Customer 01

‫ﺧﻼﺻﺔ ﻛﺘﺎﺏ‬

‫ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﭼﻴﭗ ﺁﺭ‪ .‬ﺑﻞ‬ ‫ﻣﺘﺮﺟﻢ‪ :‬ﻏﻼﻣﺮﺿﺎ ﺻﺎﻟﺤﻲ ﻣﻌﻮﺍ‬

‫ﻧﺎﺷﺮ‪ :‬ﻣﺆﺳﺴﻪ ﺧﺪﻣﺎﺕ ﻓﺮﻫﻨﮕﻲ ﺭﺳﺎ‬

‫‪ 2‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﻧﮕﺎﻩ ﻛﻠﻲ‬ ‫ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ " ﺷﺮﻳﻚ" ﻳﻌﻨﻲ ﻧﮕﺮﺷـﻲ ﻧـﻮ ﺑـﻪ ﻣـﺸﺘﺮﻱ‪ ،‬ﻧﮕﺮﺷـﻲ ﺑـﺴﻴﺎﺭ ﻓﺮﺍﺗـﺮ ﺍﺯ ﺭﺍﺑﻄـﻪﺍﻱ ﻛـﻪ ﻣﻴـﺎﻥ‬ ‫ﺍﺭﺍﺋﻪﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻳﺎ ﻓﺮﻭﺷﻨﺪﮔﺎﻥ ﻛﺎﻻ ﺑﺎ ﻣﺼﺮﻑﻛﻨﻨﺪﮔﺎﻥ ﻭﺟﻮﺩ ﺩﺍﺭﺩ‪ .‬ﻧﻮﻳﺴﻨﺪﻩ ﻛـﻪ ﺧـﻮﺩ ﺻـﺪﻫﺎ ﻣﻘﺎﻟـﻪ ﻭ‬ ‫ﻛﺘﺎﺏ ﻧﻮﺷﺘﻪ ﻭ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺳﺨﻨﺮﺍﻥ‪ ،‬ﻣﺸﺎﻭﺭ ﻭ ﺍﺳﺘﺎﺩ ﺩﺍﻧﺸﮕﺎﻩ ﺩﺭ ﺍﻳﺎﻟﺖ ﺟﻮﺭﺟﻴﺎﻱ ﺟﻨﻮﺑﻲ ﺍﺳﺖ‪ ،‬ﺍﻋﺘﻘـﺎﺩ ﺩﺍﺭﺩ ﻛـﻪ‬ ‫ﺍﻳﻦ ﻛﺘﺎﺏ ﻣﻲﺗﻮﺍﻧﺪ ﺑﻪ ﺗﻘﻮﻳﺖ ﺑﻨﻴﺔ ﻫﻤﻜﺎﺭﻱ ﻫﺎﻱ ﺭﺍﻫﺒﺮﺩﻱ ﻳﺎ ﺗﻤﺎﻡ ﺑﺮﺧﻮﺭﺩﻫـﺎﻱ ﻧﺎﺷـﻲ ﺍﺯ ﺧـﺪﻣﺎﺕ ﺑـﻪ ﻣـﺸﺘﺮﻱ‬ ‫ﺑﭙﺮﺩﺍﺯﺩ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﻧﻘﺎﻁ ﻋﻄﻒ ﺷﺨﺼﻴﺘﻲ ﺳﺎﺯﻣﺎﻧﻲ‪ ،‬ﺩﺍﺷﺘﻦ ﺩﺭﻙ ﻣﻨﺎﺳﺒﻲ ﺍﺯ ﻣﻔﻬﻮﻡ ﻣﺸﺎﺭﻛﺖ ﺍﺳﺖ‪ .‬ﺭﺳﻴﺪﻥ ﺑﻪ ﺍﻳـﻦ ﺩﺭﻙ ﻭ‬ ‫ﺷﻨﺎﺧﺖ ﻋﻘﻼﻧﻲ ﻛﻪ ﻗﻄﻌﺎ ﺑﻪ ﺗﻐﻴﻴﺮ ﻣﻨﺠﺮ ﻣﻲﮔﺮﺩﺩ‪ ،‬ﻫﺪﻑ ﺍﺻﻠﻲ ﻧﻮﻳـﺴﻨﺪﻩ ﺍﺳـﺖ‪ .‬ﺑـﻲﺷـﻚ ﺩﺭ ﺑـﺴﻴﺎﺭﻱ ﺍﺯ ﻣـﻮﺍﺭﺩ‪،‬‬ ‫ﺑﻲﺗﻮﺟﻬﻲ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺭﺑﻄﻲ ﺑﻪ ﻣﻘﺮﺭﺍﺕ ﺳﺎﺯﻣﺎﻧﻲ ﻧﺪﺍﺭﺩ‪ ،‬ﺑﻠﻜﻪ ﺑﻪ ﺟﻬﺖ ﻧﻘﺺ ﻣﻮﺟﻮﺩ ﺩﺭ ﺭﻭﺍﻧـﺸﻨﺎﺳﻲ ﺭﻭﺍﺑـﻂ ﭘـﻴﺶ‬ ‫ﻣﻲﺁﻳﺪ‪ .‬ﻣﺤﺘﻮﺍﻱ ﻛﺘﺎﺏ‪ ،‬ﺟﻮﺍﻧﺐ ﻋﺎﻃﻔﻲ ﺭﻭﺍﺑﻂ ﺍﻧﺴﺎﻧﻲ ﺭﺍﺑﺎﺯﮔﻮ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﻧﻮﻳﺴﻨﺪﻩ‪ ،‬ﻣﺸﺎﺭﻛﺖ ﮔﺮﺍﻳﺸﻲ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﺍﺣﺘﺮﺍﻣﻲ ﺭﺍﺳﺦ ﻭ ﻋﻤﻴﻖ ﺑﻪ ﻣﺸﺘﺮﻱ ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ‪ ،‬ﺑﺎ ﺭﻭﺡ‬ ‫ﻫﻤﻜﺎﺭﻱ ﺑﻪ ﭘﻴﺶ ﻣﻲﺭﻭﺩ ﻭ ﺑﺎ ﻧﺸﺎﻁ ﻧﺎﺷﻲ ﺍﺯ ﺍﻧﺠﺎﻡ ﺑﻬﺘﺮﻳﻦ ﻛﺎﺭ ﻣﻤﻜﻦ ﺩﺭ ﺟﻬﺖ ﺭﻓﻊ ﻧﻴﺎﺯ ﺩﻳﮕﺮﺍﻥ ﭘﺎﻳﺎﻥ ﻣـﻲﮔﻴـﺮﺩ‪.‬‬ ‫ﺍﺭﺯﺵ ﻋﺎﻃﻔﻲ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺍﺳﺖ‪ .‬ﻫﺮ ﭼﻨﺪ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺭﻭﺍﺑﻂ‪ ،‬ﭘﺎﺩﺍﺵﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ ﻧﻴﺰ ﻭﺟـﻮﺩ‬ ‫ﺩﺍﺭﺩ‪ .‬ﺑﻞ‪ ،‬ﻧﻮﻳﺴﻨﺪﺓ ﻛﺘﺎﺏ‪ ،‬ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﺣﻔﻆ ﻭﻓﺎﺩﺍﺭﻱ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺟﻠﺐ ﺍﻋﺘﻤـﺎﺩ ﻭ ﻣـﺸﺎﺭﻛﺖ‬ ‫ﺑﺎ ﺁﻧﺎﻥ ﺍﺳﺖ ﻭ ﺍﻳﻦ ﺍﻣﺮ ﻳﻜﻲ ﺍﺯ ﺍﺻﻠﻲﺗﺮﻳﻦ ﺩﻻﻳﻞ ﻣﻮﻓﻘﻴﺖ ﺷﺮﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ ﻣﺤﺴﻮﺏ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻛﺘﺎﺏ ﺣﺎﺿﺮ ﺷﺎﻣﻞ ‪ ٢٩‬ﺑﺨﺶ ﺍﺳﺖ‪ .‬ﻫﺮ ﺑﺨﺶ ﺑﻪ ﻣﻮﺿﻮﻋﻲ ﺧﺎﺹ ﻣﻲﭘﺮﺩﺍﺯﺩ ﻛﻪ ﺑﻪ ﻧﻮﻋﻲ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﻣﺴﺘﻘﻴﻢ ﺑﺎ‬ ‫ﻣﺸﺘﺮﻱ ﺍﺳﺖ‪ .‬ﻫﺮ ﺑﺨﺶ ﻣﻌﻤﻮﻻﹰ ﺑﺎ ﻳﻚ ﺩﺍﺳﺘﺎﻥ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ ﻭ ﺑـﻪ ﺩﻧﺒـﺎﻝ ﺁﻥ ﻧﻜـﺎﺕ ﻣﻬـﻢ ﺑـﻪ ﺍﻃـﻼﻉ ﺧﻮﺍﻧﻨـﺪﻩ‬ ‫ﻣﻲﺭﺳﺪ‪ .‬ﺩﺭ ﺗﻠﺨﻴﺺ ﻛﺘﺎﺏ ﺳﻌﻲ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ‪ ،‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺗﺄﻛﻴﺪ ﻧﻮﻳﺴﻨﺪﻩ ﺑﺮ ﻣﻄﺎﻟﻌﺔ ﺍﻳﻦ ﺩﺍﺳﺘﺎﻥﻫﺎ‪ ،‬ﺍﺷـﺎﺭﻩﺍﻱ‬ ‫ﻛﻮﺗﺎﻩ ﺑﻪ ﻛﻠﻴﺎﺕ ﺍﻳﻦ ﺩﺍﺳﺘﺎﻥﻫﺎ ﺑﺸﻮﺩ‪ .‬ﻋﻼﻭﻩ ﺑﺮﺍﻳﻦ‪ ،‬ﭼﻨﺪ ﺑﺨﺶ ﭘﺎﻳﺎﻧﻲ ﻛﺘﺎﺏ ﺗﻮﺳﻂ ﭼﻨﺪ ﺗﻦ ﺍﺯ ﺩﻭﺳﺘﺎﻥ ﻣﺆﻟـﻒ ﺑـﻪ‬ ‫ﻧﮕﺎﺭﺵ ﺩﺭﺁﻣﺪﻩ ﺍﺳﺖ ﻛﻪ ﺗﻘﺮﻳﺒﺎﹰ ﺍﺯ ﻟﺤﺎﻅ ﻣﺤﺘﻮﺍ ﻭ ﻣﻀﻤﻮﻥ ﻣﺸﺎﺑﻪ ﺩﺍﺳﺘﺎﻥﻫﺎﻳﻲ ﺍﺳﺖ ﻛﻪ ﻣﺆﻟـﻒ ﺩﺭ ﺍﺑﺘـﺪﺍﻱ ﻫـﺮ‬ ‫ﺑﺨﺶ ﻧﮕﺎﺷﺘﻪ ﺍﺳﺖ‪ .‬ﺑﺪﻳﻦ ﻟﺤﺎﻅ ﻭ ﺑﺮﺍﻱ ﻛﻮﺗﺎﻩ ﺷﺪﻥ ﺣﺠﻢ ﺧﻼﺻﻪ ﻛﺘﺎﺏ‪ ،‬ﺍﺯ ﭘﺮﺩﺍﺧﺘﻦ ﺑﻪ ﺑﺨﺶ ﺩﺍﺳﺘﺎﻥﮔﻮﻧﻪ ﭘﺎﻳﺎﻧﻲ‬ ‫ﻛﺘﺎﺏ ﺧﻮﺩﺩﺍﺭﻱ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ‪ ،‬ﻛﺘﺎﺏ ﺣﺎﺿﺮ ﺭﺍ ﺑﺮﺍﻱ ﻣﻄﺎﻟﻌﺔ ﺩﻭ ﮔﺮﻭﻩ ﺍﺯ ﺍﻓﺮﺍﺩ ﻧﻮﺷﺘﻪ ﺍﺳﺖ‪ :‬ﮔﺮﻭﻩ ﺍﻭﻝ ﺍﻓﺮﺍﺩﻱﺍﻧﺪ ﻛـﻪ ﻣـﺴﺘﻘﻴﻤﺎﹰ ﺑـﺎ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﻧﺪ ﻭ ﮔﺮﻭﻩ ﺩﻭﻡ ﻛﺴﺎﻧﻲﺍﻧﺪ ﻛﻪ ﺑﺎ ﺍﻳﻦ ﺍﻓﺮﺍﺩ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﻧﺪ ﻛﻪ ﻃﺒﻌﺎﹰ ﺭﻳﻴﺲ ﻳـﺎ ﻣـﺪﻳﺮ ﺁﻥﻫـﺎ‬ ‫ﻫﺴﺘﻨﺪ‪ .‬ﻣﺆﻟﻒ ﻛﺘﺎﺏ ﺑﺮﺍﻱ ﺍﺳﺘﻔﺎﺩﺓ ﺑﻴﺸﺘﺮ ﺍﺯ ﺍﻳﻦ ﻛﺘﺎﺏ‪ ،‬ﭼﻨﺪ ﭘﻴﺸﻨﻬﺎﺩ ﺟﺎﻧﺒﻲ ﺩﺍﺩﻩ ﺍﺳﺖ‪:‬‬ ‫‪.١‬‬

‫ﺑﻪ ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﻬﻢ ﺩﺭ ﺯﻧﺪﮔﻲ ﺧﻮﺩ ﻓﻜﺮ ﻛﻨﻴﺪ‪ ،‬ﭼـﻪ ﻋـﻮﺍﻣﻠﻲ ﻣﻮﺟـﺐ ﻣﻮﻓﻘﻴـﺖ ﻳـﺎ ﻋـﺪﻡ ﻣﻮﻓﻘﻴـﺖ ﺍﻳـﻦ‬

‫ﻣﺸﺎﺭﻛﺖﻫﺎ ﻣﻲﺷﻮﺩ؟‬ ‫‪.٢‬‬

‫ﭘﺲ ﺍﺯ ﻣﻄﺎﻟﻌﺔ ﻳﻚ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ‪ ،‬ﻛﺘﺎﺏ ﺭﺍ ﺑﺴﺘﻪ ﻭ ﺩﺭ ﻣﻮﺭﺩ ﺁﻧﭽﻪ ﺧﻮﺍﻧﺪﻩﺍﻳﺪ ﺑﻴﻨﺪﻳﺸﻴﺪ‪.‬‬

‫‪.٣‬‬

‫ﭘﺲ ﺍﺯ ﻣﻄﺎﻟﻌﺔ ﻛﺘﺎﺏ‪ ،‬ﺍﮔﺮ ﺍﺣﺴﺎﺱ ﻛﺮﺩﻳﺪ ﻛﻪ ﺣﺎﻻ ﻣﺸﺘﺮﻱ ﭘﺮﺗﻮﻗﻌﻲ ﻫﺴﺘﻴﺪ‪ ،‬ﺗﻌﺠﺐ ﻧﻜﻨﻴﺪ‪ .‬ﺛﻤﺮﺓ ﻣﺸﺎﺭﻛﺖ ﺑﺎ‬ ‫ﻣﺸﺘﺮﻱ‪ ،‬ﺍﻳﺠﺎﺩ ﻛﻴﻔﻴﺖ ﻣﺘﻔﺎﻭﺕ ﻭ ﺭﻭ ﺑﻪ ﺑﻬﺒﻮﺩ ﺍﺳﺖ‪ .‬ﺣﺎﻻ ﺩﻳﮕﺮ ﺍﺭﺍﺋـﻪﺩﻫﻨـﺪﮔﺎﻥ ﺧـﺪﻣﺎﺕ‪ ،‬ﺷـﻤﺎ ﺭﺍ ﻣـﺸﺘﺮﻱ‬ ‫ﺁﮔﺎﻫﻲ ﻣﻲﺷﻨﺎﺳﻨﺪ ﻛﻪ ﻫﺪﻓﺘﺎﻥ ﻛﺴﺐ ﺑﻬﺘﺮﻳﻦﻫﺎﺳﺖ‬

‫ﺑﻪ ﮔﻔﺘﺔ ﺗﻮﻟﺴﺘﻮﻱ‪" :‬ﻣﻌﻨﻲ ﻭﺍﻗﻌﻲ ﺯﻧﺪﮔﻲ‪ ،‬ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﺑﻪ ﺩﻳﮕﺮﺍﻥ ﺍﺳﺖ‪".‬‬

‫‪ 3‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﻣﺸﺎﺭﻛﺖ ﭼﻴﺴﺖ‬ ‫ﺑﺨﺶ ‪١‬‬ ‫ﺗﺸﺮﻳﺢ ﻣﺒﺤﺚ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺍﺑﺘﺪﺍﻱ ﺍﻳﻦ ﺑﺨﺶ ﺑﻪ ﻓﺮﻭﺷﮕﺎﻫﻲ ﺍﺷﺎﺭﻩ ﻣﻲﻛﻨﺪ ﻛﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺁﻥ ﻫﻤﻴﺸﻪ ﺑـﺎ ﺍﺣﺘـﺮﺍﻡ ﻭ ﻣـﺸﺘﺎﻗﺎﻧﻪ‬ ‫ﺁﻣﺎﺩﻩ ﺧﺪﻣﺖ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻫﺴﺘﻨﺪ ﻭ ﺑﺎ ﺭﻭﻳﻲ ﮔﺸﺎﺩﻩ ﻭ ﺍﺣﺘﺮﺍﻡ ﻛﺎﻣﻞ ﺍﺯ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻛﻪ ﮔـﺎﻫﻲ ﻫـﻢ ﺑـﺎ‬ ‫ﻭﺳﻮﺍﺱ ﻫﻤﺮﺍﻩ ﺍﺳﺖ‪ ،‬ﺍﺳﺘﻘﺒﺎﻝ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺍﻟﺒﺘﻪ ﺭﺿﺎﻳﺖ ﻣﺸﺘﺮﻱ ﺑﻪ ﺗﻨﻬﺎﻳﻲ ﺗﻀﻤﻴﻦ ﻛﻨﻨﺪﺓ ﺁﻥ ﻧﻴﺴﺖ ﻛﻪ ﺍﻭ ﻣﺸﺘﺮﻱ ﺩﺍﺋﻤﻲ ﺷﻤﺎ ﺷﻮﺩ‪ .‬ﻫﻤﺔ ﻣﺎ ﻣـﻲﺗـﻮﺍﻧﻴﻢ‬ ‫ﻣﻮﺍﺭﺩﻱ ﺭﺍ ﺑﻪ ﺧﺎﻃﺮ ﺁﻭﺭﻳﻢ ﻛﻪ ﺍﺯ ﻓﺮﻭﺷﻨﺪﻩ‪ ،‬ﺗﺎﺟﺮ ﻭ ﻳﺎ ﻫﺮ ﺍﺭﺍﺋﻪ ﺩﻫﻨـﺪﺓ ﺧـﺪﻣﺘﻲ‪ ،‬ﺭﻭﻱ ﺑﺮﮔﺮﺩﺍﻧـﺪﻩ ﺑـﺪﻭﻥ ﺁﻧﻜـﻪ‬ ‫ﺧﻄﺎﻳﻲ ﺍﺯ ﺁﻧﻬﺎ ﺳﺮﺯﺩﻩ ﺑﺎﺷﺪ ﺑﻪ ﻓﺮﻭﺷﻨﺪﻩ ﺩﻳﮕﺮﻱ ﻣﺮﺍﺟﻌﻪ ﻛﺮﺩﻩﺍﻳﻢ‪ .‬ﻋﻠﺖ ﺁﻥ ﻫﻢ ﻓﻘﻂ ﺍﻳﻦ ﺑﻮﺩﻩ ﺍﺳﺖ ﻛﻪ ﺷﺨﺺ‬ ‫ﺩﻳﮕﺮﻱ ﺭﺍ ﭘﻴﺪﺍ ﻛﺮﺩﻩﺍﻳﻢ ﻛﻪ ﻫﻤﺎﻥ ﻛﺎﺭ ﺭﺍ ﻣﻨﺎﺳﺐﺗﺮ‪ ،‬ﻣﺴﺌﻮﻻﻧﻪﺗﺮ‪ ،‬ﺍﺭﺯﺍﻥﺗﺮ ﻭ ﻳﺎ ﺣﺘﻲ ﺑـﻪ ﮔﻮﻧـﻪﺍﻱ ﻣﺘﻔـﺎﻭﺕ ﺍﺯ ﺁﻧﻬـﺎ‬ ‫ﺍﻧﺠﺎﻡ ﻣﻲﺩﺍﺩﻩ ﺍﺳﺖ‪.‬‬

‫ﻋﻮﺍﻣﻞ ﺗﻘﻮﻳﺖ ﻣﺸﺎﺭﻛﺖ ﻣﺸﺘﺮﻱ‬ ‫ﻣﺸﺎﺭﻛﺖ ﻣﺸﺘﺮﻱ‪ ،‬ﻧﻤﺎﻳﺶ ﺯﻧﺪﻩﺍﻱ ﺍﺯ ﻳﻚ ﻧﮕﺮﺵ ﻳﺎ ﮔﺮﺍﻳﺶ ﺍﺳﺖ ﻭ ﻣﻤﻜـﻦ ﺍﺳـﺖ ﺍﺯ ﺟﻬـﺎﺕ ﻣﺨﺘﻠـﻒ ﻣـﻮﺭﺩ‬ ‫ﺑﺮﺭﺳﻲ ﻗﺮﺍﺭ ﮔﻴﺮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻛﺘﺎﺏ ﺑﻪ ﺷﺶ ﻭﻳﮋﮔﻲ ﺿﺮﻭﺭﻱ ﺑﺮﺍﻱ ﻣﺸﺎﺭﻛﺖ ﻣﺆﺛﺮ ﻭ ﻣﻮﻓﻖ ﺍﺷﺎﺭﻩ ﻣﻲﺷﻮﺩ‪:‬‬ ‫‪ -١‬ﺳﺨﺎﻭﺕ‪ :‬ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﭘﻮﻳﺎ‪ ،‬ﺑﺎ ﻧﮕﺮﺷﻲ ﺳﺨﺎﻭﺗﻤﻨﺪﺍﻧﻪ ﻫﻤﺮﺍﻩ ﺍﺳﺖ‪ .‬ﺗﺸﺮﻳﻚ ﻣﺴﺎﻋﻲ ﻭ ﺗﻼﺵﻫﺎﻱ ﺩﻭﺟﺎﻧﺒﺔ‬ ‫ﺷﺮﻛﺎ‪) ،‬ﻣﺸﺘﺮﻳﺎﻥ( ﺑﻪ ﻛﺎﺭ ﺭﻭﻧﻖ ﻣﻲ ﺩﻫﺪ ﻭ ﺳﺨﺎﻭﺕ‪ ،‬ﻣﺤﺼﻮﻝ ﻣـﺸﺘﺮﻙ ﻛـﺎﺭ ﺁﻧﻬﺎﺳـﺖ‪ .‬ﺩﺭ ﻣـﺸﺎﺭﻛﺖ‪ ،‬ﺑﺨـﺸﺶ‬ ‫ﺑﻴﺸﺘﺮ ﻣﻲﺷﻮﺩ‪ ،‬ﻧﻪ ﻛﻤﺘﺮ‪.‬‬ ‫‪ -٢‬ﺍﻋﺘﻤﺎﺩ‪ :‬ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺑﺎ ﺍﻋﺘﻤﺎﺩ ﻫﻤﺮﺍﻩ ﺍﺳﺖ‪ .‬ﺍﻋﺘﻤﺎﺩ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﻣـﺸﺎﺭﻛﺖﻫـﺎﻱ ﺑـﺰﺭﮒ ﺑـﻪ‬ ‫ﻭﺟﻮﺩ ﺁﻳﺪ ﻭ ﺷﺮﻛﺎ ﺍﺣﺴﺎﺱ ﺧﺸﻨﻮﺩﻱ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺑﻪ ﻳﻘﻴﻦ ﻣﻲﺗﻮﺍﻥ ﺍﺯ ﻣﻮﺍﻧﻊ ﻭ ﻣﻮﻗﻌﻴﺖﻫﺎﻱ ﺑﺤﺮﺍﻧﻲ ﮔﺬﺭ ﻛﺮﺩ‪ ،‬ﺑﻪ ﺷﺮﻁ‬ ‫ﺁﻧﻜﻪ ﺩﺭ ﻭﺭﺍﻱ ﺁﻥ ﻣﻮﺍﻧﻊ‪ ،‬ﺗﻮﺭ ﺍﻋﺘﻤﺎﺩ ﮔﺴﺘﺮﺩﻩ ﺑﺎﺷﺪ‪.‬‬ ‫‪ -٣‬ﺁﺭﺯﻭ‪ :‬ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺑﺮﺍﺳﺎﺱ ﺑﺼﻴﺮﺕ ﻭ ﺍﻫﺪﺍﻑ ﻣﺸﺘﺮﻙ ﺑﻨﺎ ﺷﺪﻩ ﺍﺳـﺖ‪ .‬ﺍﻣﻴـﺪ ﻭ ﺁﺭﺯﻭﺳـﺖ ﻛـﻪ‬ ‫ﺑﺎﻋﺚ ﮔﺴﺘﺮﺵ ﻭ ﺗﻘﻮﻳﺖ ﻫﻤﺎﻫﻨﮕﻲ ﻭ ﺗﻌﺎﺩﻝ ﻣﻲﺷﻮﺩ‪ .‬ﻫﺮﻳﻚ ﺍﺯ ﺷﺮﻛﺎ ﺩﺭ ﺭﺅﻳﺎﻫﺎﻱ ﺷﻴﺮﻳﻦ ﺧﻮﺩ ﺑﻪ ﻓﻜﺮ ﺩﺳـﺘﻴﺎﺑﻲ‬ ‫ﺑﻪ ﺁﺭﻣﺎﻥﻫﺎﻱ ﺑﺰﺭﮔﺘﺮ ﻫﺴﺘﻨﺪ ﺗﺎ ﺩﺭ ﻣﻴﺪﺍﻥ ﻋﻤﻞ‪ ،‬ﻫﺮ ﻳﻚ ﺍﺯ ﻧﺘﻴﺠﻪ ﺣﺎﺻﻞ‪ ،‬ﺑﻬﺮﻩﺍﻱ ﺑﺒﺮﻧﺪ‪.‬‬ ‫‪ -٤‬ﺣﻘﻴﻘﺖ‪ :‬ﻣﺸﺎﺭﻛﺖ ﭘﻮﻳﺎ‪ ،‬ﻣﻴﺜﺎﻕ ﻭ ﺍﺗﺤـﺎﺩﻱ ﺍﺳـﺖ ﻛـﻪ ﺑـﺎ ﺻـﺪﺍﻗﺖ ﻭ ﺩﺭﺳـﺘﻲ ﻫﻤـﺮﺍﻩ ﺍﺳـﺖ‪ .‬ﺭﺍﺳـﺘﻲ ﻭ‬ ‫ﺩﺭﺳﺘﻜﺎﺭﻱ ﺍﺑﺰﺍﺭ ﺍﺳﺘﺤﻜﺎﻡ ﺍﻳﻦ ﻣﺸﺎﺭﻛﺖ ﻫﺴﺘﻨﺪ‪ .‬ﺭﺍﻩ ﺭﺳﻴﺪﻥ ﺑﻪ ﺣﻘﻴﻘﺖ‪ ،‬ﺩﺭ ﻣﻨﺎﺳﺒﺎﺕ ﺍﻧﺒﺎﺷـﺘﻪ ﺍﺯ ﺍﻧﺘﻘـﺎﺩ ﺍﺳـﺖ‪.‬‬ ‫ﺣﻘﻴﻘﺖ ﻣﻮﺟﺐ ﺗﻘﻮﻳﺖ‪ ،‬ﭘﺎﻛﻲ ﻭ ﺻﻔﺎ ﺩﺭ ﻫﻤﻜﺎﺭﻱ ﻣﻲﺷﻮﺩ‪.‬‬ ‫‪ -٥‬ﺗﻌﺎﺩﻝ‪ :‬ﻣﺸﺎﺭﻛﺖ ﻣﺆﺛﺮ‪ ،‬ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﻣﺘﻌﺎﺩﻝ ﺻﻮﺭﺕ ﻣﻲﮔﻴﺮﺩ‪ .‬ﻣﻨﻈﻮﺭ ﺍﺯ ﺗﻌﺎﺩﻝ ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﻫـﺮ ﻳـﻚ ﺍﺯ‬ ‫ﺭﻗﺒﺎ‪ ،‬ﻫﻤﺎﻥ ﺣﻘﻲ ﺭﺍ ﻛﻪ ﺑﺮﺍﻱ ﺧﻮﺩ ﻗﺎﺋﻞ ﺍﺳﺖ‪ ،‬ﺑﺮﺍﻱ ﻃﺮﻑ ﻣﻘﺎﺑﻞ ﻧﻴﺰ ﻗﺎﺋﻞ ﺑﺎﺷﺪ‪.‬‬ ‫‪ -٦‬ﻣﺘﺎﻧﺖ‪ :‬ﻣﺪﺗﻲ ﺍﺯ ﻭﻗﺖ ﺧﻮﺩ ﺭﺍ ﺻﺮﻑ ﻣﻼﻗﺎﺕ ﺑﺎ ﺯﻭﺝﻫﺎﻳﻲ ﻛﻨﻴﺪ ﻛـﻪ ﺍﺯﺩﻭﺍﺟـﻲ ﻣﻮﻓـﻖ ﺩﺍﺭﻧـﺪ‪ .‬ﺑﺎﻓـﺖ ﭼﻨـﻴﻦ‬ ‫ﺧﺎﻧﻮﺍﺩﻩﻫﺎﻳﻲ ﺑﺮﺍﺳﺎﺱ ﻧﻈﻢ ﻭ ﺁﺭﺍﻣﺶ ﺑﻨﺎ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺁﺳﺎﻳﺶ ﻭ ﺁﺭﺍﻣﺸﻲ ﻛﻪ "ﻣﺘﺎﻧﺖ" ﻧﺎﻡ ﺩﺍﺭﺩ‪.‬‬

‫‪ 4‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﭘﻴﺎﻡ‪ " :‬ﺍﻓﺘﺨﺎﺭ ﻫﻴﭻﮔﺎﻩ ﻧﺼﻴﺐ ﻛﺴﺎﻧﻲ ﻧﻤﻲﺷﻮﺩ ﻛﻪ ﭼﻴﺰﻱ ﺩﺭﻳﺎﻓﺖ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺑﻠﻜﻪ ﺍﻓﺘﺨﺎﺭ ﭘﺎﺩﺍﺵ ﻛﺴﺎﻧﻲ ﺍﺳـﺖ ﻛـﻪ‬ ‫ﭼﻴﺰﻱ ﺭﺍ ﻣﻲﺑﺨﺸﻨﺪ‪".‬‬

‫ﺑﺨﺶ ‪٢‬‬

‫ﺭﻭﺡ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ‬ ‫ﻛﻼﺭﻙ ﻳﻚ ﻣﻐﺎﺯﻩ ﺧﻮﺍﺭﺑﺎﺭ ﻓﺮﻭﺷﻲ ﺩﺭ ﺷﻬﺮ ﺯﺍﺩﮔﺎﻩ ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺟﻮﺭﺟﻴﺎﻱ ﺟﻨﻮﺑﻲ ﺩﺍﺷﺖ‪ .‬ﺍﻭ ﺑﻪ ﻫﺮ ﻛـﺴﻲ ﻛـﻪ‬ ‫ﺑﻪ ﻣﻐﺎﺯﺓ ﻛﻮﭼﻚ ﻭ ﭼﻨﺪ ﻣﻨﻈﻮﺭﺓ ﺍﻭ ﻣﺮﺍﺟﻌﻪ ﻣﻲﻛﺮﺩ‪ ،‬ﺑﺎ ﺍﺷﺘﻴﺎﻕ ﻭ ﻛﻨﺠﻜﺎﻭﻱ ﺑﺴﻴﺎﺭ ﻛﻤﻚ ﻣﻲﻛﺮﺩ‪ ،‬ﺍﻭ ﺣﺘـﻲ ﺩﺭ ﻣﻘﺎﺑـﻞ‬ ‫ﺑﻲﺍﺩﺏﺗﺮﻳﻦ ﻣﺸﺘﺮﻱ‪ ،‬ﺍﺯ ﺟﺎﻥ ﻭ ﺩﻝ ﻣﺎﻳﻪ ﻣﻲﮔﺬﺍﺷﺖ ﻭ ﻫﻴﭽﮕﻮﻧﻪ ﺗـﻮﻗﻌﻲ ﻫـﻢ ﻧﺪﺍﺷـﺖ‪ .‬ﺍﺭﺍﺋـﺔ ﺧـﺪﻣﺎﺕ ﺩﺭ ﻧـﺰﺩ‬ ‫ﻛﻼﺭﻙ‪ ،‬ﻣﻔﻬﻮﻡ ﻧﻴﺮﻭﻳﻲ ﺩﻭ ﺟﺎﻧﺒﻪ ﺩﺍﺷﺖ‪ .‬ﻧﻴﺮﻭﻱ ﺧﻮﺩ ﺍﻭ ﻛﻪ ﺻﺮﻑ ﺗﻬﻴﻪ ﻭ ﺍﺭﺍﺋﺔ ﻛﺎﻻ ﻭ ﺧـﺪﻣﺎﺕ ﻣـﻲﺷـﺪ ﻭ ﻧﻴـﺮﻭﻱ‬ ‫ﻣﺸﺘﺮﻱ ﻛﻪ ﺿﺎﻣﻦ ﺑﻘﺎﻱ ﻛﺴﺐ ﻭ ﻛﺎﺭ ﺍﻭ ﺑﻮﺩ‪ .‬ﻛﻼﺭﻙ ﻣﻌﺘﻘﺪ ﺑﻮﺩ ﻛﻪ ﻣﺸﺘﺮﻳﺎﻧﺶ‪ ،‬ﻫﻤﺴﺎﻳﻪﻫﺎ ﻭ ﺷﺮﻛﺎﻱ ﺍﻭ ﻫـﺴﺘﻨﺪ‪.‬‬ ‫ﻛﻠﻚ ﺯﺩﻥ‪ ،‬ﻣﺎﻳﻮﺱ ﻛﺮﺩﻥ ﻭ ﻧﺎﺭﺍﺿﻲ ﻧﻤﻮﺩﻥ ﻳﻚ ﻣﺸﺘﺮﻱ ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﺍﻭ ﺑﻲﻣﻌﻨﺎﺳﺖ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﻛـﻼﺭﻙ ﺩﺭ ﺩﻧﻴـﺎﻱ‬ ‫ﻛﺴﺐ ﻭ ﻛﺎﺭ‪ ،‬ﺷﺮﻛﺎﻱ ﺍﻭ ﺑﻮﺩﻧﺪ ﻭ ﺑﺎﻭﺭﺵ ﺑﺮﺍﻳﻦ ﺑﻮﺩ ﻛﻪ ﻫﻤﻪﺷﺎﻥ ﺩﺭﺳﺖﻛﺮﺩﺍﺭ ﻭ ﺧﻮﺵﻗﻮﻟﻨﺪ ﻭ ﺍﻏﻠﺐ ﻫـﻢ ﭼﻨـﻴﻦ‬ ‫ﺑﻮﺩ‪ .‬ﺍﻭ ﺗﺒﻌﻴﺾ ﻣﻴﺎﻥ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﻣﺜﻞ ﻳﻚ ﺑﺎﺯﻱ ﻧﺎﺟﻮﺍﻧﻤﺮﺩﺍﻧﻪ ﻣﻲﺩﺍﻧﺴﺖ‪.‬‬ ‫ﺑﻪ ﮔﻔﺘﺔ ﻧﻮﻳﺴﻨﺪﺓ ﻛﺘﺎﺏ ﺍﺻﻄﻼﺡ " ﺗﻔﻮﻳﺾ ﺍﺧﺘﻴﺎﺭ" ﺣﺘﻲ ﺑﻪ ﮔﻮﺵ ﻛﻼﺭﻙ ﻫﻢ ﻧﺨﻮﺭﺩﻩ ﺑﻮﺩ‪ ،‬ﺍﻣﺎ ﺍﻭ ﺧﻮﺩ ﺍﺳﺘﺎﺩ ﺍﻳـﻦ‬ ‫ﻛﺎﺭ ﺑﻮﺩ‪ ،‬ﺑﻪ ﺧﺼﻮﺹ ﻧﺴﺒﺖ ﺑﻪ ﺗﻨﻬﺎ ﺷﺎﮔﺮﺩ ﺳﻴﺎﻫﭙﻮﺳﺘﺶ‪ .‬ﺍﻭ ﻣﻲﺩﺍﻧﺴﺖ ﻛﻪ ﺍﮔﺮ ﺑﺮﺍﻱ ﺍﻳﻦ ﭘﺴﺮ ﺍﺣﺘﺮﺍﻡ ﻗﺎﺋﻞ ﺷﻮﺩ ﻭ ﺍﻭ ﺭﺍ‬ ‫ﻣﻬﻢ ﺑﺪﺍﻧﺪ‪ ،‬ﺍﻭ ﻫﻢ ﺩﺭ ﻣﻘﺎﺑﻞ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺍﻋﺘﻤﺎﺩ ﺑﻪﻧﻔﺲ ﺑﻴﺸﺘﺮﻱ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻋﻼﻭﻩ ﺑﺮﺍﻳﻦ ﻛﻼﺭﻙ ﻣﺘﻌﻬﺪ ﺧﺴﺎﺭﺍﺕ ﺍﺣﺘﻤﺎﻟﻲ ﻧﺎﺷﻲ ﺍﺯ ﻓﺮﻭﺵ ﻛﺎﻻﻫﺎﻱ ﺧﻮﺩ ﺑﻮﺩ‪ .‬ﻫﻴﭻ ﺍﺣﺘﻴﺎﺟﻲ ﺑﻪ ﺿﻤﺎﻧﺖﻧﺎﻣـﺔ‬ ‫ﻛﺘﺒﻲ ﻧﺒﻮﺩ‪ ،‬ﭼﺮﺍ ﻛﻪ ﺧﻮﺩ ﺍﻭ ﺿﻤﺎﻧﺖﻧﺎﻣﻪ ﺑﻮﺩ‪ .‬ﺍﮔﺮ ﺑﻪ ﻫﺮ ﻋﻠﺘﻲ‪ ،‬ﺟﻨﺲ ﺧﺮﻳﺪﺍﺭﻱ ﺷﺪﻩ ﺗﻮﺳﻂ ﻣﺸﺘﺮﻱ‪ ،‬ﺭﺿﺎﻳﺖ ﻭﻱ ﻳﺎ‬ ‫ﺧﺎﻧﻮﺍﺩﻩﺍﺵ ﺭﺍ ﺟﻠﺐ ﻧﻤﻲﻛﺮﺩ‪ ،‬ﻋﻮﺩﺕ ﺁﻥ ﺭﺍ ﻣﻲﭘﺬﻳﺮﻓﺖ ﻭ ﺑﺪﻭﻥ ﻛﻢ ﻭ ﻛﺎﺳﺖ ﺑﻬﺎﻱ ﺁﻥ ﺭﺍ ﻣﻲﭘﺮﺩﺍﺧﺖ‪.‬‬ ‫ﭼﻨﺪ ﻣﻮﺭﺩ ﺍﺯ ﻣﻮﺍﻧﻌﻲ ﻛﻪ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺭﻭﺵ ﻛـﻼﺭﻙ ﻣـﺸﻜﻞ ﺑـﻪ ﻧﻈـﺮ ﺑﺮﺳـﺪ ﻋﺒﺎﺭﺗﻨـﺪ ﺍﺯ ‪:‬‬ ‫ﮔﺴﺘﺮﺩﮔﻲ ﺷﺮﺍﻛﺖ‪ ،‬ﺑﻮﺭﻭﻛﺮﺍﺳﻲ‪ ،‬ﻣﺤـﺪﻭﺩﻳﺖﻫـﺎﻱ ﻗـﺎﻧﻮﻧﻲ‪ ،‬ﺗﻨـﻮﻉ ﺧﻮﺍﺳـﺘﻪﻫـﺎﻱ ﻣـﺸﺘﺮﻳﺎﻥ‪ ،‬ﺍﻓـﺰﺍﻳﺶ ﺷـﺪﻳﺪ‬ ‫ﺭﻗﺎﺑﺖﻫﺎﻱ ﺩﺍﺧﻠﻲ ﻭ ﺧﺎﺭﺟﻲ‪ ،‬ﻛﻤﺒﻮﺩ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺷﺎﻳﺴﺘﻪ ﻭ ﻣﺘﻌﻬﺪ ﺩﺭ ﺯﻣﻴﻨﻪ ﺧﺪﻣﺖ ﺭﺳﺎﻧﻲ ﻭ ﻏﻴﺮﻩ ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺭﻳﺸﻪﻫﺎﻱ ﺧﻮﺷﺒﺨﺘﻲ‪ ،‬ﺩﺭ ﺧﺎﻙ ﻭ ﺧﺪﻣﺖ‪ ،‬ﻋﻤﻴﻖﺗﺮ ﻧﻔﻮﺩ ﻣﻲﻛﻨﺪ‪".‬‬

‫‪ 5‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﺳﺨﺎﻭﺕ‬ ‫ﺑﺨﺶ ‪٣‬‬

‫ﺳﺨﺎﻭﺕ ﻳﻚ ﻧﮕﺮﺵ ﺍﺳﺖ‬ ‫ﺍﻳﻦ ﺑﺨﺶ ﺑﺎ ﺩﺍﺳﺘﺎﻥ ﺑﺎﻧﻜﺪﺍﺭﻱ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ ﻛﻪ ﻧﺴﺒﺖ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺍﺣﺘﺮﺍﻡ ﻓﻮﻕﺍﻟﻌﺎﺩﻩﺍﻱ ﻗﺎﺋﻞ ﺑﻮﺩ‪ .‬ﺍﻳـﻦ‬ ‫ﺑﺎﻧﻜﺪﺍﺭ ﻛﻪ ﻣﺆﺳﺲ‪ ،‬ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭ ﻭ ﻣﺪﻳﺮ ﺁﺭﻣﺎﻥﮔﺮﺍﻱ ﺍﻭﻟﻴﻦ ﺑﺎﻧﻚ ﺷـﺎﺭﻟﻮﺕ ﺩﺭ ﻛﺎﺭﻭﻟﻴﻨـﺎﻱ ﺷـﻤﺎﻟﻲ ﺑـﻮﺩ‪ ،‬ﻧـﻮﻋﻲ‬ ‫ﺩﺳﺘﮕﺎﻩﻫﺎﻱ ﺍﻟﻜﺘﺮﻭﻧﻴﻜﻲ ﺩﺭ ﺑﺎﻧﻚ ﻣﺴﺘﻘﺮ ﻛﺮﺩﻩ ﺑﻮﺩﻩ ﻛﻪ ﻣﺸﺘﺮﻱ ﺑﻪ ﻣﺤﺾ ﻗﺮﺍﺭﺩﺍﺩﻥ ﻛﺎﺭﺕ ﺩﺭ ﺁﻥ‪ ،‬ﺑﺎ ﻛﻼﻡ "ﺻﺒﺢ‬ ‫ﺑﺨﻴﺮ" ﺭﻭﺑﻪﺭﻭ ﻣﻲﺷﺪ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﻛﻪ ﺧﻮﺩ ﺍﺯ ﻧﺨﺴﺘﻴﻦ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻳﻦ ﺑﺎﻧﻚ ﺑﻮﺩﻩ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﺩ ﻛﻪ ﻭﻳﻠﻴﺎﻣﺴﻮﻥ ﺑﺎﻧﻜﺪﺍﺭ ﺷـﺎﺭﻟﻮﺕ‪ ،‬ﻧﮕـﺮﺵ‬ ‫ﺳﺨﺎﻭﺗﻤﻨﺪﺍﻧﻪﺍﻱ ﺩﺍﺭﺩ‪ .‬ﺑﺮﺩﺍﺷﺖ ﺍﻭ ﺍﺯ ﺯﻧﺪﮔﻲ ﭼﻨﻴﻦ ﺍﺳﺖ‪" :‬ﻫﺪﺍﻳﺎﻳﻲ ﺩﺍﺭﻡ ﻛﻪ ﻣﺎﻳﻠﻢ ﺁﻥﻫﺎ ﺭﺍ ﺑﺎ ﻛﺴﺎﻧﻲ ﻛﻪ ﺑﻪ ﺳﻮﻱ‬ ‫ﻣﻦ ﻣﻲﺁﻳﻨﺪ ﺷﺮﻳﻚ ﺷﻮﻡ ﻭ ﻫﺮ ﭼﻪ ﺑﻴﺸﺘﺮ ﺷﺮﻳﻚ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻢ‪ ،‬ﻫﺪﺍﻳﺎﻱ ﺑﻴـﺸﺘﺮﻱ ﺑـﺮﺍﻱ ﺷـﺮﻳﻚ ﺷـﺪﻥ ﺧـﻮﺍﻫﻢ‬ ‫ﺩﺍﺷﺖ‪".‬‬

‫ﻛﺎﺷﺖ ﺑﺬﺭ ﺳﺨﺎﻭﺕ‪ ،‬ﺭﺷﺪ ﺩﻭ ﺟﺎﻧﺒﻪ ﺩﺍﺭﺩ‬ ‫ﺍﺭﺍﺋﺔ ﺧﺪﻣﺎﺕ ﺑﻪ ﺭﻭﺵ ﻭﻳﻠﻴﺎﻣﺴﻮﻥ‪ ،‬ﺭﺷﺪ ﻭ ﮔﺴﺘﺮﺵ ﺩﻭ ﺟﺎﻧﺒﻪ ﺩﺍﺭﺩ‪ ،‬ﻫﻤﺎﻧﻨﺪ ﮔﻠﻮﻟﻪﺍﻱ ﺑﺮﻑ ﻛﻪ ﻫﺮ ﭼﻪ ﺑﻴـﺸﺘﺮ‬ ‫ﻣﻲﭼﺮﺧﺪ ﺑﺰﺭﮒﺗﺮ ﻣﻲﺷﻮﺩ‪ .‬ﺧﺪﻣﺖ ﻣﺒﻨﻲ ﺑﺮ ﺳﺨﺎﻭﺕ ﺭﺍ ﻧﻤﻲﺗﻮﺍﻥ ﺑﺎ ﻣﺤﺎﺳﺒﺎﺕ ﻣﻨﻄﻘﻲ ﻭ ﻋﻘﻠﻲ ﺍﺭﺯﻳﺎﺑﻲ ﻭ ﺍﻧـﺪﺍﺯﻩ‬ ‫ﮔﻴﺮﻱ ﻛﺮﺩ‪ .‬ﻭﻳﻠﻴﺎﻣﺴﻮﻥ ﺑﻬﺘﺮﻳﻦ ﺩﺍﻧﻪﻫﺎﻱ ﺑﺬﺭﺵ ﺭﺍ ﺩﺭ ﻧﻬﺎﺩﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻧﺶ ﻛﺎﺷﺖ ﻭ ﻧﺘﻴﺠﻪﺍﺵ ﺭﺍ ﻫﻢ ﮔﺮﻓـﺖ‪ .‬ﺍﻭ‬ ‫ﻣﻲﺩﺍﻧﺴﺖ ﻛﻪ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﻭﻓﺎﺩﺍﺭﻱ ﺭﺍ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺭﺩ ﻛﻪ ﺧﻮﺩ ﺣﺎﻓﻆ ﺭﻭﺍﺑﻂ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﻧﺪﺓ ﻣﻮﻓﻘﻴﺖ‬ ‫ﺍﺳﺖ‪.‬‬ ‫ﺳﺨﺎﻭﺕ ﻭ ﺑﺨﺸﻨﺪﮔﻲ‪ ،‬ﺗﻮﺟﻪ ﺩﺍﺷﺘﻦ ﺑﻪ ﺭﻭﺍﺑﻂ ﺍﺳﺖ‪ ،‬ﻧﻪ ﺩﻗﺖ ﻛﺮﺩﻥ ﺑﻪ ﻫﺰﻳﻨﻪﻫﺎ‪ .‬ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﺷـﻴﻔﺘﺔ ﺷـﻤﺎ‬ ‫ﺷﺪﻩﺍﻧﺪ‪ ،‬ﺧﻮﺩ ﺑﻪ ﺧﻮﺩ ﺑﻪ ﺑﺎﺯﻭﻱ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻭ ﻓﺮﻭﺵ ﺷﻤﺎ ﺗﺒﺪﻳﻞ ﻣﻲﺷﻮﻧﺪ‪ .‬ﺁﻧﻬﺎ ﻳﺎﺭﺍﻥ ﺷﻤﺎ ﻫـﺴﺘﻨﺪ ﻭ ﺑـﻪ ﻳﻘـﻴﻦ ﺩﺭ‬ ‫ﻣﻮﻓﻘﻴﺖ ﺷﻤﺎ ﺗﺄﺛﻴﺮ ﺷﺎﻳﺎﻧﻲ ﺧﻮﺍﻫﻨﺪ ﺩﺍﺷﺖ‪.‬‬ ‫ﻭﺍﻗﻌﻴﺖ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺗﺎﺟﺮﻫﺎ ﻭ ﻓﺮﻭﺷﻨﺪﮔﺎﻥ ﻋﺎﻗﻞ‪ ،‬ﺑﺮﺭﻭﻱ ﻋﻤﻖ ﻭ ﻃﻮﻝ ﺯﻣﺎﻥ ﺣﺴﺎﺏ ﺑﺎﺯ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻧﻪ ﺑﺮﺭﻭﻱ ﻳﻚ‬ ‫ﻣﻌﺎﻣﻠﺔ ﺳﺎﺩﻩ‪ ،‬ﺣﺘﻲ ﺍﮔﺮ ﭘﺮﺳﻮﺩ ﻫﻢ ﺑﺎﺷﺪ‪ .‬ﺑﺨﺸﻨﺪﮔﻲ ﻭ ﺳﺨﺎﻭﺕ ﺗﺄﺛﻴﺮﺍﺕ ﻋﻤﻴﻘﻲ ﺑﺮﺭﻭﻱ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﮔﺬﺍﺭﺩ‪ ،‬ﺑﻪ ﻃﻮﺭﻱ‬ ‫ﻛﻪ ﺍﺣﺴﺎﺱ ﻣﻲﻛﻨﻨﺪ ﻣﻮﺭﺩ ﺍﺣﺘﺮﺍﻡ ﻭﺍﻗﻊ ﺷﺪﻩﺍﻧﺪ ﻧﻪ ﻣﻮﺭﺩ ﺍﺳﺘﻔﺎﺩﻩ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﺍﺯ ﺭﻭﺍﺑﻂ ﻣﺤﺘﺮﻣﺎﻧﻪ ﺑﺴﻴﺎﺭ ﺑﻴـﺸﺘﺮ ﻟـﺬﺕ‬ ‫ﻣﻲﺑﺮﻧﺪ ﺗﺎ ﺍﺯ ﺑﺮﺧﻮﺭﺩﻫﺎﻱ ﭘﻮﭺ ﻭ ﻣﻴﺎﻥ ﺗﻬﻲ‪.‬‬ ‫ﻃﺒﻴﻌﺖ ﻏﻴﺮ ﻗﺎﺑﻞ ﺭﻗﺎﺑﺖ ﻳﻚ ﻣﺸﺎﺭﻛﺖ ﻣﺆﺛﺮ ﭼﻨﻴﻦ ﻃﻠﺐ ﻣﻲﻛﻨﺪ ﻛﻪ ﻫﺮ ﻛـﺪﺍﻡ ﺍﺯ ﻃـﺮﻓﻴﻦ‪ ،‬ﻧﺨـﻮﺩﻱ ﺩﺭ ﺁﺵ‬ ‫ﺑﻴﻨﺪﺍﺯﻧﺪ‪ .‬ﻫﺮ ﻛﻤﻚ ﻛﻮﭼﻜﻲ ﺑﻪ ﺍﻳﻦ ﻣﻨﺎﺳﺒﺎﺕ‪ ،‬ﺑﺎﻋﺚ ﺗﻮﺳﻌﻪ ﻭ ﮔﺴﺘﺮﺵ ﺭﻭﺍﺑﻂ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺳﺨﺎﻭﺕ ﻣـﺴﺮﻱ ﺍﺳـﺖ‪،‬‬ ‫ﻫﻤﻴﻦ ﻛﻪ ﺷﻨﺎﺧﺘﻪ ﺷﻮﺩ‪ ،‬ﺷﻴﻮﻉ ﭘﻴﺪﺍ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﭘﻴﺎﻡ‪ " :‬ﺍﮔﺮ ﻫﻤﻪ ﺩﺍﺭﺍﻱ ﻣﻘﺎﺻﺪ ﻋﺎﻟﻲ ﺑﻮﺩﻧﺪ‪،‬ﺩﻳﮕﺮ ﺁﻥ ﻓﻠﺴﻄﻴﻨﻲ ﺧﻮﺏ ﺿﺮﺏ ﺍﻟﻤﺜﻞ ﻧﻤﻲﺷﺪ‪"..‬‬

‫‪ 6‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺑﺨﺶ ‪٤‬‬

‫"ﺧﺪﻣﺖ‪ ،‬ﻳﻌﻨﻲ ﺍﻫﺪﺍﻱ ﺟﺎﻳﺰﻩ"‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ ﺑﻪ ﺩﺍﺳﺘﺎﻥ ﻣﺰﺭﻋﻪ ﻭ ﮔﺎﻭﺩﺍﺭﻱ ﭘﺪﺭﺵ ﺩﺭ ﺟﻮﺭﺟﻴﺎﻱ ﺟﻨﻮﺑﻲ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ ﻭ ﺍﻳـﻦ‬ ‫ﻧﻜﺘﻪ ﺭﺍ ﻳﺎﺩﺁﻭﺭ ﻣﻲﺷﻮﺩ ﻛﻪ ﺭﻓﺘﺎﺭ ﭘﺪﺭﺵ ﺩﺭ ﻣﻘﺎﺑﻞ ﺭﻓﺘﺎﺭ ﻣﺘﻔﺎﻭﺕ ﺩﻭ ﻣﺰﺭﻋﻪﺩﺍﺭ ﻫﻤﺴﺎﻳﻪﺷﺎﻥ ﭼﮕﻮﻧﻪ ﺑﻮﺩﻩ ﺍﺳـﺖ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺑﺮﺍﻳﻦ ﺑﺎﻭﺭ ﺍﺳﺖ ﻛﻪ ﺭﻓﺘﺎﺭ ﭘﺪﺭﺵ ﻧﺴﺒﺖ ﺑﻪ ﺭﻓﺘﺎﺭ ﻣﺆﺩﺑﺎﻧﺔ ﻣﺰﺭﻋﻪﺩﺍﺭ ﻫﻤﺴﺎﻳﻪ ﻛﺎﻣﻼ ﺍﺣﺘﺮﺍﻡﺁﻣﻴﺰ ﺑـﻮﺩﻩ‬ ‫ﻭ ﺍﻳﻦﮔﻮﻧﻪ ﺭﻓﺘﺎﺭ ﻭ ﺧﺪﻣﺖ ﺭﺍ ﺑﻪ ﻧﻮﻋﻲ ﺍﻫﺪﺍﻱ ﺟﺎﻳﺰﻩ ﺑﻪ ﺩﻳﮕﺮﻱ ﺗﻠﻘﻲ ﻣﻲﻛﻨﺪ‪.‬‬ ‫ﻣﺆﻟﻒ ﻛﺘﺎﺏ ﻣﻲﮔﻮﻳﺪ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﻟﺬﺕ ﻫﺪﻳﻪ ﺭﺍ ﭼﺸﻴﺪﻩ ﺑﺎﺷﻨﺪ‪ ،‬ﺑـﻪ ﺣﺎﻣﻴـﺎﻥ ﺑﺎﻭﻓـﺎ ﻭ ﻗﺪﺭﺷـﻨﺎﺱ ﺗﺒـﺪﻳﻞ‬ ‫ﻣﻲﺷﻮﻧﺪ‪ .‬ﺍﺭﺍﺋﺔ ﺧﺪﻣﺖ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﻫﺪﻳﻪ‪ ،‬ﻋﻤﻞ ﻣﺘﻘﺎﺑﻞ ﻣﺸﺘﺮﻱ ﺭﺍ ﺑﻪ ﻫﻤﺮﺍﻩ ﺧﻮﺍﻫﺪ ﺩﺍﺷﺖ‪.‬‬

‫ﺧﺪﻣﺖ ﻳﺎ ﺍﻫﺪﺍﻱ ﺟﺎﻳﺰﻩ ﻃﻼ ﻧﻴﺴﺖ‪ ،‬ﺑﻠﻜﻪ ﺑﺴﻴﺎﺭ ﮔﺮﺍﻧﺒﻬﺎﺗﺮ ﺍﺳﺖ‬ ‫ﺍﮔﺮ ﺷﺨﺼﻲ ﺍﻳﻦ ﻗﺎﻧﻮﻥ ﻃﻼﻳﻲ ﺭﺍ ﻛﻪ ‪" :‬ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻫﻤﺎﻥ ﮔﻮﻧﻪ ﺭﻓﺘﺎﺭ ﻛﻦ ﻛﻪ ﺩﻭﺳﺖ ﺩﺍﺭﻱ ﺑﺎ ﺗﻮ ﻫﻤـﺎﻥ ﺭﻓﺘـﺎﺭ ﺭﺍ‬ ‫ﺑﻜﻨﻨﺪ" ﺯﻳﺮ ﺳﺆﺍﻝ ﺑﺒﺮﺩ‪ ،‬ﺑﺎﻳﺪ ﺑﻲ ﻋﺎﻃﻔﻪ ﺑﺎﺷﺪ‪ .‬ﺍﮔﺮ ﻫﻤﻪ ﺍﺯ ﺁﻥ ﺍﻃﺎﻋﺖ ﻣﻲﻛﺮﺩﻧﺪ‪ ،‬ﺩﻳﮕﺮ ﻧﻪ ﺟﻨﮕﻲ ﺑﻮﺩ ﻭ ﻧﻪ ﻓﻘﺮ ﻭ ﻧﻪ‬ ‫ﻗﺤﻄﻲ ﻭ ﺑﻪ ﺗﻘﺮﻳﺐ ﻧﻪ ﻫﻴﭻ ﻏﻤﻲ‪ .‬ﻫﺪﻑ ﺍﻳﻦ ﻗﺎﻧﻮﻥ ﻃﻼﻳﻲ‪ ،‬ﺑﺴﻴﺎﺭ ﺑﺰﺭﮒ ﺍﺳﺖ‪.‬‬ ‫ﺧﺪﻣﺖ‪ ،‬ﺟﻨﺒﺔ ﺍﻫﺪﺍﻱ ﺟﺎﻳﺰﻩ ﺭﺍ ﺑﻪ ﺻﻮﺭﺕ ﻣﺸﺮﻭﻁ ﻧﺪﺍﺭﺩ‪ .‬ﺑﻠﻜﻪ ﻋﻤﻠﻲ ﺍﺳﺖ ﺑﺎ ﻛﻤﺎﻝ ﻣﻴـﻞ ﻭ ﺍﺯ ﺟـﺎﻥ ﻭ ﺩﻝ‪ .‬ﺍﻳـﻦ‬ ‫ﻧﻮﻉ ﺍﺭﺍﺋﺔ ﺧﺪﻣﺖ ﻭﻗﺘﻲ ﺑﺮﻭﺯ ﭘﻴﺪﺍ ﻣﻲﻛﻨﺪ ﻛﻪ ﺩﺭ ﻗﺒﺎﻝ ﺁﻥ‪ ،‬ﻫﻴﭻ ﺗﻮﻗﻌﻲ ﻳﺎ ﺍﻧﺘﻈﺎﺭﻱ ﻧﺒﺎﺷﺪ‪ .‬ﺑﺎ ﺍﻳﻦ ﺣﺎﻝ ﻓﺮﺩ ﺩﺭﻳﺎﻓﺖ‬ ‫ﻛﻨﻨﺪﻩ ﺧﺪﻣﺖ ﺍﺣﺴﺎﺱ ﻧﻮﻋﻲ ﻭﻓﺎﺩﺍﺭﻱ ﻣﻲﻛﻨﺪ ﻭ ﻣﺸﺘﺎﻕ ﻣﻲﺷﻮﺩ ﻛﻪ ﺍﺯ ﺟﺎﻥ ﻭ ﺩﻝ ﻣﻘﺎﺑﻞ ﺑﻪ ﻣﺜﻞ ﻛﻨﺪ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺧﺪﻣﺖ ﻛﺮﺩﻥ‪ ،‬ﺍﺟﺎﺭﻩ ﺑﻬﺎﻱ ﻣﻜﺎﻧﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺭﻭﻱ ﻛﺮﻩ ﺯﻣﻴﻦ ﺍﺷﻐﺎﻝ ﻛﺮﺩﻩﺍﻳﺪ‪".‬‬

‫ﺑﺨﺶ ‪٥‬‬

‫ﺍﺭﺗﺒﺎﻃﺎﺕ ﭘﺮﺷﻮﺭ‬ ‫ﻫﺎﺭﻭﻟﺪ ﺑﻮﻳﺪ ﭘﺲ ﺍﺯ ‪ ٣٧‬ﺳﺎﻝ ﻛﺎﺭ ﺩﺭ ﺷﺮﻛﺖ ﺑـﺮﻕ ﻭ ﺭﻭﺷـﻨﺎﻳﻲ ﺍﻳﺎﻟـﺖ ﺍﺭﻛـﺎﻧﺰﺍﺱ ﺑﺎﺯﻧﺸـﺴﺘﻪ ﺷـﺪ‪ .‬ﺩﺭ ﭘـﻲ‬ ‫ﺑﺎﺯﻧﺸﺴﺘﮕﻲ ﺍﻭ‪ ،‬ﺻﺪﻫﺎ ﻣﺸﺘﺮﻱ ﺷﺮﻛﺖ ﭼﻨﻴﻦ ﺍﺣﺴﺎﺱ ﻛﺮﺩﻧﺪ ﻛﻪ ﻳﻚ ﺷﺮﻳﻚ ﭘﺮﺷﻮﺭ ﺭﺍ ﻛﻪ ﺩﺭ ﺟﻬـﺖ ﺭﻓـﺎﻩ ﺁﻧﻬـﺎ‬ ‫ﻣﻲﻛﻮﺷﻴﺪ‪ ،‬ﺍﺯ ﺩﺳﺖ ﺩﺍﺩﻩﺍﻧﺪ‪ .‬ﺍﻭ ﺩﺭ ﺁﻥ ﺳﺎﻝ ﻟﻘﺐ ﻣﺮﺩ ﺳﺎﻝ ﺭﺍ ﺍﺯ ﺁﻥ ﺧﻮﺩ ﻛﺮﺩ ﻭ ﺑﺎﻳﺪ ﻳﻚ ﻛـﺎﻣﻴﻮﻥ ﺑـﺰﺭﮒ ﺗﻬﻴـﻪ‬ ‫ﻣﻲﻛﺮﺩ ﺗﺎ ﻫﺪﺍﻳﺎﻳﻲ ﺭﺍ ﻛﻪ ﻣﺸﺘﺮﻳﺎﻧﺶ ﺩﺭ ﻫﻔﺘﻪ ﺁﺧﺮ ﺧﺪﻣﺘﺶ‪ ،‬ﺩﺭ ﺩﻓﺘﺮ ﻛﺎﺭ ﺑﻪ ﺍﻭ ﻫﺪﻳﻪ ﻛـﺮﺩﻩ ﺑﻮﺩﻧـﺪ ﺑـﻪ ﻣﻨـﺰﻝ‬ ‫ﺑﺒﺮﺩ‪ .‬ﻫﻤﺔ ﻣﺮﺩﻡ ﺑﺮﺍﻱ ﻋﺮﺽ ﺗﺒﺮﻳﻚ ﺑﻪ ﺍﻳﻦ ﺧﺎﺩﻡ ﺧﻮﺩ‪ ،‬ﻛﺎﺭﺷﺎﻥ ﺭﺍ ﺭﻫﺎ ﻛﺮﺩﻩ ﺑﻮﺩﻧﺪ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺑﺎ ﺑﻴﺎﻥ ﺍﻳﻦ ﻣﺎﺟﺮﺍﻱ ﻭﺍﻗﻌﻲ ﻣﻲﮔﻮﻳﺪ ﻣﺸﺎﺭﻛﺖ ﻗﻮﻱ ﻫﻤﺎﻧﻨﺪ ﺟﺮﻳﺎﻥ ﺑﺮﻕ ﺍﺳﺖ‪ .‬ﺑﻪ ﻣﺤﺾ ﺑﺮﻭﺯ ﻳﻜﻲ ﺍﺯ‬ ‫ﺍﻳﻦ ﺩﻭ ﺣﺎﻟﺖ ﺑﺮﻕ ﺧﻮﺍﻫﺪ ﺭﻓﺖ‪ :‬ﻳﻜﻲ ﻭﻗﺘﻲ ﻛﻪ ﺍﺭﺗﺒﺎﻁ ﺿﻌﻴﻒ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺑﻪ ﺍﻳـﻦ ﻣﻔﻬـﻮﻡ ﺍﺳـﺖ ﻛـﻪ‬ ‫ﺷﺮﻛﺎ ﻫﻤﺪﻝ ﻧﻴﺴﺘﻨﺪ‪ ،‬ﻭ ﻫﻨﮕﺎﻣﻲ ﻛﻪ ﻧﻴﺮﻭ ﻭ ﺍﻧﺮﮊﻱ ﻛﻢ ﺑﺎﺷﺪ ﻛﻪ ﻣﻮﺭﺩ ﺩﻭﻡ ﺑﻴﺸﺘﺮ ﭘﻴﺶ ﻣﻲﺁﻳﺪ‪ .‬ﻫﺮ ﺩﻭ ﺣﺎﻟﺖ ﻗﺎﺑﻞ‬ ‫ﭼﺎﺭﻩ ﺍﺳﺖ‪.‬‬

‫‪ 7‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﻣﺸﺎﺭﻛﺖ‪ ،‬ﻳﻚ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ ﻣﺸﺘﺎﻗﺎﻧﻪ ﺍﺳﺖ‪ .‬ﻣﺸﺎﺭﻛﺖ ﻣﻌﺘﺒﺮ ﻓﺮﻭﺷﻨﺪﻩ ﻭ ﻣﺸﺘﺮﻱ ﻫﻴﭽﮕﺎﻩ ﺑﻪ ﻣﺮﺣﻠﻪ ﻛﻤﻚ‬ ‫ﺑﻼﻋﻮﺽ ﺧﺘﻢ ﻧﻤﻲﺷﻮﺩ‪ .‬ﻣﺎﺩﺍﻣﻲ ﻛﻪ ﺁﺭﺍﻣﺶ ﻭ ﺍﺣﺴﺎﺱ ﺭﺍﺣﺘﻲ ﺍﺯ ﺗﻤﺎﺱ ﺑﺎ ﻫـﻢ ﺣﺎﺻـﻞ ﻣـﻲﺷـﻮﺩ‪ ،‬ﺭﻭﺍﺑﻄـﻲ ﭘﺮﺷـﻮﺭ ﻭ‬ ‫ﺟﺎﻭﻳﺪﺍﻥ ﺑﺮﺧﻮﺭﺩﺍﺭ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪ .‬ﺷﺮﻛﺎﻱ ﻣﻘﺘﺪﺭ‪ ،‬ﻧﻤﺎﻳﺸﻲ ﺍﺯ ﺗﻌﻬﺪ ﻭ ﺷﻬﺎﻣﺖ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﻫﺮ ﻳﻚ ﺍﺯ ﺷﺮﻛﺎ ﺩﺭ ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﭘﺎﻳﺎ‪ ،‬ﺳﺨﺎﻭﺗﻤﻨﺪ ﻫﺴﺘﻨﺪ ﻭ ﻫﻤﻴﻦ ﺍﻣﺮﺍﺳﺖ ﻛﻪ ﺍﻧﺪﻳﺸﻪ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻣـﺸﺎﺭﻛﺖ‬ ‫ﺭﺍ ﺗﻘﻮﻳﺖ ﻣﻲﻛﻨﺪ‪ .‬ﺍﺯ ﮔﻔﺘﻪﻫﺎﻱ ﺗﻠﻮﻳﺤﻲ ﭘﺮﻫﻴﺰ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺯﻳﺮﺍ ﻛﻪ ﺍﺣﺴﺎﺱ ﺑﻘﻴﻪ ﺭﺍ ﻧـﺴﺒﺖ ﺑـﻪ ﺧـﻮﺩ ﻣـﻲﺷﻨﺎﺳـﻨﺪ‪.‬‬ ‫ﺷﺮﻛﺎﻱ ﻣﻌﺘﺒﺮ‪،‬ﺗﻼﺵ ﺧﻮﺩ ﺭﺍ ﺻﺮﻑ ﺗﻘﻮﻳﺖ ﻣﺸﺎﺭﻛﺖ ﻣﻲﻛﻨﻨﺪ ﺗﺎ ﺭﻭﺍﺑﻂ ﻟﺬﺕﺑﺨﺶﺗﺮ ﺷﻮﺩ‪ .‬ﺁﻧﻬﺎ ﺍﺯ ﺑﺨـﺸﻴﺪﻥ ﺑـﻪ‬ ‫ﺩﻳﮕﺮﺍﻥ ﻟﺬﺕ ﻣﻲﺑﺮﻧﺪ‪ ،‬ﺑﺪﻭﻥ ﺍﻳﻨﻜﻪ ﭼﺸﻢ ﺩﺍﺷﺖ ﻣﺘﻘﺎﺑﻠﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ .‬ﺁﻧﻬﺎ ﺑﺮﺍﻱ ﻣﺸﺎﺭﻛﺖ ﻭ ﻫﻤﻜﺎﺭﻱ ﻗﺪﺍﺳـﺖ‬ ‫ﻗﺎﺋﻠﻨﺪ‪.‬‬ ‫ﺧﺪﻣﺖ ﻳﻌﻨﻲ ﮔﻮﺷﺖ ﻭ ﺧﻮﻥ‪ ،‬ﺍﺣﺴﺎﺳﺎﺕِ ﺑﺪﻭﻥ ﻗﺎﺑﻠﻴﺖ ﺍﻧﺪﺍﺯﻩﮔﻴـﺮﻱ ﻭ ﺍﻇﻬـﺎﺭ ﺻـﺎﺩﻗﺎﻧﻪ ﺍﺯ ﺻـﻤﻴﻢ ﻗﻠـﺐ ﺑـﻪ‬ ‫ﻣﺮﺩﻣﻲ ﻛﻪ ﺩﺭ ﺟﻬﺖ ﺭﻓﻊ ﻧﻴﺎﺯ ﺧﻮﺩ ﻧﻴﺎﺯ ﺑﻪ ﻣﺴﺎﻋﺪﺕ ﺩﺍﺭﻧﺪ‪ .‬ﺳﺮﻣﺎﻳﻪﮔـﺬﺍﺭﻱ ﻣـﺎﺩﻱ ﻣـﺸﺘﺮﻱ ﻧـﺰﺩ ﺍﺭﺍﺋـﻪ ﺩﻫﻨـﺪﻩ‬ ‫ﺧﺪﻣﺖ‪ ،‬ﺑﺴﺘﮕﻲ ﺑﺴﻴﺎﺭ ﺯﻳﺎﺩﻱ ﺑﻪ ﺳﺮﻣﺎﻳﻪﮔﺬﺍﺭﻱ ﻋﺎﻃﻔﻲ ﻭ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ ﺧﺪﻣﺖ‪ ،‬ﻧﺰﺩ ﻣﺸﺘﺮﻱ ﺩﺍﺭﺩ‪.‬‬

‫ﺩﻋﻮﺕ ﺿﻤﻨﻲ ﺑﺮﺍﻱ ﺟﺬﺏ ﻧﻴﺮﻭﻱ ﻣﺸﺘﺮﻱ‬ ‫ﻧﻬﺎﻳﺖ ﻟﺬﺕ ﺩﺭ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﻳﻌﻨﻲ ﺣﺪﺍﻛﺜﺮ ﺗﻼﺵ ﺑﺮﺍﻱ ﺭﻓﺎﻩ ﺣـﺎﻝ ﺷـﺮﻳﻚ‪ .‬ﺩﺭ ﺍﻳـﻦ ﺣﺎﻟـﺖ‪ ،‬ﻣﻔﻬـﻮﻡ ﺭﻭﺍﺑـﻂ ﺩﺭ‬ ‫ﻣﺸﺎﺭﻛﺖ ﺭﺍ ﻣﻲﺗﻮﺍﻥ ﺑﻪ ﺍﻳﻦ ﺻﻮﺭﺕ ﺑﻴﺎﻥ ﻛﺮﺩ‪ " :‬ﻟﺬﺕ ﺑﺮﺩﻥ ﺍﺯ ﺍﻧﺠﺎﻡ ﺗﻌﻬﺪﺍﺕ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ ﺷﺮﻳﻚ" ﻳﺎ ﺣﺘﻲ ﻓﺮﺍﺗﺮ‬ ‫ﺍﺯ ﺁﻥ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺍﻧﺮﮊﻱ ﺯﺍﺳﺖ ﻭ ﻫﺮﻳﻚ ﺍﺯ ﺷﺮﻛﺎ ﺍﻧﺮﮊﻱ ﻭ ﻻﺯﻡ ﺭﺍ ﺍﺯ ﺑﻨﻴﺎﻥ ﻣﺸﺎﺭﻛﺖ ﻛﺴﺐ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺍﻣﺎ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺑﻪ ﻳﺎﺩ ﻣﺎﻧﺪﻧﻲ ﺁﻧﻬﺎﻳﻲﺍﻧﺪ ﻛﻪ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ ﺧﺪﻣﺖ‪ ،‬ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻱ ﺧﻮﺩ ﺭﺍ ﺻﺎﺩﻗﺎﻧﻪ ﻭ ﻣﺘﻌﻬﺪﺍﻧﻪ‬ ‫ﺑﺮﺁﻭﺭﺩﻩ ﺳﺎﺯﺩ‪ .‬ﺗﺠﺮﺑﻪ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺍﺳﺖ ﻛﻪ ﺭﻓﺘﺎﺭ ﺷﻮﻕ ﺍﻧﮕﻴﺰ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﻛﻪ ﻣـﺸﺘﺮﻱ ﺍﺯ ﺑـﻪ ﻳـﺎﺩﺁﻭﺭﺩﻥ ﺁﻥ‬ ‫ﻏﺮﻕ ﺷﺎﺩﻱ ﮔﺮﺩﺩ‪ .‬ﻧﺘﻴﺠﺔ ﻣﻄﺎﻟﻌﺎﺕ ﻳﻚ ﺍﺳﺘﺎﺩ ﺩﺍﻧﺸﮕﺎﻩ ﺗﮕﺰﺍﺱ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺎﻧﺪﮔﺎﺭ ﺁﻧﻬﺎﻳﻲ ﻫـﺴﺘﻨﺪ‬ ‫ﻛﻪ ﻟﺬﺕ ﻗﺪﺭﺷﻨﺎﺳﻲ ﻭ ﻭﻓﺎﺩﺍﺭﻱ ﺭﺍ ﭼﺸﻴﺪﻩﺍﻧﺪ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍﺿﻲ ﻓﻘﻂ ﺭﺿﺎﻳﺖ ﺧﻮﺩ ﺭﺍ ﺍﺑﺮﺍﺯ ﻣﻲﺩﺍﺭﻧـﺪ‪ ،‬ﺍﻣـﺎ ﻣـﺸﺘﺮﻳﺎﻥ‬ ‫ﻋﺎﺷﻖ ﭘﻴﺮﻭﺍﻥ ﻣﺎﺩﺍﻡﺍﻟﻌﻤﺮ ﺷﻤﺎ ﻫﺴﺘﻨﺪ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺯﻧﺪﮔﺎﻧﻲ ﻳﺎ ﻳﻚ ﺣﺎﺩﺛﻪ ﺷﺠﺎﻋﺎﻧﻪ ﺍﺳﺖ‪ ،‬ﻳﺎ ﻫﻴﭻ‪".‬‬

‫ﺑﺨﺶ ‪٦‬‬

‫ﺧﺪﻣﺎﺕ ﭘﻨﻬﺎﻧﻲ‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﻗﺴﻤﺖ ﺁﻏﺎﺯﻳﻦ ﺍﻳﻦ ﺑﺨﺶ‪ ،‬ﺗﻌﺠﺐ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻳﻚ ﺧﺪﻣﺖ ﻏﻴﺮﻋﺎﺩﻱ ﺍﻳـﻦ ﮔﻮﻧـﻪ ﺑﻴـﺎﻥ ﻣـﻲﻛﻨـﺪ‪:‬‬ ‫"ﺩﻭﺳﺎﻝ ﭘﻴﺶ ﺍﺯ ﺗﻌﺠﺐ ﺧﺸﻜﻢ ﺯﺩ‪ .‬ﺍﺻﻼ ﻣﺘﺤﻴﺮ ﺷﺪﻡ‪ ،‬ﺁﻥ ﻫﻢ ﺑﻪ ﺩﻟﻴﻞ ﻳﻚ ﻧﻮﻉ ﺧﺪﻣﺖ ﻏﻴﺮ ﻋـﺎﺩﻱ‪ .‬ﺧـﺪﻣﺖ ﺭﺍ ﺍﺯ‬ ‫ﻛﺴﻲ ﺩﺭﻳﺎﻓﺖ ﻣﻲﻛﺮﺩﻡ ﻛﻪ ﻫﺮﮔﺰ ﺍﻭ ﺭﺍ ﻧﺪﻳﺪﻩ ﺑﻮﺩﻡ‪ .‬ﻳﻚ ﺧﺪﻣﺖ ﭘﻨﻬﺎﻧﻲ‪ .‬ﺍﻣﺎ ﺣﺎﻻ ﺑﺎ ﺍﻭ ﺭﺍﺑﻄﻪ ﺑﺮﻗﺮﺍﺭ ﻧﻤﻮﺩﻩﺍﻡ‪".‬‬ ‫ﺍﻛﻨﻮﻥ ﻣﺎ ﺩﺭ ﻣﻴﺎﻥ ﺩﻭ ﮔﺮﺍﻳﺶ ﻋﻤﺪﻩ ﻗﺮﺍﺭ ﺩﺍﺭﻳﻢ‪ :‬ﻛﻴﻔﻴﺖ ﺧﺪﻣﺖ ﻭ ﺭﻓـﺎﻩ ﺧـﺪﻣﺖ‪ .‬ﺍﻭﻝ ﺍﻳﻨﻜـﻪ ﻋـﺼﺮ ﺧـﺪﻣﺎﺕ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺩﺭ ﻣﻮﺭﺩ ﺧﻮﺍﺳﺘﻪﻫﺎﻳﺸﺎﻥ ﺟﺴﻮﺭﺗﺮ ﻣﻲﻧﻤﺎﻳﺪ ﻭ ﻣﺎﻳﻠﻨﺪ ﺑﺪﺍﻧﻨﺪ ﻛﻪ ﺁﻳﺎ ﺧﺪﻣﺖ ﻳﺎ ﺟﻨﺲ ﺧـﻮﺑﻲ ﺑـﻪ ﺁﻧﻬـﺎ‬ ‫ﺍﺭﺍﺋﻪ ﺷﺪﻩ ﺍﺳﺖ؟ ﺩﻭﻡ ﺍﻳﻨﻜﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺎﻳﻠﻨﺪ ﻛﻪ ﺧﺪﻣﺎﺕ ﺭﺍ ﺩﺭ ﺣﺎﻟﺘﻲ ﻛﻪ ﺭﻓﺎﻩ ﻭ ﺁﺳﺎﻳﺶ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺷﺘﻪ ﺑﺎﺷـﻨﺪ‬ ‫ﺩﺭﻳﺎﻓﺖ ﻧﻤﺎﻳﻨﺪ ﻣﻌﻤﻮﻻﹰ ﺍﺯ ﻃﺮﻳﻖ ﺗﺤﻮﻳﻞ ﺩﺭ ﻣﻨﺰﻝ‪ ،‬ﭘﺴﺖ ﺷﺒﺎﻧﻪ ﻭ ﺩﻭﺭﻧﮕﺎﺭ‪ .‬ﻫﺮ ﺩﻭ ﺍﻳﻦ ﮔﺮﺍﻳﺶﻫﺎ‪ ،‬ﺳـﻮﻕ ﺩﻫﻨـﺪﻩ‬

‫‪ 8‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺍﺭﺍﺋﺔ ﺧﺪﻣﺎﺕ ﺑﻪ ﺳﻮﻱ "ﺧﺪﻣﺎﺕ ﭘﻨﻬﺎﻧﻲ" ﻫﺴﺘﻨﺪ‪ .‬ﺑﺎ ﺍﺧﺘﺮﺍﻉ ﻣﻮﺩﻡ‪ ،‬ﺩﻭﺭﻧﮕﺎﺭ ﻭ ﻣﻨﺸﻲ ﺗﻠﻔﻨـﻲ‪ ،‬ﺭﻭﺯﺑـﻪ ﺭﻭﺯ ﺑـﺮ ﺗﻌـﺪﺍﺩ‬ ‫ﻣﺸﺎﺭﻛﺖﻫﺎﻳﻲ ﻧﻈﻴﺮ ﺧﺪﻣﺖ ﭘﻨﻬﺎﻧﻲ ﺍﺿﺎﻓﻪ ﺧﻮﺍﻫﺪ ﺷﺪ‪ .‬ﺭﺍﻩ ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻥ ﺭﺍﺑﻄﻪ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﻃﺎﻟﺐ ﺩﺭﻳﺎﻓـﺖ‬ ‫ﺧﺪﻣﺎﺕ ﺑﺪﻭﻥ ﺗﻤﺎﺱ ﻣﺴﺘﻘﻴﻢ ﻫﺴﺘﻨﺪ‪ ،‬ﻧﺸﺎﻥ ﺩﻫﻨﺪﺓ ﻋﻼﻗﻪ ﺷﺪﻳﺪ ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﺍﺳﺖ‪.‬‬ ‫ﺩﺭ ﺧﺪﻣﺖ ﭘﻨﻬﺎﻧﻲ‪ ،‬ﻣﺸﺘﺮﻱ ﻣﻴﻞ ﺩﺍﺭﺩ ﺑﺘﻮﺍﻧﺪ ﺩﺭ ﻫﺮ ﻟﺤﻈﻪ ﺍﺯ ﺷﺒﺎﻧﻪ ﺭﻭﺯ ﻛﻪ ﺑﺨﻮﺍﻫﺪ‪ ،‬ﺳﻔﺎﺭﺵ ﺧـﻮﺩ ﺭﺍ ﺑـﺪﻭﻥ‬ ‫ﺍﺭﺗﺒﺎﻁ ﻣﺴﺘﻘﻴﻢ ﺍﺭﺍﺋﻪ ﺩﻫﺪ‪ .‬ﻓﺮﻭﺷﮕﺎﻩ ﻫﺎﻳﻲ ﻛﻪ ﺍﺟﻨﺎﺱ ﺧﻮﺩ ﺭﺍﺍﺯ ﻃﺮﻳﻖ ﻛﺎﺗﺎﻟﻮﮒ ﻋﺮﺿﻪ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺟﺎﻱ ﺧـﻮﺩ ﺭﺍ ﺑـﺎﺯ‬ ‫ﻛﺮﺩﻩﺍﻧﺪ ﻭ ﺩﺳﺘﺮﺳﻲ ﺑﻪ ﺁﻧﻬﺎ ﺩﺭ ﻫﺮ ﺯﻣﺎﻥ ﺑﺴﻴﺎﺭ ﺁﺳﺎﻥ ﺍﺳﺖ‪ .‬ﺩﺭ ﻋﺼﺮ ﺣﺎﺿﺮ ﺷﺮﻛﺖﻫﺎﻳﻲ ﻣﻮﻓﻖ ﺧﻮﺍﻫﻨﺪ ﺑﻮﺩ ﻛـﻪ‬ ‫ﺩﺳﺘﺮﺳﻲ ﺑﻪ ﺁﻧﻬﺎ ﺩﺭ ﻫﺮ ﻟﺤﻈﻪ ﻭ ﺑﻪ ﻫﺮ ﻃﺮﻳﻖ ﺑﺮﺍﻱ ﻣﺸﺘﺮﻱ ﺁﺳﺎﻥ ﺑﺎﺷﺪ‪.‬‬

‫ﺗﺸﻮﻳﻖ ﻣﺸﺘﺮﻱ ﺑﻪ ﺩﺍﺷﺘﻦ ﺻﺮﺍﺣﺖ ﻭ ﺻﺪﺍﻗﺖ‬ ‫ﺻﺪﺍﻗﺖ ﻭ ﺭﺍﺳﺘﮕﻮﻳﻲ‪ ،‬ﻛﻠﻴﺪﻱ ﺍﺳﺖ ﺑﺮﺍﻱ ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺧﻮﺍﻩ ﺩﺭ ﺯﻧﺎﺷـﻮﻳﻲ‪ ،‬ﺧـﻮﺍﻩ ﺑـﺎ ﺩﻭﺳـﺘﺎﻥ ﻭ ﻳـﺎ ﺑـﺎ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ‪ .‬ﺑﺎﺷﮕﺎﻩ ﭘﻼﺯﺍ ﺩﺭ ﺍﻳﺎﻟﺖ ﻭﻳﺮﺟﻴﻨﻴﺎ‪ ،‬ﻧﻪ ﺗﻨﻬﺎ ﻛﺎﺭﺕ ﺍﻇﻬﺎﺭ ﻧﻈﺮ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺩﺭ ﺟﺎﻫﺎﻱ ﻗﺎﺑﻞ ﺭﺅﻳـﺖ ﻭ ﺩﺭ ﺍﺗـﺎﻕ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﻗﺮﺍﺭ ﻣﻲﺩﻫﺪ‪ ،‬ﺑﻠﻜﻪ ﺍﺳﺎﻣﻲ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﻧﻴﺰ ﺭﻭﻱ ﺍﻳﻦ ﻛﺎﺭﺕﻫﺎ ﻣﻲﻧﻮﻳﺴﻴﺪ‪ .‬ﻣﺸﺘﺮﻱ ﺑﺎ ﺧﻮﺩ ﻣـﻲﺍﻧﺪﻳـﺸﺪ‬ ‫ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺣﺎﻟﺖ ﻭﻇﻴﻔﻪ ﺍﻭﺳﺖ ﻛﻪ ﺍﻳﻦ ﻛﺎﺭﺕ ﺭﺍ ﭘﺮ ﻧﻤﺎﻳﺪ‪ .‬ﮔﺰﺍﺭﺵ ﻣﺪﻳﺮ ﺑﺎﺷﮕﺎﻩ ﺣـﺎﻛﻲ ﺍﺯ ﺁﻥ ﺍﺳـﺖ ﻛـﻪ ﺍﻏﻠـﺐ‬ ‫ﻛﺎﺭﺕﻫﺎ ﺗﻜﻤﻴﻞ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺧﺪﻣﺖ ﭘﻨﻬﺎﻧﻲ‪ ،‬ﻟﺰﻭﻣﺎﹰ ﻳﻚ ﺧﺪﻣﺖ ﺧﺎﻣﻮﺵ ﻧﻴﺴﺖ ﻛﻪ ﺑﺪﻭﻥ ﺗﻔﺎﻫﻢ ﻭ ﺭﺍﺑﻄﻪ ﻧﺰﺩﻳﻚ ﺑﺎ ﻣﺸﺘﺮﻱ ﺑﺎﺷﺪ‪ ،‬ﻳﻚ ﺍﺭﺍﺋﻪ‬ ‫ﺩﻫﻨﺪﺓ ﺧﺪﻣﺖ ﺧﻮﺵ ﺫﻭﻕ‪ ،‬ﺭﺍﻩﻫﺎﻳﻲ ﺑﺮﺍﻱ ﺍﺳﺘﺤﻜﺎﻡ ﺳﺎﺧﺘﺎﺭ ﺍﻳﻦ ﻣﺸﺎﺭﻛﺖ ﭘﻴﺪﺍ ﻣﻲﻛﻨﺪ‪ ،‬ﺣﺘﻲ ﺍﮔﺮ ﻣـﺸﺘﺮﻳﺎﻧﺶ ﺩﺭ‬ ‫ﻓﺎﺻﻠﻪ ﺑﺴﻴﺎﺭ ﺩﻭﺭ ﺍﺯ ﺍﻭ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺎﻳﻠﻨﺪ ﺧﺪﻣﺎﺕ ﺭﺍ ﺳﺮﻳﻊﺗﺮ ﻭ ﺑﺎ ﺁﺳﺎﻳﺶ ﺑﻴﺸﺘﺮﻱ ﺩﺭﻳﺎﻓﺖ ﻛﻨﻨﺪ "ﺧﺪﻣﺖ ﭘﻨﻬﺎﻧﻲ" ﺭﺍﻣﻲﺗﻮﺍﻥ‬ ‫ﺑﻪ ﻳﻚ ﺧﻂ ﺁﮔﻬﻲ ﺗﺒﻠﻴﻐﺎﺗﻲ ﺑﻪ ﺍﻳﻦ ﺷﺮﺡ ﺗﻔﺴﻴﺮ ﻛﺮﺩ " ﺑﻬﺘﺮﻳﻦ ﺟﺎﻧﺸﻴﻦ ﺑﺮﺍﻱ ﺁﻧﭽﻪ ﻛﻪ ﻓﻌﻼﹰ ﻣﻮﺟﻮﺩ ﺍﺳﺖ‪".‬‬

‫ﭘﻴﺎﻡ‪" :‬ﻣﻦ ﻓﻘﻂ ﻳﻚ ﺑﺎﺭ ﻣﺴﺎﻓﺮ ﺍﻳﻦ ﺟﻬﺎﻧﻢ‪ .‬ﺑﮕﺬﺍﺭ ﻫﺮ ﻋﻤﻞ ﺧﻴﺮﻱ ﻛﻪ ﻣﻲﺗﻮﺍﻧﻢ ﺍﻧﺠﺎﻡ ﺩﻫﻢ ﻳﺎ ﻫـﺮ ﻣﻬﺮﺑـﺎﻧﻲ‬ ‫ﻛﻪ ﻣﻲﺗﻮﺍﻧﻢ ﺑﻜﻨﻢ‪ ،‬ﺯﻳﺮﺍ ﺩﻳﮕﺮ ﺍﺯ ﺍﻳﻦ ﻣﺴﻴﺮ ﻋﺒﻮﺭ ﻧﺨﻮﺍﻫﻢ ﻛﺮﺩ‪".‬‬

‫ﺍﻋﺘﻤﺎﺩ‬ ‫ﺑﺨﺶ ‪٧‬‬

‫ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺍﻋﺘﻤﺎﺩ ﻛﻨﻴﻢ‬ ‫ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ‪ ،‬ﻧﻮﻳﺴﻨﺪﻩ ﻣﺎﺟﺮﺍﻳﻲ ﺭﺍ ﻧﻘﻞ ﻣﻲﻛﻨﺪ ﻛﻪ ﻣﺮﺑﻮﻁ ﺑﻪ ﺧﻮﺩ ﺍﻭﺳﺖ ﻭ ﺣﺎﻛﻲ ﺍﺯ ﺍﻋﺘﻤﺎﺩ ﻛﺎﻣﻞ ﺑﻪ‬ ‫ﻣﺸﺘﺮﻱ ﺍﺳﺖ‪ .‬ﺩﺍﺳﺘﺎﻥ ﺍﺯ ﺍﻳﻦ ﻗﺮﺍﺭ ﺍﺳﺖ ﻛﻪ ﻧﻮﻳﺴﻨﺪﻩ ﺿﻤﻦ ﺗﻤـﺎﺱ ﺗﻠﻔﻨـﻲ ﺭﺍﻩ ﺩﻭﺭ ﺑـﺎ ﺭﺳـﺘﻮﺭﺍﻥﻫـﺎﻱ ﻣﺨﺘﻠـﻒ‬ ‫ﺗﺼﻤﻴﻢ ﺩﺍﺷﺘﻪ ﺍﺳﺖ ﺑﺎ ﺍﺳﺘﻔﺎﺩﻩ ﺍﺯ ﻛﺎﺭﺕ ﺗﻠﻔﻨﻲ‪ ،‬ﻏﺬﺍﻱ ﻣﻮﺭﺩ ﻋﻼﻗﻪﺍﺵ ﺭﺍ ﺩﺭﻳﺎﻓﺖ ﻛﻨﺪ ﻛﻪ ﻫﺮ ﺑﺎﺭ ﺑﺎ ﺟﻮﺍﺏ ﻣﻨﻔـﻲ‬ ‫ﺭﻭﺑﻪ ﺭﻭ ﻣﻲﺷﻮﺩ‪ .‬ﺗﻨﻬﺎ ﺩﺭ ﺁﺧﺮﻳﻦ ﺗﻤﺎﺱ ﺗﻠﻔﻨﻲ ﺑﻮﺩﻩ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﻟﺒﺨﻨﺪ ﻭ ﺟﻤﻠﻪ ﺩﻭﺳﺘﺎﻧﻪ ﻭ ﻣﺜﺒـﺖ "ﺑـﻪ ﺗـﻮ ﺍﻋﺘﻤـﺎﺩ‬ ‫ﺩﺍﺭﻡ‪ ".‬ﺻﺎﺣﺐ ﺭﺳﺘﻮﺭﺍﻥ ﻣﻮﺍﺟﻪ ﺷﺪﻩ ﻭ ﺍﺯ ﺍﻳﻦ ﺑﺎﺑﺖ ﻧﻮﻳﺴﻨﺪﻩ ﺑﻪ ﻋﻨﻮﺍﻥ ﻳﻚ ﺷﺮﻳﻚ ﻭ ﻣﺸﺘﺮﻱ ﺑﺎ ﺷﺎﺩﻱ ﻭ ﭘﺮﺩﺍﺧﺖ‬ ‫ﺍﻧﻌﺎﻡ ﺑﻴﺸﺘﺮ ﻋﻜﺲﺍﻟﻌﻤﻞ ﻧﺸﺎﻥ ﺩﺍﺩﻩ ﺍﺳﺖ‪.‬‬

‫‪ 9‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﻫﺴﺘﺔ ﻣﺮﻛﺰﻱ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﺍﻋﺘﻤﺎﺩ ﺍﺳﺖ‪ .‬ﺍﻟﺒﺘﻪ ﮔﺎﻫﻲ ﻓﻜﺮ ﻣﻲﻛﻨﻴﻢ ﻛﻪ ﻣﮕﺮ ﭼﻨﺪ ﺗﺎﺟﺮ ﺑﻪ ﺧﺎﻃﺮ ﺍﻭﻟﻮﻳﺖ ﺩﺍﺩﻥ ﺑـﻪ‬ ‫ﺧﺪﻣﺎﺕ ﺻﺎﺩﻗﺎﻧﻪ ﺑﻪ ﻣﺸﺘﺮﻱ ﻭ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﺍﻭ‪ ،‬ﻛﺎﺭﺷﺎﻥ ﺑﻪ ﻭﺭﺷﻜﺴﺘﮕﻲ ﻛﺸﻴﺪﻩ ﺍﺳﺖ؟ ﺩﺭ ﺻﻮﺭﺕ ﭼﻨﻴﻦ ﺍﺗﻔـﺎﻗﻲ ﺑـﻪ‬ ‫ﻳﻘﻴﻦ ﺷﺎﻳﺪ ﻳﻚ ﺩﺭﺻﺪ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﭼﻨﻴﻦ ﺍﻓﻜﺎﺭ ﺷﻴﻄﺎﻧﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪.‬‬ ‫ﻣﺮﺩﻡ ﺩﻭﺳﺖ ﺩﺍﺭﻧﺪ ﻫﻤﻮﺍﺭﻩ ﻣﻮﺭﺩ ﺍﻋﺘﻤﺎﺩ ﻭﺍﻗﻊ ﺷﻮﻧﺪ‪ .‬ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﻧﻮﻳﺴﻨﺪﻩ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﻣﻮﺭﺩ ﺍﻋﺘﻤـﺎﺩ ﻭﺍﻗـﻊ‬ ‫ﺷﺪﻩ ﺍﻧﺪ‪ ،‬ﻫﻤﺎﻧﻨﺪ ﻛﺎﺩﺭ ﺍﺩﺍﺭﻱ ﺷﻤﺎ ﺩﺭ ﻓﺮﻭﺵ ﻧﻘﺶ ﺩﺍﺭﻧﺪ‪ .‬ﺍﺳﺘﺎﻧﻠﻲ ﻣﺎﺭﻛﻮﺱ ﺑﻨﻴﺎﻧﮕـﺬﺍﺭ ﻣﺆﺳـﺴﺔ ﻣـﺎﺭﻛﻮﺱ ﺩﺭ‬ ‫ﺩﺍﻻﺱ ﻣﻲﮔﻮﻳﺪ‪ :‬ﻳﻚ ﺭﻭﺯ ﻳﻚ ﻣﺠﺮﻱ ﺯﻥ ﺟﻮﺍﻥ‪ ،‬ﻳﻜﺪﺳﺖ ﻟﺒﺎﺱ ﺧﻮﺍﺏ ﺭﺍ ﻛﻪ ‪ ١٧٥‬ﺩﻻﺭ ﺍﺭﺯﺵ ﺩﺍﺷﺖ ﻭ ﺑـﻪ ﻋﻠـﺖ‬ ‫ﺑﻲﺍﺣﺘﻴﺎﻃﻲ ﻭﺿﻊ ﺍﺳﻔﻨﺎﻛﻲ ﭘﻴﺪﺍ ﻛﺮﺩﻩ ﺑﻮﺩ ﭘﺲ ﻣﻲﺁﻭﺭﺩ‪ ،‬ﺑﺎ ﺍﻳﻦ ﻭﺻﻒ ﻣﺎﺭﻛﻮﺱ ﭘﻮﻟﺶ ﺭﺍ ﭘﺲ ﻣﻲﺩﻫﺪ‪ .‬ﻣـﺎﺭﻛﻮﺱ‬ ‫ﻗﺴﻤﺖ ﺷﻴﺮﻳﻦ ﺩﺍﺳﺘﺎﻥ ﺭﺍ ﺍﻳﻦﮔﻮﻧﻪ ﺍﺩﺍﻣﻪ ﻣﻲﺩﻫﺪ ﻛﻪ "ﺑﻠﻪ‪ ،‬ﺍﻳﻦ ﻛﺎﺭ ﻧﻪ ﺗﻨﻬﺎ ﺑﺎﻋﺚ ﺷﺪ ﻛـﻪ ﺁﻥ ﺧـﺎﻧﻢ ﻇـﺮﻑ ﺳـﻲ‬ ‫ﺳﺎﻝ‪ ،‬ﺑﺎﻟﻎ ﺑﺮ ﺻﺪ ﻫﺰﺍﺭ ﺩﻻﺭ ﺍﺯ ﻣﻦ ﺧﺮﻳﺪ ﻛﻨﺪ‪ ،‬ﺑﻠﻜﻪ ﺩﻭﺳﺘﺎﻥ ﺛﺮﻭﺗﻤﻨﺪﺵ ﻫـﻢ ﺍﺯ ﺁﻥ ﭘـﺲ ﻣـﺸﺘﺮﻱ ﻣـﻦ ﺑﻮﺩﻧـﺪ‪.‬‬ ‫ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﺍﻭ ﺗﺒﺪﻳﻞ ﺑﻪ ﺳﺮﻣﺎﻳﻪ ﮔﺬﺍﺭﻱ ﺑﺰﺭﮔﻲ ﺑﺮﺍﻱ ﻣﻦ ﺷﺪ‪".‬‬ ‫ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻧﻴﺪ ﻋﻤﻞ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻣﺸﺘﺮﻱ ﺭﺍ ﺑﻪ ﻧﻤﺎﻳﺶ ﺑﮕﺬﺍﺭﻳﺪ؟ ﻳﻜﻲ ﺍﺯ ﺭﺍﻩﻫﺎ ﺿﻤﺎﻧﺖﻧﺎﻣﻪ ﺍﺳﺖ‪ .‬ﺿﻤﺎﻧﺖ ﻧﺎﻣﻪ‬ ‫ﺻﺪﺩﺭﺻﺪﻱ ﻣﻬﻤﺎﻧﺨﺎﻧﻪ ﻫﻤﭙﺘﻮﻥ ﺣﺎﻛﻲ ﺍﺳﺖ ﻛﻪ " ﺍﮔﺮ ﺻﺪﺩﺭﺻﺪ ﺭﺿﺎﻳﺖ ﺷﻤﺎ ﺟﻠﺐ ﻧﺸﺪﻩ ﺍﺳـﺖ‪ ،‬ﺍﻧﺘﻈـﺎﺭ ﭘﺮﺩﺍﺧـﺖ‬ ‫ﻧﺪﺍﺭﻳﻢ‪ ".‬ﺗﺤﻘﻴﻘﺎﺕ ﻭﻱ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ‪ ٩٩‬ﺩﺭﺻﺪ ﺁﻧﻬﺎﻳﻲ ﻛﻪ ﻃﺎﻟﺐ ﭼﻨﻴﻦ ﺿﻤﺎﻧﺖ ﻧﺎﻣﻪﺍﻱﺍﻧﺪ‪ ،‬ﺑﻪ ﺩﻟﻴﻞ ﺭﻓﺘﺎﺭ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﻣﻬﻤﺎﻧﺨﺎﻧﻪ ﺩﻭﺑﺎﺭﻩ ﺑﺮﻣﻲﮔﺮﺩﻧﺪ‪.‬‬ ‫ﺑﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺑﻴﺸﺘﺮ ﺍﻋﺘﻤﺎﺩ ﻛﻨﻴﺪ‪ .‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺎ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ‪ .‬ﻗﺪﺭﺕ ﺟـﺎﺩﻭﻳﻲ‬ ‫ﺍﻋﺘﻤﺎﺩ ﺍﺳﺖ ﻛﻪ ﺧﻮﺩ‪ ،‬ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻭﺭﺩ‪ .‬ﺍﮔﺮ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻋﺘﻤﺎﺩ ﻛﻨﻴﺪ‪ ،‬ﺁﻧﻬﺎ ﻫﻢ ﻣﺘﻘـﺎﺑﻼﹰ ﺑـﻪ ﺷـﻤﺎ ﺍﻋﺘﻤـﺎﺩ‬ ‫ﻣﻲﻛﻨﻨﺪ‪ .‬ﭼﻨﻴﻦ ﺍﻋﺘﻤﺎﺩﻱ ﺷﻤﺎ ﺭﺍ ﻫﻤﭽﻮﻥ ﻳﻚ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﺓ ﺧﺪﻣﺖ ﺭﺍﺳﺘﻴﻦ ﺩﺭ ﺫﻫﻦ ﺁﻧﻬﺎ ﻣـﻲﮔﻨﺠﺎﻧـﺪ‪ .‬ﻣـﺸﺘﺮﻳﺎﻥ‬ ‫ﻫﻤﭽﻨﻴﻦ ﺑﺮﺍﻳﻦ ﺑﺎﻭﺭﻧﺪ ﻛﻪ ﺩﺭ ﻣﻘﺎﺑﻞ ﭘﻮﻝ ﺧﻮﺩ ﺑﻬﺘﺮﻳﻦ ﻛﺎﻻ ﻳﺎ ﺧﺪﻣﺖ ﺭﺍ ﻛﺴﺐ ﻛﺮﺩﻩﺍﻧﺪ‪.‬‬ ‫ﺍﻣﺮﻭﺯﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺩﻧﺒﺎﻝ ﻛﻴﻔﻴﺖ ﻫﺴﺘﻨﺪ‪ .‬ﺗﻘﺎﺿﺎﻱ ﺁﻧﻬﺎ ﺑﺮﺍﻱ ﺧﺪﻣﺎﺕ ﻭ ﻛﺎﻻﻫﺎﻱ ﺑـﺎ ﻛﻴﻔﻴـﺖ ﺑـﺎﻻ ﺩﺭ ﻗﺒـﺎﻝ ﻛﺎﻻﻫـﺎ ﻭ‬ ‫ﺧﺪﻣﺎﺕ ﺍﺭﺯﺍﻥ ﺭﻭﺑﻪ ﻓﺰﻭﻧﻲ ﺍﺳﺖ‪ .‬ﭘﺎﺩﺍﺵ ﺁﻧﻬﺎ ﺑﻪ ﺍﺭﺍﺋﻪ ﻛﻨﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ‪ ،‬ﻣﺮﺍﺟﻌﺔ ﺩﻭﺑﺎﺭﻩ ﺁﻧﻬﺎﺳﺖ‪ .‬ﻫﻴﭻ ﮔﻔﺘﻪﺍﻱ ﺑﺮﺍﻱ ﻳﻚ‬ ‫ﻣﺸﺘﺮﻱ‪ ،‬ﺷﻴﺮﻳﻦﺗﺮ ﺍﺯ ﺍﻳﻦ ﻧﻴﺴﺖ ﻛﻪ ﺑﺸﻨﻮﺩ "ﺑﻪ ﺗﻮ ﺍﻋﺘﻤﺎﺩ ﺩﺍﺭﻡ‪".‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﺍﻳﻤﺎﻥ‪ ،‬ﺑﺎﻭﺭ ﺑﺪﻭﻥ ﺍﺛﺒﺎﺕ ﻧﻴﺴﺖ‪،‬ﺑﻠﻜﻪ ﺍﻋﺘﻤﺎﺩ ﺑﺪﻭﻥ ﻗﻴﺪ ﻭ ﺷﺮﻁ ﺍﺳﺖ‪" .‬‬

‫ﺑﺨﺶ ‪٨‬‬

‫ﺗﻀﻤﻴﻦ ﺍﻃﻤﻴﻨﺎﻥ‬ ‫ﻫﺎﺭﻭﺍﺭﺩ ﭘﺮﺩﻳﻮ ﺻﺎﺣﺐ ﻭ ﻣﺪﻳﺮ ﻳﻚ ﻓﺮﻭﺷﮕﺎﻩ ﺗﺮﺍﻛﺘﻮﺭ ﺩﺭ ﻳﻜﻲ ﺍﺯ ﺷﻬﺮﻫﺎﻱ ﺍﻳﺎﻟﺖ ﺟﻮﺭﺟﻴﺎ ﺩﺭ ﺳـﺎﻝﻫـﺎﻱ ﺩﻫـﺔ‬ ‫ﭘﻨﺠﺎﻩ ﻭ ﺷﺼﺖ ﺑﻮﺩ‪ .‬ﺩﺭ ﺁﻥ ﻧﻮﺍﺣﻲ ﻭ ﺩﺭ ﺁﻥ ﺷﺮﺍﻳﻂ‪ ،‬ﻫﻴﭽﻜﺲ ﺑﺪﻭﻥ ﺗﺮﺍﻛﺘﻮﺭ ﻧﻤﻲﺗﻮﺍﻧﺴﺖ ﻣﺰﺭﻋـﺔ ﺧـﻮﺑﻲ ﺩﺍﺷـﺘﻪ‬ ‫ﺑﺎﺷﺪ‪ .‬ﻣﻨﺎﺳﺒﺎﺕ ﭘﺮﺩﻳﻮ ﻭ ﻛﺸﺎﻭﺭﺯﺍﻥ ﺑﻪ ﮔﻮﻧﻪﺍﻱ ﺧﺎﺹ ﺑﻮﺩ‪ .‬ﺍﻭ ﺑﻪ ﻃﻮﺭ ﻧﺴﻴﻪ ﻭﺳـﺎﻳﻞ ﻣـﻮﺭﺩ ﻧﻴـﺎﺯ ﻛـﺸﺎﻭﺭﺯﺍﻥ ﺭﺍ ﺑـﺎ‬ ‫ﺗﺴﻬﻴﻼﺕ ﺁﺳﺎﻥ ﺩﺭ ﺍﺧﺘﻴﺎﺭ ﺁﻧﻬﺎ ﻗﺮﺍﺭ ﻣﻲﺩﺍﺩ‪ .‬ﺯﻧﺪﮔﻲ ﻭﻱ ﺑﻪ ﻗﺪﺭﻱ ﻭﺍﺑﺴﺘﻪ ﺑﻪ ﻣـﺸﺘﺮﻳﺎﻧﺶ ﺑـﻮﺩ ﻛـﻪ ﺍﮔـﺮ ﺁﻧﻬـﺎ ﺑـﺎ‬ ‫ﺷﻜﺴﺖ ﻣﻮﺍﺟﻪ ﻣﻲﺷﺪﻧﺪ‪ ،‬ﭘﺮﺩﻳﻮ ﻫﻢ ﺑﺎﺧﺘﻪ ﺑﻮﺩ‪ .‬ﻧﺤﻮﺓ ﻣﺸﺎﺭﻛﺖ ﺍﻭ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻧﺶ‪ ،‬ﺍﻳﻦ ﺳﺮﻭﺩ ﻗـﺪﻳﻤﻲ ﺭﺍ ﺑـﻪ ﻳـﺎﺩ‬ ‫ﺍﻧﺴﺎﻥ ﻣﻲﺁﻭﺭﺩ‪" :‬ﺗﻀﻤﻴﻦ ﻛﻴﻔﻴﺖ"‪.‬‬

‫‪ 10‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﻣﺸﺎﺭﻛﺖ ﻗﻮﻟﻲ ﺍﺳﺖ ﻛﻪ ﺩﺍﺩﻩ ﺷﺪﻩ ﻭ ﺣﻔﻆ ﻣﻲﺷﻮﺩ‪ .‬ﺗﺤﻘﻴﻘﺎﺕ ﭘﺮﻭﻓﺴﻮﺭ ﻟﺌﻮﻧﺎﺭﺩ ﺑﺮﻱ ﺍﺯ ﻳﻜﻲ ﺍﺯ ﺩﺍﻧﺸﮕﺎﻩﻫﺎﻱ‬ ‫ﺗﮕﺰﺍﺱ ﺣﺎﻛﻲ ﺍﺳﺖ‪ :‬ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻫﻤﺪﻟﻲ‪ ،‬ﺍﻋﺘﻤـﺎﺩ‪ ،‬ﻭﺍﻛـﻨﺶ ﻭ ﻣﻠﻤـﻮﺱ ﺑـﻮﺩﻥ ﺭﺍ ﻋﻮﺍﻣـﻞ ﺍﺻـﻠﻲ ﻛﻴﻔﻴـﺖ ﺧـﺪﻣﺖ‬ ‫ﻣﻲﺷﻨﺎﺳﻨﺪ‪ .‬ﺍﻣﺎ ﻣﻬﻢﺗﺮﻳﻦ ﻋﺎﻣﻞ ﺩﺭ ﻫﺮﮔﻮﻧﻪ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﻗﺎﺑﻞ ﺍﺗﻜﺎ ﺑﻮﺩﻥ ﻃﺮﻑ ﻣﻘﺎﺑﻞ ﺍﺳﺖ‪ .‬ﭼﻴﺰﻱ ﻛﻪ ﺳﺮﻳﻊ ﺧـﺸﻢ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺑﺮﻣﻲﺍﻧﮕﻴﺰﺩ‪ ،‬ﻗﻮﻟﻲ ﺍﺳﺖ ﻛﻪ ﺩﺍﺩﻩ ﺷﻮﺩ ﺍﻣﺎ ﺍﻧﺠﺎﻡ ﻧﺸﻮﺩ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺑﻪ ﺷـﻬﺎﻣﺖ ﻭ ﺷـﺠﺎﻋﺖ ﻧﻴﺎﺯﻣﻨـﺪ‬ ‫ﺍﺳﺖ‪.‬‬ ‫ﺷﺮﻛﺎﺀ ﺑﺎﻳﺪ ﺩﺭ ﻣﻮﺭﺩ ﺷﺮﻳﻚ ﺧﻮﺩ ﭼﻴﺰﻫﺎﺋﻲ ﺑﻴﺎﻣﻮﺯﻧﺪ‪ .‬ﻫﻤﭽﻨﻴﻦ ﺑﺎﻳﺪ ﺍﺯ ﺍﻳﻦ ﺁﻣﻮﺧﺘﻪﻫﺎ ﻃﻮﺭﻱ ﺍﺳﺘﻔﺎﺩﻩ ﻧﻤﺎﻳﻨﺪ‬ ‫ﻛﻪ ﻭﺟﻬﺔ ﺍﺟﺘﻤﺎﻋﻲ ﺍﻓﺘﺨﺎﺭﺁﻣﻴﺰﻱ ﺑﺮﺍﻱ ﺷﺮﻳﻚ ﺧﻮﺩ ﺍﻳﺠﺎﺩ ﻧﻤﺎﻳﻨﺪ‪ .‬ﺷﺮﻛﺎﻱ ﺑﺰﺭﮒ‪ ،‬ﻫﻮﺍﺩﺍﺭﺍﻧﻲ ﻗﺪﺭﺷﻨﺎﺱ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﻧﻤﺎﻳﺸﮕﺎﻩ ﺗﺮﺍﻛﺘﻮﺭ‪ ،‬ﺍﻛﻨﻮﻥ ﺑﻪ ﻳﻚ ﺷﻐﻞ ﺩﻳﮕﺮ ﺗﺒﺪﻳﻞ ﺷﺪﻩ ﺍﺳﺖ ﻭ ﺍﻧﺴﺎﻥ ﺣـﺴﺮﺕ ﮔﺬﺷـﺘﻪ ﺭﺍ ﻣـﻲﺧـﻮﺭﺩ ﻛـﻪ‬ ‫ﻣﻨﺎﺳﺒﺎﺕ ﺣﺮﻣﺖ ﺑﻴﺸﺘﺮﻱ ﺩﺍﺷﺖ‪ ،‬ﻣﺸﺎﺭﻛﺖ ﻋﻤﻠﻲﺗﺮ ﺑﻮﺩ ﻭ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺤﻠﻲ‪ ،‬ﺩﺭﺳﺖ ﻣﺎﻧﻨﺪ ﻋﻘﺪ ﺯﻧﺎﺷﻮﻳﻲ ﺑﺎ ﺟـﺎﻥ‬ ‫ﻭ ﺩﻝ ﭘﻴﻤﺎﻥ ﻣﻲﺑﺴﺘﻨﺪ‪.‬‬ ‫ﺑﻪ ﺗﺎﺯﮔﻲ ﭘﺮﺩﻳﻮ‪ ،‬ﻫﺸﺘﺎﺩ ﻭ ﭘﻨﺞ ﺳﺎﻟﮕﻲﺍﺵ ﺭﺍ ﺟﺸﻦ ﮔﺮﻓﺖ‪ .‬ﺗﻌﺪﺍﺩ ﺯﻳﺎﺩﻱ ﺍﺯ ﺷﺮﻛﺎﻱ ﻗﺪﻳﻤﻲ )ﻣﺸﺘﺮﻳﺎﻥ( ﺣـﻀﻮﺭ‬ ‫ﺩﺍﺷﺘﻨﺪﻭ ﺟﺸﻦ ﻫﺮ ﭼﻪ ﺑﺎﺷﻜﻮﻫﺘﺮ ﺑﺮﮔﺰﺍﺭ ﺷﺪ‪.‬‬ ‫ﭘﻴﺎﻡ ‪" :‬ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﻳﻚ ﺧﺪﻣﺖ ﻭﺍﻗﻌﻲ‪ ،‬ﺑﺎﻳﺪ ﭼﻴﺰﻱ ﺑﺮﺁﻥ ﺑﻴﻔﺮﺍﻳـﻲ ﻛـﻪ ﻧـﺸﻮﺩ ﺁﻥ ﺭﺍ ﺑـﺎ ﭘـﻮﻝ ﺧﺮﻳـﺪ ﻭ ﺑـﺎ ﻣﺎﺩﻳـﺎﺕ‬ ‫ﺍﺭﺯﺵﮔﺬﺍﺭﻱ ﻛﺮﺩ‪ ،‬ﻭ ﺁﻥ ﻣﺤﺒﻮﺑﻴﺖ ﻭ ﺻﺪﺍﻗﺖ ﺍﺳﺖ‪" .‬‬

‫ﺑﺨﺶ ‪٩‬‬

‫ﻧﻤﻮﻧﻪﻫﺎﻳﻲ ﺍﺯ ﻭﻓﺎﺩﺍﺭﻱ )ﺍﻭﺝ ﻭﻓﺎﺩﺍﺭﻱ(‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ ﺑﻪ ﻗﺮﺍﺭﺩﺍﺩ ﺧﻮﺩ ﺩﺭ ﺯﻣﻴﻨﻪ ﺳﺎﺧﺖ ﻳﻚ ﻓﻴﻠﻢ ﺁﻣﻮﺯﺷﻲ ﺑﺎ ﻳـﻚ ﻣﺆﺳـﺴﻪ ﻓـﻴﻠﻢ‬ ‫ﺍﺷﺎﺭﻩ ﻣﻲﻛﻨﺪ ﻛﻪ ﺑﺮﺳﺮ ﻣﻴﺰ ﺷﺎﻡ ﺑﺴﺘﻪ ﺷﺪ ﻭ ﻣﻨﺠﺮ ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﺳـﺎﺯﻧﺪﻩ ﻭ ﻃـﻮﻻﻧﻲ ﮔﺮﺩﻳـﺪ‪ .‬ﺗﻬﻴـﺔ ﺍﻳـﻦ ﻓـﻴﻠﻢ‬ ‫ﺁﻣﻮﺯﺷﻲ ﺑﺎ ﻳﻚ ﺩﺳﺖ ﺩﺍﺩﻥ ﺳﺎﺩﻩ ﺁﻏﺎﺯ ﺷﺪ ﻭ ﻫﺮﮔﺰ ﻗﺮﺍﺭﺩﺍﺩ ﻣﻜﺘﻮﺑﻲ ﻫﻢ ﺩﺭ ﻣﻴﺎﻥ ﻧﺒﻮﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﺑﺮﺩﺍﺷﺖ ﻧﻮﻳﺴﻨﺪﻩ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻣﺆﺳﺴﻪ ﻓﻴﻠﻢ ﻣﺰﺑﻮﺭ ﺑﺎ ﻫﻴﭽﻴﻚ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺑﻪ ﻓﻜﺮ ﺗﻨﻈﻴﻢ ﻳﻚ ﻗﺮﺍﺭﺩﺍﺩ‬ ‫ﺣﺮﻓﻪﺍﻱ ﻧﺒﻮﺩﻩ ﺍﺳﺖ‪ .‬ﺍﻭﺝ ﻭﻓﺎﺩﺍﺭﻱ‪ ،‬ﺍﺻﻄﻼﺣﻲ ﺍﺳﺖ ﻛﻪ ﻗﺪﻣﺎ ﺑﻪ ﺁﻥ " ﺍﻋﺘﻤﺎﺩ ﺑﺪﻭﻥ ﺩﻟﻴﻞ" ﻳﺎ ﻋﻤﻠﻲ ﻛﻪ ﻋﻮﺍﻗـﺐ ﺁﻥ‬ ‫ﻣﺸﺨﺺ ﻧﻴﺴﺖ ﻧﺎﻡ ﻣﻲﺑﺮﻧﺪ‪.‬‬ ‫ﭘﺮﻳﺪﻥ‪ ،‬ﻣﻔﻬﻮﻡ ﻋﻤﻴﻖﺗﺮﻱ ﺍﺯ ﻭﺭﺟﻪﻭﺭﺟﻪ ﻛﺮﺩﻥ ﺩﺍﺭﺩ‪ .‬ﺷﺮﻛﺎ ﺩﺭ ﺭﻓﺘﻦ ﺑـﻪ ﺳـﻮﻱ ﻳـﻚ ﻣـﺸﺎﺭﻛﺖ ﻫﺪﻓﻤﻨـﺪ‪ ،‬ﮔـﺎﻡ‬ ‫ﺑﺮﻧﻤﻲﺩﺍﺭﻧﺪ ﻳﺎ ﻭﺭﺟﻪﻭﺭﺟﻪ ﻛﻨﺎﻥ ﺑﻪ ﭘﻴﺶ ﻧﻤﻲﺭﻭﻧﺪ‪ ،‬ﺑﻠﻜﻪ ﺑﻪ ﺳﻤﺖ ﺁﻥ ﻣﻲﭘﺮﻧﺪ ﻭ ﺁﻥ ﺭﺍ ﻣﻲﻗﺎﭘﻨﺪ‪ .‬ﻭﺭﺟﻪﻭﺭﺟـﻪ ﻛـﺮﺩﻥ‬ ‫ﻧﺸﺎﻧﺔ ﺗﺮﺱ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﮔﺎﻡﻫﺎﻱ ﺑﻠﻨﺪ‪ ،‬ﺑﺮﺍﺳﺎﺱ ﻣﺤﺎﺳﺒﺎﺕ ﻛﺎﻓﻲ ﺑﺮﺩﺍﺷﺘﻪ ﻣـﻲﺷـﻮﻧﺪ‪ .‬ﻭﻓـﺎﺩﺍﺭﻱ ﺩﺭ ﻣـﺸﺎﺭﻛﺖ ﻣـﺎﻧﻊ‬ ‫ﻧﻤﻲﺷﻨﺎﺳﺪ‪ .‬ﺷﺮﻛﺎ ﺍﻋﺘﻤﺎﺩ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﺍﻳﺠﺎﺩ ﺭﺍﺑﻄﻪ ﻣﺤﺎﺳﺒﻪ ﻭ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻧﻤﻲﻛﻨﻨﺪ‪ .‬ﻓﻘﻂ ﺍﻋﺘﻤﺎﺩ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﻧـﻪ ﻗﺎﺷـﻖ‬ ‫ﻗﺎﺷﻖ‪ ،‬ﺑﻠﻜﻪ ﻣﺸﺖ ﻣﺸﺖ‪ .‬ﺁﻧﻬﺎ ﻳﺎ ﺍﻋﺘﻤﺎﺩ ﻣﻲﻛﻨﻨﺪ ﻳﺎ ﻫﻴﭻ‪.‬‬

‫ﻭﻓﺎﺩﺍﺭﺍﻥ‪ ،‬ﺷﺮﻛﺎﻱ ﺷﺎﺩﻱ ﻫﺴﺘﻨﺪ‬ ‫ﺷﺮﻛﺎﻱ ﺩﺍﺋﻤﻲ‪ ،‬ﺑﻪ ﺑﺮﻗﺮﺍﺭﻱ ﻣﻨﺎﺳﺒﺎﺕ ﻫﻤﭽﻮﻥ ﻣﻨﺒﻌﻲ ﺍﺯ ﺩﺭﺳﺘﻲ ﻭ ﺻﺪﺍﻗﺖ ﻣﻲﻧﮕﺮﻧﺪ‪ .‬ﻭﻓـﺎﺩﺍﺭﺍﻥ ﺑـﻪ ﮔﻮﻧـﻪﺍﻱ‬ ‫ﻣﺸﺘﺎﻗﺎﻧﻪ ﻣﺴﺌﻮﻟﻴﺖ ﻣﻨﺎﺳﺒﺎﺕ ﺭﺍ ﺑﺮﻋﻬﺪﻩ ﻣﻲﮔﻴﺮﻧﺪ ﻛﻪ ﻋﺎﺭﻱ ﺍﺯ ﻣﺮﺯ ﺩﻟﻴﻞ ﻭ ﻣﻨﻄﻖ ﺍﺳﺖ ﻭ ﺁﻥ ﺭﺍ ﻻﺯﻡ ﻧﻤﻲﺩﺍﻧﻨـﺪ‪.‬‬

‫‪ 11‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﻭﻓﺎﺩﺍﺭﺍﻥ ﻳﺎ ﻗﺪﺭﺷﻨﺎﺳﺎﻥ‪ ،‬ﻳﻚ ﮔﺎﻡ ﺟﻠﻮﺗﺮ ﺍﺯ ﺧﻮﺵﺑﻴﻦﻫﺎ ﻫﺴﺘﻨﺪ‪ .‬ﺯﻳﺮﺍ ﺧﻮﺵﺑﻴﻦﻫﺎ ﺧﻮﺷﻪ ﭼﻴﻨﺎﻥ ﻭﻓﺎ ﻫـﺴﺘﻨﺪ‪ ،‬ﺍﻣـﺎ‬ ‫ﻭﻓﺎﺩﺍﺭﺍﻥ ﺑﻴﺶ ﺍﺯ ﺁﻧﭽﻪ ﻛﻪ ﺩﺭ ﺍﻧﺪﻳﺸﻪ ﺑﮕﻨﺠﺪ‪ ،‬ﺑﻪ ﺑﺼﻴﺮﺕ ﺷﺮﻛﺎﻱ ﺧـﻮﺩ ﺍﻋﺘﻤـﺎﺩ ﺩﺍﺭﻧـﺪ‪ .‬ﻭﻓـﺎﺩﺍﺭﻱ ﻭﻓـﺎﺩﺍﺭﺍﻥ ﺍﺯ‬ ‫ﺑﺎﻭﺭﻫﺎﻱ ﺳﺎﺩﻩ ﻭﺟﻮﺩﺷﺎﻥ ﺳﺮﭼﺸﻤﻪ ﻣﻲﮔﻴﺮﺩ ﻭ ﺍﻳﻦ ﺑﻬﺘﺮﻳﻦ ﺭﺍﻩ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﺍﺳﺖ‪.‬‬ ‫ﻗﺪﺭﺷﻨﺎﺳﻲ ﻭ ﻭﻓﺎﺩﺍﺭﻱ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﻣﺘﻔﺎﻭﺗﻲ ﻇﻬﻮﺭ ﻣﻲﻛﻨـﺪ‪ .‬ﺑﻌـﻀﻲ ﺍﺯ ﺍﻳـﻦ ﺭﻭﺵﻫـﺎ ﺑـﺴﻴﺎﺭ ﻣﺤﺒـﻮﺏﺗـﺮ ﻭ‬ ‫ﺟﺬﺏﻛﻨﻨﺪﻩﺗﺮ ﻫﺴﺘﻨﺪ‪ .‬ﺑﺮﻧﺪﻩ ﺩﺭ ﺍﻳﻦ ﻣﻴﺎﻥ ﻛﺴﻲ ﺍﺳﺖ ﻛﻪ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺳﻤﺖ ﻭﻓﺎﺩﺍﺭﻱ ﭘﺮﺗﺎﺏ ﻛﻨﺪ‪ ،‬ﻧﻪ ﺍﻳﻨﻜﻪ ﻭﺭﺟـﻪ‬ ‫ﻭﺭﺟﻪ ﻛﻨﺪ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺩﻟﻴﻞ ﺍﻳﻨﻜﻪ ﭘﺮﻧﺪﮔﺎﻥ ﻣﻲﺗﻮﺍﻧﻨﺪ ﭘﺮﻭﺍﺯ ﻛﻨﻨﺪ ﻭ ﻣﺎ ﻧﻤﻲﺗﻮﺍﻧﻴﻢ‪ ،‬ﺍﻳﻦ ﺍﺳﺖ ﻛـﻪ ﭘﺮﻧـﺪﮔﺎﻥ ﻭﻓﺎﺩﺍﺭﻧـﺪ‪ .‬ﻭ‬ ‫ﻭﻓﺎﺩﺍﺭﻱ ﻳﻌﻨﻲ ﺑﺎﻝ ﺩﺍﺷﺘﻦ‪" ..‬‬

‫ﺭﺅﻳﺎ‬ ‫ﺑﺨﺶ ‪١٠‬‬ ‫ﻣﺸﺎﺭﻛﺖ ﻫﺪﻓﻤﻨﺪ‬ ‫ﺩﺭ ﻧﺨﺴﺘﻴﻦ ﻗﺴﻤﺖ ﺍﻳﻦ ﺑﺨﺶ‪ ،‬ﻧﻮﻳﺴﻨﺪﻩ ﺑﻪ ﺩﻭﺭﺓ ﺟﻮﺍﻧﻲ ﺧﻮﺩ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ ﻛﻪ ﭼﮕﻮﻧﻪ ﺑﺎ ﺗﻼﺵ ﻭ ﺯﺣﻤﺎﺕ ﺯﻳـﺎﺩ‪،‬‬ ‫ﻳﻚ ﮔﻠﻪ ﮔﺎﻭﻣﻴﺶ ﺩﻭﻳﺴﺖ ﺭﺃﺳﻲ ﺭﺍ ﺍﺯ ﻳﻚ ﭼﺮﺍﮔﺎﻩ ﺑﻪ ﭼﺮﺍﮔﺎﻩ ﺩﻳﮕﺮ ﺍﻧﺘﻘﺎﻝ ﻣﻲﺩﺍﺩﻩ ﻭ ﺗﻼﺵ ﺍﻭ ﻫﻤﺮﺍﻩ ﺑـﺎ ﺑـﺼﻴﺮﺕ‬ ‫ﻛﺎﻣﻞ ﻣﻮﺟﺐ ﺷﺪﻩ ﺑﻮﺩ ﻛﻪ ﺯﺣﻤﺎﺕ ﺍﻭ ﻫﺪﺭ ﻧﺮﻭﺩ‪.‬‬ ‫ﻳﻚ ﺍﻣﺮ ﻣﻬﻢ ﺩﺭ ﻫﺮ ﻧﻮﻉ ﺍﺗﺤﺎﺩ ﻭ ﻳﺎ ﻣﺸﺎﺭﻛﺖ ﻣﺆﺛﺮ‪ ،‬ﺑﻴﻨﺶ ﺩﻭ ﺟﺎﻧﺒﻪ ﺍﺳﺖ‪ .‬ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻛﻪ ﻋﺎﻗﻼﻧﻪ‬ ‫ﻣﻲﺍﻧﺪﻳﺸﻨﺪ‪ ،‬ﺩﺭﻣﻲﻳﺎﺑﻨﺪ ﻛﻪ ﻣﺸﺎﺭﻛﺖ ﻣﻮﻓﻘﻴﺖﺁﻣﻴﺰ ﺁﻧﻬﺎ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺴﺘﮕﻲ ﺑﻪ ﺑﺼﻴﺮﺕ ﺩﻭ ﺟﺎﻧﺒﺔ ﺁﻧﺎﻥ ﺩﺍﺭﺩ‪،‬‬ ‫ﻫﻤﺎﻥ ﮔﻮﻧﻪ ﻛﻪ ﺍﻓﺘﺨﺎﺭﺵ ﻧﺼﻴﺐ ﻫﺮﺩﻭﺳﻮﻱ ﻗﻀﻴﻪ ﺧﻮﺍﻫﺪ ﺷﺪ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﻭﻗﺘﻲ ﻛﻪ ﺑﺼﻴﺮﺕ ﻧﺒﺎﺷﺪ‪ ،‬ﻣﺮﺩﻡ ﻫﻼﻙ ﻣﻲﺷﻮﻧﺪ‪" .‬‬

‫ﺑﺨﺶ ‪١١‬‬

‫ﺷﺮﺡ ﺣﺎﻝ ﻳﻚ ﻫﺪﻑ‪ :‬ﺟﺎﻥ ﻻﻧﮕﺴﺘﺮﻳﺖ‬ ‫ﺍﺭﺍﺩﺓ ﻣﺪﻳﺮﺍﻥ ﻫﺪﻓﻤﻨﺪ ﺍﺯ ﺭﺍﻩﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻧﻤﺎﻳﺎﻥ ﻣﻲﺷﻮﺩ‪ .‬ﺑﻌﻀﻲﻫﺎ ﻣﺘﻠﻮﻥ ﻭ ﭘﺮﭘﻴﭻ ﻭ ﺗﺎﺏ ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ‪،‬‬ ‫ﭘﺎﺭﻩﺍﻱ ﺩﻳﮕﺮ ﻫﻢ ﺁﺭﺍﻡ ﻭ ﺗﻮﺩﺍﺭ ﻋﻤﻞ ﻣﻲﻧﻤﺎﻳﻨﺪ‪ .‬ﺑﻪ ﻫﺮ ﺣﺎﻝ ﻫﻤﻪﺷﺎﻥ ﺩﺭ ﻳﻚ ﭼﻴﺰ ﻣﺸﺘﺮﻛﻨﺪ‪ ،‬ﺍﻳﻨﻜﻪ ﻫﻤﮕﻲ ﺑﺼﻴﺮﺗﻲ‬ ‫ﻛﺎﻣﻞ ﺩﺭ ﺍﻣﻮﺭ ﻣﺮﺑﻮﻃﻪ‪ ،‬ﻛﺎﺭﻣﻨﺪﺍﻥ ﻭ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺍﺭﻧﺪ‪.‬‬ ‫"ﺟﺎﻥ ﻻﻧﮓ ﺍﺗﺮﻳﺖ" ﺍﺯ ﺩﻳﺪﮔﺎﻩ ﻧﻮﻳﺴﻨﺪﻩ ﻳﻚ ﻣﺜﺎﻝ ﻣﻄﻠﻮﺏ ﺍﺳﺖ‪ .‬ﻛﻤﺘﺮ ﻛﺴﺎﻧﻲﺍﻧﺪ ﻛﻪ ﺑﺘﻮﺍﻧﻨﺪ ﺑﻪ ﺁﻥ ﺩﺭﺟﻪ ﺍﺯ‬ ‫ﺗﻌﻬﺪ ﻭ ﺍﺷﺘﻴﺎﻕ ﺩﺳﺖ ﻳﺎﺑﻨﺪ‪ .‬ﺍﻭ ﺷﻨﻮﻧﺪﻩﺍﻱ ﺧﻮﺏ‪ ،‬ﻣﺆﻣﻦ ﻭ ﻳﻚ ﻣﺮﺑﻲ ﻫﻮﺷﻴﺎﺭ ﻭ ﺁﮔﺎﻩ ﻭ ﻫﺪﻓﻤﻨﺪ ﺍﺳﺖ‪ .‬ﺟﺎﻥ ﻣﺪﻳﺮ‬ ‫ﻳﻚ ﻫﺘﻞ ﺩﺭ ﺍﻳﺎﻟﺖ ﺗﮕﺰﺍﺱ ﺍﺳﺖ‪ .‬ﻫﺘﻞ ﺍﻭ ﺩﺍﺭﺍﻱ ﺑﺎﻻﺗﺮﻳﻦ ﺿﺮﻳﺐ ﺍﺷﺘﻐﺎﻝ ﺩﺭ ﻧﺎﺣﻴﺔ ﺩﺍﻻﺱ ﺑﻮﺩﻩ ﻭ ﺩﺍﺭﺍﻱ ﻛﻤﺘﺮﻳﻦ‬ ‫ﺿﺮﻳﺐ ﺍﺧﺮﺍﺟﻲ ﻛﺎﺭﻛﻨﺎﻥ ﻣﻲﺑﺎﺷﺪ ﻭ ﺍﻳﻦ ﺩﺭ ﺣﺎﻟﻲ ﺍﺳﺖ ﻛﻪ ﺣﺮﻓﺔ ﻫﺘﻞﺩﺍﺭﻱ‪ ،‬ﺍﺯ ﺑﺎﻻﺗﺮﻳﻦ ﺿﺮﻳﺐ ﺍﺧﺮﺍﺝ ﺭﺍ ﻧﺴﺒﺖ‬ ‫ﺑﻪ ﻣﺸﺎﻏﻞ ﺩﻳﮕﺮ ﺩﺍﺭﺩ‪.‬‬

‫‪ 12‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺟﺎﻥ ﺩﺭ ﻣﻮﺭﺩ ﻧﺤﻮﺓ ﻣﺸﺎﺭﻛﺖ ﺍﻳﻦ ﭼﻨﻴﻦ ﻣﻲﮔﻮﻳﺪ‪" :‬ﺑﻪ ﻧﻈﺮ ﻣﻦ‪ ،‬ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩﻥ ﺍﺣﺴﺎﺳﻲ ﻧﻴﻜﻮ ﺩﺭ ﺩﻳﮕﺮﺍﻥ‪،‬‬ ‫ﭼﺎﺷﻨﻲ ﺧﺪﻣﺖ ﺍﺳﺖ ﻭ ﻣﻦ ﻓﻜﺮ ﻧﻤﻲﻛﻨﻢ ﺍﻳﻦ ﻛﺎﺭﻱ ﻣﺸﻜﻞ ﻭ ﭘﻴﭽﻴﺪﻩ ﺑﺎﺷﺪ‪ ".‬ﺍﻋﺘﻘﺎﺩ ﻣﻦ ﺑﺮﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﮔﺮ ﺑﻪ‬ ‫ﻣﺮﺩﻡ ﺩﺭ ﺳﺮﺍﺳﺮ ﺩﻧﻴﺎ ﻓﺮﺻﺘﻲ ﺩﺍﺩﻩ ﺷﻮﺩ‪ ،‬ﻫﻤﻪ ﺳﻌﻲ ﺧﻮﺍﻫﻨﺪ ﻛﺮﺩ ﻛﺎﺭﻱ ﻛﻨﻨﺪ ﺗﺎ ﺍﺣﺴﺎﺱ ﺧﻮﺷﻲ ﺩﺭ ﺩﻳﮕﺮﺍﻥ ﺑﻪ‬ ‫ﻭﺟﻮﺩ ﺁﻳﺪ‪" ".‬ﻣﺎ ﺩﺭ ﺍﻧﺘﺨﺎﺏ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺑﺴﻴﺎﺭ ﻣﺮﺍﻗﺐ ﻫﺴﺘﻴﻢ‪ .‬ﻛﺴﺎﻧﻲ ﺭﺍ ﻣﻲﺧﻮﺍﻫﻴﻢ ﻛﻪ ﻛﺮﺍﻣﺖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪ ".‬ﺟﺎﻥ‬ ‫ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﻣﺮﺣﻠﺔ ﺁﺷﻨﺎﻳﻲ ﺑﺎ ﻛﺎﺭ‪ ،‬ﻛﺎﺭﻣﻨﺪﺍﻥ ﺭﺍ ﺑﻪ ﭼﻬﺎﺭ ﻋﺎﻣﻞ ﻣﻬﻢ ﻣﺠﻬﺰ ﻣﻲﺳﺎﺯﺩ‪:‬‬ ‫‪(١‬‬

‫ﺟﺮﺃﺕ ﺩﺍﺩﻥ ﺑﻪ ﺍﻧﺠﺎﻡ ﻛﺎﺭﻫﺎﻱ ﻣﺨﺎﻃﺮﻩ ﺁﻣﻴﺰ ﻛﻪ ﻣﻤﻜﻦ ﺍﺳﺖ ﻣﺨﺎﻟﻒ ﻣﻘﺮﺭﺍﺕ ﺑﺎﺷﺪ‪ ،‬ﺍﻣﺎ ﺩﺭ ﺟﻬﺖ ﺍﻧﺠﺎﻡ‬

‫ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﻴﻬﻤﺎﻧﺎﻥ ﺍﺳﺖ‪.‬‬ ‫‪(٢‬‬

‫ﺩﺍﺷﺘﻦ ﺭﻓﺘﺎﺭ ﺩﻭﺳﺘﺎﻧﻪ ﺑﺎ ﻣﻴﻬﻤﺎﻧﺎﻥ‬

‫‪(٣‬‬

‫ﺻﺪﺍﻗﺖ ﺩﺭ ﻋﻤﻞ‬ ‫‪(٤‬‬

‫ﺑﺮﺧﻮﺭﺩﺍﺭﻱ ﺍﺯ ﺁﺭﺍﻣﺶ ﻭ ﺷﺎﺩﻱ ﻭ ﻧﺸﺎﻁ‬

‫ﺍﻳﻦ ﻣﺪﻳﺮ ﻫﺘﻞ ﺩﺭ ﻋﻴﻦ ﺣﺎﻝ ﺗﻮﺿﻴﺢ ﻣﻲﺩﻫﺪ ﻛﻪ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻣﺎﻧﻊ ﺑﺮ ﺳﺮ ﺭﺍﻩ ﻣﺸﺎﺭﻛﺖ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‪،‬‬ ‫ﺧﻮﺩ ﻣﺪﻳﺮﺍﻥ ﻫﺴﺘﻨﺪ‪ .‬ﺍﻳﻦﮔﻮﻧﻪ ﺗﻔﻬﻴﻢ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﻛﺎﺭ ﻣﺪﻳﺮﺍﻥ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺩﺳﺘﻮﺭ ﺑﺪﻫﻨﺪ ﻭ‬ ‫ﻛﺎﺭﻣﻨﺪﺍﻥ ﺍﺟﺮﺍ ﻧﻤﺎﻳﻨﺪ‪ .‬ﭼﻨﻴﻦ ﻃﺮﺯ ﺗﻔﻜﺮﻱ ﺩﻳﮕﺮ ﻧﻤﻲﺗﻮﺍﻧﺪ ﻛﺎﺭﺁ ﺑﺎﺷﺪ‪ .‬ﻛﺎﺭ ﺭﻫﺒﺮ‪ ،‬ﺍﺯ ﻣﻴﺎﻥ ﺑﺮﺩﻥ ﻣﻮﺍﻧﻊ ﻭ ﺁﺯﺍﺩ‬ ‫ﮔﺬﺍﺷﺘﻦ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺩﺭ ﺍﻧﺠﺎﻡ ﺍﻣﻮﺭﻱ ﺍﺳﺖ ﻛﻪ ﺑﺮﺍﻱ ﺁﻥ ﺁﻣﻮﺯﺵ ﺩﻳﺪﻩﺍﻧﺪ‪.‬‬ ‫ﺟﺎﻥ ﻣﻲﮔﻮﻳﺪ‪" :‬ﻋﻮﺍﻣﻞ ﻣﻮﻓﻘﻴﺖ ﻣﺎ ﻫﻤﻴﻦ ﻛﺎﺭﻣﻨﺪﺍﻧﻲﺍﻧﺪ ﻛﻪ ﺑﺮﺍﻱ ﻣﺎ ﻛﺎﺭ ﻣﻲﻛﻨﻨﺪ ﻭ ﺑﺮﻣﺎﺳﺖ ﻛﻪ ﻫﻤﭽﻮﻥ‬ ‫ﻣﻮﺟﻮﺩﺍﺗﻲ ﮔﺮﺍﻧﺒﻬﺎ ﺩﺭ ﺣﻔﻆ ﺁﻧﻬﺎ ﺑﻜﻮﺷﻴﻢ ﻭ ﻗﺪﺭﺷﺎﻥ ﺭﺍ ﺑﺪﺍﻧﻴﻢ‪ ،‬ﺣﺘﻲ ﻫﻤﻴﻦ ﺭﻫﺒﺮﺍﻥ ﻛﻮﭼﻚ‪ ،‬ﺍﺯ ﺧﻮﺩ ﻣﻴﻬﻤﺎﻥﻫﺎ‬ ‫ﻣﻬﻢﺗﺮﻧﺪ‪ ،‬ﺯﻳﺮﺍ ﺑﺪﻭﻥ ﻭﺟﻮﺩ ﻛﺎﺭﻣﻨﺪﺍﻥ‪ ،‬ﻣﻴﻬﻤﺎﻧﻲ ﻫﻢ ﺩﺭ ﻛﺎﺭ ﻧﺨﻮﺍﻫﺪ ﺑﻮﺩ‪".‬‬ ‫ﺑﻪ ﮔﻔﺘﺔ ﺟﺎﻥ " ﭼﻬﺎﺭ ﺗﻌﻬﺪ ﻣﺪﻳﺮﺍﻥ ﺩﺭ ﻗﺒﺎﻝ ﻛﺎﺭﻣﻨﺪﺍﻧﺸﺎﻥ ﻋﺒﺎﺭﺕ ﺍﺳﺖ ﺍﺯ ﺁﻣﺎﺩﮔﻲ ﺑﺮﺍﻱ ﺩﺭﮔﻴﺮ ﺷﺪﻥ ﺩﺭ ﺍﻣﻮﺭ‪،‬‬ ‫ﺣﻤﺎﻳﺖ ﺍﺯ ﺗﻼﺵ ﻣﺜﺒﺖ ﺣﺘﻲ ﺍﮔﺮ ﻣﻨﺠﺮ ﺑﻪ ﻛﺴﺐ ﻧﺘﻴﺠﻪ ﻧﺸﻮﺩ‪ ،‬ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﻭﺍﻛﻨﺶ ﺩﺭ ﻣﻘﺎﺑﻞ ﭘﻴﺸﻨﻬﺎﺩﺍﺕ ﻭ ﺑﺎﻻﺧﺮﻩ‬ ‫ﻗﺪﺭﺷﻨﺎﺳﻲ ﺍﺯ ﻛﺴﻲ ﻛﻪ ﺩﺭ ﺟﻬﺖ ﺍﻧﺠﺎﻡ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺗﻼﺵ ﻣﻲﻧﻤﺎﻳﺪ‪ ".‬ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﻭﻱ "ﻋﺎﻣﻞ ﻣﻬﻢ ﺩﺭ‬ ‫ﺧﻼﻗﻴﺖ ﻓﺮﻫﻨﮓ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻥ ﺍﺳﺖ‪ .‬ﻫﻤﻴﺸﻪ ﺑﺎﻳﺪ ﻫﻤﻪ ﺩﺭﻫﺎ ﺭﺍ ﺑﺮﺍﻱ ﻫﺮ ﺍﺭﺗﺒﺎﻃﻲ ﺑﺎﺯﮔﺬﺍﺷﺖ‪.‬‬ ‫ﺑﺎﻳﺪ ﻓﻀﺎﻳﻲ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩ ﻛﻪ ﻫﺮ ﻛﺲ ﺑﺘﻮﺍﻧﺪ ﻫﺮ ﺣﺮﻓﻲ ﺭﺍ ﺑﺪﻭﻥ ﺗﺮﺱ ﺍﺯ ﻋﻮﺍﻗﺐ ﺑﻌﺪﻱ ﺑﺰﻧﺪ‪ .‬ﺍﻟﺒﺘﻪ ﺍﻳﻦ ﻓﻘﻂ ﺑﺎ‬ ‫ﺑﺎﺯﮔﺬﺍﺷﺘﻦ ﺩﺭﻫﺎ ﺣﻞ ﻧﻤﻲﺷﻮﺩ‪ ،‬ﺑﻠﻜﻪ ﺭﺍﻩ ﺣﻞ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻣﻴﺎﻥ ﺍﻓﺮﺍﺩ ﺭﻓﺖ ﻭ ﻣﺸﻜﻞ ﺁﻧﻬﺎ ﺭﺍ ﭘﺮﺳﻴﺪ ﻭ ﺭﻭﻱ ﺁﻥ‬ ‫ﻛﺎﺭ ﻛﺮﺩ‪ .‬ﺑﺪﺗﺮﻳﻦ ﭼﻴﺰ ﻣﻤﻜﻦ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻛﺴﻲ ﺩﺭ ﻣﻘﺎﺑﻞ ﻣﺪﻳﺮ ﻭﺍﻛﻨﺶ ﻧﺸﺎﻥ ﺩﻫﺪ ﻭ ﺑﻌﺪ ﻣﻨﺘﻈﺮ ﻭﺍﻛﻨﺶ ﻣﺪﻳﺮ‬ ‫ﺑﻤﺎﻧﺪ‪".‬‬ ‫ﺟﺎﻥ ﺍﻋﺘﻘﺎﺩﺍﺕ ﺩﻳﮕﺮﻱ ﺩﺭ ﻣﺪﻳﺮﻳﺖ ﺩﺍﺭﺩ‪ .‬ﺍﻭ ﺑﺎ ﺗﺄﻛﻴﺪ ﺑﺮ ﺣﻴﺎﺗﻲ ﺑﻮﺩﻥ ﻣﺮﺣﻠﺔ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺩﺭ ﺳﻄﺢ ﻛﺎﺭﻛﻨﺎﻧﺶ‬ ‫ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﺗﻔﻮﻳﺾ ﺍﺧﺘﻴﺎﺭ ﻣﺸﺮﻭﻁ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ ،‬ﺗﻔﻮﻳﺾ ﺍﺧﺘﻴﺎﺭ ﺑﺎﻳﺪ ﻛﺎﻣﻞ ﻭ ﻏﻴﺮﻣﺸﺮﻭﻁ ﺑﺎﺷﺪ‪ .‬ﺑﻪ ﺍﻋﺘﻘﺎﺩ ﺍﻭ‬ ‫ﺍﮔﺮ ﺑﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺍﺧﺘﻴﺎﺭ ﻛﺎﻣﻞ ﺩﺍﺩﻩ ﺷﻮﺩ‪ ،‬ﺑﻬﺘﺮ ﻣﻲﺗﻮﺍﻧﻨﺪ ﻭﺟﺪﺍﻥ ﺧﻮﺩ ﺭﺍ ﺣﻜﻢ ﻗﺮﺍﺭ ﺩﻫﻨﺪ ﻭ ﺑﺎ ﻫﺰﻳﻨﺔ ﻛﻤﺘﺮﻱ ﺍﺯ‬ ‫ﻋﻬﺪﻩ ﺍﻧﺠﺎﻡ ﻛﺎﺭ ﺑﺮﺁﻳﻨﺪ‪ .‬ﻭﻱ ﺑﺎ ﻣﻬﻢ ﺷﻤﺮﺩﻥ ﻣﺴﺎﻳﻞ ﺍﺧﻼﻗﻲ ﺩﺭ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﺁﻥ ﺭﺍ ﻳﻚ ﺍﻭﻟﻮﻳﺖ ﺑﺴﻴﺎﺭ ﻣﻬﻢ ﺑﺮﺍﻱ‬ ‫ﺩﺭﺳﺖ ﺍﻧﺠﺎﻡ ﺩﺍﺩﻥ ﺍﻣﻮﺭ ﻣﻲﺩﺍﻧﺪ‪ .‬ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ ﺑﺎ ﺍﻳﻦ ﮔﻔﺘﺔ ﺟﺎﻥ ﭘﺎﻳﺎﻥ ﻣﻲﮔﻴﺮﺩ ﻛﻪ‪ " :‬ﻛﺎﺭﻣﻨﺪﺍﻥ ﻫﻤﭽﻮﻥ ﺷﺮﻛﺎ‬ ‫ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ‪ ،‬ﺍﻟﺒﺘﻪ ﺍﮔﺮ ﻣﺪﻳﺮﺍﻥ ﻣﺎﻧﻨﺪ ﺷﺮﻳﻚ ﺑﺎ ﺁﻧﻬﺎ ﺭﻓﺘﺎﺭ ﻧﻤﺎﻳﻨﺪ ﻭ ﺑﻪ ﺁﻧﻬﺎ ﻓﺮﺻﺖ ﺩﺍﺩﻩ ﺷﻮﺩ ﺗﺎ ﺍﻳﻦ ﺍﺣﺴﺎﺱ‬ ‫ﻣﺸﺎﺭﻛﺖ ﺭﺍ ﺑﻪ ﻣﻴﻬﻤﺎﻧﺎﻥ ﻣﻨﺘﻘﻞ ﻧﻤﺎﻳﻨﺪ‪".‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺭﺍﺯ ﻣﻮﻓﻘﻴﺖ‪ ،‬ﺩﺭ ﺛﺒﺎﺕ ﻫﺪﻑ ﺍﺳﺖ"‬

‫‪ 13‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﺑﺨﺶ‪١٢‬‬

‫ﺷﺮﺡ ﺣﺎﻝ ﻳﻚ ﻫﺪﻑ ‪ :‬ﺷﺎﺭﻭﻥ ﺩﻛﺮ‬ ‫ﺧﺎﻧﻢ ﺷﺎﺭﻭﻥ ﺩﻛﺮ ﻣﻌﺎﻭﻥ ﻣﺪﻳﺮ ﻛﻞ ﺑﺨﺶ ﺧﺪﻣﺎﺕ ﺷﺮﻛﺖ ﺑﺮﻕ ﺩﻭﻙ ﺍﺳﺖ‪ .‬ﻧﻴﺮﻭﮔﺎﻩ ﺩﻭﻙ ﻳﻜﻲ ﺍﺯ‬ ‫ﭘﻴﺸﺮﻓﺘﻪﺗﺮﻳﻦ ﻧﻴﺮﻭﮔﺎﻩﻫﺎﺳﺖ ﻭ ﺩﺭﺍﻳﻦ ﻧﻴﺮﻭﮔﺎﻩ ﺷﺎﺭﻭﻥ ﻭﺻﻔﻲ ﺧﺎﺹ ﺩﺍﺭﺩ‪ .‬ﺗﻌﻬﺪ ﺯﻳﺎﺩ ﻭﻱ ﺩﺭ ﺟﻬﺖ ﻣﺸﺎﺭﻛﺖ ﺑﺎ‬ ‫ﻛﺎﺭﻣﻨﺪﺍﻥ ﻭ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺍﻳﻦ ﻭﺿﻌﻴﺖ ﺧﺎﺹ ﺭﺍ ﺑﺮﺍﻱ ﺷﺎﺭﻭﻥ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﺩﻛﺮ ﺍﻋﺘﻘﺎﺩﺵ ﺭﺍ ﭘﻴﺮﺍﻣﻮﻥ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ ﭼﻨﻴﻦ ﺑﻴﺎﻥ ﻣﻲﺩﺍﺭﺩ‪ " :‬ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ‪ ،‬ﻳﻌﻨﻲ ﺍﻳﺠﺎﺩ ﺭﺍﺑﻄﻪ ﺑﺎ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺑﺮﺍﺳﺎﺱ ﺭﻓﻊ ﻧﻴﺎﺯﻫﺎﻳﻲ ﻛﻪ ﻫﻤﻪ ﻣﺎ ﻣﺤﺘﺎﺝ ﺁﻥ ﻫﺴﺘﻴﻢ ﻭ ﻧﻴﺰ ﺧﻠﻖ ﻓﺮﺻﺖﻫﺎﻳﻲ ﺑﺮﺍﻱ ﻣﻮﻓﻘﻴﺖ‪ ،‬ﺑﻪ ﻧﺤﻮﻱ‬ ‫ﻛﻪ ﻧﻔﻊ ﺍﻳﻦ ﻣﺸﺎﺭﻛﺖ ﻫﻢ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﻭ ﻫﻢ ﺑﻪ ﺧﻮﺩ ﻣﺎ ﺑﺮﺳﺪ‪".‬‬ ‫ﺍﻭ ﻣﻲﮔﻮﻳﺪ‪" :‬ﺳﻌﻲ ﻣﻦ ﺑﺮﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻫﻤﻴﺸﻪ ﺩﺭ ﻫﻨﮕﺎﻡ ﺍﻧﺠﺎﻡ ﺍﻋﻤﺎﻝ ﺧﻮﺏ ﺑﻪ ﺳﺮﺍﻍ ﻫﻤﻜﺎﺭﺍﻧﻢ ﺑﺮﻭﻡ‪ ،‬ﻫﻤﺎﻥ‬ ‫ﻃﻮﺭ ﻛﻪ ﻛﺴﻲ ﮔﻔﺘﻪ ﺍﺳﺖ‪ ،‬ﺑﺰﺭﮔﺪﺍﺷﺖ ﻛﺎﺭﻫﺎﻱ ﺧﻮﺏ ﺧﻴﻠﻲ ﻣﺆﺛﺮﺗﺮ ﺍﺯ ﺩﻗﺖ ﺩﺭ ﻛﺎﺭﻫﺎﻱ ﺑﺪ ﺍﺳﺖ‪".‬‬ ‫ﺩﻛﺮ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ "ﻫﺮﮔﺎﻩ ﺧﻄﺎﻳﻲ ﺩﺭ ﻫﻨﮕﺎﻡ ﻛﺎﺭ ﺻﻮﺭﺕ ﭘﺬﻳﺮﺩ‪ ،‬ﺁﻥ ﺭﺍ ﻫﻤﭽﻮﻥ ﺩﺭﺳﻲ ﺑﺰﺭﮒ ﺳﺮﻣﺸﻖ‬ ‫ﻗﺮﺍﺭ ﻣﻲﺩﻫﻴﻢ‪ .‬ﺍﻳﻦ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﻛﻪ ﻫﺮ ﻳﻚ ﺍﺯ ﺷﺮﻛﺎ ﺑﻬﺘﺮ ﻛﺎﺭ ﻛﻨﺪ‪ .‬ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﻣﻴﺎﻥ ﺧﻮﺩﻣﺎﻥ ﻋﻼﻗﻪﻣﻨﺪﻳﻢ‪،‬‬ ‫ﭼﺮﺍ ﻛﻪ ﺑﺎﻋﺚ ﺧﻠﻖ ﻣﺸﺎﺭﻛﺖ ﻣﻴﺎﻥ ﻣﺎ ﻭ ﻣﺸﺘﺮﻳﺎﻧﻤﺎﻥ ﻣﻲﺷﻮﺩ‪".‬‬ ‫ﻭﻱ ﻳﻜﻲ ﺍﺯ ﺭﺍﻩﻫﺎﻱ ﺣﻔﻆ ﻣﺸﺎﺭﻛﺖ ﺭﺍ ﺑﺮﭘﺎﻳﻲ ﺿﻴﺎﻓﺖ ﻧﺎﻫﺎﺭ ﻣﻲﺩﺍﻧﺪ‪" :‬ﻣﺎﻫﻲ ﻳﻚ ﺑﺎﺭ‪ ،‬ﺑﺎ ﮔﺮﻭﻫﻲ ﻣﻨﺘﺨﺐ ﺍﺯ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺩﺍﺧﻠﻲ‪ ،‬ﺿﻴﺎﻓﺖ ﻧﺎﻫﺎﺭ ﺑﺮﭘﺎ ﻣﻲﻛﻨﻢ‪ .‬ﻫﺪﻑ ﻛﻠﻲ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺣﺮﻑﻫﺎﻱ ﺁﻧﻬﺎ ﮔﻮﺵ ﺑﺪﻫﻢ ﻭ ﺁﻧﭽﻪ ﺭﺍ ﻛﻪ‬ ‫ﺩﺭ ﻓﻜﺮ ﺁﻧﻬﺎﺳﺖ ﺑﺸﻨﻮﻡ‪".‬‬ ‫ﺍﻭ ﺑﺎ ﺗﺄﻛﻴﺪ ﺑﺮ ﺍﻫﻤﻴﺖ ﻣﺸﺘﺮﻱﮔﺮﺍﻳﻲ ﻣﻲﮔﻮﻳﺪ ‪" :‬ﻣﺎ ﻣﺸﺘﺮﻳﺎﻧﻲ ﺩﺍﺭﻳﻢ ﻛﻪ ﺩﺭ ﻣﻴﺰﮔﺮﺩﻫﺎ ﻭ ﻣﺒﺎﺣﺜﺎﺕ ﻣﻮﺷﻜﺎﻓﺎﻧﺔ ﻣﺎ‬ ‫ﺷﺮﻛﺖ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻫﻨﮕﺎﻡ ﺑﺎﺯﺩﻳﺪ ﺁﻧﻬﺎ ﺍﺯ ﺑﺨﺶ ﺧﺪﻣﺎﺕ‪ ،‬ﺍﺯ ﺁﻧﻬﺎ ﻣﻲﺧﻮﺍﻫﻴﻢ ﻛﻪ ﻧﻈﺮ ﺧﻮﺩ ﺭﺍ ﺍﻋﻼﻡ ﻧﻤﺎﻳﻨﺪ ﻭ ﻣﺎ ﺍﺯ ﺍﻳﻦ‬ ‫ﺟﻬﺖ ﺍﻃﻼﻋﺎﺕ ﺫﻱﻗﻴﻤﺘﻲ ﻛﺴﺐ ﻣﻲﻛﻨﻴﻢ‪ .‬ﻳﻜﻲ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﻣﺎ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺳﺮﺍﻍ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﺭﻭﻳﻢ ﻭ ﺑﻪ‬ ‫ﺳﺨﻨﺎﻥ ﺁﻧﻬﺎ ﮔﻮﺵ ﻣﻲﺩﻫﻴﻢ‪ ،‬ﺑﻪ ﺧﺼﻮﺹ ﻣﺸﺘﺮﻛﺎﻥ ﺑﺰﺭﮒ ﻣﺼﺎﺭﻑ ﺻﻨﻌﺘﻲ‪ .‬ﻣﻄﻤﺌﻦ ﻫﺴﺘﻴﻢ ﻛﻪ ﺍﮔﺮ ﺑﺘﻮﺍﻧﻴﻢ‬ ‫ﺧﺪﻣﺘﻲ ﺑﻜﻨﻴﻢ ﺗﺎ ﻣﺸﺘﺮﻳﺎﻥ ﻣﺎ ﻣﻮﻓﻖ ﺷﻮﻧﺪ‪ ،‬ﻣﻮﻓﻘﻴﺖ ﺧﻮﺩ ﺭﺍ ﺗﻀﻤﻴﻦ ﻛﺮﺩﻩﺍﻳﻢ‪".‬‬ ‫ﻣﺮﻛﺰ ﺧﺪﻣﺎﺕ ﻣﺸﺘﺮﻳﺎﻥ ﻧﻴﺮﻭﮔﺎﻩ‪ ،‬ﺍﻳﺪﺓ ﺟﺪﻳﺪﻱ ﺭﺍ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ ﺍﺟﺮﺍ ﻛﺮﺩﻩ ﻛﻪ "ﻧﺸﺴﺖ ﻣﺸﺘﺮﻳﺎﻥ"‬ ‫ﻧﺎﻡ ﮔﺮﻓﺘﻪ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻧﺸﺴﺖﻫﺎ ﺩﺭ ﻫﺮ ﻓﺼﻞ ﻳﻚ ﺑﺎﺭ ﺑﺮﮔﺰﺍﺭ ﻣﻲﺷﻮﺩ ﻭ ﻣﺸﺘﺮﻳﺎﻥ ﻧﻈﺮﺍﺕ ﺧﻮﺩ ﺭﺍ ﺍﻋﻼﻡ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫ﻋﻼﻭﻩ ﺑﺮﺍﻳﻨﻬﺎ‪ ،‬ﻗﺴﻤﺖ " ﺍﻳﺪﻩﻫﺎﻱ ﺩﺭﺧﺸﺎﻥ" ﺷﺮﻛﺖ ﺑﺮﻕ ﺩﻭﻙ‪ ،‬ﺭﺍﻩﻫﺎﻱ ﻣﻨﺎﺳﺒﻲ ﺭﺍ ﺑﺮﺍﻱ ﻫﻤﻜﺎﺭﻱ ﻭ ﻣﺸﺎﺭﻛﺖ‬ ‫ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﻧﻴﺮﻭﮔﺎﻩ ﺁﻣﻮﺯﺵ ﻣﻲﺩﻫﺪ‪ .‬ﺷﺎﺭﻭﻥ ﺑﺎ ﻭﺟﻮﺩ ﻣﻮﻓﻘﻴﺖﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺷﺮﻛﺖ‪ ،‬ﻣﻌﺘﻘﺪ ﺑﻪ ﺗﻼﺵ‬ ‫ﺑﻴﺸﺘﺮ ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﻣﻬﻢﺗﺮ ﺍﺳﺖ‪ " :‬ﺗﻼﺵ ﻋﻤﺪﻩ ﻣﺎ ﺑﺮﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﻧﺎﻡ ﻧﻴﻚ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻋﻨﻮﺍﻥ ﺑﻬﺘﺮﻳﻦ ﺣﻔﻆ‬ ‫ﻛﻨﻴﻢ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﻣﺎ ﺑﺎﺭﻫﺎ ﺍﺯ ﺧﺪﻣﺎﺕ ﺧﻮﺏ ﻣﺎ ﺍﻇﻬﺎﺭ ﺭﺿﺎﻳﺖ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﺍﻣﺎ ﺧﻮﺏ ﺑﻮﺩﻥ ﺗﻨﻬﺎ‪ ،‬ﻛﺎﻓﻲ ﻧﻴﺴﺖ‪ .‬ﺑﺎﻳﺪ ﺩﺭ‬ ‫ﻧﺸﺴﺖﻫﺎﻱ ﺧﻮﺩ ﻛﺎﺭﺁﻣﺪﺗﺮ ﺑﺎﺷﻴﻢ ﺗﺎ ﻣﻮﻓﻖ ﺑﻪ ﺭﻓﻊ ﻧﻴﺎﺯﻫﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺷﻮﻳﻢ‪".‬‬ ‫ﺍﻭ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﺟﺎﻟﺒﻲ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻫﻴﺠﺎﻥ ﺩﺭ ﻣﻴﺎﻥ ﻫﻤﻜﺎﺭﺍﻥ ﺩﺳﺖ ﻳﺎﻓﺘﻪ ﺍﺳﺖ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﺍﻳﻦ ﺭﻭﺵﻫﺎ‪،‬‬ ‫ﺑﺮﭘﺎﻛﺮﺩﻥ ﻣﺠﺎﻟﺲ ﺟﺸﻦ ﺍﺳﺖ‪ .‬ﻳﻜﻲ ﺩﻳﮕﺮ ﺍﺯ ﺭﻭﺵﻫﺎﻱ ﺍﻳﻦ ﻣﺮﻛﺰ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ ﻫﻴﺠﺎﻥ ﺩﺭ ﻛﺎﺭﻣﻨﺪﺍﻥ ﻣﺸﺎﺭﻛﺖ‬ ‫ﺩﺍﺩﻥ ﺁﻧﻬﺎ ﺩﺭ ﺗﺼﻤﻴﻢﮔﻴﺮﻱ ﺍﺳﺖ‪.‬‬

‫‪ 14‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺷﺎﺭﻭﻥ ﺩﻛﺮ ﺿﻤﻦ ﺍﺑﺮﺍﺯ ﻋﻼﺋﻖ ﺷﺪﻳﺪ ﺧﻮﺩ ﺑﻪ ﻛﺎﺭﻣﻨﺪﺍﻧﺶ ﻣﻲﮔﻮﻳﺪ‪ " :‬ﺍﮔﺮ ﻛﺎﺭﻣﻨﺪﺍﻥ ﻣﻦ ﺑﺪﺍﻧﻨﺪ ﻛﻪ ﻣﻤﻨﻮﻥ‬ ‫ﺁﻧﻬﺎ ﻫﺴﺘﻢ ﻭ ﺑﻪ ﺁﻧﻬﺎ ﻋﺸﻖ ﻣﻲﻭﺭﺯﻡ‪ ،‬ﺑﺎ ﺍﻧﺼﺎﻑ ﻫﺴﺘﻢ ﻭ ﺩﺭ ﻣﻘﺎﺑﻞ ﺁﻧﻬﺎ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻡ ﻭ ﺣﺎﺿﺮﻡ ﺑﻪ ﻣﺸﻜﻼﺗﺸﺎﻥ‬ ‫ﺭﺳﻴﺪﮔﻲ ﻛﻨﻢ‪ ،‬ﺩﺭ ﺍﻳﻦ ﺻﻮﺭﺕ ﺁﻧﻬﺎ ﻫﻢ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﻧﻴﺮﻭﮔﺎﻩ ﺩﻭﻙ ﻫﻤﻴﻦ ﺑﺮﺧﻮﺭﺩﻫﺎ ﺭﺍ ﺧﻮﺍﻫﻨﺪ ﺩﺍﺷﺖ‪ .‬ﺷﺎﺭﻭﻥ ﺩﺭ‬ ‫ﺭﺅﻳﺎﻱ ﻓﺮﻫﻨﮕﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺁﻥ ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﻳﻚ ﻣﻮﻓﻘﻴﺖ ﺍﺳﺖ‪ ،‬ﻧﻪ ﻳﻚ ﻭﻇﻴﻔﻪ‪".‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﻛﻮﭼﻜﺘﺮﻳﻦ ﻋﻤﻞ ﺧﻮﺏ‪ ،‬ﺑﻬﺘﺮ ﺍﺯ ﺑﺰﺭﮔﺘﺮﻳﻦ ﻗﺼﺪ ﺧﻮﺏ ﺍﺳﺖ‪" .‬‬

‫ﺣﻘﻴﻘﺖ‬ ‫ﺑﺨﺶ ‪١٣‬‬ ‫ﻧﻴﺮﻭﻱ ﺑﻪ ﻛﻨﺎﺭ ﺯﺩﻥ ﻧﻘﺎﺏﻫﺎ‬ ‫ﻫﺎﺭﻱ ﺗﺎﻣﭙﺴﻮﻥ ﻣﺪﻳﺮ ﻳﻚ ﺷﺮﻛﺖ ﺗﻮﺯﻳﻊ ﻓﻴﻠﻢﻫﺎﻱ ﺁﻣﻮﺯﺷﻲ ﺩﺭ ﻛﺎﺭﻭﻟﻴﻨﺎﻱ ﺷﻤﺎﻟﻲ ﺍﺳﺖ‪ .‬ﻧﻮﻳﺴﻨﺪﺓ ﻛﺘﺎﺏ ﻛﻪ‬ ‫ﺳﺎﻝﻫﺎﻱ ﺑﺴﻴﺎﺭ ﻗﺒﻞ ﺭﻳﻴﺲ ﻗﺴﻤﺖ ﺁﻣﻮﺯﺵ ﻳﻚ ﺑﺎﻧﻚ ﺑﺰﺭﮒ ﺩﺭ ﺍﻳﻦ ﻣﻨﻄﻘﻪ ﺑﻮﺩﻩ‪ ،‬ﺑﺎ ﺗﻮﺟﻪ ﺑﻪ ﺍﺭﺗﺒﺎﻃﻲ ﻛﻪ ﺑﺎ‬ ‫ﻫﺎﺭﻱ ﺩﺍﺷﺘﻪ ﺍﺳﺖ‪ ،‬ﺑﻪ ﻳﻜﻲ ﺍﺯ ﻫﻮﺍﺩﺍﺭﺍﻥ ﺑﺰﺭﮒ ﻭ ﭘﻴﺮﻭ ﺳﺒﻚ ﻓﺮﻭﺵ ﻭ ﺧﺪﻣﺎﺕ ﻭﻱ ﺗﺒﺪﻳﻞ ﺷﺪﻩ ﺍﺳﺖ‪.‬‬ ‫ﻭﻱ ﺩﺭﺑﺎﺭﺓ ﺭﻓﺘﺎﺭ ﻫﺎﺭﻱ ﻣﻲﮔﻮﻳﺪ ﻛﻪ ﻭﻱ ﻓﺮﺩﻱ ﺩﻗﻴﻖ‪ ،‬ﻣﻨﺤﺼﺮﺑﻪﻓﺮﺩ ﻭ ﺑﺎ ﺍﺳﺘﻌﺪﺍﺩ ﺑﻮﺩ‪ .‬ﺭﻭﺵ ﺍﻭ ﻃﻮﺭﻱ ﺑﻮﺩ ﻛﻪ‬ ‫ﻛﺴﺎﻧﻲ ﻛﻪ ﺩﺭ ﻣﻘﺎﺑﻞ ﺍﻭ ﻗﺮﺍﺭ ﻣﻲﮔﺮﻓﺘﻨﺪ‪ ،‬ﺍﻧﮕﺎﺭ ﺩﺭ ﻣﻘﺎﺑﻞ ﭘﻨﺠﺮﻩﺍﻱ ﺑﺎﺯ ﺑﻪ ﺳﻮﻱ ﺭﻭﺡ ﺍﻭ ﻗﺮﺍﺭ ﮔﺮﻓﺘﻪﺍﻧﺪ‪ .‬ﻧﻘﺶ ﺑﺎﺯﻱ‬ ‫ﻛﺮﺩﻥ ﻭ ﺩﻻﻝ ﺑﺎﺯﻱ ﺑﺎ ﻣﺮﺍﻡ ﺍﻭ ﺟﻮﺭ ﺩﺭﻧﻤﻲﺁﻳﺪ‪ .‬ﺩﺭ ﺣﻘﻴﻘﺖ ﺍﻭ ﺩﺭ ﺯﻣﻴﻨﺔ ﻛﻨﺎﺭ ﺯﺩﻥ ﻧﻘﺎﺏﻫﺎ ﺍﺳﺘﺎﺩ ﺑﻮﺩ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﺍﻭ‬ ‫ﺑﻼﻓﺎﺻﻠﻪ ﺑﻪ ﺷﺮﻛﺎﻱ ﺍﻭ ﺗﺒﺪﻳﻞ ﻣﻲﺷﺪﻧﺪ ﻭ ﻧﻘﺎﺏ ﺍﺯ ﭼﻬﺮﻩ ﺑﺮﻣﻲﺩﺍﺷﺘﻨﺪ‪.‬‬

‫ﺑﻪ ﻛﻨﺎﺭ ﺍﻓﻜﻨﺪﻥ ﻧﻘﺎﺏ‪ ،‬ﻣﻈﻬﺮ ﺳﻌﺎﺩﺕ ﻭ ﺍﻧﺴﺎﻧﻴﺖ ﺍﺳﺖ‬ ‫ﻣﻘﺎﺻﺪ ﻭ ﻫﺪﻑﻫﺎﻱ ﺍﻓﺘﺨﺎﺭ ﺁﻣﻴﺰ ﺣﻜﻢ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﺎﻳﺪ ﺑﻲﭘﺮﺩﻩ ﻭ ﺑﺪﻭﻥ ﻧﻘﺎﺏ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻫﻤﻜﺎﺭﻱ ﻛﺮﺩﻩ ﻭ ﺑﺎ‬ ‫ﺁﻧﻬﺎ ﻗﺎﻃﻲ ﺷﺪ‪ .‬ﺍﮔﺮ ﻣﻦ ﻗﺎﺑﻞ ﺍﻋﺘﻤﺎﺩ ﺑﺎﺷﻢ‪ ،‬ﺍﻋﻤﺎﻝ ﻣﻦ ﻧﺸﺎﻥ ﺩﻫﻨﺪﺓ ﺁﻥ ﺧﻮﺍﻫﺪ ﺑﻮﺩ ﻛﻪ ﺻﺎﺩﻕ ﻫﺴﺘﻢ ﻭ ﺑﺎ ﺍﻋﺘﻤﺎﺩ ﺑﺎ‬ ‫ﺩﻳﮕﺮﺍﻥ‪ ،‬ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻣﻲﻛﻨﻢ‪.‬‬ ‫ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻣﺘﻘﻠﺐ‪ ،‬ﺩﺭﻏﮕﻮ ﻭ ﻓﺮﻳﺐﻛﺎﺭﻧﺪ‪ ،‬ﺩﺭ ﺑﺮﻗﺮﺍﺭﻱ ﺍﺭﺗﺒﺎﻃﺎﺕ‪ ،‬ﺭﻓﺘﺎﺭﺷﺎﻥ ﻧﺸﺎﻥ ﺩﻫﻨﺪﺓ ﺍﻳﻦ ﻭﺍﻗﻌﻴﺖ ﺍﺳﺖ‬ ‫ﻛﻪ ﺧﻮﺩﺷﺎﻥ ﺑﺎﻭﺭ ﺩﺍﺭﻧﺪ ﻛﻪ ﻏﻴﺮﻗﺎﺑﻞ ﺍﻋﺘﻤﺎﺩﻧﺪ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺩﺭ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﺩﻳﮕﺮﺍﻥ ﻧﻴﺰ ﻫﻤﻴﺸﻪ ﻣﺸﻜﻮﻙ ﻭ‬ ‫ﻧﺎﻣﻄﻤﺌﻦ ﻋﻤﻞ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻛﺴﻲ ﻛﻪ ﺧﻮﺩ ﻣﺸﻜﻮﻙ ﺍﺳﺖ‪ ،‬ﺑﺬﺭ ﻋﺪﻡ ﺍﻋﺘﻤﺎﺩ ﻣﻲﺍﻓﺸﺎﻧﺪ‪.‬‬ ‫ﺗﺸﺨﻴﺺ ﻳﻚ ﻣﺸﺘﺮﻱ ﺑﺎ ﻓﺮﺍﺳﺖ ﺍﺯ ﻧﻘﺎﺑﺪﺍﺭﺍﻥ ﺩﺭ ﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺁﻧﻬﺎ ﻣﻘﺎﺻﺪ ﻭ ﺍﻧﮕﻴﺰﻩﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﭘﺸﺖ ﺁﻥ‬ ‫ﻣﺨﻔﻲ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﻧﻘﺎﺑﺪﺍﺭﺍﻥ ﺭﺍﻫﻲ ﺟﺰ ﺍﻳﻦ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﻫﺮ ﻋﻤﻞ ﻏﻴﺮﺻﺎﺩﻗﺎﻧﻪﺍﻱ ﻛﻪ ﺍﺯ ﺟﺎﻧﺐ ﺷﻤﺎ ﺳﺮ ﺑﺰﻧﺪ‬ ‫ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﺑﺮﺩﺍﺷﺖ ﻣﺸﺘﺮﻱ ﺍﺯ ﺷﻤﺎ ﺑﻪ ﻓﺮﻳﺐﻛﺎﺭﻱ ﻣﻨﺠﺮ ﺷﻮﺩ ﻛﻪ ﺍﻳﻦ ﺧﻮﺩ ﻣﺎﻧﻌﻲ ﺩﺭ ﻣﻘﺎﺑﻞ ﻣﺸﺎﺭﻛﺖ ﺑﺎ‬ ‫ﻣﺸﺘﺮﻱ ﺍﺳﺖ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺧﻮﺩ ﺭﺍ ﺍﺯ ﻫﺮ ﺍﻧﺪﻳﺸﻪﺍﻱ ﺭﻫﺎ ﻛﻦ ﻭ ﻓﻘﻂ ﺑﻪ ﺩﻧﺒﺎﻝ ﺣﻘﻴﻘﺖ ﺑﺎﺵ‪ ،‬ﺣﺘﻲ ﺍﮔﺮ ﺩﺳﺘﺖ ﺑﻪ ﺁﻥ ﻧﺮﺳﺪ‪".‬‬

‫‪ 15‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﺑﺨﺶ ‪١٤‬‬

‫ﺻﺪﺍﻗﺖ ﻭ ﺻﺮﺍﺣﺖ ﻣﺸﺘﺮﻱ‬ ‫ﺗﺪ ﻟﻮﻳﺖ ﺍﺳﺘﺎﺩ ﺩﺍﻧﺸﮕﺎﻩ ﻫﺎﺭﻭﺍﺭﺩ ﻭ ﭘﻴﺸﻜﺴﻮﺕ ﺍﻣﺮ ﺑﺎﺯﺍﺭﻳﺎﺑﻲ ﻣﻲﮔﻮﻳﺪ ﻳﻜﻲ ﺍﺯ ﻋﻼﺋﻢ ﺑﺪ ﺑﺮﺍﻱ ﺣﻔﻆ ﺭﻭﺍﺑﻂ ﺑﺎ‬ ‫ﻣﺘﺸﺮﻳﺎﻥ‪ ،‬ﻋﺪﻡ ﻭﺟﻮﺩ ﺷﻜﺎﻳﺖ ﺍﺯ ﺁﻧﺎﻥ ﺍﺳﺖ‪ .‬ﻫﻴﭽﻜﺲ ﻫﻤﻴﺸﻪ ﺭﺍﺿﻲ ﻧﻴﺴﺖ‪ .‬ﺑﻪﺧﺼﻮﺹ ﺩﺭ ﺩﺭﺍﺯﻣﺪﺕ‪ ،‬ﻣﮕﺮ ﺁﻧﻜﻪ‬ ‫ﻣﺸﺘﺮﻱ ﺭﻙ ﻭ ﺭﺍﺳﺖ ﻧﺒﺎﺷﺪ ﻭ ﻳﺎ ﺗﻤﺎﺱ ﻧﺪﺍﺷﺘﻪ ﺑﺎﺷﺪ ﻭ ﮔﺮﻧﻪ ﺑﺎﻳﺪ ﺷﻜﺎﻳﺘﻲ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ‪.‬‬ ‫ﻋﺪﻡ ﺣﻀﻮﺭ ﺻﺪﺍﻗﺖ‪ ،‬ﺑﺎﻋﺚ ﻛﺎﻫﺶ ﺍﻋﺘﻤﺎﺩ ﻭ ﺩﺭ ﻧﺘﻴﺠﻪ ﺗﺨﺮﻳﺐ ﺭﻭﺍﺑﻂ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺷﺮﻛﺎ ﻫﻤﭽﻮﻥ ﻫﻤﺴﺮﺍﻥ‪ ،‬ﺍﻳﻦ‬ ‫ﺍﻧﺘﻈﺎﺭ ﺭﺍ ﺍﺯ ﺷﺮﻳﻚ ﺧﻮﺩ ﻧﺪﺍﺭﻧﺪ ﻛﻪ ﻛﻤﺎﻝ ﻣﻄﻠﻮﺏ ﺑﺎﺷﻨﺪ‪ ،‬ﺁﻧﻬﺎ ﻓﻘﻂ ﺍﻧﺘﻈﺎﺭ ﺩﺍﺭﻧﺪ ﻛﻪ ﺷﺮﻳﻜﺸﺎﻥ ﺩﺭ ﺍﻳﻦ ﺟﻬﺖ ﮔﺎﻡ‬ ‫ﺑﺮﺩﺍﺭﺩ‪ .‬ﺍﮔﺮ ﺗﻤﺎﻳﻼﺕ ﺧﻮﺩ ﺭﺍﺩﺭ ﺟﻬﺖ ﺣﻔﻆ ﺍﻳﻦ ﻛﻤﺎﻝﮔﺮﺍﻳﻲ ﺑﻪ ﻧﻤﺎﻳﺶ ﺑﮕﺬﺍﺭﻳﻢ‪ ،‬ﺁﻥ ﻭﻗﺖ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﻣﺸﻜﻠﻲ‬ ‫ﺩﺍﺷﺘﻪﺍﻧﺪ ﻭ ﺍﻳﻦ ﻣﺸﻜﻞ ﺁﻧﻬﺎ ﺑﻪ ﺭﻭﺷﻲ ﺩﻟﭽﺴﺐ ﺣﻞ ﺷﺪﻩ ﺍﺳﺖ‪ ،‬ﺑﻬﺘﺮ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻫﺴﺘﻨﺪ ﻛﻪ ﻣﺸﻜﻞ ﻳﺎ ﺷﻜﺎﻳﺘﻲ ﺭﺍ‬ ‫ﻃﺮﺡ ﻧﻜﺮﺩﻩﺍﻧﺪ‪.‬‬ ‫ﺑﻪ ﻣﻮﺟﺐ ﺁﻣﺎﺭﻫﺎﻱ ﺑﺴﻴﺎﺭ ﺩﻗﻴﻖ ﻣﺸﺨﺺ ﺷﺪﻩ ﺍﺳﺖ ﻛﻪ ﺷﺎﻛﻴﺎﻥ ﺩﻭ ﺑﺮﺍﺑﺮ ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﻣﺸﻜﻞ ﺧﺪﻣﺎﺗﻲ‬ ‫ﺩﺍﺷﺘﻪ ﻭﻟﻲ ﺷﻜﺎﻳﺘﻲ ﻧﻜﺮﺩﻩﺍﻧﺪ‪ ،‬ﺍﺭﺯﺵ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻨﺎﺑﺮﺍﻳﻦ ﺑﻬﺘﺮ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﻣﻴﺎﻥ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺭﻓﺘﻪ ﻭ ﺩﺭ ﻣﻮﺭﺩ‬ ‫ﺭﺿﺎﻳﺖ ﺁﻧﻬﺎ ﺩﺭ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﺧﻮﺩﺗﺎﻥ ﺍﻃﻼﻋﺎﺗﻲ ﻛﺴﺐ ﻛﻨﻴﺪ‪.‬‬ ‫ﻳﻜﻲ ﺍﺯ ﺟﺰﺋﻴﺎﺕ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﻣﺆﺛﺮ‪ ،‬ﺻﺪﺍﻗﺖ ﻭ ﺑﻲﭘﺮﺩﮔﻲ ﺍﺳﺖ‪ .‬ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺣﻘﻴﻘﺖ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺍﺯ ﻃﺮﻳﻖ‬ ‫ﺍﻧﺘﻘﺎﺩ ﺩﻭ ﺟﺎﻧﺒﻪ ﻣﻘﺪﻭﺭ ﺍﺳﺖ‪ .‬ﺷﻬﺎﻣﺖ ﭘﺮﺳﺶ ﻭ ﺍﻧﺘﻘﺎﺩﭘﺬﻳﺮﻱ ﺍﺯ ﺿﺮﻭﺭﻳﺎﺕ ﺍﺳﺖ‪ .‬ﺧﺪﻋﻪ ﻭ ﻧﻴﺮﻧﮓ ﺭﺍ ﺍﺯ ﻣﺪﺍﺭ‬ ‫ﺧﺎﺭﺝ ﻛﻨﻴﺪ ﺗﺎ ﺑﺎﻋﺚ ﺭﺷﺪ ﻭ ﺑﺎﻟﻨﺪﮔﻲ ﺷﻤﺎ ﮔﺮﺩﺩ‪.‬‬ ‫ﻳﻚ ﻣﺸﺎﺭﻛﺖ ﺳﺎﻟﻢ ﺑﺎ ﻣﺸﺘﺮﻱ ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﺍﺯﺩﻭﺍﺝ ﺳﺎﻟﻢ ﺑﺮﺍﺳﺎﺱ ﺻﺮﺍﺣﺖ‪ ،‬ﺭﻙﮔﻮﻳﻲ ﻭ ﺍﻧﺘﻘﺎﺩ ﭘﺬﻳﺮﻱ ﺑﻨﺎ‬ ‫ﻣﻲﺷﻮﺩ‪ .‬ﻫﻤﺎﻥ ﻗﺪﺭ ﻛﻪ ﺭﻭﺍﺑﻂ ﺭﻭ ﺑﻪ ﺑﻬﺒﻮﺩ ﻣﻲﺭﻭﺩ‪ ،‬ﺭﻭﺍﺑﻂ ﻣﻴﺎﻥ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﻭ ﺩﺭﻳﺎﻓﺖﻛﻨﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻧﻴﺰ‬ ‫ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﻭﺍﻗﻌﻲ ﺗﺒﺪﻳﻞ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺯﺑﺎﻥ ﺣﻘﻴﻘﺖ‪ ،‬ﺳﺎﺩﻩ ﻭ ﺑﻪ ﺗﻌﻮﻳﻒ ﻧﻴﻨﺪﺍﺧﺘﻦ ﺍﺳﺖ‪".‬‬

‫ﺑﺨﺶ ‪١٥‬‬

‫ﮔﻮﺵ ﻛﺮﺩﻥ‪ ،‬ﻳﻚ ﻭﺭﺯﺵ ﺍﺭﺗﺒﺎﻃﻲ‬ ‫ﻣﻔﻬﻮﻡ ﺷﻨﻴﺪﻥ‪ ،‬ﻧﮕﺎﻩ ﻛﺮﺩﻥ ﺻﺮﻑ ﺑﻪ ﻃﺮﻑ ﻣﻘﺎﺑﻞ ﻫﻨﮕﺎﻡ ﺻﺤﺒﺖ ﺑﺎ ﺷﻤﺎ ﻧﻴﺴﺖ‪ .‬ﺑﻠﻜﻪ ﻣﻔﻬﻮﻡ ﺷﻨﻴﺪﻥ ﺍﻳﻦ‬ ‫ﺍﺳﺖ ﻛﻪ ﺩﺭﮔﻴﺮﻱ ﻓﻌﺎﻻﻧﻪﺍﻱ ﻧﺴﺒﺖ ﺑﻪ ﻓﻬﻤﻴﺪﻥ ﻣﻄﺎﻟﺒﻲ ﻛﻪ ﻃﺮﻑ ﻣﻘﺎﺑﻞ ﻣﻲﮔﻮﻳﺪ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ‪ .‬ﺷﻨﻴﺪﻥ ﻳﻚ‬ ‫ﺍﺭﺗﺒﺎﻁ ﻭﺭﺯﺷﻲ ﺍﺳﺖ‪ .‬ﺷﻨﻴﺪﻥ ﺑﺪﻭﻥ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻥ‪ ،‬ﻳﻌﻨﻲ ﻧﮕﺎﻩ ﻛﺮﺩﻥ ﺑﺪﻭﻥ ﺩﻳﺪﻥ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ‪،‬‬ ‫ﻧﻴﺎﺯ ﺑﻪ ﺷﻨﻮﻧﺪﻩﺍﻱ ﺩﺍﺭﺩ ﻛﻪ ﺑﻪ ﻣﺸﺘﺮﻱ ﺑﮕﻮﻳﺪ " ﺍﻭﻩ‪ ،‬ﺍﻭ ﻭﺍﻗﻌﺎ ﺑﻪ ﺣﺮﻑﻫﺎﻱ ﻣﻦ ﮔﻮﺵ ﺩﺍﺩ‪".‬‬

‫‪ 16‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﺧﻮﺏ ﮔﻮﺵ ﺩﺍﺩﻥ‪ ،‬ﭘﺬﻳﺮﺵ ﻭ ﻭﺍﻛﻨﺶ ﺭﺍ ﺑﺎ ﻫﻢ ﺗﺮﻛﻴﺐ ﻣﻲﻛﻨﺪ‬ ‫ﺧﻮﺏ ﮔﻮﺵ ﺩﺍﺩﻥ‪ ،‬ﻓﻌﺎﻟﻴﺖ ﻭ ﻭﺍﻛﻨﺶ ﺑﻪ ﻫﻤﺮﺍﻩ ﺩﺍﺭﺩ‪ .‬ﺑﺎ ﺩﻗﺖ ﻭ ﻫﻴﺠﺎﻥ ﮔﻮﺵ ﺩﺍﺩﻥ ﺑﺎﻋﺚ ﺩﺭﻫﻢﺁﻣﻴﺮﻱ‬ ‫ﺩﺭﻳﺎﻓﺖﻫﺎ ﻭ ﻋﻼﺋﻖ ﻣﻲﮔﺮﺩﺩ‪ .‬ﺍﺯ ﺟﻤﻠﻪ ﺗﺸﻜﺮ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺧﺎﻃﺮ ﻣﺮﺍﺟﻌﺎﺕ ﺑﻌﺪﻱ ﻭ ﻓﻬﻤﺎﻧﺪﻥ ﺍﻳﻦ ﻣﻄﺎﻟﺐ ﺑﻪ ﺁﻧﻬﺎ‬ ‫ﻛﻪ ﺩﺭﻳﺎﻓﺖ ﺍﻇﻬﺎﺭ ﻧﻈﺮﺷﺎﻥ‪ ،‬ﺑﺎﻋﺚ ﺑﻬﺒﻮﺩ ﺭﻭﺍﺑﻂ ﻣﻲﮔﺮﺩﺩ‪.‬‬ ‫ﺑﺎ ﻫﻴﺠﺎﻥ ﻭ ﻋﻼﻗﻪ ﮔﻮﺵ ﺩﺍﺩﻥ ﺑﺎﻋﺚ ﻓﻬﻢ ﺑﻲﺩﺭﻳﻎ ﻣﻲﺷﻮﺩ ﻛﻪ ﺧﻮﺩ ﺯﻧﺪﻩ ﻛﻨﻨﺪﻩ ﺍﻳﻦ ﺍﺣﺴﺎﺱ ﺩﺭ ﻣﺸﺘﺮﻱ‬ ‫ﺍﺳﺖ ﻛﻪ "ﺑﺎ ﺍﻳﻨﻜﻪ ﭼﻨﻴﻦ ﺍﻧﺘﻈﺎﺭﻱ ﻧﺪﺍﺷﺘﻲ‪ ،‬ﺍﻣﺎ ﺑﻪ ﺗﻤﺎﻡ ﺣﺮﻑﻫﺎﻳﺖ ﺑﻪ ﺩﻗﺖ ﮔﻮﺵ ﺩﺍﺩﻡ‪ ".‬ﮔﻮﺵ ﺩﺍﺩﻥ ﺩﺭ‬ ‫ﻣﺸﺎﺭﻛﺖ‪ ،‬ﻳﻚ ﺍﻣﺮ ﺑﺪﻳﻬﻲ ﺍﺳﺖ‪ .‬ﭼﻪ ﭼﻴﺰ ﺑﺎﻋﺚ ﺩﻭﺍﻡ ﻣﺸﺎﺭﻛﺖ ﻣﻲﮔﺮﺩﺩ؟ ﺧﻮﺍﻩ ﺍﻳﻦ ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺍﺯﺩﻭﺍﺝ ﻭ ﻳﺎ‬ ‫ﺭﻭﺍﺑﻂ ﺑﺎ ﻣﺸﺘﺮﻱ ﺑﺎﺷﺪ‪ .‬ﺑﻪ ﻫﺮ ﺻﻮﺭﺕ ﺍﺭﺗﺒﺎﻃﺎﺕ ﺧﺎﺭﻕ ﺍﻟﻌﺎﺩﻩ‪ ،‬ﻧﻘﺶ ﺑﺴﻴﺎﺭ ﻣﺆﺛﺮﻱ ﺩﺭ ﺍﻳﻦ ﺍﻣﺮ ﺩﺍﺭﻧﺪ‪ .‬ﺷﺮﻛﺎ ﺍﺯ‬ ‫ﺷﻤﺎ ﺗﻮﻗﻊ ﺩﺍﺭﻧﺪ ﻃﻮﺭﻱ ﺍﺯ ﺧﻮﺩ ﻭﺍﻛﻨﺶ ﻧﺸﺎﻥ ﺩﻫﻴﺪ ﻛﻪ ﺑﺮﺍﻱ ﮔﻔﺘﻪ ﻫﺎﻱ ﺁﻧﻬﺎ ﻧﻬﺎﻳﺖ ﺍﺭﺯﺵ ﺭﺍ ﻗﺎﺋﻞ ﺷﻮﻳﺪ‪.‬‬ ‫ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﺑﺰﺭﮒ ﻭ ﭘﺎﻳﺎ ﺑﺮﺍﺳﺎﺱ ﺻﺪﺍﻗﺖ ﺩﺭ ﺻﻔﺎﺕ ﺩﻭ ﻃﺮﻑ ﺑﻨﺎ ﻣﻲﺷﻮﺩ‪ .‬ﻫﺮ ﺩﻭ ﺍﻳﻦ ﺻﻔﺎﺕ ﺑﺴﺘﮕﻲ ﺑﻪ‬ ‫ﺧﻮﺏ ﮔﻮﺵ ﺩﺍﺩﻥ ﺩﺍﺭﺩ‪ .‬ﺧﻮﺏ ﮔﻮﺵ ﻛﺮﺩﻥ‪ ،‬ﺍﻳﺠﺎﺩ ﺻﺪﺍﻗﺖ ﻭ ﺻﺮﺍﺣﺖ ﻣﻲﻧﻤﺎﻳﺪ ﻛﻪ ﺧﻮﺩ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﺍﺭﺍﺋﻪ‬ ‫ﺩﻫﻨﺪﻩ ﺧﺪﻣﺖ ﺩﺭ ﺍﺻﻼﺡ ﻭ ﺑﻬﺒﻮﺩ ﺧﺪﻣﺖ ﺧﻮﺩ ﺑﻜﻮﺷﺪ‪ .‬ﻣﻔﻬﻮﻡ ﮔﻮﺵ ﺩﺍﺩﻥ ﻭ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﺮﺩﻥ ﺩﺭ ﻣﺸﺎﺭﻛﺖ‪،‬‬ ‫ﻓﺮﺍﺗﺮ ﺍﺯ ﺩﺳﺘﻮﺭﻛﺎﺭﻫﺎﻱ ﺭﻭﺯﻣﺮﻩ ﻭ ﺍﺭﻗﺎﻡ ﺍﺳﺖ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺳﻜﻮﺕ ﺑﻪ ﺟﺎ‪ ،‬ﺑﺴﻴﺎﺭ ﻓﺼﻴﺢﺗﺮ ﺍﺯ ﻳﻚ ﺳﺨﻨﺮﺍﻧﻲ ﺍﺳﺖ‪".‬‬

‫ﺗﻌﺎﺩﻝ‬ ‫ﺑﺨﺶ ‪١٦‬‬ ‫"ﻣﺎ" ﺿﻤﻴﺮ ﻗﺪﺭﺕ ﺍﺳﺖ‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺍﺑﺘﺪﺍﻱ ﺍﻳﻦ ﺑﺨﺶ ﺑﻪ ﻣﺎﺟﺮﺍﻱ ﭼﮕﻮﻧﮕﻲ ﺑﺮﺧﻮﺭﺩ ﺻﻤﻴﻤﺎﻧﻪ ﺻﺎﺣﺐ ﻳﻚ ﭼﺎﭘﺨﺎﻧﺔ ﻛﻮﭼﻚ ﺑﺎ‬ ‫ﻣﺸﺘﺮﻳﺎﻧﺶ ﻭ ﻣﺸﺎﺭﻛﺖ ﮔﺴﺘﺮﺩﺓ ﺁﻧﻬﺎ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ ﻛﻪ ﺧﻼﺻﺔ ﺁﻥ ﺑﻪ ﺍﻳﻦ ﺷﺮﺡ ﺍﺳﺖ‪:‬‬ ‫ﺍﻭﻟﻴﻦ ﺑﺎﺭ ﻛﻪ ﺩﻳﻮ ﻓﺎﺭﺳﺖ ﺭﺍ ﻣﻼﻗﺎﺕ ﻛﺮﺩﻡ‪ ،‬ﺻﺎﺣﺐ ﺍﻣﺘﻴﺎﺯ ﻳﻚ ﭼﺎﭘﺨﺎﻧﻪ ﻛﻮﭼﻚ ﺩﺭ ﺷﺎﺭﻟﻮﺕ ﺑﻮﺩ‪ ،‬ﺟﺎﻳﻲ ﻛﻪ ﺁﻥ‬ ‫ﺭﺍ ﻣﺤﻞ ﺗﻬﻴﻪ ﻛﭙﻲﻫﺎﻱ ﻓﻮﺭﻱ ﻣﻲﻧﺎﻣﻴﺪﻳﻢ‪ .‬ﻛﭙﻲﻫﺎﻱ ﺍﻭ ﺑﻬﺘﺮ ﻭ ﻳﺎ ﺍﺭﺯﺍﻥﺗﺮ ﺍﺯ ﺩﻳﮕﺮﺍﻥ ﻧﺒﻮﺩ‪ ،‬ﺍﻣﺎ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻧﺶ ﺑﻪ ﻧﺤﻮﻱ‬ ‫ﺑﺮﺧﻮﺭﺩ ﻣﻲﻛﺮﺩ ﻛﻪ ﺍﻧﮕﺎﺭ ﺁﻧﻬﺎ ﺑﻬﺘﺮﻳﻦ ﺩﻭﺳﺘﺎﻧﺶ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﻣﺴﺎﺣﺖ ﻣﻐﺎﺯﻩ ﻭ ﺣﺠﻢ ﻛﺎﺭ ﻭﻱ ﺑﻪﺯﻭﺩﻱ ﭼﻬﺎﺭ ﺑﺮﺍﺑﺮ ﺷﺪ‪ .‬ﻣﺸﺘﺮﻳﺎﻧﺶ ﻫﻤﻪ ﻣﺠﺬﻭﺏ ﻭﻱ ﺷﺪﻩ ﺑﻮﺩﻧﺪ‪ .‬ﺩﻳﻮ‬ ‫ﻫﻤﻴﺸﻪ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻧﺶ ﺍﺣﺘﺮﺍﻡ ﻣﻲﮔﺬﺍﺷﺖ‪ .‬ﺍﻭ ﻫﻤﭽﻨﻴﻦ ﻣﺤﺘﺮﻣﺎﻧﻪ ﺍﺯ ﺑﻪ ﻛﺎﺭ ﮔﺮﻓﺘﻦ ﻓﻜﺮ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺩﺭ ﺟﻬﺖ‬ ‫ﺑﺼﻴﺮﺕ ﻭ ﻋﻘﺎﻳﺪ ﺁﻧﻬﺎ ﻭ ﺍﺯ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﻗﻠﺐ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻪ ﺧﺎﻃﺮ ﻭﻓﺎﺩﺍﺭﻱ ﻭ ﺟﺬﺏ ﺁﻧﻬﺎ ﺑﻬﺮﻩ ﻣﻲﺑﺮﺩ‪ .‬ﻫﻤﺔ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺩﺭ ﺍﻳﻦ ﺍﻧﺪﻳﺸﻪ ﺑﻮﺩﻧﺪ ﻛﻪ ﭼﮕﻮﻧﻪ ﻣﻲﺗﻮﺍﻥ ﺩﻳﻮ ﺭﺍ ﻳﺎﺭﻱ ﺩﺍﺩ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺑﻪ ﺻﻮﺭﺕ ﺗﻚﻫﻤﺴﺮﻱ ﺩﺭﺁﻣﺪﻩ ﺑﻮﺩ ﻭ‬ ‫ﻫﻴﭽﻴﻚ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻭ‪ ،‬ﻫﻴﭽﻴﻚ ﺍﺯ ﺍﻣﻮﺭ ﭼﺎﭘﻲ ﻭ ﮔﺮﺍﻓﻴﻜﻲ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﻛﺴﻲ ﻏﻴﺮ ﺍﺯ ﺍﻭ ﻭﺍﮔﺬﺍﺭ ﻧﻤﻲﻛﺮﺩﻧﺪ‪.‬‬ ‫ﻛﻴﻔﻴﺖ ﻭ ﻧﺤﻮﺓ ﺧﺪﻣﺖ ﺍﻭ ﻃﻮﺭﻱ ﺑﻮﺩ ﻛﻪ ﻣﻲﺷﺪ ﺁﻥ ﺭﺍ ﺑﺮﺍﺑﺮﻱ ﻧﺎﻣﻴﺪ‪ .‬ﻭﻱ ﻛﺎﺭﻫﺎﻳﺶ ﺭﺍ ﻫﻤﻴﺸﻪ ﺑﺎ ﺍﻃﻤﻴﻨﺎﻥ ﻭ‬ ‫ﺷﻬﺎﻣﺖ ﻭ ﺍﺣﺘﺮﺍﻡ ﺍﻧﺠﺎﻡ ﻣﻲﺩﺍﺩ ﻭ ﻣﻮﻓﻘﻴﺖ ﺧﻮﺩ ﺭﺍ ﻓﻘﻂ ﺩﺭ ﺍﺭﺗﺒﺎﻁ ﺑﺎ ﺷﺮﻛﺎﻳﺶ ﻣﻲﺩﺍﻧﺴﺖ‪ .‬ﺑﺮﺍﺑﺮﻱ ﻣﻄﻠﺒﻲ ﻧﻴﺴﺖ‬ ‫ﻛﻪ ﺻﺮﻓﺎﹰ ﺩﺭ ﻛﺘﺎﺏﻫﺎ ﺑﺨﻮﺍﻧﻴﻢ‪ ،‬ﺑﻠﻜﻪ ﻫﺴﺘﻪ ﻣﺮﻛﺰﻱ ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺍﺳﺖ‪.‬‬

‫‪ 17‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺑﺮﺍﺑﺮﻱ ﺑﺎ ﺍﺣﺘﺮﺍﻡ ﻗﺎﺋﻞ ﺷﺪﻥ‪ ،‬ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ ﻭ ﻣﺸﺎﺭﻛﺖ ﻣﻲﻃﻠﺒﺪ‬ ‫ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ‪ ،‬ﻫﻤﭽﻮﻥ ﺍﺯﺩﻭﺍﺝ ﻧﻴﺴﺖ ﻛﻪ ﺩﺭ ﻳﻚ ﻟﺤﻈﻪ ﻭ ﺑﺎ ﻳﻚ ﭘﺮﺵ ﺻﻮﺭﺕ ﺑﮕﻴﺮﺩ‪ ،‬ﺑﻠﻜﻪ ﻣﺮﺍﺣﻠﻲ‬ ‫ﺩﺍﺭﺩ ﻛﻪ ﺑﺎﻳﺪ ﻃﻲ ﺷﻮﺩ‪ .‬ﻳﻜﻲ ﺍﺯ ﺿﺮﻭﺭﻳﺎﺕ ﺍﻳﻦ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﺍﺣﺘﺮﺍﻡ ﻗﺎﺋﻞ ﺷﺪﻥ ﺑﺮﺍﻱ ﻃﺮﻑ ﻣﻘﺎﺑﻞ ﺍﺳﺖ‪ .‬ﺍﺣﺘﺮﺍﻡ‬ ‫ﻧﻬﺎﺩﻥ‪ ،‬ﺗﺮﻛﻴﺒﻲ ﺍﺯ ﺍﺭﺝ ﮔﺬﺍﺭﺩﻥ ﻭ ﺍﻓﺘﺨﺎﺭ ﻛﺮﺩﻥ ﺍﺳﺖ‪ .‬ﺑﺮﺍﻱ ﺍﺭﺝ ﮔﺬﺍﺭﺩﻥ ﻳﻚ ﺭﺍﺑﻄﻪ‪ ،‬ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺁﻥ ﺍﻋﺘﺒﺎﺭ ﻗﺎﺋﻞ ﺑﻮﺩ‬ ‫ﻭ ﺗﺎ ﺣﺪ ﭘﺮﺳﺘﺶ ﺩﻭﺳﺖ ﺩﺍﺷﺖ‪.‬‬ ‫ﺷﻤﺎ ﻧﻤﻲﺗﻮﺍﻧﻴﺪ ﻛﻨﺎﺭﻱ ﺑﺎﻳﺴﺘﻴﺪ ﻭ ﺷﺎﻫﺪ ﻣﺸﺎﺭﻛﺖ ﺧﻮﺩ ﺩﺭ ﺍﻣﻮﺭ ﺑﺎﺷﻴﺪ‪ ،‬ﺑﻠﻜﻪ ﺑﺎﻳﺪ ﭘﺎﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﺑﻪ ﺁﺏ ﺑﺰﻧﻴﺪ‬ ‫ﻭ ﻭﺍﺭﺩ ﻋﻤﻞ ﺷﻮﻳﺪ‪ .‬ﻣﺜﻞ " ﺁﻧﻬﺎﻳﻲ ﺳﻬﻢ ﻣﻲﺑﺮﻧﺪ ﻛﻪ ﺩﻝ ﻣﻲﺳﻮﺯﺍﻧﻨﺪ" ﻣﻔﻬﻮﻡ ﻋﻤﻴﻖ ﻣﺸﺎﺭﻛﺖ ﺭﺍ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪.‬‬ ‫ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﭘﺎﻳﺎ ﻭ ﻣﻘﺘﺪﺭ ﻣﻴﺎﻥ ﺷﺮﻛﺎﻳﻲ ﺑﺮﻗﺮﺍﺭ ﻣﻲﻣﺎﻧﺪ ﻛﻪ ﻫﻤﺪﺭﺩﻱ ﻭ ﺩﻟﺴﻮﺯﻱ ﺧﻮﺩ ﺭﺍ ﺍﺑﺮﺍﺯ ﻣﻲﺩﺍﺭﻧﺪ‪ ،‬ﻧﻪ‬ ‫ﺁﻧﻬﺎﻳﻲ ﻛﻪ ﺩﺭ ﻇﺎﻫﺮ ﺍﻃﺎﻋﺖ ﻭ ﻓﺮﻣﺎﻥﺑﺮﺩﺍﺭﻱ ﻣﻲﻧﻤﺎﻳﻨﺪ‪.‬‬ ‫ﺗﻌﺎﺩﻝ ﻭ ﺑﺮﺍﺑﺮﻱ‪ ،‬ﻧﻴﺎﺯﻣﻨﺪ ﻓﻀﺎﻳﻲ ﺑﺎﺯ ﺍﺳﺖ ﻛﻪ ﺑﺎ ﺍﺣﺘﺮﺍﻡ ﻫﻤﺮﺍﻩ ﺑﺎﺷﺪ ﻭ ﺍﻳﻦ ﺭﺍﺑﻄﻪ ﺍﺳﺖ ﻛﻪ ﺿﻤﻦ ﺑﻬﺮﻩﻭﺭﻱ ﺍﺯ‬ ‫ﻣﻨﺎﻓﻊ ﻣﺸﺘﺮﻙ ﻭ ﺩﻭ ﺟﺎﻧﺒﻪ ﺑﺮﺍﻱ ﺗﻔﻜﻴﻚ ﻭ ﺟﺪﺍﻳﻲ ﻧﻴﺰ ﺣﺪ ﻭ ﺣﺮﻣﺖ ﻗﺎﺋﻞ ﺍﺳﺖ‪.‬‬ ‫ﭼﻨﺪ ﻋﺎﻣﻞ ﻣﻬﻢ ﻛﻪ ﺗﺄﺛﻴﺮ ﺑﻴﺸﺘﺮﻱ ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﻣﻲﺑﺨﺸﻨﺪ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﺷﻴﻔﺘﮕﻲ ﺑﺮﺍﻱ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺑﺮﺍﺑﺮﻱ ﺩﺭ‬ ‫ﻣﺸﺎﺭﻛﺖ‪ ،‬ﺍﺣﺘﺮﺍﻡ ﻧﻬﺎﺩﻥ‪ ،‬ﺗﺸﺮﻳﻚ ﻣﺴﺎﻋﻲ ﻭ ﺍﻳﺠﺎﺩ ﻓﻀﺎﻱ ﺑﺎﺯ‪ .‬ﺑﺮﺧﻮﺭﺩ ﻭ ﻧﺤﻮﺓ ﺭﻓﺘﺎﺭ ﺩﻳﻮ ﻓﺎﺭﺳﺖ ﻣﻲﺗﻮﺍﻧﺪ‬ ‫ﺳﺮﻣﺸﻖ ﺧﻮﺑﻲ ﺑﺮﺍﻱ ﻣﺸﺎﺭﻛﺖ ﺛﻤﺮﺑﺨﺶ ﺩﺭ ﺩﺭﺍﺯ ﻣﺪﺕ ﺑﺮﺍﻱ ﻫﻤﮕﺎﻥ ﺑﺎﺷﺪ‪.‬‬

‫ﭘﻴﺎﻡ ‪" :‬ﺑﺪﻭﻥ ﺷﻬﺎﻣﺖ‪ ،‬ﺗﻤﺎﻡ ﺧﻮﺑﻲﻫﺎ ﻣﻔﻬﻮﻡ ﺧﻮﺩ ﺭﺍ ﺍﺯ ﺩﺳﺖ ﻣﻲﺩﻫﻨﺪ‪".‬‬ ‫ﺑﺨﺶ ‪١٧‬‬

‫ﺗﻘﺎﺑﻞ )ﻣﻌﺎﻣﻠﻪ ﺑﻪ ﻣﺜﻞ( ﺷﻨﺎﻭﺭ‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ ﺑﻪ ﺩﺍﺳﺘﺎﻥ ﻳﻚ ﻣﻐﺎﺯﺓ ﻟﺒﺎﺳﺸﻮﻳﻲ ﺍﺷﺎﺭﻩ ﻣﻲﻛﻨﺪ ﻛﻪ ﭘﺲ ﺍﺯ ﭘﺸﺖ ﺳﺮﮔﺬﺍﺷﺘﻦ‬ ‫ﺣﻮﺍﺩﺛﻲ‪ ،‬ﭼﮕﻮﻧﻪ ﺑﺎ ﺍﺟﺮﺍﻱ ﺭﻫﻨﻤﻮﺩﻫﺎﻱ ﻣﺪﻳﺮﻳﺘﻲ ﻧﻮﻳﺴﻨﺪﻩ ﺑﻪ ﺍﻋﺘﻤﺎﺩ ﻭ ﺁﺭﺍﻣﺶ ﻛﺎﻣﻞ ﺩﺳﺖ ﻳﺎﻓﺘﻪ ﻭ ﺍﻭ ﺭﺍ ﺷﺮﻳﻚ‬ ‫ﻧﺎﻣﺮﺋﻲ ﺧﻮﺩ ﺩﺍﻧﺴﺘﻪ ﺍﺳﺖ‪ .‬ﺧﻼﺻﻪ ﺩﺍﺳﺘﺎﻥ ﺍﻳﻦ ﭼﻨﻴﻦ ﺍﺳﺖ‪ :‬ﻣﻐﺎﺯﻩ ﻟﺒﺎﺳﺸﻮﺋﻲ ﻫﺮﻳﺘﻴﺞ )‪ (Heritage‬ﻣﻐﺎﺯﻩﺍﻱ ﺗﻚ ﺑﺎ‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﻣﺮﺩﻣﻲ ﺩﺭ ﺷﺎﺭﻟﻮﺕ ﺍﺳﺖ‪ .‬ﭘﻞ )‪ (Paul‬ﺻﺎﺣﺐ ﻭ ﻣﺎﻟﻚ ﻣﻐﺎﺯﻩ‪ ،‬ﻛﺎﺭﻫﺎﻱ ﻣﺮﺑﻮﻁ ﺑﻪ ﺗﺤﻮﻳﻞ ﮔﺮﻓﺘﻦ ﻭ ﺗﺤﻮﻳﻞ‬ ‫ﺩﺍﺩﻥ ﻟﺒﺎﺱ ﻭ ﺧﻮﺷﺎﻣﺪﮔﻮﻳﻲ ﻭ ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﺭﺍ ﺧﻮﺩﺵ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﺪ‪ .‬ﺭﻭﺯﻱ ﺭﺳﻴﺪ ﻛﻪ ﻣﻐﺎﺯﻩ ﺁﺗﺶ ﮔﺮﻓﺖ‪ ،‬ﺍﻣﺎ‬ ‫ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﭘﻞ ﺑﺮﺍﻱ ﺧﺪﻣﺖ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻧﺶ ﺣﺎﺿﺮ ﺑﻪ ﻫﺮ ﻛﺎﺭﻱ ﺑﻮﺩ‪ ،‬ﺑﺮﺍﻱ ﺟﻠﻮﮔﻴﺮﻱ ﺍﺯ ﻫﺮ ﮔﻮﻧﻪ ﻭﻗﻔﻪ ﺩﺭ ﺍﻣﻮﺭ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﻣﻐﺎﺯﻩﺍﺵ ﺭﺍ ﺩﺭ ﻳﻚ ﺗﺮﻳﻠﺮ ﺩﺍﻳﺮ ﻛﺮﺩ‪ .‬ﺩﺭ ﺍﻳﻦ ﻫﻨﮕﺎﻡ ﭘﻴﺸﻨﻬﺎﺩﻫﺎﻱ ﻧﻮﻳﺴﻨﺪﻩ ﺑﻪ ﭘﻞ ﺑﺴﻴﺎﺭ ﻣﺆﺛﺮ ﻭﺍﻗﻊ ﺷﺪ‬ ‫ﻭ ﭘﻞ ﺑﺎ ﺭﺳﻴﺪﻥ ﺑﻪ ﺁﺭﺍﻣﺶ ﻛﺎﻣﻞ ﺑﻪ ﺷﺮﻳﻜﻲ ﺗﺎﺯﻩ )ﻧﻮﻳﺴﻨﺪﻩ( ﺩﺳﺖ ﻳﺎﻓﺖ‪.‬‬

‫ﺷﺮﻛﺎﺀ ﺧﻮﺍﺳﺘﺎﺭ ﺍﻧﺼﺎﻓﻨﺪ‪ ،‬ﻧﻪ ﺳﻬﻢ ﭘﻨﺠﺎﻩ ﺩﺭﺻﺪﻱ‬ ‫ﻣﺸﺎﺭﻛﺖﻫﺎ‪ ،‬ﺑﺮﺧﻮﺭﺩﻫﺎﻱ ﻣﺘﻘﺎﺑﻞ ﻭ ﺷﻨﺎﻭﺭ ﻫﺴﺘﻨﺪ‪ .‬ﺍﺯ ﺗﻌﺎﺩﻟﻲ ﻟﺬﺕ ﻣﻲﺑﺮﻧﺪ ﻛﻪ ﺻﺎﻑ ﻭ ﺷﻔﺎﻑ ﺑﺎﺷﺪ ﻧﻪ ﻛﺎﻣﻞ‪.‬‬ ‫ﺷﺮﻛﺎ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﺍﺭﺗﺒﺎﻁ ﮔﺴﺘﺮﺩﻩﺷﺎﻥ‪ ،‬ﺭﺍﻫﻨﻤﺎﻱ ﺁﻧﻬﺎ ﺑﻪ ﺳﻮﻱ ﻧﺠﺎﺕ ﺍﺯ ﻫﺮﮔﻮﻧﻪ ﻋﺪﻡ ﺗﻌﺎﺩﻝ ﺍﺳﺖ‪ .‬ﻣﺸﺎﺭﻛﺖ‬ ‫ﻣﺆﺛﺮ‪ ،‬ﺭﺍﻫﻨﻤﺎﻱ ﻫﺮ ﺷﺮﻳﻚ ﺑﻪ ﺳﻮﻱ ﺍﺩﺍﻱ ﺩﻳﻦ ﻣﺸﺎﺭﻛﺖ ﺍﺳﺖ‪.‬‬

‫‪ 18‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺷﺮﻛﺎﻱ ﻭﺍﻗﻌﻲ‪ ،‬ﺯﻳﺎﺩ ﭘﺎﻱ ﺑﻨﺪ ﻗﺮﺍﺭ ﺩﺍﺩ ﻧﻴﺴﺘﻨﺪ‪ .‬ﺁﻧﻬﺎ ﻓﻘﻂ ﻣﻌﺘﻘﺪ ﺑﻪ ﺗﻮﺍﻓﻖﻫﺎﻱ ﺷﻔﺎﻑ ﻭ ﺑﺎ ﺍﺭﺯﺵ ﻭ ﻣﻔﺎﻫﻴﻢ‬ ‫ﺩﻭﺟﺎﻧﺒﻪﺍﻧﺪ ﻛﻪ ﺑﻪ ﺁﻥ ﻭﻓﺎﺩﺍﺭ ﻣﻲﻣﺎﻧﻨﺪ‪ .‬ﺧﻴﺎﻧﺖ‪،‬ﺩﺷﻤﻦ ﺗﻔﺎﻗﻞ )ﻣﻌﺎﻣﻠﻪ ﺑﻪ ﻣﺜﻞ( ﺷﻨﺎﻭﺭ ﻭ ﺑﻴﺸﺘﺮ ﺯﺍﺋﻴﺪﻩ ﺣﺮﺹ ﻭ‬ ‫ﻗﺪﺭﺕ ﺍﺳﺖ‪ .‬ﺩﺭ ﻫﺮ ﻣﻜﺘﺐ ﻭ ﻣﺬﻫﺒﻲ‪ ،‬ﺧﻴﺎﻧﺖ ﺍﺯ ﻣﻴﺎﻥ ﺑﺮﻧﺪﻩ ﺣﺮﻣﺖ ﻭ ﺍﺭﺯﺵ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺖ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﺑﺮﺍﻱ ﺍﺭﺍﺋﻪ‬ ‫ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻛﻪ ﺳﻌﻪ ﺻﺪﺭ ﺩﺍﺭﻧﺪ‪ .‬ﺍﺭﺯﺵ ﻗﺎﺋﻞ ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﻧﻜﺘﻪ ﺩﻳﮕﺮ ﺍﻳﻨﻜﻪ ﺑﺮﺍﺑﺮﻱ ﺑﺎ ﺳﻠﻄﻪ ﮔﺮﻱ ﺟﻮﺭ ﺩﺭﻧﻤﻲﺍﻳﺪ‪ .‬ﻣﺸﺎﺭﻛﺖ ﻓﺮﻭﺷﻨﺪﻩ ﻭ ﺧﺮﻳﺪﺍﺭ ﻭﻗﺘﻲ ﭘﺎﻳﺎ ﻭ ﻣﺆﺛﺮ ﺍﺳﺖ‬ ‫ﻛﻪ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻳﺎ ﻓﺮﻭﺷﻨﺪﮔﺎﻥ ﻛﺎﻻ ﺑﻪ ﺩﻟﻴﻞ ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺁﺭﻣﺎﻥﻫﺎﻱ ﺁﺗﻲ ﺍﺯ ﺗﻨﮓ ﻧﻈﺮﻱﻫﺎﻱ ﺁﻧﻲ‬ ‫ﺩﺳﺖ ﺑﺮﺩﺍﺭﻧﺪ‪ ،‬ﺑﻪ ﻭﻳﮋﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺣﺴﺎﺳﻴﺖ ﻭﻳﮋﻩﺍﻱ ﻧﺴﺒﺖ ﺑﻪ ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﺍﺭﺍﺋﻪ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﺩﺍﺭﻧﺪ‬ ‫ﻛﻪ ﻫﻤﻪ ﭼﻴﺰ ﺭﺍ ﺑﻪ ﻧﻔﻊ ﺧﻮﺩ ﻣﻲﺧﻮﺍﻫﻨﺪ‪.‬‬

‫ﭘﻴﺎﻡ‪" :‬ﺍﮔﺮ ﻣﻲﺧﻮﺍﻫﻴﺪ ﺧﻮﺩﺗﺎﻥ ﺭﺍ ﺑﺎﻻ ﺑﻜﺸﻴﺪ‪ ،‬ﺩﺳﺖ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﻧﻴﺰ ﺑﮕﻴﺮﻳﺪ‪".‬‬

‫ﺑﺨﺶ ‪١٨‬‬

‫ﻧﻮﺳﺎﻥ ﺩﺭ ﻣﺸﺎﺭﻛﺖ‬ ‫ﺍﻳﻦ ﺑﺨﺶ ﺍﺯ ﻛﺘﺎﺏ ﺑﻪ ﺭﻓﺘﺎﺭ ﺩﻭﺷﻴﺰﻩﺍﻱ ﺍﺷﺎﺭﻩ ﺩﺍﺭﺩ ﻛﻪ ﻣﺴﺌﻮﻝ ﻣﺮﺍﺣﻞ ﺳﺨﺖ ﺍﺟﺮﺍﻱ ﻣﺮﺍﺳﻢ ﻭ ﻣﻨﺎﺳﺒﺖ‬ ‫ﺍﺯﺩﻭﺍﺝ ﺩﺭ ﻳﻜﻲ ﺍﺯ ﻛﻠﻴﺴﺎﻫﺎﻱ ﺍﻳﺎﻟﺖ ﻛﺎﻧﺰﺍﺱ ﺍﺳﺖ‪ .‬ﻧﻮﻳﺴﻨﺪﻩ‪ ،‬ﻋﻤﻞ ﺍﻳﻦ ﺩﻭﺷﻴﺰﻩ ﺭﺍ ﺍﺷﺘﺒﺎﻩ ﺁﻣﻴﺰ ﻣﻲﺩﺍﻧﺴﺖ‪ ،‬ﺯﻳﺮﺍ‬ ‫ﺿﻤﻦ ﻭﺳﻮﺍﺱ ﺑﻴﺶ ﺍﺯ ﺍﻧﺪﺍﺯﻩ ﺩﺭ ﺍﺟﺮﺍﻱ ﻛﺎﻣﻞ ﻣﺮﺍﺳﻢ‪،‬ﻣﺮﺍﺟﻌﺎﻥ ﺭﺍ ﺗﻮﺻﻴﻪ ﺑﻪ ﺻﺒﻮﺭﻱ ﻭ ﺷﻜﻴﺒﺎﻳﻲ ﻛﺮﺩﻩ ﺍﺳﺖ‪.‬‬

‫ﻣﺸﺎﺭﻛﺖ ﺑﻪ ﻧﻮﺳﺎﻥ ﺍﺣﺘﻴﺎﺝ ﺩﺍﺭﺩ‪ ،‬ﻧﻪ ﺻﺒﻮﺭ ﺑﻮﺩﻥ‬ ‫ﺩﺭ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﺷﻜﻴﺒﺎﻳﻲ ﺟﺎﻳﮕﺎﻫﻲ ﻧﺪﺍﺭﺩ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ ﻭﺍﻛﻨﺶ ﻧﺸﺎﻥ ﺩﺍﺩﻥ ﻭ ﺩﺭ ﻧﻮﺳﺎﻥ ﺑﻮﺩﻥ ﺭﺍ‬ ‫ﻣﻲﭘﺬﻳﺮﺩ‪ .‬ﺭﻭﺍﺑﻄﻲ ﻛﻪ ﺑﺮﺍﺳﺎﺱ ﺷﻜﻴﺒﺎﻳﻲ ﺑﻨﺎ ﺷﺪﻩ ﺑﺎﺷﺪ‪ ،‬ﺳﺮﻧﻮﺷﺘﻲ ﺟﺰ ﺭﻧﺞ ﻛﺸﻴﺪﻥ ﺑﻠﻨﺪ ﻣﺪﺕ ﻧﺪﺍﺭﺩ‪ .‬ﺷﺮﻛﺎﻳﻲ‬ ‫ﻛﻪ ﻣﺸﺎﺭﻛﺖ ﺁﻧﻬﺎ ﺑﺮﭘﺎﻳﻪ ﺷﻜﻴﺒﺎﻳﻲ ﺍﺳﺖ‪،‬ﻫﻤﻴﺸﻪ ﺍﺯ ﻧﺎﻣﻨﺎﺳﺐ ﺑﻮﺩﻥ ﺭﻓﺘﺎﺭ ﺷﺮﻛﺎﻱ ﺧﻮﺩ ﺭﻧﺞ ﺧﻮﺍﻫﻨﺪ ﺑﺮﺩ‪ ،‬ﺗﺎ ﺟﺎﻳﻲ‬ ‫ﻛﻪ ﻣﺸﺎﺭﻛﺖ ﺁﻧﻬﺎ ﻓﺮﻭ ﻣﻲﭘﺎﺷﺪ‪ .‬ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ ﻭ ﻧﻮﺳﺎﻥ ﺩﺍﺷﺘﻦ‪،‬ﺑﺮﻋﻜﺲ ﺷﻜﻴﺒﺎﻳﻲ‪،‬ﻫﻤﻴﺸﻪ ﺣﺎﻟﺘﻲ ﺭﻭﺑﻪ ﺭﺷﺪ ﺩﺭ‬ ‫ﻣﺸﺎﺭﻛﺖ ﻣﻲﺁﻓﺮﻳﻨﺪ‪ .‬ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﺒﺘﻨﻲ ﺑﺮ ﻧﻮﺳﺎﻧﺎﺕ ﺑﺎ ﺩﺍﺷﺘﻦ ﺟﺎﺫﺑﻪﻫﺎﻱ ﻗﻮﻱ‪ ،‬ﺩﺭ ﻣﺴﻴﺮ ﺗﻮﺳﻌﻪ ﺧﻮﺩ ﻣﻮﺍﻧﻊ ﺭﺍ‬ ‫ﺩﺭ ﺧﻮﺩ ﺣﻞ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺗﻔﺎﻭﺕ ﺍﻳﻦ ﮔﻮﻧﻪ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺎﺭﻛﺖ ﻣﺒﺘﻨﻲ ﺑﺮ ﺷﻜﻴﺒﺎﻳﻲ‪ ،‬ﺩﺭﺳﺖ ﻣﺎﻧﻨﺪ ﻣﻘﺎﻳﺴﻪ ﺗﻴﺮﻫﺎﻱ‬ ‫ﺧﻂ ﺗﻠﻔﻦ ﺑﺎ ﻳﻚ ﺗﻜﻪ ﭼﻮﺏ ﺧﺸﻚ ﺑﻴﺪ ﺍﺳﺖ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﺟﺎﻳﻲ ﺭﺷﺪ ﻣﻲﻛﻨﺪ ﻛﻪ ﺍﻧﻌﻄﺎﻑ ﭘﺬﻳﺮﻱ ﺑﺎﺷﺪ ﻧﻪ‬ ‫ﺷﻜﻴﺒﺎﻳﻲ‪ .‬ﺩﺭ ﻣﻮﻗﻌﻴﺖ ﻫﺎﻱ ﭘﺮﺍﻓﺖ ﻭ ﺧﻴﺰ ﺍﺳﺖ ﻛﻪ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ ﺗﻮﺳﻌﻪ ﻣﻲﻳﺎﺑﺪ ﻧﻪ ﺻﺮﻓﺎ ﺍﺯ ﺭﺍﻩ ﺑﺪﻩ ﻭ‬ ‫ﺑﺴﺘﺎﻥ‪ .‬ﺷﺮﻛﺎﺀ ﺩﺭ ﺍﻧﺪﻳﺸﻪ ﻣﻴﺪﺍﻥ ﺩﺍﺩﻥ ﻫﺴﺘﻨﺪ‪ ،‬ﻧﻪ ﺑﺴﺘﻦ ﺩﺭﻭﺍﺯﻩﻫﺎ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﺍﮔﺮ ﺷﻜﻴﺒﺎﻳﻲ ﺭﺍ ﺩﺭ ﺭﻭﺍﺑﻂ ﻳﻚ ﻣﺸﺎﺭﻛﺖ ﻣﻘﺘﺪﺭ ﻭ ﭘﻮﻳﺎ ﺑﮕﻨﺠﺎﻧﻴﺪ‪،‬ﺧﻮﺍﻫﻴﺪ ﺩﻳﺪ ﻛﻪ‬ ‫ﭘﺲ ﺍﺯ ﻣﺪﺗﻲ ﻛﻮﺗﺎﻩ‪ ،‬ﺷﺎﻫﺪ ﺍﺗﻼﻑ ﻧﻴﺮﻭﻫﺎﻱ ﺑﻲ ﻣﻮﺭﺩ ﻭ ﺩﺭﮔﻴﺮﻱﻫﺎﻱ ﺍﺳﺎﺳﻲ ﺧﻮﺍﻫﻴﺪ ﺑﻮﺩ‪ .‬ﺑﺮﻋﻜﺲ ﺍﻧﻌﻄﺎﻑ‬

‫‪ 19‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﭘﺬﻳﺮﻱ ﺩﺭ ﺟﻠﺐ ﮔﺴﺘﺮﺵ ﺭﻭﺍﺑﻂ ﻣﻲﺷﻮﺩ ﻭ ﺷﺮﻛﺎﻳﻲ ﻛﻪ ﺩﺭ ﺍﻳﻦ ﺟﺮﻳﺎﻥ ﺑﺎﺕ ﻫﻢ ﺗﻼﺵ ﻣﻲﻛﻨﻨﺪ‪،‬ﺑﺎ ﻫﻢ ﻧﻴﺰ ﺭﺷﺪ‬ ‫ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﭘﻴﺎﻡ‪" :‬ﻫﻴﭽﻜﺲ ﺣﻖ ﻧﺪﺍﺭﺩ ﻛﻪ ﺩﻳﮕﺮﺍﻥ ﺭﺍ ﺑﺎ ﺷﻜﻴﺒﺎﻳﻲ ﺗﺤﻤﻞ ﻛﻨﺪ‪ ،‬ﭼﺮﺍ ﻛﻪ ﺍﻳﻦ ﺭﻓﺘﺎﺭ ﺯﺍﻳﻨـﺪﻩ ﺭﻭﺣﻴـﺔ‬ ‫ﺗﻔﻮﻕﺟﻮﻳﻲ ﻭ ﺑﺮﺗﺮﻱﻃﻠﺒﻲ ﺍﺳﺖ‪".‬‬

‫ﺗﻮﻓﻴﻖ‬

‫ﺑﺨﺶ ‪١٩‬‬ ‫ﻣﺸﺎﺭﻛﺖ ﺟﺬﺍﺏ ﻭ ﻣﻮﻓﻘﻴﺖ ﺁﻣﻴﺰ‬ ‫ﺍﻳﻦ ﻗﺴﻤﺖ ﺍﺯ ﻛﺘﺎﺏ ﺑﺎ ﻣﺎﺟﺮﺍﻳﻲ ﺁﻏﺎﺯ ﻣﻲﺷﻮﺩ ﻛﻪ ﺧﻼﺻﻪﺍﺵ ﭼﻨﻴﻦ ﺍﺳﺖ‪ :‬ﻧﻮﻳﺴﻨﺪﻩ ﺷﺐ ﻫﻨﮕﺎﻡ ﺑﻪ ﻋﻨﻮﺍﻥ‬ ‫ﻣﺴﺎﻓﺮ ﺩﺭ ﻳﻜﻲ ﺍﺯ ﻫﺘﻞﻫﺎﻱ ﺯﻧﺠﻴﺮﻩﺍﻱ ﺩﺭ ﻧﺰﺩﻳﻚ ﺷﻬﺮ ﻭﺍﺷﻨﮕﺘﻦ ﺩﻱ‪.‬ﺳﻲ ﺍﻗﻤﺎﺕ ﻣﻲﻛﻨﺪ‪ .‬ﺍﻣﺎ ﻓﺮﺩﺍﻱ ﺁﻥ ﺷﺐ‬ ‫ﻫﻨﮕﺎﻡ ﺗﺮﻙ ﻫﺘﻞ ﻣﺸﺎﻫﺪﻩ ﻣﻲﻛﻨﺪ ﻛﻪ ﺍﺗﻮﻣﺒﻴﻠﺶ ﺑﻪ ﻋﻠﺖ ﺧﺎﻟﻲ ﻛﺮﺩﻥ ﺑﺎﻃﻲ‪ ،‬ﺭﻭﺷﻦ ﻧﻤﻲﺷﻮﺩ‪ .‬ﺩﺭﺧﻮﺍﺳﺖ ﺳﻴﻢ‬ ‫ﺍﺗﺼﺎﻝ ﻣﻲﻛﻨﺪ ﻭﻟﻲ ﻛﺎﺭﻣﻨﺪ ﻣﺴﺌﻮﻝ ﻋﻠﻲﺭﻏﻢ ﺩﺍﺷﺘﻦ ﺍﻳﻦ ﻭﺳﻴﻠﻪ ﺑﺎ ﻋﻨﻮﺍﻥ ﺍﻳﻨﻜﻪ ﺍﻳﻦ ﻧﻮﻉ ﻛﻤﻚ ﺧﻼﻕ ﻣﻘﺮﺭﺍﺕ ﺍﺳﺖ‪،‬‬ ‫ﺍﺯ ﺍﺭﺍﺋﻪ ﻛﻤﻚ ﺧﻮﺩﺩﺍﺭﻱ ﻣﻲﻛﻨﺪ‪ .‬ﺍﮔﺮ ﭼﻪ ﺍﺗﻮﻣﺒﻴﻞ ﺑﺎ ﻛﻤﻚ ﻳﻜﻲ ﺍﺯ ﻣﻴﻬﻤﺎﻧﺎﻥ ﻫﺘﻞ ﺭﻭﺷﻦ ﻣﻲﺷﻮﺩ‪ ،‬ﻭﻟﻲ ﻧﻮﻳﺴﻨﺪﻩ ﺑﺎ‬ ‫ﺧﺎﻃﺮﻱ ﺍﻓﺴﺮﺩﻩ ﻫﺘﻞ ﺭﺍ ﺗﺮﻙ ﻣﻲﻛﻨﺪ‪ .‬ﻧﻮﻳﺴﻨﺪﻩ ﻛﺘﺎﺏ ﺍﻋﺘﻘﺎﺩ ﺩﺍﺭﺩ ﻛﻪ ﺟﻤﻠﻪ " ﺑﺮﺧﻼﻑ ﻣﻘﺮﺭﺍﺕ ﻣﺎﺳﺖ" ﻣﻲﺗﻮﺍﻧﺪ‬ ‫ﻳﻜﻲ ﺍﺯ ﺩﻩ ﺟﻤﻠﻪﺍﻱ ﺑﺎﺷﺪ ﻛﻪ ﺑﺎﻋﺚ ﺍﺯ ﻣﻴﺎﻥ ﺑﺮﺩﻥ ﻛﻴﻔﻴﺖ ﺧﺪﻣﺎﺕ‪ ،‬ﻛﺸﺘﻦ ﺭﻭﺣﻴﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﮔﺴﺴﺘﻦ ﻣﺸﺎﺭﻛﺖ‬ ‫ﻣﻲﺷﻮﻧﺪ‪.‬‬ ‫ﺷﺮﻛﺎ ﺧﻮﺩ ﺭﺍ ﺩﺭ ﻣﺤﺪﻭﺩﻩ ﻣﻘﺮﺭﺍﺕ ﮔﺮﻓﺘﺎﺭ ﻧﻤﻲﻛﻨﻨﺪ‪ .‬ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﺆﺛﺮ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺗﻮﻓﻴﻖ ﺁﻣﻴﺰ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺩﺭﺧﻮﺍﺳﺖ ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ‪ ،‬ﺟﺬﺍﺑﻴﺖ ﻭ ﻛﺸﺶ ﻣﻄﺒﻮﻋﻲ ﻭﺟﻮﺩ ﺩﺍﺭﺩ ﻛﻪ ﻫﻢ ﺍﻋﻀﺎ ﻭ ﻫﻢ ﺑﻴﻨﻨﺪﮔﺎﻥ ﺭﺍ ﺩﭼﺎﺭ‬ ‫ﺑﻬﺖ ﻭ ﺑﻴﻢ ﻣﻲﻛﻨﺪ‪ .‬ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ‪ ،‬ﺍﺣﺴﺎﺱ ﺩﺭ ﺧﺎﻧﻪ ﺑﻮﺩﻥ ﺭﺍ ﺩﺭ ﺷﺮﻛﺎ ﺑﻪ ﻭﺟﻮﺩ ﻣﻲﺁﻭﺭﺩ‪ .‬ﺍﻳﻦ ﺍﺣﺴﺎﺱ‬ ‫ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺗﺎﺭﻳﻜﻲ ﺷﺐ ﺑﻪ ﻣﺎ ﻗﺪﺭﺕ ﻣﻲﺩﻫﺪ ﺗﺎ ﺑﺪﻭﻥ ﺑﺮﺧﻮﺭﺩ ﺑﺎ ﺟﺎﻳﻲ‪ ،‬ﺭﺍﻫﻤﺎﻥ ﺭﺍ ﭘﻴﺪﺍ ﻛﻨﻴﻢ‪ .‬ﻣﺸﺘﺮﻳﺎﻥ ﻫﻢ ﺑﻪ‬ ‫ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻳﺎ ﻛﺎﻻﻫﺎﻱ ﺧﻮﺩ ﻛﻪ ﺗﻮﻓﻴﻖ‪ ،‬ﺁﺭﺍﻣﺶ ﻭ ﻗﺎﺑﻠﻴﺖ ﭘﻴﺶﺑﻴﻨﻲ ﺭﺍ ﻣﻴﺴﺮ ﻣﻲﺳﺎﺯﻧﺪ‪،‬ﺍﻓﺘﺨﺎﺭ‬ ‫ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ‪ ،‬ﺑﺮﺍﺳﺎﺱ ﻧﮕﺮﺵ ﺑﻪ ﻣﺤﺪﻭﺩﻩ ﻧﻴﺎﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻨﺎ ﻣﻲﺷﻮﺩ‬ ‫ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻣﻮﻓﻖ‪ ،‬ﺭﻭﺵ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﺧﻮﺩ ﺭﺍ ﺑﺮ ﭘﺎﻳﻪ ﺍﻧﺘﻘﺎﺩﻫﺎﻱ ﺳﺎﺯﻧﺪﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺑﻨﺎ ﻣﻲﻛﻨﻨﺪ‪ .‬ﺭﻭﺵﻫﺎﻱ‬ ‫ﺧﺪﻣﺎﺗﻲ ﻣﻮﻓﻖ ﺳﻌﻲ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺣﺘﻲ ﻛﻮﭼﻜﺘﺮﻳﻦ ﻣﻮﺍﻧﻊ ﺭﺍ ﺍﺯ ﺳﺮﺭﺍﻩ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺑﺮﺩﺍﺭﻧﺪ‪ .‬ﺭﻭﺵﻫﺎﻱ ﻣﻮﻓﻖ‬ ‫ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ‪ ،‬ﻧﮕﺮﺵ ﺍﻋﺘﻤﺎﺩ ﺁﻣﻴﺰ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺩﺍﺭﺩ‪ .‬ﺭﻭﺵ ﻣﻮﻓﻖ‪ ،‬ﻳﻌﻨﻲ ﺩﺳﺘﻴﺎﺑﻲ ﺁﺳﺎﻥ ﻭ ﺳﺮﻳﻊ ﺑﻪ ﺑﻬﺘﺮﻳﻦ‬ ‫ﺭﻭﺵﻫﺎﻱ ﻣﻤﻜﻦ‪ .‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺜﺎﻝ‪ ،‬ﭘﺴﺖ ﺑﺎﻧﻚ ﻳﻚ ﺭﻭﺵ ﺳﻨﺘﻲ ﺍﺳﺖ‪ ،‬ﺍﻣﺎ ﭘﺴﺖ ﺍﻟﻜﺘﺮﻭﻧﻴﻚ ﺑﺎﻧﻚ ﻳﻚ ﭘﺪﻳﺪﻩ ﺩﻫﻪ‬ ‫ﻧﻮﺩ ﺍﺳﺖ‪.‬‬

‫‪ 20‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺭﻭﺵﻫﺎﻱ ﻣﻮﻓﻖ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺩﺭ ﻣﻮﺭﺩ ﺍﺑﺪﺍﻉ ﻭ ﻧﻮﺁﻭﺭﻱ ﺩﺭ ﻧﺤﻮﻩ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺎﺕ ﻧﻈﺮﺧﻮﺍﻫﻲ ﻣﻲﻛﻨﻨﺪ‪.‬‬ ‫ﺗﺸﻜﻴﻞ ﻳﻚ ﮔﺮﻭﻩ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﻫﻤﺎﻧﻨﺪ ﮔﺮﻭﻩ ﺭﺍﻫﻨﻤﺎ ﻣﻲﺗﻮﺍﻧﺪ ﺑﺴﻴﺎﺭ ﺩﺭ ﺟﺎﺭﻱ ﺳﺎﺧﺘﻦ‪ ،‬ﺳﺎﺩﻩ ﻛﺮﺩﻥ ﻭ ﺳﺮﻋﺖ‬ ‫ﺑﺨﺸﻴﺪﻥ ﺑﻪ ﺍﻣﻮﺭ ﻣﺆﺛﺮ ﻭﺍﻗﻊ ﺷﺪﻩ ﻭ ﻣﺰﻳﺘﻲ ﺑﺮﺍﻱ ﺧﺪﻣﺎﺕ ﻣﺤﺴﻮﺏ ﮔﺮﺩﺩ‪.‬‬ ‫ﺍﻣﺮﻭﺯﻩ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺗﻲ ﻣﻲﺗﻮﺍﻧﻨﺪ ﺗﺎﻣﻴﻦ ﻛﻨﻨﺪﻩ ﺁﻥ ﺑﺎﺷﻨﺪ ﻛﻪ ﺑﺪﺍﻧﻨﺪ ﭼﮕﻮﻧﻪ ﻳﻚ ﻣﺤﺼﻮﻝ ﺑﺎ ﻛﻴﻔﻴﺖ ﺭﺍ‬ ‫ﺑﺎ ﺣﺪﺍﻗﻞ ﻫﺰﻳﻨﻪ ﺩﺭ ﺍﻳﻦ ﻋﺮﺻﻪ ﻣﻲﺗﻮﺍﻥ ﺍﺭﺍﺋﻪ ﻛﺮﺩ‪ .‬ﭘﻴﺮﻭﺯﻱ ﺩﺭ ﺍﻳﻦ ﻋﺮﺻﻪ‪ ،‬ﺗﻨﻬﺎ ﺑﺎ ﺍﻧﺪﻳﺸﻪﺍﻱ ﺑﺮﺗﺮ‪ ،‬ﻟﻴﺎﻓﺖ ﻛﺎﺭﻱ ﻭ‬ ‫ﺑﺎ ﺍﺭﺍﺋﻪﺍﻱ ﺟﺬﺍﺏﺗﺮ ﻣﻤﻜﻦ ﺧﻮﺍﻫﺪ ﺑﻮﺩ‪.‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﺯﻳﺎﺑﻴﻲ ﻭ ﻓﺮﻳﺒﻨﺪﮔﻲ ﺑﺮ ﺟﻬﺎﻥ ﺣﻜﻤﺮﻭﺍﻳﻲ ﻣﻲﻛﻨﺪ‪" .‬‬ ‫ﺑﺨﺶ ‪٢٠‬‬

‫ﻣﺸﺎﺭﻛﺖ ﺗﺤﺖ ﻓﺸﺎﺭ‬ ‫ﻫﻮﺍﭘﻴﻤﺎﻫﺎﻳﻲ ﻛﻪ ﺍﺯ ﻻﺱ ﻭﮔﺎﺱ ﭘﺮﻭﺍﺯ ﻣﻲﻛﻨﻨﺪ ﻫﻤﻴﺸﻪ ﭘﺮﺍﺯ ﻣﺴﺎﻓﺮﻧﺪ‪ .‬ﻫﻤﺎﻥ ﻃﻮﺭ ﻛﻪ ﺗﺎﻛﺴﻲ ﺑﻪ ﻃﺮﻑ‬ ‫ﻓﺮﻭﺩﮔﺎﻩ ﻣﻲﺭﻓﺖ‪ ،‬ﺩﺭﻳﺎﻓﺘﻢ ﻛﻪ ﺑﺎ ﺍﻳﻦ ﺗﺮﺍﻓﻴﻚ ﺳﻨﮕﻴﻦ‪،‬ﻧﻪ ﺗﻨﻬﺎ ﻣﻤﻜﻦ ﺍﺳﺖ ﺳﺮﺳﺎﻋﺖ ﺑﻪ ﻓﺮﻭﺩﮔﺎﻩ ﻧﺮﺳﻢ‪ ،‬ﺑﻠﻜﻪ‬ ‫ﺑﻠﻴﺖ ﻫﻢ ﻧﺪﺍﺷﺘﻢ‪ .‬ﺍﺯ ﺭﺍﻧﻨﺪﻩ ﺗﺎﻛﺴﻲ ﺧﻮﺍﺳﺘﻢ ﻛﻪ ﺑﺎ ﻣﺮﻛﺰ ﺗﻤﺎﺱ ﮔﺮﻓﺘﻪ ﻭ ﺍﺯ ﺁﻧﻬﺎ ﺑﺨﻮﺍﻫﻨﺪ ﻛﻪ ﺿﻤﻦ ﺗﻤﺎﺱ ﺑﺎ‬ ‫ﻓﺮﻭﺩﮔﺎﻩ ﺗﺮﺗﻴﺐ ﺻﺪﻭﺭ ﺑﻠﻴﺖ ﺭﺍ ﺑﺪﻫﻨﺪ‪ .‬ﺭﺍﻧﻨﺪﻩ ﻧﻤﻲﭘﺬﻳﺮﻓﺖ‪،‬ﺍﺻﺮﺍﺭ ﻣﻦ ﺑﺎﻋﺚ ﺷﺪ ﻛﻪ ﺑﺎﻻﺧﺮﻩ ﭘﺲ ﺍﺯ ﭼﻨﺪﻳﻦ ﺑﺎﺭ‬ ‫ﺗﻤﺎﺱ ﺑﺮ ﺻﻔﺤﻪ ﻧﻤﺎﻳﺸﮕﺮ ﺭﺍﻳﺎﻧﻪ ﺗﺎﻛﺴﻲ ﺍﻳﻦ ﭘﻴﺎﻡ ﻇﺎﻫﺮ ﺷﺪ ﻛﻪ ﭘﺮﻭﺍﺯ ﺑﻪ ﺗﺎﺧﻴﺮ ﺍﻓﺘﺎﺩﻩ ﺍﺳﺖ ﻭ ﺍﻳﻦ ﺑﻪ ﻧﻔﻊ‬ ‫ﺷﻤﺎﺳﺖ‪ .‬ﺷﻤﺎ ﺑﺮﺍﻱ ﻳﻚ ﺳﻔﺮ ﭘﺮﺟﻨﺐ ﻭ ﺟﻮﺵ ﺑﻪ ﻻﺱ ﻭﮔﺎﺱ ﺁﻣﺪﻳﺪ ﻛﻪ ﻣﻨﺠﺮ ﺑﻪ ﻣﺸﺎﺭﻛﺖ ﺷﻤﺎ ﺑﺎ ﻣﺎ ﺷﺪ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺑﺎ ﺷﺮﺡ ﺍﻳﻦ ﻣﺎﺟﺮﺍﻱ ﻭﺍﻗﻌﻲ ﻗﺼﺪ ﺩﺍﺭﺩ ﺑﻪ ﺍﻳﻦ ﻧﻜﺘﻪ ﺍﺷﺎﺭﻩ ﻛﻨﺪ ﻛﻪ ﺍﻣﺮﻭﺯﻩ ﻫﻤﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺍﻫﺎﻥ‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺳﺮﻳﻊ ﺑﻪ ﺧﺪﻣﺎﺕ ﻣﻮﺭﺩ ﻧﻴﺎﺯ ﻫﺴﺘﻨﺪ‪.‬‬ ‫ﺩﺭ ﺩﻧﻴﺎﻱ ﺍﻣﺮﻭﺯ ﺍﺑﺪﺍﻩ ﻣﺤﻞﻫﺎﻳﻲ ﻧﻈﻴﺮ " ﻣﺎ ﺧﺪﻣﺎﺕ ﺧﺮﻳﺪ ﺷﻤﺎ ﺭﺍ ﺍﻧﺠﺎﻡ ﻣﻲﺩﻫﻴﻢ ﻭ ﻣﺎﺷﻴﻦﻫﺎﻱ ﺳﺨﻨﮕﻮﻱ ﺗﻤﺎﻡ‬ ‫ﺧﻮﺩﻛﺎﺭ‪ ،‬ﺩﺍﻝ ﺑﺮﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺳﺮﻋﺖ ﻭ ﺳﻬﻮﻟﺖ‪ ،‬ﻋﻮﺍﻣﻞ ﻣﻄﻠﻮﺏ ﺟﺎﻣﻌﻪ ﻫﺴﺘﻨﺪ‪ .‬ﺁﺗﺸﻲ ﻛﻪ ﺩﺭ ﺯﻳﺮ ﺍﻳﻦ ﺧﺎﻛﺴﺘﺮ‬ ‫ﻧﻬﻔﺘﻪ ﺍﺳﺖ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﺭﺍ ﻭﺍ ﻣﻲﺩﺍﺭﺩ ﺗﺎ ﻛﻴﻔﻴﺘﻲ ﻣﻄﻠﻮﺏ ﺭﺍ ﺑﺎ ﻗﻴﻤﺘﻲ ﻣﻨﺎﺳﺐ ﻭ ﺩﺭ ﺍﺳﺮﻉ ﻭﻗﺖ ﺗﺤﻮﻳﻞ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺩﻫﻨﺪ‪.‬‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺧﻮﺩ ﺑﻪ ﺧﻮﺩ ﺯﻳﺮ ﻓﺸﺎﺭ ﻧﻴﺎﺯﻫﺎﻱ ﺧﻮﺩ ﻗﺮﺍﺭ ﺩﺍﺭﻧﺪ‪ .‬ﺍﻳﻦ ﻓﺸﺎﺭ ﮔﺎﻫﻲ ﺁﻥ ﻗﺪﺭ ﺯﻳﺎﺩ ﺍﺳﺖ ﻛﻪ ﺗﺎﺏ ﺗﺤﻤﻞ‬ ‫ﺧﻮﺍﺳﺘﻪﻫﺎﻱ ﺧﻮﺩ ﺭﺍ ﻧﺪﺍﺭﻧﺪ‪ .‬ﭼﻪ ﺭﺳﺪ ﺑﻪ ﺁﻧﻜﻪ ﺑﻪ ﻣﺸﻜﻼﺕ ﺷﻤﺎ ﮔﻮﺵ ﺩﻫﻨﺪ‪ .‬ﺍﻳﻦ ﺷﻐﻞ ﺷﻤﺎﺳﺖ ﻛﻪ ﺧﻮﺍﺳﺘﻪﻫﺎﻱ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺭﻓﻊ ﻛﻨﻴﺪ‪،‬ﺍﻣﺎ ﺁﻧﻬﺎ ﻭﻇﻴﻔﻪﺍﻱ ﺑﺮﺍﻱ ﺷﺎﺩ ﻛﺮﺩﻥ ﺷﻤﺎ ﻧﺪﺍﺭﻧﺪ‪ .‬ﺁﻳﺎ ﻫﺮﮔﺰ ﺍﺭﺩﻛﻲ ﺭﺍ ﻛﻪ ﺑﺮﺧﻼﻑ ﺟﺮﻳﺎﻥ ﺁﺏ‬ ‫ﺷﻨﺎ ﻣﻲﻛﻨﺪ ﺩﻳﺪﻩﺍﻳﺪ‪ ،‬ﺑﻪ ﻧﻈﺮﻣﻲﺭﺳﺪ ﻛﻪ ﺧﻴﻠﻲ ﺑﺎ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺭﻭ ﺑﻪ ﺟﻠﻮ ﺳﺮ ﻣﻲﺧﻮﺭﺩ‪ .‬ﺩﺭ ﺻﻮﺭﺗﻲ ﻛﻪ ﺩﺭ ﺯﻳﺮ‬ ‫ﺁﺏ‪ ،‬ﺟﻨﺐ ﻭ ﺟﻮﺵ ﻓﺮﺍﻭﺍﻧﻲ ﺍﺯ ﺧﻮﺩ ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ‪ .‬ﺁﻥ ﺩﺳﺘﻪ ﺍﺯ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻫﻢ ﻛﻪ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﻋﺼﺒﻲ ﺭﻭﺑﺮﻭ ﻫﺴﺘﻨﺪ‪ ،‬ﺑﺎﻳﺪ ﺁﺭﺍﻣﺶ ﻇﺎﻫﺮﻱ ﺧﻮﺩ ﺭﺍ ﺣﻔﻆ ﻛﺮﺩﻩ ﻭ ﺍﻳﻦ ﺗﻮﺟﻪ ﺭﺍ ﺑﻪ ﻣﺸﺘﺮﻱ ﺍﻟﻘﺎ ﻛﻨﻨﺪ‪.‬‬

‫ﺑﻪ ﻓﻜﺮ ﭘﺎﻳﺎﻧﻲ ﺧﻮﺵ ﺑﺎﺷﻴﺪ‬ ‫ﺑﮕﺬﺍﺭﻳﺪ ﻣﺸﺘﺮﻱ ﻣﺘﻮﺟﻪ ﺷﻮﺩ ﻛﻪ ﺣﺘﻲ ﺩﺭ ﺷﺮﺍﻳﻂ ﻣﺸﻜﻞ‪،‬ﺍﻓﺘﺨﺎﺭ ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﺑﻪ ﺍﻭ ﺭﺍ ﺩﺍﺷﺘﻪﺍﻳﺪ‪ .‬ﺳﻌﻲ ﻛﻨﻴﺪ‬ ‫ﭘﻠﻲ ﺑﺮﺍﻱ ﺍﻧﺠﺎﻡ ﺧﺪﻣﺎﺕ ﺩﺭ ﺁﻳﻨﺪﻩ ﺑﺴﺎﺯﻳﺪ‪ " .‬ﺍﻣﻴﺪﻭﺍﺭﻳﻢ ﺑﺎﺯ ﻫﻢ ﺩﺭ ﺁﻳﻨﺪﻩ ﺩﺭ ﺧﺪﻣﺖ ﺷﻤﺎ ﺑﺎﺷﻴﻢ‪ .‬ﺍﻣﻴﺪﻭﺍﺭﻳﻢ ﺩﻓﻌﻪ‬

‫‪ 21‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺩﻳﮕﺮ ﺷﺮﺍﻳﻂ ﻃﻮﺭﻱ ﺑﺎﺷﺪ ﻛﻪ ﺑﺘﻮﺍﻧﻴﻢ ﺑﻪ ﻧﺤﻮ ﻣﻄﻠﻮﺏﺗﺮﻱ ﺧﺪﻣﺖ ﻛﻨﻴﻢ‪ ".‬ﺑﻪ ﺧﺎﻃﺮ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻴﺪ ﻛﻪ ﺁﺧﺮﻳﻦ‬ ‫ﺑﺮﺧﻮﺭﺩﺗﺎﻥ ﺑﺎ ﻣﺸﺘﺮﻱ‪ ،‬ﻫﻤﺎﻥ ﭼﻴﺰﻱ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺧﺎﻃﺮﻩﻫﺎ ﺑﺎﻗﻲ ﻣﻲﻣﺎﻧﺪ ﻭ ﺑﺮﺍﻱ ﺩﻳﮕﺮﺍﻥ ﺑﺎﺯﮔﻮ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﭘﻴﺸﺮﻓﺖ ﻓﻘﻂ ﺩﺭ ﭘﻨﺎﻩ ﻛﻮﺷﺶ ﺑﻪ ﺩﺳﺖ ﻣﻲﺁﻳﺪ‪" .‬‬

‫ﺑﺨﺶ ‪٢١‬‬

‫ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﻭﺿﻌﻴﺖ ﺍﺿﻄﺮﺍﺭﻱ‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺩﺭ ﺁﻏﺎﺯ ﺍﻳﻦ ﺑﺨﺶ ﺿﻤﻦ ﺍﺷﺎﺭﻩ ﺑﻪ ﻃﻮﻓﺎﻥ ﻫﻮﮔﻮ )‪ (Hugo‬ﺩﺭ ﺳﺎﻝ ‪ ،١٩٨٩‬ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﻋﻠﻲﺭﻏﻢ‬ ‫ﭘﻴﺎﻣﺪﻫﺎﻱ ﺍﻳﻦ ﻃﻮﻓﺎﻥ‪ ،‬ﺑﻪ ﻋﻨﻮﺍﻥ ﻣﺸﺎﻭﺭ ﻛﻴﻔﻴﺖ ﺧﺪﻣﺎﺕ‪ ،‬ﻣﻮﻇﻒ ﺍﺳﺖ ﺁﻧﭽﻪ ﺭﺍ ﻛﻪ ﺩﺭ ﺑﺎﺭﻩ ﺁﻥ ﺳﺨﻨﺮﺍﻧﻲ‬ ‫ﻣﻲﻛﻨﺪ‪،‬ﺩﺭ ﻋﻤﻞ ﻫﻢ ﺛﺎﺑﺖ ﻛﻨﺪ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﻧﻴﺰ ﺑﻬﺘﺮﻳﻦ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻣﺤﻠﻲ ﺭﺍ ﺩﺭ ﺑﺪﺗﺮﻳﻦ ﻣﻮﻗﻌﻴﺖﻫﺎﻳﺸﺎﻥ ﺍﺯ ﻧﺰﺩﻳﻚ ﻣﺸﺎﻫﺪﻩ‬ ‫ﻛﺮﺩﻩ ﻭ ﻧﺘﻴﺠﻪ ﺁﻥ ﺑﻮﺩﻩ ﺍﺳﺖ ﻛﻪ ﺍﻳﻦ ﺷﺮﻛﺖﻫﺎ ﺑﻲ ﺟﻬﺖ ﺑﺮﻧﺪﻩ ﺟﺎﻳﺰﻩ ﻧﺸﺪﻩﺍﻧﺪ ﻭ ﺁﻥ ﺭﺍ ﺩﺭ ﻣﻘﺎﺑﻞ ﺭﻧﺠﻲ ﻛﻪ ﺩﺭ‬ ‫ﻣﻮﺍﻗﻊ ﺍﺿﻄﺮﺍﺭﻱ ﻛﺸﻴﺪﻩﺍﻧﺪ‪ ،‬ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩﻩﺍﻧﺪ‪.‬‬

‫ﺗﻮﻗﻌﺎﺕ ﺑﻴﺠﺎﻱ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺑﺎ ﺻﺪﺍﻗﺘﻲ ﺁﺷﻜﺎﺭ ﻛﺎﻫﺶ ﺩﻫﻴﺪ‬ ‫ﻛﺎﺭﻛﻨﺎﻥ ﺟﻴﺪﻳﺪ ﺩﺭ ﻫﺘﻞﻫﺎﻱ ﺯﻧﺠﻴﺮﻩﺍﻱ ﭼﻬﺎﺭ ﻓﺼﻞ‪ ،‬ﻛﺎﺭﺗﻲ ﺭﺍ ﺑﺮﺭﻭﻱ ﺳﻴﻨﻪ ﺧﻮﺩ ﻧﺼﺐ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺑﺮﺭﻭﻱ ﺁﻥ‬ ‫ﻧﺎﻡ ﻛﺎﺭﺁﻣﻮﺯ ﺩﺭﺝ ﺷﺪﻩ ﺍﺳﺖ‪ .‬ﻣﺪﻳﺮﺍﻥ ﺩﺭﻳﺎﻓﺘﻪﺍﻧﺪ ﻛﻪ ﺍﻳﻦ ﻛﺎﺭ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺯ ﻳﻚ ﻃﺮﻑ ﺍﻧﺘﻈﺎﺭ‬ ‫ﻛﻤﺘﺮﻱ ﺍﺯ ﺁﻧﻬﺎ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ ﻭ ﺍﺯ ﻃﻒ ﺩﻳﮕﺮ ﭼﺸﻢ ﭘﻮﺷﻲ ﺑﻴﺸﺘﺮﻱ ﺩﺭ ﻣﻮﺭﺩ ﻏﻔﻠﺖﻫﺎﻱ ﺍﺣﺘﻤﺎﻟﻲ ﺁﻧﻬﺎ ﺍﺯ ﺧﻮﺩ ﻧﺸﺎﻥ‬ ‫ﺩﻫﻨﺪ‪ .‬ﺍﻳﻦ ﺍﻣﺮ ﺑﻪ ﻛﺎﺭﺁﻣﻮﺯﺍﻥ ﺷﻬﺎﻣﺖ ﺭﻳﺴﻚ ﭘﺬﻳﺮﻱ ﻣﻲﺑﺨﺸﺪ‪ .‬ﭼﻨﻴﻦ ﺭﻭﺵ ﻣﻨﺎﺳﺒﻲ ﺍﮔﺮ ﺩﺭ ﺧﺪﻣﺎﺕ ﺍﺿﻄﺮﺍﺭﻱ‬ ‫ﺍﺟﺮﺍ ﺷﻮﺩ‪ ،‬ﺗﻮﻗﻊ ﻣﺸﺘﺮﻳﺎﻥ ﺭﺍ ﺗﺎ ﺣﺪ ﻧﻪ ﭼﻨﺪﺍﻥ ﻣﻄﻠﻮﺏ ﻛﺎﻫﺶ ﺧﻮﺍﻫﺪ ﺩﺍﺩ‪ .‬ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺎﻳﺪ ﺻﺎﺩﻕ ﺑﻮﺩ ﺗﺎ ﺷﻜﻴﺒﺎﻳﻲ‬ ‫ﺁﻧﻬﺎ ﺭﺍ ﺑﻪ ﺩﺳﺖ ﺁﻭﺭﺩ‪ .‬ﺩﺭ ﻣﻮﺍﻗﻌﻲ ﻛﻪ ﺍﺭﺍﺋﻪ ﺧﺪﻣﺖ ﺑﺎ ﺍﺷﺘﻴﺎﻕ ﻳﺎ ﻫﻴﺠﺎﻥ ﺗﻮﺍﻡ ﻣﻲﺷﻮﺩ )ﻧﻈﻴﺮ ﻣﺴﺎﻓﺮﺕﻫﺎﻱ ﻫﻮﺍﻳﻲ(‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺍﻧﺘﻈﺎﺭ ﻧﺸﺎﻧﻪﻫﺎﻳﻲ ﺍﺯ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﺭﺍ ﺍﺯ ﺳﻮﻱ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﻩ ﺧﺪﻣﺖ ﺩﺍﺭﻧﺪ‪ .‬ﺑﻪ ﻫﻤﻴﻦ ﺩﻟﻴﻞ ﺗﻔﻮﻳﺾ‬ ‫ﻗﺪﺭﺕ ﺑﻪ ﺍﻓﺮﺍﺩﻱ ﻛﻪ ﻣﺴﺘﻘﻴﻢ ﺑﺎ ﻣﺸﺘﺮﻱ ﺳﺮﻭﻛﺎﺭ ﺩﺍﺭﻧﺪ ﻣﻬﻢ ﺍﺳﺖ‪ .‬ﺩﺍﺩﻥ ﺟﺰﺋﻴﺎﺕ ﺑﻴﺸﺘﺮ‪ ،‬ﺑﺎﻋﺚ ﺗﻘﻮﻳﺖ ﺭﻭﺣﻴﻪ ﻭ‬ ‫ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﮔﺮﺩﺩ‪.‬‬ ‫ﻣﺸﺘﺮﻳﺎﻥ‪ ،‬ﺑﻴﺸﺘﺮ ﺍﻟﻄﺎﻑ ﺧﻮﺩ ﺭﺍ ﺷﺎﻣﻞ ﺣﺎﻝ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺗﻲ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﺩﺭ ﻣﻮﺍﻗﻊ ﺍﺿﻄﺮﺍﺭﻱ ﺑﺴﻴﺎﺭ‬ ‫ﺷﺪﻳﺪﺗﺮ ﺍﺯ ﻣﻮﺍﻗﻊ ﻋﺎﺩﻱ ﺑﻪ ﻓﻌﺎﻟﻴﺖ ﻣﻲﭘﺮﺩﺍﺯﻧﺪ‪ .‬ﻧﺨﺒﮕﺎﻥ ﺩﺭ ﺑﺨﺶ ﺧﺪﻣﺎﺕ‪،‬ﺍﻋﺘﻘﺎﺩﺷﺎﻥ ﺑﺮﺍﻳﻦ ﺍﺳﺖ ﻛﻪ ﺍﮔﺮ‬ ‫ﻋﻤﻠﻴﺎﺕ ﺧﺎﺭﻕﺍﻟﻌﺎﺩﻩﺍﻱ ﺍﺯ ﺳﻮﻱ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﺩﺭ ﻣﻮﺍﻗﻊ ﺍﺿﻄﺮﺍﺭﻱ ﺳﺮﻧﺰﻧﺪ‪ ،‬ﻣﺸﺘﺮﻳﺎﻥ ﺍﻋﺘﻤﺎﺩ ﺧﻮﺩ ﺭﺍ ﺍﺯ‬ ‫ﺩﺳﺖ ﺧﻮﺍﻫﻨﺪ ﺩﺍﺩ‪.‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﺑﺮﻭﺯ ﻫﺮ ﻣﺸﻜﻠﻲ‪ ،‬ﻓﺮﺻﺘﻲ ﺍﺳﺖ ﺑﺮﺍﻱ ﺗﻮ ﺗﺎ ﻧﻬﺎﻳﺖ ﺳﻌﻲ ﺧﻮﺩ ﺭﺍ ﺑﻜﻨﻲ ‪" .‬‬

‫‪ 22‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ‬ ‫ﻳﻜﻲ ﺍﺯ ﺩﺷﻮﺍﺭﺗﺮﻳﻦ ﻭ ﻣﻬﻢﺗﺮﻳﻦ ﻣﺸﺎﺭﻛﺖﻫﺎ ﺩﺭ ﺑﺨﺶ ﺧﺪﻣﺎﺕ‪،‬ﻣﺸﺎﺭﻛﺖ ﻣﻴﺎﻥ ﻛﺎﺭﻓﺮﻣﺎ ﻭ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ‪.‬‬ ‫ﺗﺤﻘﻴﻘﺎﺕ ﺩﻛﺘﺮ ﺍﺷﻨﺎﻳﺪﺭ )‪ (Schneider‬ﻧﺸﺎﻥ ﻣﻲﺩﻫﺪ ﻛﻪ ﻣﺘﻐﻴﺮ ﺷﻤﺎﺭﻩ ﻳﻚ ﻛﻪ ﺑﺮ ﻛﻴﻔﻴﺖ ﺭﻭﺍﺑﻂ ﺑﺎ ﻣﺸﺘﺮﻳﺎﻥ‬ ‫ﺗﺄﺛﻴﺮﮔﺬﺍﺭ ﻣﻲﺑﺎﺷﺪ‪ ،‬ﻛﻴﻔﻴﺖ ﺭﻭﺍﺑﻂ ﺑﺎ ﻛﺎﺭﻛﻨﺎﻥ ﺍﺳﺖ‪ .‬ﭘﻴﺎﻡ ﺭﻫﺒﺮﺍﻥ ﺑﺰﺭﮒ ﻫﻢ ﺑﻪ ﻫﻤﻴﻦ ﻋﻨﻮﺍﻥ ﺍﺳﺖ‪ :‬ﺧﺪﻣﺖ ﻋﺎﻟﻲ‬ ‫ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺑﺎ ﺧﺪﻣﺖ ﻋﺎﻟﻲ ﺑﻪ ﻛﺎﺭﻛﻨﺎﻥ ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﺍﻳﻦ ﻗﺴﻤﺖ ﺍﺯ ﻛﺘﺎﺏ ﺑﻪ ﺑﺮﺭﺳﻲ ﭼﻨﺪ ﻣﻮﺭﺩ ﻣﻬﻢ ﺩﺭ ﺑﺎﺭﻩ ﺍﻳﺠﺎﺩ ﻣﺸﺎﺭﻛﺖ ﻣﻴﺎﻥ ﺭﻫﺒﺮ ﺧﺪﻣﺎﺕ ﻭ ﻣﺠﺮﻳﺎﻥ‬ ‫ﺧﺪﻣﺎﺕ ﻣﻲﭘﺮﺩﺍﺯﺩ‪ .‬ﺗﻔﺎﻭﺕ ﺩﺭ ﻧﺤﻮﻩ ﺍﻋﻤﺎﻝ ﻗﺪﺭﺕ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺑﻪ ﻋﻮﺍﻣﻠﻲ ﺑﺎ ﻧﺎﻡ ﻛﻨﺘﺮﻝ ﻛﺮﺩﻥ ﻳﺎ ﺁﺯﺍﺩ ﮔﺬﺍﺷﺘﻦ‪،‬‬ ‫ﻭﺍﺑﺴﺘﮕﻲ ﻳﺎ ﺍﺳﺘﻘﻼﻝ‪ ،‬ﺍﻃﺎﻋﺖ ﺍﺯ ﻣﻘﺮﺭﺍﺕ ﻳﺎ ﺧﻮﺩ ﺗﺼﻤﻴﻢ ﮔﻴﺮﻱ ﻣﻮﺍﺟﻪ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺑﺨﺶ ‪٢٢‬‬

‫ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﻫﻤﺎﻧﻨﺪ ﺭﻫﺒﺮ‪ :‬ﻭﻇﺎﻳﻒ‬ ‫ﻛﻠﻤﻪ ﺧﺪﻣﺖ )ﺳﺮﻭﻳﺲ( ﻣﻌﺎﻧﻲ ﺑﺴﻴﺎﺭﻱ ﺩﺍﺭﺩ‪ .‬ﺍﻣﺎ ﺍﻳﻦ ﭼﻬﺎ ﺭﻣﻌﻨﻲ‪ ،‬ﻳﻌﻨﻲ ﻫﻤﻜﺎﺭﻱ‪ ،‬ﻭﻇﻴﻔﻪ‪،‬ﻣﺮﺍﺳﻢ ﻭ ﺣﻔﻆ ﻭ‬ ‫ﺗﻌﻤﻴﺮ ﻭ ﻧﮕﻬﺪﺍﺭﻱ‪ ،‬ﻧﻘﺶ ﻳﻚ ﺭﻫﺒﺮ ﺧﺪﻣﺎﺗﻲ ﺭﺍ ﺗﺸﺮﻳﺢ ﻣﻲﻛﻨﺪ‪.‬‬

‫ﻫﻤﻜﺎﺭﻱ‪ :‬ﺭﻫﺒﺮ ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﻳﺎﻭﺭ‬ ‫ﺩﺭ ﺯﻣﺎﻥ ﻗﺪﻳﻢ‪ ،‬ﺭﻫﺒﺮﻱ ﻣﻔﻬﻮﻡ ﻫﻤﺎﻫﻨﮕﻲ ﻭ ﻧﻈﺎﺭﺕ ﺩﺍﺷﺖ‪ .‬ﺍﻣﺎ ﺍﻣﺮﻭﺯﻩ ﻣﺎ ﻣﻲﺁﻣﻮﺯﻳﻢ ﻛﻪ ﺍﮔﺮ ﺑﺎ ﻛﺎﺭﻣﻨﺪﺍﻥ‬ ‫ﻫﻤﭽﻮﻥ ﺍﻓﺮﺍﺩ ﺑﺎﻟﻎ ﻭ ﻓﻬﻤﻴﺪﻩ ﺭﻓﺘﺎﺭ ﺷﻮﺩ‪ ،‬ﺁﻧﻬﺎ ﻫﻤﭽﻮﻥ ﺍﻓﺮﺍﺩ ﺑﺎﻟﻎ ﻭﺍﻛﻨﺶ ﻧﺸﺎﻥ ﺧﻮﺍﻫﻨﺪ ﺩﺍﺩ‪ .‬ﻭﻇﻴﻔﻪ ﺭﻫﺒﺮﺍﻥ‬ ‫ﺧﺪﻣﺎﺕ ﺍﺳﺖ ﻛﻪ ﺍﺯ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺣﻤﺎﻳﺖ ﻛﺮﺩﻩ ﻭ ﺑﻪ ﺁﻧﻬﺎ ﺧﺪﻣﺖ ﻛﻨﻨﺪ‪ .‬ﺍﻳﻦ ﻳﻌﻨﻲ ﻣﺪﺍﺧﻠﻪ ﺩﺭ ﮔﺮﺩﺵ ﻛﺎﺭ ﻭ ﺗﻬﻴﻪ‬ ‫ﺍﻣﻜﺎﻧﺎﺗﻲ ﺑﺮﺍﻱ ﻛﺎﺭﻣﻨﺪﺍﻥ‪ .‬ﺍﻳﻦ ﻳﻌﻨﻲ ﻳﻚ ﻛﺎﺭ ﮔﺮﻭﻫﻲ ﻣﻨﺴﺠﻢ ﻛﻪ ﺩﺭ ﺁﻥ ﺑﺮﻧﺎﻣﻪﺭﻳﺰﻱ ﻭ ﺧﻼﻗﻴﺖ ﺑﺮﺍﻱ ﺍﻳﺠﺎﺩ‬ ‫ﺭﻭﺵﻫﺎﻱ ﺟﺪﻳﺪ ﻭ ﻣﻨﺎﺳﺐ ﻣﻮﺟﻮﺩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﻳﻌﻨﻲ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺭﺍ ﺑﺎ ﺩﻳﺪ ﻋﺪﻩﺍﻱ ﺍﺯ ﻣﺸﺘﺮﻳﺎﻥ ﻧﮕﺮﻳﺴﺘﻦ ﻭ ﺑﻪ ﺭﻓﻊ‬ ‫ﺍﺷﻜﺎﻻﺕ ﺁﻧﺎﻥ ﺑﺮﺁﻣﺪﻥ‪ .‬ﺑﻪ ﻓﻜﺮ ﺭﻭﺵﻫﺎﻱ ﺩﺭﺑﺮﮔﻴﺮﻧﺪﻩ ﻭ ﺟﺬﺏ ﻛﻨﻨﺪﻩ ﺑﺎﺷﻴﺪ‪.‬‬

‫ﻭﻇﻴﻔﻪ‪ :‬ﺭﻫﺒﺮﻱ ﻫﻤﺎﻧﻨﺪ ﺍﻟﮕﻮ‬ ‫ﻭﻇﻴﻔﻪ ﻳﻚ ﺭﻫﺒﺮ ﺍﺳﺖ ﻛﻪ ﻣﺠﻤﻮﻋﻪ ﺍﺭﺯﺵﻫﺎﻳﻲ ﺭﺍ ﺑﺮﺍﻱ ﺭﻓﺘﺎﺭﻫﺎﻱ ﺳﺎﺯﮔﺎﺭ ﻗﺎﺋﻞ ﺷﻮﺩ‪ .‬ﻛﺎﺭﻣﻨﺪﺍﻥ ﺑﻪ ﺣﺮﻛﺎﺕ‬ ‫ﺭﻫﺒﺮﺍﻥ ﺗﻮﺟﻪ ﺩﺍﺭﻧﺪ‪،‬ﻧﻪ ﺑﻪ ﺩﻫﺎﻥ ﺁﻧﻬﺎ‪ .‬ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ ﻛﺴﺎﻧﻲﺍﻧﺪ ﻛﻪ ﺍﺯ ﺍﺭﺯﺵﻫﺎﻱ ﺧﻮﺩ ﺍﻃﻤﻴﻨﺎﻥ ﻳﺎﺑﻨﺪ ﻭ ﺁﻥ‬ ‫ﺍﺭﺯﺵﻫﺎ ﺭﺍ ﺩﺭ ﺯﻧﺪﮔﻲ ﺣﺮﻓﻬﺂﻱ ﺭﻭﺯﻣﺮﻩ ﺧﻮﺩ‪ ،‬ﺑﻪ ﺧﺼﻮﺹ ﺩﺭ ﻣﻮﺍﻗﻊ ﺣﺎﺩ ﻭ ﺑﺤﺮﺍﻧﻲ ﺑﻪ ﺍﺟﺮﺍ ﺩﺭﺁﻭﺭﻧﺪ‪.‬‬

‫ﻣﺮﺍﺳﻢ‪ :‬ﺭﻫﺒﺮ ﻫﻤﭽﻮﻥ ﻣﺤﺮﻡ ﻣﺮﺍﺳﻢ ﺷﺎﺩﻱ ﺑﺨﺶ‬ ‫ﻭﻳﻠﻴﺎﻡ ﺟﻴﻤﺰ )‪ (W. James‬ﺭﻭﺍﻧﺸﻨﺎﺱ ﻧﻮﺷﺘﻪ ﺍﺳﺖ‪" :‬ﻋﻤﻴﻖﺗﺮﻳﻦ ﺧﻮﺍﺳﺘﻪ ﺍﺳﺎﺳﻲ ﺑﺸﺮ‪ ،‬ﺗﻤﻨﺎﻱ ﺍﻭ ﺑﺮﺍﻱ ﻗﺪﺭ ﻭ‬ ‫ﺍﺭﺝ ﻧﻬﺎﺩﻥ ﺑﻪ ﺷﺨﺼﻴﺖﺍﺵ ﺍﺳﺖ‪ " .‬ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ ﺧﺪﻣﺎﺕ ﺩﺭ ﺍﻧﺪﻳﺸﻪ ﺷﺎﺩﻱ ﺁﻓﺮﻳﻨﻲ‪ ،‬ﺟﺸﻦ ﮔﺮﻓﺘﻦ ﻭ ﺑﺮﭘﺎﻳﻲ‬ ‫ﻣﺮﺍﺳﻢ ﻣﻲﺑﺎﺷﻨﺪ‪ ،‬ﻧﻪ ﺟﺸﻦﻫﺎﻳﻲ ﻧﻈﻴﺮ ﺿﻴﺎﻓﺖ ﺭﺳﻤﻲ ﻭ ﻣﺮﺍﺳﻢ ﺗﻮﺩﻳﻊ ﺑﺎﺯﻧﺸﺴﺘﮕﻲ‪.‬‬

‫‪ 23‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺭﻫﺒﺮﺍﻥ ﺑﺰﺭﮒ ﺩﺭ ﺍﻧﺪﻳﺸﻪ ﻣﻮﻓﻘﻴﺖﻫﺎﻳﻲ ﺍﻧﺪ ﺗﺎ ﺗﺄﻳﻴﺪ ﻋﻤﻮﻣﻲ ﺭﺍ ﺑﺮ ﻣﻤﺘﺎﺯ ﺑﻮﺩﻥ ﺧﻮﺩ ﺟﺸﻦ ﺑﮕﻴﺮﻧﺪ‪ .‬ﺁﻧﻬﺎ ﺑﻪ‬ ‫ﻓﻜﺮ ﺧﻠﻖ ﻓﺮﺻﺖﻫﺎﻳﻲﺍﻧﺪ ﺗﺎ ﺳﺮﻣﺸﻖ ﺩﻳﮕﺮﺍﻥ ﻗﺮﺍﺭ ﮔﻴﺮﻧﺪ‪ .‬ﺁﻧﻬﺎ ﻣﻲﺩﺍﻧﻨﺪ ﻛﻪ ﻣﺮﺍﺳﻢ ﺑﺎ "ﺩﻳﺪﻥ" ﺷﺮﻭﻉ ﻣﻲﺷﻮﺩ‪.‬‬

‫ﺗﻌﻤﻴﺮ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ‪ :‬ﺭﻫﺒﺮ ﻫﻤﺎﻧﻨﺪ ﻣﺮﺑﻲ‬ ‫ﺭﻫﺒﺮﺍﻥ ﺑﺰﺭﮒ ﻭ ﻣﻮﻓﻖ ﺑﺨﺶ ﺧﺪﻣﺎﺕ‪ ،‬ﺁﮔﺎﻫﻨﺪ ﻛﻪ ﺍﺻﻼﺡ ﻛﻴﻔﻴﺖ‪ ،‬ﺭﻭﻧﺪﻱ ﻫﻤﻴﺸﮕﻲ ﺍﺳﺖ ﻭ ﺍﮔﺮ ﻃﺎﻟﺐ‬ ‫ﺧﻼﻗﻴﺖ ﻭ ﺭﺷﺪ ﻫﺴﺘﻨﺪ ﺑﺎﻳﺪ ﺑﺮﺍﻱ ﺁﻣﻮﺯﺵ ﺩﻳﺪﻥ ﻭ ﺁﻣﻮﺯﺵ ﺩﺍﺩﻥ ﺣﺮﻣﺖ ﻗﺎﺋﻞ ﺷﻮﻧﺪ‪ .‬ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﻛﻴﻔﻴﺖ‬ ‫ﺧﺪﻣﺎﺕ‪ ،‬ﻣﺪﺍﻡ ﺩﺭ ﺣﺎﻝ ﺗﻐﻴﻴﺮ ﺍﺳﺖ‪ ،‬ﻻﺯﻡ ﺍﺳﺖ ﻛﻪ ﺭﻫﺒﺮ ﺧﺪﻣﺎﺕ ﻧﻘﺶ ﻣﺮﺑﻲ ﺭﺍ ﺩﺍﺷﺘﻪ ﺑﺎﺷﺪ ﺗﺎ ﻫﻤﻴﺸﻪ ﺩﺭ ﺍﺻﻼﺡ‬ ‫ﻭ ﺁﻣﻮﺯﺵ ﺩﻳﮕﺮﺍﻥ ﻣﻔﻴﺪ ﻭﺍﻗﻊ ﮔﺮﺩﺩ‪ .‬ﻫﻤﺎﻥ ﮔﻮﻧﻪ ﻛﻪ ﻣﺎﺷﻴﻦ ﺍﻻﺕ ﺑﺮﺍﻱ ﺑﻘﺎ ﻭ ﺑﺎﺯﺩﻫﻲ ﻧﻴﺎﺯ ﺑﻪ ﺗﻌﻤﻴﺮ ﻭ ﻧﮕﻬﺪﺍﺭﻱ‬ ‫ﺩﺍﺭﻧﺪ‪،‬ﺍﻧﺴﺎﻥﻫﺎ ﻧﻴﺰ ﭼﻨﻴﻦﺍﻧﺪ‪ .‬ﻣﻔﻬﻮﻡ ﺗﻌﻤﻴﺮ ﻭ ﻧﮕﻬﺪﺍﺭﻱ ﺍﻧﺴﺎﻥ‪ ،‬ﻳﻌﻨﻲ ﺍﻓﺰﺍﻳﺶ ﺧﺮﺩ ﻭ ﻣﻬﺎﺭﺕ ﻭ ﺷﺎﻳﺴﺘﮕﻲﻫﺎﻱ ﺍﻭ‪.‬‬ ‫ﻣﻔﻬﻮﻡ ﺍﻳﻦ ﻣﻮﺍﺭﺩ ﺁﻥ ﺍﺳﺖ ﻛﻪ ﺑﻪ ﺭﻫﺒﺮﺍﻥ ﻳﺎﺩﺁﻭﺭﻱ ﻧﻤﺎﻳﺪ ﻛﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺁﻧﻬﺎ‪ ،‬ﻋﻤﺪﻩﺗﺮﻳﻦ ﺷﺮﻛﺎﻱ ﺁﻧﻬﺎ ﻣﻲﺑﺎﺷﻨﺪ‪.‬‬ ‫ﺍﻳﻦ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺁﻥ ﻛﻴﻔﻴﺘﻲ ﺍﺯ ﺧﺪﻣﺎﺕ ﺭﺍ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺍﺭﺍﺋﻪ ﻣﻲﺩﻫﻨﺪ ﻛﻪ ﺍﺯ ﺭﻫﺒﺮﺍﻥ ﺧﻮﺩ ﻛﺴﺐ ﻛﺮﺩﻩﺍﻧﺪ‪ .‬ﻭ ﻛﻪ ﺍﺯ‬ ‫ﺭﺍﻩ ﻣﻲﺭﺳﺪ‪ ،‬ﺗﻮﺟﻪﺍﺵ ﺑﻴﺸﺘﺮ ﺑﻪ ﻣﺸﺘﺮﻱ ﺍﺳﺖ‪ .‬ﺳﺎﺯﻣﺎﻥﻫﺎﻳﻲ ﭘﻴﺮﻭﺯ ﺧﻮﺍﻫﻨﺪ ﺷﺪ ﻛﻪ ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ ﺩﺍﺷﺘﻪ ﺑﺎﺷﻨﺪ‪،‬‬ ‫ﻧﻪ ﺳﺎﺯﻣﺎﻥ ﻗﻮﻱ ﺍﺟﺮﺍﻳﻲ‪ .‬ﺭﻫﺒﺮﺍﻥ ﻣﻮﻓﻖ‪ ،‬ﻛﺴﺎﻧﻲﺍﻧﺪ ﻛﻪ ﻫﺮﻡ ﺳﺎﺯﻣﺎﻧﻲ ﺭﺍ ﻭﺍﺭﻭﻧﻪ ﻧﻤﺎﻳﻨﺪ ﻭ ﺗﻼﺵ ﻫﺮﺭﻭﺯﺷﺎﻥ ﺍﻳﻦ‬ ‫ﺑﺎﺷﺪ ﻛﻪ ﺑﻪ ﺁﻥ ﻛﺴﺎﻧﻲ ﺧﺪﻣﺖ ﻛﻨﻨﺪ ﻛﻪ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺧﺪﻣﺖ ﻣﻲ ﻛﻨﻨﺪ‪.‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﻳﻚ ﺭﻫﺒﺮ ﺑﺰﺭﮒ ﻛﺴﻲ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﺩﻳﺪﺍﺭ ﺍﻭﻝ ﻓﻜﺮ ﻛﻨﻲ ﻳﻜﻲ ﺍﺯ ﻛﺎﺭﻣﻨـﺪﺍﻥ ﺍﺳـﺖ‪ ،‬ﻭ ﻫﻤـﻴﻦ‬ ‫ﻛﻠﻴﺪﻱ ﺍﺳﺖ ﺑﻪ ﺳﻮﻱ ﺑﺰﺭﮔﻲ‪" .‬‬

‫ﺑﺨﺶ ‪٢٣‬‬

‫ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﻫﻤﺎﻧﻨﺪ ﻳﻚ ﺭﻫﺒﺮ‪ :‬ﻫﺪﺍﻳﺎ‬ ‫ﻳﻚ ﺍﻧﺪﻳﺸﻤﻨﺪ ﺑﺎ ﻋﻨﻮﺍﻥ ﺭﻫﺒﺮﻱ ﻫﻨﺮ ﺍﺳﺖ ﭼﻨﻴﻦ ﻧﻮﺷﺘﻪ ﺍﺳﺖ‪ " :‬ﺍﻭﻟﻴﻦ ﻣﺴﺌﻮﻟﻴﺖ ﺭﻫﺒﺮ‪،‬ﺗﻌﺮﻳﻒ ﻭﺍﻗﻌﻴﺖ ﺍﺳﺖ ﻭ‬ ‫ﺁﺧﺮﻳﻦ ﻧﻘﺶ ﻭﻱ ﺗﺸﻜﺮ ﻧﻤﻮﺩﻥ ﻭ ﺩﺭ ﻓﺎﺻﻠﻪ ﻣﻴﺎﻥ ﺍﻳﻦ ﺩﻭ ﻣﺮﺣﻠﻪ‪ ،‬ﻭﻇﻴﻔﻪ ﺍﻭ ﺧﺪﻣﺖ ﻛﺮﺩﻥ ﺍﺳﺖ‪" .‬‬

‫ﺷﺶ ﻫﺪﻳﻪ ﻣﺨﺼﻮﺹ‬ ‫ﻫﺪﺍﻳﺎﻱ ﻣﺨﺼﻮﺹ ﺭﻫﺒﺮﻱ ﻋﺒﺎﺭﺗﻨﺪ ﺍﺯ‪ :‬ﺗﻮﺟﻪ ﻭ ﺗﻤﺮﻛﺰ‪ ،‬ﺧﺎﻧﻮﺍﺩﻩ‪ ،‬ﺁﺯﺍﺩﻱ ﻋﻤﻞ‪ ،‬ﺟﺎﺭﻱ ﺑﻮﺩﻥ‪ ،‬ﮔﺬﺷﺖ‪ ،‬ﻧﺸﺎﻁ ﻭ‬ ‫ﺍﻋﺘﻤﺎﺩ‪.‬‬

‫‪ 24‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﺗﻮﺟﻪ ﻭ ﺗﻤﺮﻛﺰ‬ ‫ﺗﻮﺟﻪ‪،‬ﻳﻌﻨﻲ ﻧﺤﻮﻩ ﺍﺭﺗﺒﺎﻁ ﻣﻨﻄﻘﻲ ﺭﻫﺒﺮ ﺩﺭ ﻣﺴﺎﻋﻲ ﺑﻪ ﻋﻤﻞ ﺁﻣﺪﻩ ﺩﺭ ﭘﻴﺸﺒﺮﺩ ﻛﺎﺭ‪ .‬ﻫﺪﻓﻤﻨﺪﻱ‪ ،‬ﻣﻘﺼﻮﺩ ﮔﺮﺍﻳﻲ‪،‬‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺍﻣﻴﺎﻝ‪ ،‬ﺑﺼﻴﺮﺕ‪ ،‬ﺭﺳﺎﻟﺖ ﻭ ﺟﻬﺖ ﮔﺮﺍﻳﻲ ﺩﺭ ﺣﻴﻄﻪ ﺍﻳﻦ ﺗﻮﺟﻪ ﻗﺮﺍﺭ ﺩﺍﺭﻧﺪ‪ .‬ﻳﻚ ﺷﺮﻛﺖ ﺑﺰﺭﮒ ﺍﺣﺪﺍﺙ ﻭ‬ ‫ﻣﺪﻳﺮﻳﺖ ﺳﺎﺧﺘﻤﺎﻧﻲ ﻫﺪﻑ ﻣﺸﺨﺼﻲ ﺑﻪ ﺍﻳﻦ ﺷﺮﺡ ﺩﺍﺭﺩ‪ " :‬ﻣﺴﺘﺎﺟﺮﺍﻥ ﻣﺎ‪ ،‬ﺷﺮﻛﺎﻱ ﻣﺎ‪ .‬ﻭﻗﺘﻲ ﻣﺎ ﻣﻮﻓﻖ ﺧﻮﺍﻫﻴﻢ ﺑﻮﺩ‬ ‫ﻛﻪ ﺁﻧﻬﺎ ﻣﻮﻓﻖ ﺑﺎﺷﻨﺪ‪".‬‬

‫ﺧﺎﻧﻮﺍﺩﻩ‬ ‫ﻣﺤﻴﻂ ﺧﺎﻧﻮﺍﺩﮔﻲ‪ ،‬ﺟﻮﻱ ﺍﺳﺖ ﻛﻪ ﺭﻫﺒﺮ‪ ،‬ﻣﺸﻮﻕ ﻭ ﺑﻪ ﻭﺟﻮﺩ ﺁﻭﺭﻧﺪﻩ ﺁﻥ ﺍﺳﺖ‪،‬ﻭ ﻫﺪﻓﺶ ﺍﻳﺠﺎﺩ ﺭﻭﺍﺑﻂ ﺧﻮﺩﻣﺎﻧﻲ ﻭ‬ ‫ﻧﻮﻋﻲ ﺗﺮﻳﺒﻮﻥ ﺁﺯﺍﺩ ﺍﺳﺖ‪ .‬ﺍﻳﻦ ﺟﻮ ﺑﺎ ﺿﻤﺎﻧﺖ ﺭﻫﺒﺮﻱ ﻭ ﺩﺭ ﻫﻨﮕﺎﻡ ﻧﺸﺴﺖ ﻫﺎ ﻭ ﺟﻠﺴﺎﺕ ﻣﺆﺛﺮ ﺍﺳﺖ ﻭ ﺧﻮﺩ ﻣﺒﻨﺎﻱ‬ ‫ﻛﺎﺭ ﻣﻔﻴﺪ ﮔﺮﻭﻫﻲ ﻭ ﺗﺸﺮﻳﻚ ﻣﺴﺎﻋﻲ ﺍﺳﺖ‪.‬‬ ‫ﻫﻤﻪ ﺍﻋﻀﺎﻱ ﻳﻚ ﺧﺎﻧﻮﺍﺩﻩ ﺳﺎﻟﻢ ﺩﺭ ﺑﺮﺍﺑﺮ ﺩﻳﮕﺮ ﺍﻋﻀﺎﻱ ﺧﺎﻧﻮﺍﺩﻩ‪ ،‬ﺍﺣﺴﺎﺱ ﻣﺴﺌﻮﻟﻴﺖ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻋﻤﻠﻴﺎﺕ ﻫﺮ ﻳﻚ ﺍﺯ‬ ‫ﺁﻧﻬﺎ ﺑﻪ ﻣﺸﺘﺮﻳﺎﻥ ﺍﻋﺘﻤﺎﺩ ﺑﻪ ﻧﻔﺲ ﻣﻲﺩﻫﺪ ﻭ ﺗﻌﻬﺪﺍﺕ ﻣﺘﻘﺎﺑﻞ ﺁﻧﻬﺎ ﺑﺎﻋﺚ ﻟﺬﺕ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﮔﺮﺩﺩ‪.‬‬

‫ﺁﺯﺍﺩﻱ ﻋﻤﻞ‬ ‫ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﺑﻪ ﺭﻭﺵﻫﺎﻱ ﻣﺨﺘﻠﻒ ﻣﺎﻧﻨﺪ ﺍﺟﺎﺯﻩ ﺩﺍﺩﻥ‪،‬ﺗﺸﻮﻳﻖ ﻧﻤﻮﺩﻥ ﻭ ﺣﻤﺎﻳﺖ ﺍﺯ ﺍﻧﮕﻴﺰﻩ ﺍﺯ ﺟﺎﻧﺐ ﺭﻫﺒﺮﺍﻥ ﺑﻪ‬ ‫ﻛﺎﺭﻣﻨﺪﺍﻥ ﻭﺍﮔﺬﺍﺭ ﻣﻲﺷﻮﺩ‪ .‬ﺁﺯﺍﺩﻱ ﻋﻤﻞ‪ ،‬ﻳﻚ ﻫﺪﻳﻪ ﻧﻴﺴﺖ‪ .‬ﻫﺪﻑ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺁﺯﺍﺩ ﺳﺎﺯﻱ ﺍﺳﺖ‪ ،‬ﻳﻌﻨﻲ ﺣﺬﻑ ﻫﻤﻪ‬ ‫ﻣﻮﺍﻧﻌﻲ ﻛﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺭﺍ ﺍﺯ ﻧﻤﺎﻳﺶ ﺁﺯﺍﺩﻱ ﻋﻤﻞ ﻣﺴﺌﻮﻻﻧﻪ ﺑﺎﺯﺩﺍﺭﺩ‪.‬‬

‫ﺟﺎﺭﻱ ﺑﻮﺩﻥ‬ ‫ﺑﻪ ﺧﺪﻣﺎﺕ ﺟﻨﺒﻲ ﺭﻫﺒﺮﺍﻥ ﺑﻪ ﻛﺎﺭﻣﻨﺪﺍﻥ ﻛﻪ ﺑﺎﻋﺚ ﻣﻲﺷﻮﺩ ﺗﺎ ﺁﻧﺎﻥ ﺑﺎ ﻧﻴﺮﻭﻱ ﺧﻮﺩ ﺑﻪ ﮔﺴﺘﺮﺵ ﻭ ﺭﻭﻧﺪ ﻛﺎﺭ ﺗﺪﺍﻭﻡ‬ ‫ﺑﺨﺸﻨﺪ‪ ،‬ﺟﺎﺭﻱ ﺑﻮﺩﻥ ﻣﻲﮔﻮﻳﻴﻢ‪ .‬ﺭﻫﺒﺮﺍﻥ ﺑﺎ ﺗﺪﺍﺧﻞ ﻭ ﻫﻤﻜﺎﺭﻱ ﺩﺭ ﭘﻴﺸﺒﺮﺩ ﺍﻳﻦ ﺟﺮﻳﺎﻥ‪ ،‬ﭘﻴﺶ ﺑﻴﻨﻲ ﺣﻮﺍﺩﺙ ﻭ ﻣﻮﺍﻧﻊ ﻭ‬ ‫ﺍﺭﺍﺋﻪ ﺭﻭﺵﻫﺎﻱ ﺣﺬﻑ ﻣﻮﺍﻧﻊ‪ ،‬ﺩﺭ ﻭﺍﻗﻊ ﺑﺎ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺧﻮﺩ ﻣﺸﺎﺭﻛﺖ ﻣﻲﻛﻨﻨﺪ‪.‬‬

‫ﮔﺬﺷﺖ‬ ‫ﮔﺬﺷﺖ ﺩﺭ ﻣﻮﺭﺩ ﺩﺳﺖ ﻭ ﺩﻟﺒﺎﺯﻱ ﻭ ﺁﺳﻴﺐ ﭘﺬﻳﺮﻱ ﺑﺤﺚ ﻣﻲﻛﻨﺪ ﻭ ﺗﺎ ﺣﺪﻭﺩﻱ ﺑﻪ ﭘﺬﻳﺮﻓﺘﻦ ﺧﻄﺎﻫﺎﻱ ﺍﻧﺠﺎﻡ‬ ‫ﺷﺪﻩ ﻣﺮﺑﻮﻁ ﻣﻲﺷﻮﺩ‪ .‬ﮔﺬﺷﺖ ﺷﺎﻣﻞ ﺧﻮﺩﺑﺨﺸﺸﻲ ﻧﻴﺰ ﻣﻲﮔﺮﺩﺩ ﻛﻪ ﺑﺎﻋﺚ ﺻﺪﺍﻗﺖ ﺩﺭ ﺭﻫﺒﺮﺍﻥ ﺷﺪﻩ ﻭ ﻣﻮﺟﺐ‬ ‫ﻣﻲﺷﻮﺩ ﻛﻪ ﺁﻧﻬﺎ ﺩﺭﺻﺪﺩ ﺍﺻﻼﺡ ﺧﻄﺎﻫﺎﻱ ﻛﺎﺭﻣﻨﺪﺍﻥ ﺧﻮﺩ ﺑﺎﺷﻨﺪ ﻭ ﻧﻪ ﺗﻮﺑﻴﺦ ﺁﻧﻬﺎ‪ .‬ﮔﺬﺷﺖ‪ ،‬ﺻﻔﺘﻲ ﺿﺮﻭﺭﻱ ﺑﺮﺍﻱ‬ ‫ﺩﺳﺘﻴﺎﺑﻲ ﺑﻪ ﺗﻮﺳﻌﻪ ﻭ ﺭﻳﺴﻚ ﭘﺬﻳﺮﻱﻫﺎﻱ ﺑﺰﺭﮒ ﺍﺳﺖ‪.‬‬

‫ﻧﺸﺎﻁ ﻭ ﺍﻋﺘﻤﺎﺩ‬ ‫ﻳﻜﻲ ﺍﺯ ﺟﻨﺒﻪﻫﺎﻱ ﻣﻬﻢ ﺩﺭ ﺭﻫﺒﺮﻱ ﻭ ﻣﺪﻳﺮﻳﺖ‪ ،‬ﺟﻨﺒﻪ ﺭﻭﺣﻴﻪ ﺩﺍﺩﻥ ﻭ ﻧﺸﺎﻁ ﺁﻓﺮﻳﻨﻲ ﺩﺭ ﻣﺤﻴﻂ ﻛﺎﺭﻱ ﺍﺳﺖ ﻛﻪ‬ ‫ﺑﺎﻋﺚ ﺷﺎﺩﺍﺑﻲ ﻭ ﻟﺬﺕ ﺩﺭ ﺍﻣﻮﺭ ﻣﻲﮔﺮﺩﺩ‪ .‬ﻧﺸﺎﻁ ﻭ ﺍﻋﺘﻤﺎﺩ‪ ،‬ﻛﻠﻴﺪ ﺍﻃﻤﻴﻨﺎﻥ ﺑﺮﺗﺪﺍﻭﻡ ﻛﺎﺭ ﺍﻧﺴﺎﻧﻲ ﺍﺳﺖ‪.‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﻭﻗﺘﻲ ﻛﻪ ﻛﺎﺭ ﺑﻬﺘﺮﻳﻦ ﺭﻫﺒﺮﺍﻥ ﺑﻪ ﺛﻤﺮ ﻣﻲﻧﺸﻴﻨﺪ‪ ،‬ﻣﺮﺩﻡ ﺍﺩﻋﺎ ﻣﻲﻛﻨﻨﺪ ﻛﻪ ﻣﺎ ﺧﻮﺩﻣﺎﻥ ﺍﻳﻦ ﻛﺎﺭ ﺭﺍ‬ ‫ﺍﻧﺠﺎﻡ ﺩﺍﺩﻳﻢ‪" .‬‬

‫‪ 25‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬

‫ﺑﺨﺶ ﭘﺎﻳﺎﻧﻲ‬

‫ﺑﺨﺶ ﻣﺸﺎﺭﻛﺖ‬ ‫ﺁﺧﺮﻳﻦ ﺑﺨﺶ ﻛﺘﺎﺏ ﺭﺍ ﻧﻮﻳﺴﻨﺪﻩ ﺑﺎ ﻣﺎﺟﺮﺍﻱ ﺳﺨﻨﺮﺍﻧﻲ ﺧﻮﺩ ﺍﻳﻦ ﮔﻮﻧﻪ ﺁﻏﺎﺯ ﻣﻲﻛﻨﺪ ﻛﻪ ‪ :‬ﺩﺭ ﺩﻗﺎﻳﻖ ﺁﺧﺮ‬ ‫ﺳﺨﻨﺮﺍﻧﻲﺍﻡ ﺑﻮﺩ ﻛﻪ ﻳﻜﻲ ﺍﺯ ﻣﺴﺘﻤﻌﺎﻥ ﺳﺆﺍﻝ ﻛﺮﺩ ﻛﻪ ﺑﺎ ﭼﻪ ﻣﻘﻴﺎﺳﻲ ﻣﻲﺷﻮﺩ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ ﺭﺍ ﺍﻧﺪﺍﺯﻩ‬ ‫ﮔﺮﻓﺖ؟ ﺑﻪ ﻋﻮﺽ ﭘﺎﺳﺦ ﻗﺎﻧﻊ ﻛﻨﻨﺪﻩ‪ ،‬ﺑﺎ ﭼﻨﺪ ﻛﻠﻤﻪ‪،‬ﺳﺮﻳﻊ ﺍﻭ ﺭﺍ ﺳﺮﺟﺎﻳﺶ ﻧﺸﺎﻧﺪﻡ‪ ،‬ﺍﻣﺎ ﺳﺆﺍﻝ ﺍﻭ ﻫﻢ ﺯﻳﺎﺩ ﺳﺆﺍﻝ‬ ‫ﺑﻲﻣﻮﺭﺩﻱ ﻧﺒﻮﺩ‪ .‬ﻧﻮﻳﺴﻨﺪﻩ‪،‬ﺳﭙﺲ ﺑﻪ ﺷﺮﺡ ﻧﻈﺮﺍﺕ ﺧﻮﺩ ﺩﺭ ﺍﻳﻦ ﺑﺎﺭﻩ ﻣﻲﭘﺮﺩﺍﺯﺩ ﻛﻪ ﺑﻪ ﺧﻼﺻﻪ ﺁﻧﻬﺎ ﺍﺷﺎﺭﻩ ﻣﻲﺷﻮﺩ‪.‬‬ ‫ﻫﻴﭻ ﭘﺎﺳﺦ ﺳﺎﺩﻩﺍﻱ ﺑﺮﺍﻱ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻣﺸﺎﺭﻛﺖ ﻭﺟﻮﺩ ﻧﺪﺍﺭﺩ‪ .‬ﺑﺮﺭﺳﻲﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ ﺛﺎﺑﺖ ﻛﺮﺩﻩ ﺍﺳﺖ ﻛﻪ‬ ‫ﻣﻘﺪﺍﺭ ﺍﻧﺮﮊﻱﻫﺎﻱ ﻛﻪ ﺻﺮﻑ ﺣﻔﻆ ﻣﺸﺘﺮﻳﺎﻥ ﻣﻲﺷﻮﺩ ﺣﺪﺍﻗﻞ ﭘﻨﺞ ﺑﺮﺍﺑﺮ ﻧﺴﺒﺖ ﺑﻪ ﻧﻴﺮﻭﻳﻲ ﻛﻪ ﺻﺮﻑ ﻳﺎﻓﺘﻦ‬ ‫ﻣﺸﺘﺮﻳﺎﻥ ﺟﺪﻳﺪ ﮔﺮﺩﺩ ﺑﺎﺯﺩﻫﻲ ﺩﺍﺭﺩ‪ .‬ﻣﺸﺘﺮﻳﺎﻧﻲ ﻛﻪ ﺑﻪ ﺍﺭﺍﺋﻪ ﺩﻫﻨﺪﮔﺎﻥ ﺧﺪﻣﺎﺕ ﻭﻓﺎﺩﺍﺭ ﻣﻲﻣﺎﻧﻨﺪ‪ ،‬ﺑﻪ ﻧﺴﺒﺖ ﻃﻮﻝ‬ ‫ﻣﺪﺕ ﻣﺸﺎﺭﻛﺖ ﺧﻮﺩ‪ ،‬ﺑﻪ ﺭﻭﺵ ﺗﺼﺎﻋﺪﻱ ﭘﻮﻝ ﺑﻴﺸﺘﺮﻱ ﺩﺭ ﺍﻳﻦ ﺭﺍﻩ ﻫﺰﻳﻨﻪ ﻣﻲﻛﻨﻨﺪ‪ .‬ﻋﻼﻭﻩ ﺑﺮﺍﻳﻦ ﺍﺣﺴﺎﺱ ﻭﻓﺎﺩﺍﺭﻱ‬ ‫ﺍﺯ ﺳﻮﻱ ﻣﺸﺘﺮﻱ‪ ،‬ﻧﻘﻄﻪ ﺍﻭﺝ ﺩﺭ ﻣﺸﺎﺭﻛﺖ ﺍﺳﺖ‪.‬‬ ‫ﺍﺻﻮﻻ ﺳﻨﺠﻴﺪﻥ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﻌﻴﺎﺭﻫﺎﻱ ﺍﻗﺘﺼﺎﺩﻱ‪ ،‬ﻋﻤﻞ ﺩﺭﺳﺘﻲ ﻧﻴﺴﺖ ﻭ ﺑﺎﻋﺚ ﺧﺪﺷﻪ ﺩﺍﺭ ﺷﺪﻥ ﺍﺭﺯﺵ‬ ‫ﻣﻌﻨﻮﻱ ﺁﻥ ﻣﻲﮔﺮﺩﺩ‪.‬‬ ‫ﺳﻄﻮﺭ ﺁﺧﺮ ﺍﻳﻦ ﺑﺨﺶ ﺑﻪ ﺍﻇﻬﺎﺭﺍﺕ ﻣﺮﻳﻠﻴﻦ ﻓﺮﮔﻮﺳﻦ ﺩﺭ ﻛﺘﺎﺑﺶ ﺑﻪ ﻧﺎﻡ ﺗﺒﺎﻧﻲ ﺁﺑﺰﻳﺎﻥ ﺍﺧﺘﺼﺎﺹ ﺩﺍﺭﺩ‪ :‬ﻣﺎ ﺑﺮﺍﻱ‬ ‫ﺍﻧﺪﺍﺯﻩ ﮔﻴﺮﻱ ﻛﻴﻔﻴﺖ ﻫﺎ ﺍﺯ ﺍﺑﺰﺍﺭﻫﺎﻳﻲ ﺍﺳﺘﻔﺎﺩﻩ ﻣﻲﻛﻨﻴﻢ ﻛﻪ ﺑﺮﺍﻱ ﺍﻧﺪﺍﺯﻩﮔﻴﺮﻱ ﻛﻤﻴﺖﻫﺎ ﺳﺎﺧﺘﻪ ﺷﺪﻩﺍﻧﺪ‪ .‬ﻳﻚ ﻫﺪﻑ‬ ‫ﭼﻘﺪﺭ ﺑﺰﺭﮒ ﺍﺳﺖ‪،‬ﻳﻚ ﺑﻌﺾ ﭼﻘﺪﺭ ﺳﻨﮕﻴﻦ ﺍﺳﺖ ﻭ ﻳﺎ ﻋﺸﻖ ﭼﻘﺪﺭ ﻋﻤﻴﻖ ﺍﺳﺖ؟‬

‫ﭘﺎﻳﺎﻥ ﺳﺨﻦ‬

‫ﺑﺨﺶ " ﺳﻮﺍﺭﻩ ﺑﻪ ﺳﻮﻱ ﻏﺮﻭﺏ ﺭﻓﺘﻦ"‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﺍﺯ ﺁﻧﺠﺎ ﻛﻪ ﺟﻮﺭﺟﻴﺎﻳﻲ ﺍﺳﺖ ﻭ ﻋﻼﻗﻪ ﺯﻳﺎﺩﻱ ﺑﻪ ﺗﮕﺰﺍﺱ ﺩﺍﺭﺩ‪ ،‬ﻫﻤﭽﻮﻥ ﭘﺎﻳﺎﻥ ﻓﻴﻠﻢﻫﺎﻱ ﻭﺳﺘﺮﻥ‪ ،‬ﭘﺎﻳﺎﻥ‬ ‫ﺳﺨﻦ ﺭﺍ ﺑﺎ ﻋﻨﻮﺍﻥ ﻣﺰﺑﻮﺭ ﻧﺎﻡ ﮔﺬﺍﺭﻱ ﻛﺮﺩﻩ ﺍﺳﺖ‪.‬‬ ‫ﻧﻮﻳﺴﻨﺪﻩ ﻣﻌﺘﻘﺪ ﺍﺳﺖ ﻛﻪ ﺩﺭ ﻃﻮﻝ ﻣﺪﺕ ﻧﮕﺎﺭﺵ ﻛﺘﺎﺏ‪،‬ﺑﻪ ﻃﻮﺭ ﺷﮕﻔﺖﺁﻭﺭﻱ‪ ،‬ﺟﺬﺏ ﻣﺸﺎﺭﻛﺖ ﺑﺎ ﻣﺸﺘﺮﻱ‬ ‫ﺷﺪﻩ ﺍﺳﺖ‪.‬‬ ‫ﻣﺸﺎﺭﻛﺖﻫﺎﻱ ﻭﺍﻗﻌﻲ‪،‬ﺷﺮﻛﺎﺀ ﺭﺍ ﺩﺭ ﺭﻭﺯﻫﺎﻱ ﺗﻠﺦ ﻭ ﺷﻴﺮﻳﻦ‪ ،‬ﺳﻼﻣﺖ ﻭ ﺑﻴﻤﺎﺭﻱ ﻭ ﺷﺎﺩﻱ ﻏﻢ‪ ،‬ﻛﻨﺎﺭ ﻫﻢ ﻧﮕﺎﻩ‬ ‫ﻣﻲﺩﺍﺭﺩ‪ .‬ﭼﻨﻴﻦ ﺗﻌﻬﺪﺍﺕ ﻭ ﺍﻟﺰﺍﻣﻬﺎﻳﻲ ﺑﺎ ﻣﺸﺎﺭﻛﺖ ﺷﺮﻭﻉ ﺷﺪﻩ ﻭ ﺩﺭ ﺗﻤﺎﻡ ﻃﻮﻝ ﻣﺪﺕ‪ ،‬ﻣﺸﺎﺭﻛﺖ ﺍﺩﺍﻣﻪ ﻡﻳﺎﺑﺪ‪.‬‬

‫‪ 26‬ﻣﺸﺘﺮﻱ ﺩﺭ ﺟﺎﻳﮕﺎﻩ ﺷﺮﻳﻚ‬ ‫ﻣﻮﻫﺒﺖ ﺩﺍﺷﺘﻦ‪ ،‬ﻭﻓﺎﺩﺍﺭﻱ‪ ،‬ﺗﺸﺮﻳﻚ ﺩﺭ ﺭﺅﻳﺎ ﻭ ﺁﻣﺎﻝ‪ ،‬ﺗﻘﺎﺑﻞ )ﻣﻌﺎﻣﻠﻪ ﺑﻪ ﻣﺜﻞ( ﺷﻨﺎﻭﺭ‪ ،‬ﻭ ﭘﮋﻭﻫﺶ ﺟﺎﻭﺩﺍﻥ ﺑﺮﺍﻱ‬ ‫ﺗﻌﻬﺪﺍﺕ ﻗﺪﺭﺷﻨﺎﺳﺎﻧﻪ ﺍﺯ ﺟﻤﻠﻪ ﺛﻤﺮﺍﺕ ﻣﺸﺎﺭﻛﺖ ﺍﺳﺖ‪.‬‬ ‫ﺛﻤﺮﺓ ﺟﻨﺒﻲ ﻣﺸﺎﺭﻛﺖ‪ ،‬ﭼﻴﺰﻱ ﻓﺮﺍﺗﺮ ﺍﺯ ﻭﻓﺎﺩﺍﺭ ﺑﻮﺩﻥ ﺍﺳﺖ‪ .‬ﻧﺘﻴﺠﻪ ﻋﻤﻴﻖﺗﺮﻱ ﻛﻪ ﺍﺯ ﻣﺸﺎﺭﻛﺖ ﮔﺮﻓﺘﻪ ﻣﻲﺷﻮﺩ‪،‬‬ ‫ﺯﻧﺪﮔﻲ ﻫﻤﺮﺍﻩ ﺑﺎ ﺻﻠﺢ ﻭ ﺁﺭﺍﻣﺶ‪ ،‬ﺷﺎﺩﻱ ﻭ ﺍﺩﺍﻱ ﻭﻇﻴﻔﻪ ﺍﺳﺖ‪ .‬ﻣﺸﺎﺭﻛﺖ ﺩﺭ ﻳﻚ ﺑﺮﺧﻮﺭﺩ ﺳﺎﺩﻩ ﭘﻴﺶ ﻣﻲﺁﻳﺪ ﻛﻪ‬ ‫ﻫﻤﺎﻥ ﺑﺮﺧﻮﺭﺩ ﺑﻌﺪﻱ ﺷﻤﺎﺳﺖ‪.‬‬

‫ﭘﻴﺎﻡ ‪ " :‬ﻓﻘﻂ ﺍﺭﺗﺒﺎﻁ ﺑﺮﻗﺮﺍﺭ ﻛﻨﻴﺪ‪" .‬‬