'I'm not getting off this phone, I'm telling you right now, until we get this settled,' he said, audibly agitated.
该名顾客说：“我现在就告诉你，我不会挂掉电话，直到我们解决问题为止。”从他的声音可以听出他非常恼火。

'I'm trying, sir -- ' the employee said calmly. The man interrupted: 'It should not take me from 10 o'clock until 6 in the evening to order a hat online.' 'I agree, sir,' the employee said.
接电话的员工平静地说：“先生，我尽量…”。顾客打断她说道：“在网上订顶帽子，不应该让我从10点钟订到晚上六点吧。” 该员工答道：“是这样的，先生。”

Eventually, the employee discovered his order was being cancelled automatically as a security measure, because he had put in an incorrect billing address. The man never realized he was at fault, nor should he, Ms. Fuller says. 'The customer is always right, no matter what -- even if they're wrong, they're right.'
最终，该员工发现顾客的订单是因为安全原因被自动取消的，他输入了错误的账单地址。富勒说，该顾客从没意识到是他自己错了，他也不用意识到，“顾客永远是对的，无论是什么事情──就算他们有错，他们也是对的。”

Call-center employees handle on average about 40 calls a day. Each inquiry is logged so the employee can see shoppers' purchase histories and whether they have had problems in the past. The company also looks for trends, such as a jump in what it calls WISMO calls (short for 'Where Is My Order?'), to help identify larger, systemic problems.
客服中心的员工每天平均要处理约40个电话。每项问询都有记录以便员工能看到顾客以往的购物经历以及他们以前是否也遇到过麻烦。该公司还会通过观察所问询问题的趋势来确认更大的、系统性的问题，比如有关被其称为“WISMO”（我的订单到哪了？）电话的数量的上升。

New types of problems arise as the industry adopts the 'omnichannel' operating model, in which online orders may be fulfilled not only from a distribution center but also possibly from a local store that has the item in stock. This can lead to surprises. A customer ordering online usually expects to receive pristine merchandise that hasn't been handled.
由于零售业采纳了“全渠道”的运营模式，所以新型问题会随之出现。在该模式中，网络订单可能不只是由发货中心完成，也可能由当地有货的商店完成，这会造成一些意外。在线订购的顾客往往期待收到的是未经交易过的全新商品。

Saks ran into this assumption over the summer, when a customer ordered a dress to wear to her daughter's wedding. Her complaint, lodged in an email to Saks's then-CEO, was that the dress arrived 'smelly' and 'used.' The dress had been plucked off the selling floor and shipped from a nearby store, meaning other customers may have tried it on or it had been purchased and returned. Ms. Robins made sure a replacement was sent.
萨克斯在今年夏季就遭遇了由此引发的问题，当时一名顾客订了一件裙子准备穿着去参加女儿的婚礼。后来她写了一封电子邮件向萨克斯百货当时的首席执行长投诉，她在信中说，裙子送到时“有味道”而且是“穿过的”。那件裙子是从销售场地拿来然后从附近一家商店发货的，这表示其他顾客可能试穿过，或者它曾经被卖出又被退货了。后来罗宾斯给该顾客寄了一件新品。

When a customer makes a difficult request for something far outside the store's policy, Ms. Robins is careful not to say no outright, but rather to look for an alternative. 'On some level, it's parenting,' she says. 'If I can't say yes to this request, what can I say yes to that may be satisfying?'
当有顾客提出远远超出该商场政策范围的棘手要求时，罗宾斯总是小心对待，不会直接拒绝，而是去寻找一个替代方法。她说：“在某种层面上，这就像做家长一样。如果我不能答应这个要求，那么有什么可能让人满意的事情是我能答应的？”

A customer trying to buy a watch for his wife recently complained about a store associate giving him misinformation about a discount available online. Ms. Robins didn't honor the misquoted discount, but she did offer the shopper a gift card toward a future purchase.
一名想给妻子买块手表的顾客最近投诉说，销售员向他提供了错误的网上折扣信息。尽管罗宾斯并不认同这个折扣有误的问题，她还是送给该顾客一张礼品卡供下次购物使用。

As a general rule, Ms. Robins and her team research complaints to make sure they are plausible but don't argue with a customer about details. 'Perception is reality,' she said.
一般说来，罗宾斯与其团队会调查顾客的投诉以确定它们是否合理，但绝不会与顾客争论细节。“感受到的就是事实，”她如此说道。