The customer is always right. Customers are also extremely troublesome. The trickier problem facing managers is that customers have begun to meddle in what she should not have stepped in. customer No longer sit patiently at the restaurant waiting to consume the clothes you are preparing for; she is pointing in your kitchen. As Francis Fry of Harvard Business School described as a balance between efficiency and service,

What happens if a manufacturer has to deal with customers who Waltz in their stores? They often pop up without prior notice, and make a mess of the carefully designed process of the manufacturer. For most service enterprises, similar events are common. The fact is that they have provided many flexible solutions, but complaints are still the reality they must face everyday.

Frye calls it one of the challenges of management. "The theory of operation management is deeply rooted in the manufacturing industry. Faced with variables, manufacturing enterprises usually have only one sentence: they must be eliminated. Any educated manager will regard it as an enemy of management. "

This is also a strategic challenge. In most discussions about strategy, customers are likened to abstract objects and outsiders. They can be aggregated into data or removed from the center group. Customers vote directly or indirectly against your strategy with his or her wallet. On the contrary, today's informed customers may negotiate with you to replace the salad with French fries. You may be asked to check out later. Customers have no limits. demand It may soon make your business a mess, and the reason is that you serve customers well in order to retain customers.

For customers who want to play tricks, they can do this to them.

Boycott them. Don't blindly satisfy all the needs. At this point, McDonald's is an example -- it does not provide a black model for Henry Ford T. Sometimes you must have the guts to refuse customers' requests.

Appease them. You can learn to be flexible at this point. There are at least two ways to achieve this goal. First, you can introduce some basic products as usual, and then introduce a solution beyond the basic product. Many office procedures can be handled in this way. The second is that you can subdivide the price of a hotel like a "club floor". Standard price can get standard service. Appeasing strategy requires good operation principles: those internal or standard prices must be able to effectively compensate for the management cost of more than one set of functions.

Indulge them. Thoroughly regard variables as a virtue. It's Connaught province. It seems that this has always been a good one. clothing Marketing strategy; it has always meant getting the most benefits from a few customers rather than getting the most out of many customers. All along, it means paying more attention to earnings than the emphasis on growth. Each of these strategies will work, and the important thing is to choose one. No matter how the customer asks, choose only one.