如何溝通以及客戶服務(wù)優(yōu)先外文翻譯

1、<p><b>　　中文2466字</b></p><p>　　外 文 翻 譯</p><p><b>　　原文：</b></p><p>　　How to make communication &Customer service a priority</p><p>　　A

2、s our real estate world spins eve faster, it's often a struggle to not only acquire or sell a property, but to figure out how to put the right players in place, achieve the owner's objectives and retain tenants.&

3、lt;/p><p>　　What do owners want ?</p><p>　　Simply put, owners want top managers who know their stuff. Easy enough,right? Not necessarily. When you're juggling a variety of tasks, mistakes are b

4、ound to happenrepors are late, due diligence is incomplete and tenant retention is at risk. Not surprisingly, owners and executives around the globe have strikingly similar desires in terms of how they view real estate m

5、anagers today. They are finding that many managers are not conversant in the financial performance of their properties and their c</p><p>　　So how do you make sure you are managing your properties to the bes

6、t of your ability? The following ideas provide some tips I've learned along the way.</p><p>　　Focus on what’s critical</p><p>　　We're all flooded with a seemingly endless round of "

7、dailies." There are always plumbing issues, employee concerns and tenant troubles to grab our attention. Although these problems do need to be resolved, focusing solely on them can cause us to lose sight of what'

8、;s really important-achieving the owner's objectives. I was recently asked to sit in on budget meetings as part of a consulting assignment for a small shopping center owner. The property team was in a quandary over w

9、hich capital improve</p><p>　　Real estate managers must understand that an owner's priorities can shift; mergers take precedence, new players jockey for position, generational differences arise. It's

10、 crucial to be able to keep pace with both the market and the shift in priorities of those at the top. You must be able to act and react with them.</p><p>　　If you have a child, you know that when you have t

11、he opportunity to review his or her homework, you also have the chance to re-learn things you may have forgotten-math, English or history skills. In property management, we also have an unexpected second chance to re-lea

12、rn competencies and skills, like the ability to shift focus, to be flexible and to embrace new ideas.</p><p>　　Value creation is key</p><p>　　The real estate manager's primary responsibility

13、 is to create value. However, managers do not always understand how they can impact value; the concept can often seem overwhelming. Whether your owner is planning to sell his property in the near future, or is a long-ter

14、m holder of real estate, he wants to generate and maintain value. Try to whittle the concept down into these more manageable pieces:</p><p>　　Know your property's position in the marketplace. This is cru

15、cial, as is a solid understanding of your competition. Your goal is to accurately assess the market around your property to determine whether you will be able to achieve market rents for your owner.</p><p>　

16、　Do your homework. Make sure you know your property inside out, physically and fiscally.</p><p>　　Figure out what gives your property the competitive edge. Your property may not be the newest, but it may be

17、the best. What attributes does your property have? What unique characteristics separate it from the competition? Knowing what factors give your property the competitive edge is the key to achieving higher rents. Compare

18、these factors with those of your competition using a comparison (comp) survey or grid.</p><p>　　Here's a short list of typical site attributes to get you started:</p><p><b>　　-Location

19、</b></p><p><b>　　-Age</b></p><p>　　-Building exterior</p><p>　　- Building interior</p><p><b>　　- Parking</b></p><p><b>

20、　　- Access</b></p><p>　　- Visibility</p><p><b>　　- Signage</b></p><p>　　- Tenant mix/synergy</p><p>　　- Floor plate</p><p>　　- Building s

21、ystems</p><p>　　Brokers and appraisers are an excellent sourceof market comparison information. Sample comp grids may also be found on lREMFIRST.org.</p><p>　　Customer service counts</p>

22、<p>　　To make sure your customer service is on the right track, here are four questions you should answer:</p><p>　　1. Who are our customers? Think about the myriad of requests and information you recei

23、ve on a daily basis. When you're on the run and pressed for time, it may seem like people are interrupting you. Early in my career I had the pleasure of working for Westin Hotels. My boss was a great mentor to me, an

24、d I can still remember him saying, "Everyone is some one's customer." This means everyone you come across in your daily business is a potential customer-your boss, your clients, your tenants, the ac</p&g

25、t;<p>　　2. How can we bring the company closer to its customers? People may not always agree with your message, but there is a way to convey it so they leave the conversation feeling respected. This takes practice

26、. Patrick S. Donahue, president and CEO of Donahue Schriber, a California-based retail developer, agrees, "We need to get out of our offices and talk with our customers to see what they need, and how we can provide

27、solutions to their issues."</p><p>　　As a direct example, last summer I was working on a consulting project for a small shopping center. I asked the manager to tour me around the property. After about a

28、n hour or so, we had not visited a single tenant. When I asked why, the manager responded, 'Well, I don't like (the tenants), so I try not to go into their stores much.' Take a guess at the level of communica

29、tion here: zero. Now take a guess at the level of customer satisfaction: also zero."</p><p>　　3. How can we create opportunities for superior service? Think of creating layers of opportunity. Every inte

30、raction with a client, a tenant or a vendor is an opportunity to create a relationship. Too often managers believe they only need to interact with a tenant when the lease is about to expire. Try taking a survey of your t

31、enants' preference for communication. Do they prefer phone calls, e-mails or visits? Ask how often they would like communication--weekly, monthly, never? Also, remember tha</p><p>　　4. Can we deliver wha

32、t we promise? If you've ever had to take your car to the repair shop, you know that promises mean a great deal. If the repairman promises to get your car back to you in good working order the same day, that's wha

33、t you expea. If the day comes and goes, what happens? You're disappointed. If you call and don't get an answer, or are delayed further, you become frustrated. The same is true in real estate. Nothing will sink yo

34、ur reputation, and your company's, by not following thr</p><p>　　Source: Shannon Alter，2008“How to make communication & Customerservice a priority”，CPM，nov/dec,pp.30-34.</p><p><b>

35、　　譯文：</b></p><p>　　如何溝通以及客戶服務(wù)優(yōu)先</p><p>　　由于我們的房地產(chǎn)世界發(fā)展的很快，通常來(lái)說(shuō)工作不僅僅是努力的獲得或者售出房子，而且還要找出最正確有效的工作方法，以達(dá)到業(yè)主的目標(biāo)并且留住客戶。</p><p><b>　　業(yè)主想要的是什么？</b></p><p>　　簡(jiǎn)而言

36、之，業(yè)主想要的是懂得他們需求的高層管理者。這很容易嗎？這可不一定。當(dāng)你面對(duì)許多任務(wù)的時(shí)候，錯(cuò)誤往往不可避免，盡忠盡職也不一定是有用的，同時(shí)對(duì)業(yè)主來(lái)說(shuō)也是一樣的。這一點(diǎn)也不奇怪，全世界的業(yè)主和經(jīng)營(yíng)者對(duì)現(xiàn)在的物業(yè)管理人員有著同樣的需求。他們發(fā)現(xiàn)許多的經(jīng)理都不擅長(zhǎng)財(cái)務(wù)管理并且他們很多人都缺乏一定的溝通技巧。大多數(shù)時(shí)間，經(jīng)理都忙于處理一些瑣事，以至于忘記了他們?cè)谶@里的真正原因是為了滿足業(yè)主的需求。</p><p>　　那

37、么，你是怎樣確定你的管理能力是最好的呢？下列的觀點(diǎn)在前進(jìn)的道路上給我提供了一些有益的建議。</p><p><b>　　關(guān)注什么很關(guān)鍵</b></p><p>　　我們都被一些看似無(wú)窮無(wú)盡的“資訊”所包圍著。有那么多的問(wèn)題需關(guān)注，我們總被員工關(guān)系和業(yè)主的麻煩吸引著注意力。雖然這些問(wèn)題需要被解決，但是我們還需關(guān)注那些可能被我們忽略卻極其重要的業(yè)主需求。最近，我被邀請(qǐng)出席

38、了一個(gè)預(yù)算會(huì)議，為一個(gè)購(gòu)物中心的業(yè)主提供了相關(guān)的咨詢服務(wù)。財(cái)產(chǎn)所有者提出的資產(chǎn)改革要求可能會(huì)使得財(cái)產(chǎn)的管理團(tuán)隊(duì)陷入一種進(jìn)退兩難的境地。而解決這個(gè)困境的方法卻是很簡(jiǎn)單的，那就是他們需要詢問(wèn)那些業(yè)主他們的目的是否更好的管理那些財(cái)產(chǎn)。</p><p>　　一個(gè)真正的物業(yè)管理服務(wù)人員必須明白，業(yè)主需求的優(yōu)先次序是可以轉(zhuǎn)變的，要知道兼并優(yōu)先采取的立場(chǎng)，對(duì)于新的需求要把它們放在正確的位置上，以免出現(xiàn)新的分歧。這其中至關(guān)重要的

39、是能夠在緊緊圍繞市場(chǎng)和高層工作重點(diǎn)的轉(zhuǎn)移之間保持平衡。而你必須能夠?qū)λ麄兊男袨樽鞒鱿鄳?yīng)的反應(yīng)。</p><p>　　如果你有一個(gè)孩子，你知道，當(dāng)你有機(jī)會(huì)檢查他或她的家庭作業(yè)的時(shí)候，你也有了機(jī)會(huì)去重新去學(xué)習(xí)那些你可能已經(jīng)忘記了的數(shù)學(xué)、英語(yǔ)或者歷史知識(shí)。在物業(yè)管理中，我們也有一個(gè)意想不到的第二次機(jī)會(huì)，重新學(xué)習(xí)能力和技巧，比如轉(zhuǎn)移重點(diǎn)的能力，變的更加靈活，能夠接受新的想法。</p><p>&l

40、t;b>　　價(jià)值創(chuàng)造是關(guān)鍵</b></p><p>　　一個(gè)真正的房地產(chǎn)經(jīng)理的主要職責(zé)是創(chuàng)造價(jià)值。然后，經(jīng)理們并不總是明白他們能夠怎樣影響價(jià)值；這個(gè)概念經(jīng)常顯得勢(shì)不可擋。無(wú)論你的老板正在計(jì)劃不就的將來(lái)出售其財(cái)產(chǎn)，或者他是一個(gè)房地產(chǎn)的長(zhǎng)期持有人，他想要的都是創(chuàng)造和保持價(jià)值。嘗試著將這些瑣碎的概念分解成更容易管理的部分：</p><p>　　了解您的物業(yè)在市場(chǎng)中的地位。這是至

41、關(guān)重要的，因?yàn)檫@能讓你比你的競(jìng)爭(zhēng)對(duì)手更加出色。你的目標(biāo)是準(zhǔn)確評(píng)估周?chē)姆康禺a(chǎn)市場(chǎng)，以確定你是否能夠?qū)崿F(xiàn)你老板的市場(chǎng)租金。</p><p>　　做好你的功課。確保你徹底的了解你的物業(yè)情況，包括物質(zhì)上和財(cái)政上。.</p><p>　　找出是什么讓你的財(cái)產(chǎn)具有競(jìng)爭(zhēng)優(yōu)勢(shì)。你的房子可能不是最近的，但是它可能是最好的。你的物業(yè)有什么屬性嗎？哪些獨(dú)特的特點(diǎn)分別從競(jìng)爭(zhēng)中脫穎而出呢？了解哪些因素讓你的物業(yè)更

42、具競(jìng)爭(zhēng)力是獲得更高的租金的關(guān)鍵。使用比較調(diào)查或者網(wǎng)絡(luò)調(diào)查的方法，和你的競(jìng)爭(zhēng)對(duì)手比較這些因素。</p><p>　　這里簡(jiǎn)單的列出了一些典型的網(wǎng)站的列表屬性，以幫助你開(kāi)始：</p><p><b>　　-地點(diǎn)</b></p><p><b>　　-使用年限</b></p><p><b>　

43、　-建筑外觀</b></p><p><b>　　-建筑內(nèi)部結(jié)構(gòu)</b></p><p><b>　　-停車(chē)場(chǎng)</b></p><p><b>　　-門(mén)衛(wèi)</b></p><p><b>　　-能見(jiàn)度</b></p><p&

44、gt;<b>　　-指示牌</b></p><p>　　-承租人群/協(xié)同作用</p><p><b>　　-底板</b></p><p><b>　　-建筑結(jié)構(gòu)</b></p><p>　　經(jīng)紀(jì)人和評(píng)估師是一個(gè)很好的市場(chǎng)比較信息的來(lái)源。樣品比較網(wǎng)絡(luò)也可以在lREMFIRST.o

45、rg上面找到。</p><p><b>　　客服服務(wù)統(tǒng)計(jì)</b></p><p>　　為了確保你的客戶服務(wù)的方向是正確的，這里有四個(gè)問(wèn)題你必須回答：</p><p>　　1、誰(shuí)是我們的客戶？想想你每天收到的無(wú)數(shù)的請(qǐng)求和信息。當(dāng)你因?yàn)闀r(shí)間緊迫而忙個(gè)不停的時(shí)候，它可能看起來(lái)像是有人在打擾你一樣。在我職業(yè)生涯的早期，我有幸為威斯汀酒店工作過(guò)。對(duì)我來(lái)說(shuō)

46、，我的老板是一個(gè)偉大的導(dǎo)師，我還記得他曾經(jīng)說(shuō)過(guò)“每個(gè)人都是別人的客戶?！边@意味著每一個(gè)與你在你的日常工作中來(lái)往的人都是一個(gè)潛在的客戶—你的老板，你的客戶，你的租客，你的財(cái)產(chǎn)會(huì)計(jì)師，你的供應(yīng)商，你的物業(yè)經(jīng)紀(jì)人。創(chuàng)建一個(gè)名單，上面列出你所有國(guó)內(nèi)和國(guó)外的客戶名字，并且把它放在一個(gè)你每天都可以看見(jiàn)的地方。</p><p>　　2、我們?cè)趺礃硬拍苁构靖咏目蛻?？人們不可能總是同意你的主意，我們要換一種方式來(lái)表達(dá)，因此

47、他們結(jié)束談話而這讓他們感覺(jué)自己受到了尊重這是需要練習(xí)的。 加州的一個(gè)零售開(kāi)發(fā)商，Donahue Schriber公司的總裁兼首席執(zhí)行官Patrick S. Donahue先生就同意這一點(diǎn)，他說(shuō)“我們需要走出辦公室，通過(guò)和我們的客戶交談來(lái)發(fā)現(xiàn)他們需要什么，以及我們能夠?yàn)樗麄兊膯?wèn)題提供怎么樣的解決方案。”</p><p>　　作為一個(gè)直接的例子，去年夏天，我正在一家小商場(chǎng)的咨詢項(xiàng)目。我要求經(jīng)理帶我參觀周?chē)覀兩虉?chǎng)的物

48、業(yè)。參觀了一個(gè)多小時(shí)，我們都沒(méi)有拜訪一個(gè)租客。當(dāng)我問(wèn)他為什么的時(shí)候，經(jīng)理回答我說(shuō)：“好吧，我不喜歡（租客），所以我盡量不要進(jìn)到他們的商店里面去。”我猜測(cè)這個(gè)層次的的溝通是零，那么現(xiàn)在我猜這個(gè)層次的客戶滿意度也是零。</p><p>　　3、我們?cè)鯓硬拍軇?chuàng)造一流的服務(wù)機(jī)會(huì)？想想創(chuàng)造機(jī)會(huì)層。每一個(gè)與客戶，租客或者供應(yīng)商的互動(dòng)都是一個(gè)創(chuàng)建關(guān)系的難得的機(jī)會(huì)。在通常情況下，管理者往往認(rèn)為，他們唯一需要與租客交流的時(shí)候就是通

49、知他們租約即將到期的時(shí)候。嘗試以你的租客偏愛(ài)的溝通方式為內(nèi)容做一個(gè)調(diào)查。他們更喜歡電話、電子郵件還是親自訪問(wèn)？詢問(wèn)他們喜歡怎么樣的溝通頻率，是每周一次，每月一次，還是不需要訪問(wèn)。此外，請(qǐng)記住，溝通并不一定總要很正式。我知道一個(gè)擁有25萬(wàn)平方英尺物業(yè)的經(jīng)理，他每天早晨站在他的大廈的大堂里只是為了在他的租客們開(kāi)始一天的工作之前迎接他們。他成功地創(chuàng)造了一個(gè)建立關(guān)系的機(jī)會(huì)，并且對(duì)他的租客們證明了他的承諾。</p><p>

50、;　　4、我們能否實(shí)現(xiàn)我們的承諾？如果你曾經(jīng)把你的汽車(chē)開(kāi)到修理廠，那么你肯定知道，承諾意味著很多東西。如果修理工承諾當(dāng)天就能把你的車(chē)子修理好讓你開(kāi)回去，這就是你所期望的。如果你來(lái)修車(chē)當(dāng)天就修好開(kāi)回去了，會(huì)發(fā)生什么呢？你會(huì)很失望。如果你打電話，但是沒(méi)有得到一個(gè)答案，或者是進(jìn)一步被推遲了，你會(huì)變得沮喪。在房地產(chǎn)方面也是如此。沒(méi)有什么能夠降低你和你公司的聲譽(yù)，除非你違背了你的承諾。始終保證你可以實(shí)現(xiàn)你的承諾。但是，不要停在那里，如果有可能的話