问题描述：
英语翻译
Ideas go up through regional and national level managements and may eventually be implemented (and celebrated in the company newspaper) nationally.The child changing facilities now available in some stores is one example of an idea originating from such committees.Companies B and C have similar initiatives and schemes.
Company D is preoccupied with keeping the shelves filled and speed of through-put at the checkout and so far has not introduced any smile or customer care campaigns.In 1988 it introduced an in-house magazine,but unlike companies A,B and C,it is not given out to all employees.Rather,two copies are firmly secured to a table in the canteen.This is symptomatic of the stringent cost controls operating at company D where,in contrast to A,B and C,there are no staff discount,profit-sharing or welfare schemes,and no formal employee involvement schemes.As one store manager commented:"management's only interest is to stack the goods on the shelves and sell them".
Customer care at companies A,B and C is taken seriously by top managements,and their influence can be direct,as one checkout supervisor made clear:
We have people from head office coming along all the time to see how we are getting along ...this means that we have to be on our toes and provide the best possible service.
In turn,the checkout supervisors constantly monitor the behaviour of checkout operators.A supervisor at company A commented:
We are able to detect when a checkout operator is not smiling or even when she is putting on a false smile ...we call her into a room and have a chat with her.
The checkout operator's work is also,of course,subject to constant scrutiny by customers.The effect is obvious:
"...you have to be very careful and polite because they can report you to the manager".
Some supermarkets in recent years have gone so far as
to employ consultancies which send bogus shoppers into stores and report on the level of service they get[8].With such visibility of behaviour,supermarket managements with customer ethos ambitions clearly have an inherent advantage from the start.
Ideas go up through regional and national level managements and may eventually be implemented (and celebrated in the company newspaper) nationally.The child changing facilities now available in some stores is one example of an idea originating from such committees.Companies B and C have similar initiatives and schemes.
Company D is preoccupied with keeping the shelves filled and speed of through-put at the checkout and so far has not introduced any smile or customer care campaigns.In 1988 it introduced an in-house magazine,but unlike companies A,B and C,it is not given out to all employees.Rather,two copies are firmly secured to a table in the canteen.This is symptomatic of the stringent cost controls operating at company D where,in contrast to A,B and C,there are no staff discount,profit-sharing or welfare schemes,and no formal employee involvement schemes.As one store manager commented:"management's only interest is to stack the goods on the shelves and sell them".
Customer care at companies A,B and C is taken seriously by top managements,and their influence can be direct,as one checkout supervisor made clear:
We have people from head office coming along all the time to see how we are getting along ...this means that we have to be on our toes and provide the best possible service.
In turn,the checkout supervisors constantly monitor the behaviour of checkout operators.A supervisor at company A commented:
We are able to detect when a checkout operator is not smiling or even when she is putting on a false smile ...we call her into a room and have a chat with her.
The checkout operator's work is also,of course,subject to constant scrutiny by customers.The effect is obvious:
"...you have to be very careful and polite because they can report you to the manager".
Some supermarkets in recent years have gone so far as
to employ consultancies which send bogus shoppers into stores and report on the level of service they get[8].With such visibility of behaviour,supermarket managements with customer ethos ambitions clearly have an inherent advantage from the start.
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