It switched from operations of micro-channel public number "Ctrip Technology Center PMO" (ID: cso_pmo)
about the author
YY brother, nearly 10 years IT industry experience, worked at financial software, mobile, Internet and financial wisdom tourism and other industries, is now engaged in project management, keen on organization-wide process improvement and agile development, but also Atlassian products Loyal fans.
introduction:
By reference to a book on the "next iteration of the product delivered quickly need to establish clear channels of feedback" touch and I worked nearly five years before the software services industry, there is a certain degree of understanding of the service, so we want to talk. " Service awareness". By the following four scenarios that may be encountered in the work begin:
scene one:
"This time I really want to solve this bug, or else old customers bother me, cause I do not concentrate on the project."
When I heard these words, one of the "Trouble" words to stimulate my nerves. Because the bug has not been eradicated, there are many online customers to report the problem, every time TA are solved these problems by temporarily customer method. But later there was still a client report after another, so, TA will feel "tired." If we think about, probably the situation is this:
- Support students: This question has been raised a lot of customers, technology students every time just to shop in question do data repair, why students can not solve this technical problem?
- A customer: hey, I put a question several times, and now still often happens, it seems really can not solve, you can only like before, encountered a, a feedback.
Leaving aside the entire link (from the customer -> Services -> Technology -> Support -> Customer) in all aspects of this matter of feeling, it is repeatedly a bug, but in reality the sum of the costs caused (or " waste ") is great, customer service and technology students need to deal with each customer feedback. As the online problems are temporary, and a lot of interference on TA when busy development projects, but also interspersed with fix these problems.
If you analyze the root causes, the development process is a bug introduced in quality, but off. Just think, if we develop a high quality, customer use during cool, rarely encountered bug, they will be too busy to concentrate on doing business, which will have time to "bother" us? When customers are constantly "bother" us, that we certainly do not need to improve. When multiple customer feedback when the same question, this has been warning that we need to get rid of as soon as possible. However, students from a technical point of view, the current project and the matter at hand arrangements already saturated, and fix this bug is expected to take 3-4 days currently no time to repair. This is a known bug is likely to have not been repaired.
For the above case, since it is a common problem, and there have been customer feedback. Products and technology students need to pay attention to it, to raise its priority on schedule in. Met once before, in a known bug still have not been fixed, stuck in the product the students here because TA think this function is not our core functions, and users accounted for more than a small, bug fixes input-output ratio is not high . However, customer service and technical students a week to deal with the problem many businesses feedback, every time data recovery.
Some people would think that the publication's some big function value to customers is much greater than some bug or small function optimization, provided that this statement is correct: these large indeed valuable features to customers, not just "a bunch of functions" only. These small bug and optimize customer feedback to us in the course, is what the customer really wants. Although their small value, but continuously, to customers quickly solve these problems, so that customers perceive our problem solving efficiency, this is the "level of service" upgrade, will increase customer satisfaction.
Scene Two:
"Customer feedback can not be timely response to the needs, demands serious backlog pool, closed-loop feedback is not clear."
我曾经在一本书上看到大致这样的说法：优秀的产品经理会“借客户之力”来让自己的产品做得更好，而普通的产品经理往往会忽略这点，他们会更关注自己设计的功能，而很少考虑客户反馈的需求。通俗地讲，优秀产品经理在设计新功能时，会高度重视客户已经反馈的需求。我们为什么要做这个产品？是为客户创造价值的同时，也给自己创造价值，双赢。所以，做产品关注的核心是客户或用户，真正能给客户创造价值的需求应该被优先实现，如果我们起初不知道哪些功能会创造价值，那可以邀请客户或最靠近客户的内部人员（比如：运营）一起讨论，然后快速迭代一个版本，给内测用户/客户使用，他们会对我们的产品提出很多真正有价值的反馈。
我上面想说明客户反馈的需求的重要性，如果大家对一件事情的重要性能达成一致，然后配合适当的监督或跟进机制，这个事情一般都可能做成。当我们在设计各种新需求时，可以从客户反馈的需求里寻找一些灵感。客户反馈的需求，不管做或不做，都应该给予及时的反馈，否则客户会觉得他们每次提的需求都飘向大海，以后也懒得提了，这显然不是我们期待看到的。建立与客户之间通畅的反馈渠道很重要，如果渠道中某一环节出现问题，客户也应该有其他备选渠道进行反馈。
场景三：
“客户是上帝，他们提出的需求，我们都要满足。只有这样，客户才会happy”
这完全是个错误的认识。客户的需求有的是完全不合理的，有的是合理的但是我们在当前的业务架构上实现不了的，有的是不符合我们产品定位的，有的是我们可以近期实现的，有的是价值低会放在以后实现的。在某种情况下，我们还真不能被客户带着走，我们应该teach这些客户，让他们接受我们的理念，引导他们理解我们的产品，比如，我们要做行业标杆，做生态就是一个很鲜明的例子。
之前参加过公司的“全民服务”活动，添加了一些客户的微信，做“一对一”沟通。前不久，有个客户在联系了客服同学后，被告之TA提的需求无法满足。然后TA通过微信找到了我，我咨询了熟悉这块业务的产品和技术同学，最后给她同样的答复：实现不了。但是，TA最后给我的反馈是：TA知道了这个做不了，但是我的服务让TA感觉很舒服。其实，我在沟通过程中，不只是告诉TA“不能实现”这个结论，之前我有向TA了解了更多细节，过程中也在向TA同步我跟进的进展，最终，我给TA总结了下结果。
场景四：
“我有一个新需求，需要其他部门同学一起完成，总是感觉比自己团队内部配合差很多”
当产品和技术部门合并为同一个部门时，产品与技术同学关系甚好，对于有些问题，大家并不觉得是个问题，例如：产品同学没能及时交付视觉稿给技术，导致某项工作无法按时完成。由于彼此之间没有任何约束或限制，所以会导致事情进展很低效，甚至会影响到大家的时间观念。另一个可能的极端是：当产品和技术部门独立开后，大家严格按照流程来做事，例如：产品同学没准备好产品PRD文档和UI设计稿，那技术这边就不接这个需求，事情的拖延会归因于产品需求不到位。
无论上面哪一种情况，大家都没有站在“整件事的目标”角度来考虑问题，如果某一环节卡住了，其他环节只是纯粹在那等待，那事情推动起来就非常难了。可取的方式是，在做事之前，相关同学先达成一致目标，如果哪一环节遇到困难或卡住了，大家要相互帮助和提醒。有时事情被耽搁的原因是，团队中没人愿意主动站出来承担跟进工作。一般来说，任何事情都有发起人，如果临时组建的小团队无法“自组织”或每个人不能发挥主观能动性，那么这个发起人是否应该有责任承担起来呢？
跨部门/团队协作，需要每个人承担owner意识。认领的任务要按时完成，否则可能影响到整件事情的完成进度或完成质量。如果有人没有这种意识，TA很可能会拖后腿，让其他人感觉没大局观。跨团队协作是证明自己团队实力的绝佳机会，毕竟我们处在一个需要诸多协作的时代，单枪匹马或单个团队很难做成一件“大事”。如果我们能抱着“服务”的心态与其他团队合作，而不是抱着“我被安排来做这件事情”的心态，情况可能会完全不一样（前者是积极主动的，后者是被动的）。我们为其他团队提供什么样的服务水平，会直接导向其他团队以后为我们提供什么样的服务，将心比心。纵然，有的人或团队服务意识很弱，其他服务意识强的个人或团队应该“拉一把”TA们，用平时工作中的“服务”态度和表现影响TA们，毕竟大家是一个整体，以后肯定有一起合作的机会（噢，这个表述不够准确，如果把公司的事业看着一件事，那么我们一直在共同做这件事）。
总结：
通过上面的闲聊，我们可以获得如下的结论：
- 从不要埋怨客户“烦人”，那是因为我们做的不够好；
- 能获得“客户的反馈”是我们的机会，是了解客户真实想法的机会，我们应该重视并充分利用起来；
- 服务是一种互动，我们需要与客户建立良好的互动关系和通畅的反馈渠道；
- “客户是上帝”，但是上帝的认知可能是不完善的，所以我们得负起责任引导客户，并不是一味地让其满足；
- 我们应该以”服务”的心态积极参与跨团队协作中，今天我给你提供优质的服务，明天你很可能获得同样优质的服务。
总之，如果我们在工作中能做到“设身处地”地“用心”服务，一定能把服务做好。我们可以把客户当做自己身边比较重要的人来服务，把新对接的客户当做“小白”，这样在交流过程中，使用的语言会更通俗易懂，解释的会更细致。如果我们对要服务的客户很了解，那可以游刃有余地交流。
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