净推荐值理念在您这里效果如何？    

    我们期望提高公司口碑，期望客户能够热情洋溢地向他人描述在美国运通获得的体验。每一次提供服务时我们都会问自己，如何才能让消费者获得更好的体验并向朋友推荐。他们可以作为公司的推荐者。现在我们已经建立了衡量体系，每次服务都会对客户进行调查并获取反馈，然后我们会以客户反馈为基础来评价（每一位客户关怀专员的）业绩，此外还会运用一些效率指标。这两种衡量方法是对所有客户关怀专员的激励措施，包括我在内。

    通过这张图表我们能够看出，客户满意度的提升不仅促进了客户购买更多美国运通产品，也提高了股东价值。好的服务成就好的企业。

How does the net-promoter concept work in your situation?    

    Our aspiration is to drive advocacy, where we get impassioned customers to tell others about their experiences with American Express. For every servicing transaction, we ask, How can we get the customer to feel better about American Express and recommend it to a friend? That's a promoter. We've built a measurement system that surveys the customer and gets that feedback for every servicing transaction, and then we use that to measure [each customer care professional's] performance, complemented by some productivity indicators. Those two measures drive incentives in which we reward our customer care professionals, all the way up to me.

    We've been able to show that increased satisfaction drives increased engagement with American Express products, and that drives shareholder value. Great service is great business.

你真的能跟踪到客服业务对股东价值的影响吗？

    我们全程跟踪了客户服务对股东价值的影响。对我公司持正面意见的“推荐者”在支出方面有10-15%的提升，客户保持率提高了4-5倍，这两者都会提高股东价值。实际上，与公司服务相关的经营费用已经下降，因为我们的服务变得更为合理化，服务中的阻力和错误都得到了遏制。

研究表明，大多数人更有可能把负面体验而非正面体验告诉他人。你希望人们谈论正面体验。达到这个目标的关键是什么？

    在全球范围内，服务经验的缺乏使我们所有从业者都觉得很泄气。人们想到客户服务的时候通常会想起各种麻烦。客户上网动动手指就能向他人传播信息，因此主动权掌握在客户手中。而且，他们会把自己的体验与其生活型态的其他方面进行对比。因此，做好自己的本行已经远远不够，必须在各个行业都做到更好。利用社交媒介能够强化这种效果。

    我们询问推荐者问题，实际上采用的是病毒式营销方法。通过询问该问题，我们对客户施加了影响，从而让其影响自己的朋友和家人。这种方法的影响力通过社交网络能获得指数级的增长。这种方法的力量已经使客户服务从公司的成本支出项转变成了可带来收益的投资项。

人们对服务的感受与10年或者15年前不同了，你有什么看法？

    我们每年都会进行调查，结果显示，7%的客户感受到公司为他们提供了良好服务，而93%的客户表示并未获得期待的服务，而且两者之间差距甚大。我们公司的业务体系尊重一个基本事实：客户都是有血有肉的人。因此我们会充分运用性格因素的力量，通过客户的声音来衡量员工绩效考核中的关键目标。这是一个简单的理念，也是一条黄金准则，已所不欲勿施于人。但这个简单的原则却常常被其他的企业所忽略。想想吧，如今客户的声音有多强大。美国Verizon通信公司宣布征收2美元网上支付费用引发了客户的强烈抗议，仅仅一天之后就被迫宣布放弃这个举措。我们必须重视以客户为中心的理念以及它创造的价值。

    译者：李柰/汪皓

You can really follow it all the way to shareholder value?

    We track it all the way to shareholder value. For a promoter who is positive on American Express, we see a 10% to 15% increase in spending and four to five times increased retention, both of which drive shareholder value. In fact our operating expenses associated with service have gone down because we're more streamlined, and we limit friction points and errors.

Research shows that most people are far more likely to tell others about a negative experience than a positive one. You want people talking about positive experiences. What's key to making that happen?

    We've all become frustrated by the lack of service experience around the world, and in fact when people think of customer service, they tend to think of problems. Customers have regained control because of the proliferation of information at their fingertips, and they benchmark their experience across their lifestyle. It's no longer enough to be good within your industry; you need to be great across industries. Compounding that is the influence of social media.

    That promoter question we ask is actually viral marketing in its finest fashion. In asking it, we're influencing the customer to influence his friends and family, and that has become exponential with social networks. The power of that has turned this from a cost to an investment in our business.

People don't feel the same way about service as they did 10 or 15 years ago. What have you observed?

    We field a survey annually and found that 7% of consumers feel they're getting good service; 93% are not getting the service they expect. It's an enormous void. We defined our business system to respect the fact that these are human beings. We unleash the power of personality and hold our people accountable to key objectives as measured by the voice of the customer. It's a simple concept. It's the Golden Rule -- treat others as you would like to be treated. But that simplicity is often overlooked by other businesses. Think of the power of the voice of the customer now. Verizon (VZ) introduced a $2 fee, the voice of the customer screamed loud, and it turned that around 24 hours later. We need to appreciate customer-centricity and the value it creates.