英语翻译Ideas go up through regional and national level manageme

英语翻译
Ideas go up through regional and national level managements and may eventually be implemented (and celebrated in the company newspaper) nationally.The child changing facilities now available in some stores is one example of an idea originating from such committees.Companies B and C have similar initiatives and schemes.
Company D is preoccupied with keeping the shelves filled and speed of through-put at the checkout and so far has not introduced any smile or customer care campaigns.In 1988 it introduced an in-house magazine,but unlike companies A,B and C,it is not given out to all employees.Rather,two copies are firmly secured to a table in the canteen.This is symptomatic of the stringent cost controls operating at company D where,in contrast to A,B and C,there are no staff discount,profit-sharing or welfare schemes,and no formal employee involvement schemes.As one store manager commented:"management's only interest is to stack the goods on the shelves and sell them".
Customer care at companies A,B and C is taken seriously by top managements,and their influence can be direct,as one checkout supervisor made clear:
We have people from head office coming along all the time to see how we are getting along ...this means that we have to be on our toes and provide the best possible service.
In turn,the checkout supervisors constantly monitor the behaviour of checkout operators.A supervisor at company A commented:
We are able to detect when a checkout operator is not smiling or even when she is putting on a false smile ...we call her into a room and have a chat with her.
The checkout operator's work is also,of course,subject to constant scrutiny by customers.The effect is obvious:
"...you have to be very careful and polite because they can report you to the manager".
Some supermarkets in recent years have gone so far as
to employ consultancies which send bogus shoppers into stores and report on the level of service they get[8].With such visibility of behaviour,supermarket managements with customer ethos ambitions clearly have an inherent advantage from the start.

思想上通过区域与国家标准管理、执行(最终可能会在公司和庆祝报纸)全国的比赛.孩子更衣室几家商店现有观点的一个例子是来源于这样的委员会.公司B和C也有类似的措施和方案.
群D沉迷于保持架的速度在through-put满,检测到目前为止已经没有引入任何微笑或顾客服务活动.本文介绍了在1988年内部杂志,但与公司A,B和C,并没有得到向所有员工.相反,两份坚决固定的桌子上的水壶.这是严格的症状成本控制工作在群D在什么地方,相对于,B和C,没有员工折扣分利或社会福利方案,并且没有正式员工参与计划.作为一个店经理说:“管理的唯一的兴趣在于堆积的货架上的商品,然后卖给”.
顾客服务的公司里,A,B和C是高级管理层会认真考虑,他们的影响,可以直接检测主管非常明确:
我们的人来自总公司一起来所有的时间去看看我们如何都相处.这意味着我们必须要在我们的脚趾和提供最好的服务.
反过来,结帐主管的行为经常监督检测操作.一名管理者在公司说:
可以检测当签出经营者不微笑或甚至当她穿着一件虚假的微笑.我们叫她进了房间谈谈.
签出的操作员的工作也,当然,经不断的检查,深受消费者的好评.效果是明显的:
”.你必须非常谨慎,有礼貌,因为他们可以你报告给经理”.
一些超市,近年已走的太远了
雇用顾问送虚假的购物者进入商场并报告他们得到的服务水平[8].这样的可见性行为、超市管理的野心已清楚地与客户风气内在的优势,从开始.
非常不给力...我用在线翻译的..