毕业论文文献翻译！紧急！

Store managers in each of the three supermarkets pursuing a customer ethos (hereafter referred to as companies A, B and C) provided similar sentiments regarding the present emphasis on the customer and the transformation from "cheapest is best" to "quality and service is best" philosophies in the 1980s. The exceptional supermarket chain, company D, has deliberately continued to pursue cost-minimisation and cheapest price policies, and has been successful in extending its market share in the 1980s (in fact doubling it over the last few years), largely through filling the "vacuum" created as the majority of large supermarket chains move "up-market" and "out-of-town".
So how do companies A, B and C go about creating the sort of organisational culture in which staff — particularly front-line staff on the shopfloor — put the customer first?
At companies A, B and C the attempt to establish a strong culture begins with selection, where there is an attempt to recruit people with the ability to develop a customer orientation. Occupational and psychological tests have been introduced in company C, the other two relying on the ability of managers to spot capable candidates during interviews. Most managers claimed they knew what they were looking for in potential staff, though some in company B were unsure how to take the message from head office that "like-minded" people should be recruited: "What is a like-minded person, that's what I would like to know? . . . I employ people that want the job and are presentable".
Selection is followed by induction and training when management expectations of staff are established. At company A a staff training officer has been established at every single store, part of her (typically the officer is female) responsibility being to ensure customer service briefings and training are provided to every employee. In each of the three companies videos are used to get the "customer is king" message across. One store manager at company A commented:
They are told to smile all the time and if the customer has a particular problem then they should try and get them through the checkout and contact a supervisor or manager to deal with it.

店铺经理在每一种三超市追求客户风气(以下简称企业,B和C)具有同样的感情对于现在的强调顾客和转变,从“便宜的最好”,以“质量、服务最好”的哲学在20世纪80年代。独特的连锁超市、公司D,故意cost-minimisation持续追查,便宜的价格政策,已经成功扩大其市场份额在二十世纪八十年代,两倍(事实上,在过去的几年中),主要通过填写“真空”创造的多数大型连锁超市的动的“高档的”和“住在城外的”。

怎样,B和C公司着手创造的那种组织文化的员工,特别是现场第一线人员,把顾客放在第一位?

企业A、B和C试图建立一个强势文化开始与选择,那里有企图招人的能力,以顾客需求为导向的发展。职业和心理测验,介绍了公司C,另外两个依靠能力的管理者能够面试候选人位置。大多数经理声称他们知道他们正在寻找潜在的,尽管一些员工如何,还不确定在B公司把总部的信息:“志同道合的“人们应该招募了:“什么是志同道合的人,我也会想知道的吗?。我雇用,想要这份工作,像样的”。

选择是其次是诱导和培训员工的期望管理规范。在公司的一个员工培训官员已经被建立在每一个单独的商店,部分(通常是军官女性)权责以确保客户服务通报及为每一位员工提供培训。在每一种三家视频得到“顾客是国王"的意思。一家店铺经理说:公司

他们被告知要微笑,如果客户有自己的问题就应该尝试让他们通过检测和联系一位主管或经理来解决它。

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