BY ALAN BRUNACINI
在最近的专栏中，我描述了在'90年代，我们的服务在我们的服务中共同增加（虽然有时笨拙地）我们对我们如何与呼吁和接受我们服务的人以更积极的人类方式互动的认识。随着我们继续扩大的讨论，我们越来越聪明地从客户的术语中获取客户，然后在我们如何基于客户所记住和与我们所花费的时间相关的服务，开发了我们实际交付服务的改进。我想我们可以说这样做让我们更好的读者和听众，这让我们更聪明。看看并使用过去发生的事情总是明智的，以改善我们将来所做的事情。我们经常审查了我们如何提供战术服务，但我们之前没有以一致的方式查看我们与那些接受该服务的人的方式。
I had the opportunity to do some modest writing about delivering and improving customer service early in the program. In the beginning, as we began to present customer service material, we got an interesting reaction from a lot of firefighters. They were uncomfortable using the word "customer." We had historically referred to those we served/saved as "victims." I had many conversations inside and outside my department in which firefighters articulated that discomfort. We had never mentally connected to serving "customers" and had developed a 250-year habit of calling them victims. Ben Franklin probably called them fire victims in the beginning, and we just kept using the term. We did not mean to use the victim term in a derogatory or disrespectful way; it was just a habit, not a definition.
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