Table of Contents

Introduction......................................................................................................................................3
Servicer Industry..........................................................................................................................3
Service Industry and Display Rules.............................................................................................4
What is Emotional Labour?.........................................................................................................4
Emotional Labour........................................................................................................................5
What are Display rules?...............................................................................................................5
Problems with Emotional Labour................................................................................................6
Members Point of View...................................................................................................................7
Member 1 View:..........................................................................................................................7
Member 2 View:..........................................................................................................................8
Member 3 View:..........................................................................................................................8
Member 4 View:..........................................................................................................................9
Consensus Building.........................................................................................................................9
Issue.............................................................................................................................................9
Method.........................................................................................................................................9
The Decision................................................................................................................................9
Research Methodology..............................................................................................................10
The Survey Method................................................................................................................10
Analysis.........................................................................................................................................13
Tools:.........................................................................................................................................13
Sampling:...................................................................................................................................13
Statistical Analysis:....................................................................................................................13
Limitations:................................................................................................................................13
Discussion......................................................................................................................................13
Statistical Data of the Research.....................................................................................................15
Conclusion.....................................................................................................................................17
Consumer Sample Survey..............................................................................................................18
Bibliography..................................................................................................................................19
Error: Reference source not found
 2

STRUCTURED ABSTRACT

Purpose:

Emotional display rules are influenced by relational, occupational and cultural expectations. The
issue in this report analyzes, is whether or not Organizational Display Rules should be
considered in customer service management or hospitality management? We analyze results
from existing research. In addition we analyze OB related issues in practical work place
environment, and conclude and recommended use for our findings.

Findings:

As mentioned and discussed earlier negative emotions can be directed towards colleagues, it can
also be slightly leaked towards supervisors but it should almost never be directed towards or
shown to customers. From the data that we have gathered from journal articles and the survey we
have conducted it is fairly safe to assume that display rules significantly affect the purchasing
behavior of customers and as in the long term organizations heavily rely on their loyal customers
that is why customer representative should observe display rules provided to them by the
organization. Unless the CSR’s or the sales personnel are polite and eager to help the customers,
they would gladly choose to take their business elsewhere.

Method:

For this report existing research has been used, we extracted and quoted relevant information to
support our consensus. We used the survey method, a survey is an evaluation targeted to achieve
a specific aim. The evaluations can be done by many means e.g. interviews, questionnaires etc.
for our research we have used a questionnaires having ten fixed ended questions, which were
aimed to fulfill the topics demand.

We calculated the results by using different mean and statistical methods. However it is
important to note that our findings have certain limitations because of time and resource
constraints. I.e. our sample population was not large enough to encompass the entire nation and
many organizations.

The issue in this report analyzes, is whether or not Organizational Display Rules should be
considered in customer service management or hospitality management? The following essay
will give an introduction to the topic, importance of hospitality in the service industry, discuss
and analyze display rules and emotional labour. Following the aforementioned an individual
group consensus has been stated. The decision will be supported by research and findings and
finally we have concluded how these findings can be useful for OB practitioners.

Introduction
 3

In the past, emotions were ignored in the study of organizational behavior (Arvey, Renz &
Watson, 1998; Putnam & Mumby, 1993). The workplace was viewed as a rational environment,
where emotions would get in the way of sound judgment. Thus, emotions were not even
considered as an explanation for workplace phenomenon. This view is being dismantled as more
researchers are finding how workplace emotions help to explain important individual and
organizational outcomes (for a review, see Arvey et al., and 1998).

More specifically, researchers are beginning to explore how emotions are managed by
employees to improve work outcomes. One example is an employee changing how he/she feels,
or what feelings he/she shows, in order to interact with customers or clients in an effective way.
Managing emotions for a wage has been termed emotional labour(Hochschild, 1983).

Servicer Industry

Service is a performance of labour for the benefit of another (KTEC, 2005) and successful
service depends on emotional labour. Service encounters between the service providers and
customers demand that the service provider meets the needs of the customers in order to satisfy
their needs and make them happy with the transaction. This has required service providers to
perform at their best level as their performances are evaluated by the customers and would
determine whether or not they were happy with the service delivered. Indeed, the performance of
the service provider or employees will be a key factor in customer evaluation and comparison
with expectations in deciding whether or not they are satisfied with the service.

Accordingly, it is vital that the service provider ensure that whatever is delivered can delight and
make the customers happy. However, that would not be an easy task for every service provider.
They many issues that may limit them from performing as required and the best they can. They
may not be able to perform well if the power that is given to them is restricted, or if they are not
allowed to make simple decisions or if they only have restricted flexibility in their jobs. On the
other hand, the levels of their service may also be affected if they are not in a positive mood to
do their job. These conditions may have some impact on the value quality that they deliver which
may well have some influences on the customer’s evaluation and possible dissatisfaction.

Previous researches have provided evidence and proposed that empowerment of employees may
benefit their performance in various ways: such as motivating the employees, enhancing job
satisfaction, increasing organizational commitment and being more responsive to customers’
needs. In addition employees who are in a positive state of mind may contribution a positive
impact to the service outcome.

Service Industry and Display Rules

Customer: “In America, all the cashiers smile”

Cashier: “So go to America. What do you want form me?”

 4

An assumption in service research is that both management and customers expect front-liner
staff to be friendly, caring and perhaps even enthusiastic(Hochschild, 1983). These expectations
are communicated via formal internal policies (e.g., selection, monitoring, and training) in
addition to informal social rewards and punishments, and guide what are appropriate emotional
displays (Hochschild 1983: Rafaeli and Sutton, 1987). Such display rules for emotional
expressions help guide employee behavior and interpersonal performance (Diefendroff and
Gosserand, 2003), since there will inevitably be situations when employees do not feel such
positive emotions (Lovelock ad Wirtz, 2007) such emotional labour (Hochschild, 1983).

However, till date there is mixed evidence on whether display rule perceptions are associated
with job performance and job strain in the ways proposed (Brotheridge and Grandey, 2002 Côté
and Morgan, 2002; Diefendorff and Richard, 2003; Diefendorff, et al., 2006; Grandey, 2003) we
argue that more attention is needed to how workplace display rules vary by emotion, target and
cultural context. First, display rules research often asks about ‘positive’ is ‘negative’ emotions,
but this obscures variability within each category.

We focus on display rules for two emotions important for the work environment – anger and
happiness – because they motivate anti- and pro-social action tendencies, respectively (Fitness,
2000; Geddes and Callister, 2007; Sloan, 2004). According to (Rafaeli 1989 Hochschild 1983),
the customer target involves stronger display rules than would a general norm for “niceness”
within the organization, but this is rarely tested.

All of this could have a direct influence on their performance which can be directly linked to the
levels of service quality in service delivery to customers. Our focus here is primarily to analyze
displayed emotions by employees and their antecedents and consequences. The most important
consequence of displayed emotions in organizations is the emotional labour experienced by the
employees in the service industry.

What is Emotional Labour?

Emotional labour is the control of a person’s behavior to display the appropriate emotions (Chu,
2002). This means that a person evokes or suppresses certain emotions to conform to social
norms. Another definition states ‘Emotional labour refers to the regulation of one's feelings and
emotional displays for a wage’(Hochschild, 1983).The following text will examine emotional
labour in service industries.

Emotional Labour

Arlie Hochschild first coined the term ‘Emotional Labour’ in her book published in 1983 titled
“The Managed Heart”. Hochschild pointed out that people control their emotions in personal and
work life(Hochschild, 1983). Whenever a person alters their outward behavior (emotions, verbal
ques body language) to conform to an ideal, something that every human does, it is emotional
labour. Therefore it is necessary to look more deeply into the subject.
 5

Hochschild describes two types of acting: surface acting and deep acting. Surface acting is
expressing some emotion without feeling that emotion(Hochschild, 1983). This is the most
important type of acting concerned in the workplace because it has some very serious
consequences. Generally surface acting involves the masking of negative emotions such as
frustration, anger, annoyance, depression etc. with contrary emotions such as happiness, joy etc.

Deep acting refers to two different emotional actions. The first method is to show actual felt
emotions, the other is to recreate or act bases on some previous felt emotion. Also known as
method acting, for the due remainder of this report whenever deep acting is mentioned it will
mean method acting.

What are Display rules?

In order to understand the true concept of emotional labour it is crucial to identify the correct
response to a situation. Hoschschild defined a set “Feeling Rules” or “Display Rules” (Ashforth,
1993) by which people identify what correct behavior is(Hochschild, 1983). They can be a part
of training or could just simply be manners.

As mentioned earlier in the report most organizations have a set of policies, most of which likely
cover conduct with customers. This is a form of written guidelines by which employees can
judge the correct response. To give you an example McDonalds, who encourages sincerity,
enthusiasm and confidence and a sense of humor in their service personnel(Manns.S), but most
feeling rules are unwritten mostly norms or manners.

Feeling rules are also connected to culture of the region but due to time and resource limitations
we will not discuss these. Emotional labour is most evident when a service transaction is going
wrong, when the customers are unhappy for multiple reasons. In most of the time the employee
will remain calm, composed and polite to the customer while the customer will irritate and even
sometimes verbally abuse the employee and or the organization. This behavior show by the
employee is a form of self control, suppressing negative emotions and evoking more positive
emotions. Display rules are the main reason that why employee knows to be polite.

The employee has a set of display rules by which he/she may operate, whilst the customer have
an expectation of good service. These are defined by ten dimensions including trustworthiness,
courtesy, approachability and understanding (Ashforth, 1993). These dimensions would change
depending on the expectations of the customer. Hence it is very much possible and is true in
some cases when customers have unreal expectations of good/services and they cannot be
satisfied.

Some service industries are subject to higher expectations than other such as medical
professionals, call center operators and airline attendants. These industries spend a lot of time
with people. This interactions includes an expectation by the customer/client/guest etc. (from
now on referred to as customers) for good service. For example, goods service form a doctor
would include a caring attitude politeness, friendliness, happiness etc. this is also known as
 6

“Bedside manners” and are increasingly becoming important for doctors(). Feeling rules must
also be changed on the basis of age.

Emotional labour occurs when a person suppresses or evokes emotions to conform to display
rules. Display rules are scripts by which people try to correct emotional response to a situation.
When the system breaks down, however, there are harmful consequences for the individual.

Problems with Emotional Labour

A professional act as they must, not as they feel.

(Academy of management journal)

Inter action with customers is an integral part of the service industry. Their job requires
customers to be nice and courteous to customers regardless how the customer is treating the
employee. Such treatment of employees will lead to emotional dissonance and will create stress
in employees(Manns.S). “This stress could cause hypertension, heart disease, even exacerbate
cancer.(Manns.S). This is because people to a large extent tend to surface act(Persaud, 2010)”.
Surface acting can cause sufferers to experience detachment from their own emotions, and may
suffer burnout as a result.

Raj Persaud, from Maudsley Hospital, London describes how doctors can lose their ability to
care, which is an integral part of their job, when suffering from emotional burnout.(Persaud,
2010). He also said that the quality of work depreciates and creates dissatisfaction; also burnout
can create doubt about the work the individual completed (Persaud, 2010). Leading to a higher
likelihood the sufferer will leave their job; the behavior of an airline attendant can greatly affect
the comfort of a person’s flight.()

This theory can be applied to any industry Hochschild applied the airline attendant as her
example. Despite the fact that the airline attendant performs less than 10% of the total service
taking the customers luggage to your destination, the attendant is the ‘person on the ground’, the
person that the customers see the most(Hochschild, 1983). This makes emotional labour integral
part of the job

Emotional labour can also be a source for job satisfaction; it all depends on whether the
employee experiencing surface acting or deep acting, the high level of emotional labour can be
very rewarding (Persaud, 2010). If the person is only surface acting, the strain of masking
emotions can cause serious stress.

Surface acting is especially dangerous with care professions, such as doctors, nurses and airline
attendants. As previously discussed, the concept of care is driven by emotional labour. So when
care is lost due to emotional stress/burnout, the key expectation of the job is gone and the
customer expectations cannot be satisfied.
 7

It is possible to lose a job due to poor emotional labour, or letting the wrong emotion leak out.
(Ashforth, 1993). Emotional labour is becoming increasingly important in organizations and
these set guidelines for emotional display are a crucial element of customer service. But since
more and more people practice surface acting they become more prone to the consequences of
emotional labour i.e. it becomes harder for them to retain control of their emotions and stress
builds up. . For example assume you’re a customer services representative, the 50th person
asking the same question must be answered as thoroughly as you served the first person.
Otherwise you are not doing your job of providing customer service because the 50th person has
no idea that you have answered the same question 50 times. They just need an answer.

Another dilemma with emotional labour is its strong connection with stress.(Persaud, 2010). It
has been found that faking emotions through surface acting can lead to high levels of stress.
(Persaud, 2010). Stress is becoming more and more prominent in the work place; in the
developed world some organizations even give ‘stress leaves’ apart from the conventional ‘sick
leave’. When a person continues to surface act they build up stress as a result.(Persaud, 2010).
This stress can hinder their performance of emotional control, and decrease job performance.().
This may in turn cause the individual to feel dishearten and dissatisfied with their work, which as
previously discussed can lead to quitting.(Persaud, 2010)

Members Point of View

Member 1 View:

In my opinion organizational display rules are crucial for effective service management
and sales. An assumption in service research is that both management and customers expect
front-liner staff to be friendly, caring and perhaps even enthusiastic(Hochschild, 1983). Service
is a performance of labour for the benefit of another (KTEC, 2005) and successful service
depends on emotional labour.

When a customer pays for a service he/she has certain expectations form the employee and the
organization. One such example can be looked at in the hotel industry; a customer who pays
$100 per night in a 5 star hotel expects the management to be friendly, cooperative and overall
nice in behavior. In addition the housekeeping, waiters, bellhops etc all are part of the hospitality
industry and customers expect to be treated accordingly.

Member 2 View:

Organizational display rules have to be maintained in order to survive in the longer run.
But as a consequence the dilemmas of emotional labour start evoking. Organizations will have
maintained display rules, which have been established in my first statement, but they will have to
come up with new ways to reduce emotional dissonance and labour.
 8

From a practical standpoint, research indicates that employees who fee that they are treated fairly
are not only more committed and satisfied, but are also better performers and citizens as
compared to those who perceive less justice in the workplace (Cohen-Charash, 2001)(Colquitt,
2001)(Viswesvaran, 2002). Such issues must be addressed in order for effective display
management.

Member 3 View:

As far as my point of view is concerned I think emotional display in organizations is very

important and is directly proportional to the profits and benefits of an organization. Whenever
you go for shopping you expect that the sales person dealing with you will sort out with the
problems you face while buying a good or service. Let us consider an example of two like firms
operating in the market. Suppose you go to Makro Pakistan for purchase of grocery and you find
some problem while understanding some products and when you ask for help from the sales
person present there, the attitude and the emotions he displays while helping you will directly
affect the sales.

If the sale representative shows you a rude attitude or even talk to you normally and don’t sound
like helping, there is a high probability you won’t be visiting Makro again. Whereas if u go to
Metro Pakistan and find the sales representative extremely corporative with a smile of their face,
you will feel good and might become loyal to them and go there again and again to buy things.

Research has shown that companies which provide good customer services have higher profits.
Nowadays an integral part of customer service training is to set forth display rules to teach
employees to interact with customers in a professional friendly and a helpful manner. Displaying
good emotions with your customers is an essential part in today’s organization success.

Member 4 View:

Emotional Labour is inevitable, you cannot force people to smile or nice, polite etc. this is an
unrealistic expectation by the customers and cannot be satisfied. Research has shown that
prolonged exposure to emotional dissonance can lead to stress, heart diseases and in some cases
even cancer(Persaud, 2010). Apart from physical strain and vulnerability to disease, lack of
control on emotions can lead to poor work performance and detachment form work irrespective
of the task Identity of that job.(Persaud, 2010).

Therefore it is better to have display rules that minimize emotional labour e.g. feeling rules that
state a neutral/pleasant expression that will be required by all employees to display, and a polite
tone and calm and rational behavior. Expecting employees to go beyond the rational service
norms is asking for trouble.
 9

Consensus Building

Issue

We were to chose in favor or against the topic i.e. Organizational Display Rules, and reach a
consensus. Following our consensus we were to justify our decision by supporting research and
own findings. This has been done in the following section.

Method

After submitting the written argument/point of views each group member read the views of
remaining group members. An informal debate was held and points were noted, these points
were then considered and a consensus was reached. These points/arguments have been stated in
individual POV and will not be mentioned again.

The Decision

After analysis the point of views it was evident that 3 of 4 members were in favor of display
rules. Each group member was familiar with the discussion done in the introduction section as
well as the research journals which were referred and cited. The fourth member Talal Hassan
who was against the conventional display rules, he was convinced based on verbal arguments to
some extent, to reach a proper consensus it was decided among us that emotional
service/hospitality is a necessary part of service industry and that emotional labour cannot be
avoided.

Research Methodology

The Survey Method

This survey is aimed to help indentify perspective elements of organizational display problems.
We would first need to explain the survey method in order to make our analysis more effective
and understandable for the user.

Definition

A survey is an evaluation targeted to achieve a specific aim.

Introduction

The most common tool for researchers is the need for data for which they conduct a survey. A
survey is a tool mostly used by social psychologists in which cognitive questions are asked,
aimed to extract certain information from the respondent. Only questions of interest to the
researcher are asked, recorded and analyzed. Time and money is not spent on broad questions.
 10

Surveys were introduced in the 1940’s and are used for collecting information from very large
number of people in very less time.

Surveys are a basic tool to get opinion from people about something, Industrial psychology has
wide applications of surveys for example consumer choices, preferences etc. these surveys
usually contain questionnaire with fixed or open ended questions which indicate the respondents
characteristics or opinion. Following are some advantages and disadvantages of the survey
method.

Advantages

• It is an efficient way of collecting information from a large number of people.

• This method is mostly used in social psychology.

• Very large samples are possible.

• Statistical techniques can be used to determine validity, reliability, and statistical

significance.

• Surveys are flexible in the sense that a wide range of information can be collected.

• They can be used to study attitudes, values, beliefs, and past behaviors.

• Because they are standardized, they are relatively free from several types of errors.

• They are relatively easy to administer.

Disadvantages

• Surveys depend on subject’s motivation, honesty, memory, and ability to respond.

• Subjects may not be aware of their reasons for any given action.

• They may have forgotten their reasons.

• They may not be motivated to give accurate answers; in fact, they may be motivated to
give answers that present themselves in a favorable light.

• Surveys are just a snapshot of behavior at one place and time.

Steps involved in conducting a survey

1. Understanding the problem

2. Design the instrument

 11

3. Sampling

4. Interview

5. Analysis of the result

1. Understanding the problem

The research topic should be very clear and the problems involved in it should be pre
determined. The problem should be very clear and well planned. The research topic should be a
general one because samples for it can easily be collected. You must have some prior knowledge
about the problem and further research from references must be done.

2. Design the instrument

After having decided to conduct a survey research one should search the literature for measures
of your research area of interest. This is the theory part in designing an instrument one should be
very clear about their goal. The next step is to create the tool which is most cases is a
questionnaire and or interviews. The questions should be prepared in such a way that only useful
information can be collected. The questions must be clear and easily understandable for the
respondent. The questions should be very clear on what is being asked.

Survey questionnaires include two types of questions

• Open Ended

• Fixed Ended

Open Ended: these type of questions let the respondent express their own views in words. They
are relatively harder to analyze

Fixed Ended: these are the questions which are more frequently used and usually give the
respondent options either YES or NO or provide a simple statement.

Sampling the population

3. Random sampling:

Is the form sampling each member of the population is selected randomly, this method is
difficult when large populations are selected.

4. Convenience sampling:
 12

This method is used for approximate truth among the sample population. In other words just an
estimate. It is very less time and money consuming.

5. Quota sampling:

This type of sampling focuses on a particular group/area of respondents. This are limited type of
survey sampling in only which limited number of people are involved.

6. Interview:

This method is used by psychologist/analyst the respondent can be contacted through telephone
or face to face questions may be asked. In this method the researcher’s argumentative and
communications skills should be good also he/she should have total command over their field of
study.

Analysis

Tools:

1. A questionnaire has been used for our small scale research.

2. There were ten fixed ended questions to fulfill the topics demands.

Sampling:

Sample populations of 50 individual was chosen which included 15 professionals (Executives,

Government Officials, Businessmen) from various companies, 15 housewives from different
localities and 20 university students, both male and female in equal proportion and the
respondents were asked to fill out a specifically prepared questionnaire consisting of 10 close
ended-questions pertaining to the research topic

Statistical Analysis:

We have used fixed ended questions. We tabulated the results and calculated percentages on both
sides of the argument that are to be done using the Mean-method and other statistical methods.

Limitations:

The survey we conducted may have a limitation to it as our sample does not include a large
population and the topic that we are dealing with involves the entire nation. Hence we have
assumed that the opinions of our sample reflect the opinions or reflections of the entire nation.
 13

This has the tendency to be misleading; hence, this limitation should be taken into account before
taking the survey into consideration

Discussion

The above mentioned issue is directly related OB problems, as mentioned previously these
display rules have taken the form of expectations in the customers mind from the organizations.
We have many living examples of organizations which have policies that influence employees to
observe display rules in almost all aspects of their work. One such example can be taken from
the telecom sector e.g. Ufone, Warid Telecom, Mobilink and Telenor The Customer Sales
Representatives are trained to provide memorable experience to their customer and they are also
expected by not only the customer but also by their employers to show polite and understanding
behavior regardless of how the customer is behaving with CSR. They employ the “The customer
is Always right” motto. This is mainly due to the volatile nature of telecom customers who
would without much deliberation change to a different service provider, if they are not given
their due protocol when talking to the CSR’s.

To find out if this phenomena was generally applicable to the organizations we proposed to take
a survey of customers regarding the dealings of the CSR’s/Salesmen when they went to buy a
product.
 14

Statistical Data of the Research

Question Yes Percentage No Percentage

1 27/50*100 54% 23/50*100 46%
2 40/50*100 80% 10/50*100 20%
3 19/50*100 38% 31/50*100 62%
4 39/50*100 78% 11/50*100 22%
5 35/50*100 70% 15/50*100 30%
6 12/50 *100 24% 38/50*100 76%
7 18/50*100 36% 32/50*100 64%
8 37/50*100 74% 13/50*100 26%
9 20/50*100 40% 30/50*100 60%
10 38/50*100 76% 12/50*100 24%
 15

In our survey we asked the respondents if they wanted the salesman to be smiling when they
approach him and talk to him. 54% of the respondents answered they would want the customer
representative to be smiling which showed that a smile and 46% answered negatively, smile
which is one of many display rules that organizations have in their policies. This also indicates
that the customer is looking for a pleasant experience while purchasing or interacting with the
customer sales representative or the sales personnel.

Another question which provided further insight was “Would you prefer buying the product if
the CSR/Sales personnel is an extrovert?” A staggering 80% responded positively that they
would definitely buy the product if the CSR is an extrovert and openly gives his suggestions to
the customer. This clearly shows that the buying behavior is massively influenced by the
dealings of the Sales people.
 16

A very interesting finding that we were able to unearth was that if the consumer was in an
emergency and the need of a particular product was very great then regardless of the behavior of
the representative the consumer will buy that product. In question 4 of the survey 78% of the
respondents said that they would by the product regardless of the behavior of the CSR because
the product was very important where as 22% said they would still not buy the product because
the sales personnel were rude or indifferent. This greatly emphasizes on the fact that if the
product is not of great importance the attitude, behavior and the emotions that the employees of
the organizations show influence the purchasing behavior of the customers.

Conclusion

As mentioned and discussed earlier negative emotions can be directed towards colleagues, it can
also be slightly leaked towards supervisors but it should almost never be directed towards or
shown to customers. From the data that we have gathered from journal articles and the survey we
have conducted it is fairly safe to assume that display rules significantly affect the purchasing
behavior of customers and as in the long term organizations heavily rely on their loyal customers
that is why customer representative should observe display rules provided to them by the
organization. Unless the CSR’s or the sales personnel are polite and eager to help the customers,
they would gladly choose to take their business elsewhere.
 17

Consumer Sample Survey

Gender:

Age:

1. Do you prefer salesmen to be smiling?

Yes No

2. Would you prefer buying the product if the salesman is an extrovert?

Yes No

3. Would you buy the product if the salesman is rude?

Yes No

4. If the product is extremely important would you still buy it, if the salesman was rude in the
dealing?
Yes No

5. While the salesman is taking your order, would you like it if they are smiling?
Yes No

6. If the product is relatively not important would you still buy it, if the salesman was rude in
the dealing?
Yes No

7. If the salesman is indifferent towards you would you make a purchase?

Yes No

8. If the salesman is polite and answered your queries enthusiastically would you come back to
the same shop again?
Yes No

9. If the salesman is eager and enthusiastic about helping you will it compel you to buy the
product?
Yes No

10. Do you think a polite and friendly attitude is important for the salesman when talking to a
customer?
Yes No

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 18

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