『新东方在线托福听力』为托福考生准备了ETS托福TPO/Official 42 Lec 4听力练习：Why does the student mention his experience at a hotel in Chicago?原文题目答案解析，TPO/Official 42 Lec 4听力原文范文音频翻译。

托福TPO/Official 42 Lec 4听力原文Why does the student mention his experience at a hotel in Chicago?【新东方在线】

旁白：听一段市场营销课程讲座。

Narrator: Listen to part of a lecture in a marketing class.

教授：到此我们关于零售业是如何……零售业经理如何处理客户投诉的方法就讲完了。

Professor: And that wraps up our discussion of how the retail sector, uh, ways in which retail managers deal with customer complaints.

那么我们现在来说说服务业吧，服务业营销的不是商品而是服务，也可以说是无形的商品，比如交通，餐饮服务，职业咨询……

So let's shift now to the service sector, which markets not goods but services, intangibles like transportation, food service, career counseling...

Oh, there are literally hundreds of examples.

服务者当然必须要不断努力满足顾客的需求。

Service providers must, of course, constantly strive to meet customers' needs.

但是和零售业一样，服务业会出现服务失败的情况。这种情况下，顾客会不满，可能会严重到再也不和你做生意的程度。

But as in retail, there are instances of service failure in which the customer is dissatisfied, uh, perhaps to the point of not doing business with you anymore.

一些服务失败并不在一个团队的控制范围内，比如电脑故障导致错过了截止时间。

Some service failures are beyond an organization's control, like, uh, computer malfunction that leads to missed deadlines.

其他失败源于流程问题，比如对新雇员培训不足。

Other failures stem from process problems, like inadequate training for newly-hired employees.

想象一下你管理一家汽车租赁公司。

Okay, imagine you manage a car rental agency.

一个顾客打电话来预约，但是你的一个员工记错了日期。

A customer calls in a reservation, but your employee marks down the wrong date.

等你的顾客光临时你猜怎么，他预定的车型没有了。

So your customer arrives and guess what, the size car he reserved isn't available.

但是比起错误来源，你的顾客更关心解决方案：你会怎么处理这件事？你会提供怎样的补偿？怎么样的服务补救措施？

But your customer is less concerned about the source of the failure than the solution: what you do about it; what sort of compensation; what service recovery you give.

所以如果你在服务行业，作为一个市场营销人员，你一直都需要某种服务补救方案。

So if you are in the service industry, as a marketer, you always need some kind of service recovery plan.

你的计划必须在失败发生之前就到位，而且必须及时传达给你组织中所有与客户打交道的人，这样他们就知道该怎么做了。

Your plan must be in place before a failure occurs and it must also be communicated promptly to everyone in your organization who deals with customers so they'll know what to do.

服务补救要包含为了一位失望的顾客重新回到，呃……回到满意状态而采取的所有行动。

Service recovery encompasses all the actions taken to get a disappointed customer back to, uh, well, back to a state of satisfaction.

所以如果你的汽车租赁公司无法提供顾客想要的车型，但是你们的政策是可以用相同的价格提供一辆更宽敞的车。

So if your car rental agency couldn't provide the size car your customer wanted, but your policy is to provide a roomier car for the same price.

你的顾客可能会很满意，甚至也许会重塑他对你公司的信任。

Your customer would probably be happy, might even restore his faith in your company.

实际上，研究将服务补救确定为带来顾客忠诚度的一个重要决定因素。

Research has in fact identified service recovery as a significant determinant of customer loyalty.

每年我的家人都会一起去度假。

Every year, my family goes on vacation together.

几年前夏天，我们去了芝加哥，那里非常非常热。

And a few summers ago, when we were in Chicago, it was really really hot.

而且你猜怎么的？旅馆的空调坏了，每个人都在投诉。

And guess what, the hotel's air conditioning broke and everyone was complaining.

旅馆做的是……他们真的没有收那个周末的费用。

What the hotel did... they actually didn't charge anybody for that weekend.

但是搞笑的是，即使我们在那个旅馆有了那么糟糕的体验，但是因为他们很迅速地对我们做出了安抚，我们每次去芝加哥的时候通常还是会在那个旅馆。

But the funny thing is that even though we had that horrible experience at that hotel, because they were so quick to appease us, we usually stay at that same hotel every time we go to Chicago.

所以在这个案例中，这个连锁旅馆也许把它自己看做了所谓的服务补救反论的受益方。

So in this case that hotel chain might consider itself the beneficiary of the so-called service recovery paradox.

这个反论主要是指体验了服务失败的顾客……如果在失败发生后接受了公正的补救的话，他们可能会比那些一开始就很满意的顾客更加忠诚。

Um, the paradox basically implies that customers who experience a service failure, well, they could potentially be made more loyal than customers who were satisfied in the first place if an equitable recovery occurred after the failure.

如果一个好的服务补救比事情从一开始就顺利进行更能带来忠诚度，那企业为什么不故意犯一些错误，这样……？

If a good service recovery creates more loyalty than, um, if things went smoothly from the get-go, why don't companies like make mistakes on purpose so?

教授：这样你就能实施一个补救方案让你的顾客更加高兴，而不只是满意而已？

Professor: So you could implement a recovery plan that leave your customers delighted as opposed to merely satisfied?

听我说，第一次就把事情做对永远更好，因为你怎么知道这个反论在每种情况下都适用呢？

Look, it's always better to do things right the first time 'cause how can you know that the paradox will hold true in every situation?

另外，很难预言好的补救措施能胜过服务失败的负面影响，而且那些你从没注意到的失败怎么办？

Plus, it's hard to predict if a good service recovery will overcome the negative effect of a service failure, and what about all those failures that never come to your attention?

因为就统计到的情况而言，大约50%的顾客不会对服务失败进行投诉，至少不会对服务提供者投诉。

Because statistically about 50 percent of the customers don't complain about service failures, at least not to the service provider.

但是坏口碑对你的生意影响更坏。

But negative word of mouth, now, that's got worse implications for your business.

还有，你得付钱让你的员工进行第二次服务。

Also, you'd have to pay your employees to execute the service a second time.

通常服务补救会包括某种补偿，对吧？

Typically, a service recovery is gonna involve some kind of compensation, right?

所以这会让你的公司损失一些钱，而你必须的在你的预算中为这笔费用负责。

So it is gonna cost your company some money that you are going have to account for in your budget.

事实上，我自己一直在研究其中的这些问题，因为我们需要更深层理解顾客的思维过程和他们对服务补救措施的反应。

I've actually been researching some of these issues myself 'cause what we need is a deeper understanding of customers' thought processes and their reactions to service recoveries.

他们对不同的服务补救策略作何反应？

How do they react to different service recovery tactics?

我们能预计任何指定顾客对指定的服务失败的反应吗？

Can we predict how any given customer will react to a given service failure?

人们的期待，他们优先考虑的事各不相同。

People's expectations, their priorities vary.

比如说，假如我很赶时间，而我在一家快餐店点的薯条不是很热。

Like uh, if I am in a hurry, and the French fries I ordered at a fast food restaurant aren't piping hot.

我可能也不会不满，因为我很快拿到了他们。

I might not complain 'cause I got them fast.

但是如果我不赶时间，即使我在下一批薯条新鲜出锅之前要等一会，我也会把薯条退回去。

But if I am not in a hurry, I might return the fries even if I had to wait for a fresh batch.

Why does the professor talk about a car rental agency?

Why does the student mention his experience at a hotel in Chicago?

What is the professor's opinion of the service recovery paradox?

What point does the professor make when she mentions a fast-food restaurant?

Listen to part of a lecture in a marketing class
And that’s wraps up our discussion of how the retail sector, within which retail managers deal with customer’s complaints. So let’s shifts now to the service sector, which markets not goods, but services. Intangibles like transportation, food services, career counseling, oh, there are literally hundreds of examples. Service providers must, of course, constantly strive to meet customer’s needs.
But, as in retail, there are in instances of service failure, in which the customer dissatisfied, perhaps to the point not doing business with you anymore. Some service failures are beyond organization’s control, like computer malfunction that leads to miss deadlines. Other failures stem from process problems, like inadequate training for newly hired employees. Then is human area, ok, imagine you manage a car rental agency. A customer calls in for a reservation, but your employee marks a wrong date. So your customer arrives and, guess what? The size car he reserved isn’t available. But your customer is less concerned about the source of the failure than the solution, what would you do about it? What sort of compensation, what service recovery you give?
So, if you are in a service industry, as a marketer, you always need some kind of service recovery plan. Your plan must be in place before failure occurs. And it must also be communicative prontoly to everyone in your organization who deals with customers, so they all know what to do. Service recovery encompasses all the actions taken to get the disappointed customer back to, uh, well, back to a state of satisfaction. So, if your car rental agency couldn’t provide the size car your customer wanted, but your policy is to provide a roomier car for the same price, your customer would probably be happy, might even restore his faith in your company. Research has, in fact, identified service recovery as significant determiner of customer loyalty.
I see what you mean. Every year my family goes on vacation together. And a few summers ago, when we went to Chicago, it was really really hot. And guess what? The hotel’s air condition was broken. Everyone was complaining. What the hotel did? They actually didn’t charge anybody for that weekend. But the funny thing is that even though we had that humble experience at the hotel, because they were so quick to appease us, we usually stay at the same hotel every time we go to Chicago.
Great example. So in this case, that hotel might consider itself the beneficial of so called service recovery paradox. Uh, the paradox basically implies that customers who experience a service failure, well, they could potentially be made more loyal than customers who were satisfied in the first place, if an equitable recovery occurred after the failure. Yes, Ben?
Waite a minute. If a good service recovery creates more loyalty than, if things went smoothly from , why don’t companies, like, make mistakes on purpose, so…
So you could implement a recovery plan that leaves your customers delighted as opposed to merely satisfied? Look, it’s always better to do things right the first time, because how can you know that the paradox will hold true in every situation? Plus, it’s hard to predict if a good service recovery will overcome the negative effect of service failure. And what about all those failures that never come to your attention, because statistically, about 50% of customers don’t complain about service failures, at least not to the service provider. But negative word of mouth, now, that scar, was for your business. Also, it has to pay your employees to execute the service a second time. Typically, a service recovery is going to involve some kind of compensation, right? So, it’s going to cost your company some money, that you are going to account for your budget.
I have been actually researching some of these myself, because what we need is a deeper understanding of customers’ processes, and their reactions to service recoveries. How consumers from expectations? How they react to different service recovery techniques? Can we predict how any given customer will react to a given service failure? People’s expectations, their priorities vary. Like if I’m in a hurry, French fries I ordered in a fast food restaurant aren’t piping hot, I might not complain, because I get them fast. But if I am not in a hurry, I might return the fries, even if I have to wait for a fresh badge.<img src="/upload/image/1516179194235.png" alt="" width="505" height="382" /><img src="/upload/image/1516179207002.png" alt="" width="513" height="386" /><img src="/upload/image/1516179220432.png" alt="" width="509" height="391" /><img src="/upload/image/1516179234213.png" alt="" width="514" height="387" /><img src="/upload/image/1516179248959.png" alt="" width="510" height="388" />

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