代写论文：顾客对等待时间的感知
它需要考虑两种不同的实现。在第一个实现中，引入等待时间的等待时间已经开始。现在在这种情况下的延迟是很好的，因为客户对等待区的感知被降低了（Sparrow，Brewster＆Chung，2016; Grigoroudis等，2013）。在没有大堂经理的情况下，由于没有接待和保证，客户对等待时间的感知很高，并且一旦他们进入银行就等待时间开始。另一方面，在设有大堂经理的情况下，大厅经理迎接顾客，并将其分配到队列中，因此，只有当顾客被分配到队列中时，顾客才会感受到等待时间。另外，当客户受到欢迎时，他们觉得他们已经是系统的一部分，所以他们没有处于最初的等待时间。此外，大堂经理（无论是物理还是自动化）都可以保证客户有可预见的等待时间。例如，如果银行在中午时间通常需要大量时间来处理客户（大约），大堂管理人员可以通知客户同样的情况，或者如果有特别快的队列，他们可以再次保留客户通知。类似的实施也将以电子格式工作。在这里可以不时地通知顾客他们等待电话的时间。
代写论文：顾客对等待时间的感知
It needs to consider the two different implementations. In the first implementation, a latency of wait time introduction has started. Now latency in this context is good, because the customer perception of being in the wait zone is reduced (Sparrow, Brewster & Chung, 2016; Grigoroudis et al., 2013). In the absence of a lobby manager, the customer perception of being in the wait time is high, as there is no reception and assurance, and waits time start as soon as they enter the bank. On the other hand, in the case of having a lobby manager, the lobby manager greets customers, and assigns them into the queue, and hence customers feel the wait time only when they are assigned into the queue. In addition, when the customer is greeted, they feel they are already part of the system, so hence they are not in their initial wait times. Moreover, a lobby manager (either physical or automated) could assure the customers of a foreseeable duration of wait. For instance, if the bank typically takes so much amount of time to deal with a customer (approximately) during the noon time, lobby managers could inform the customers of the same, or if there is an exceptionally faster queue, they could once again keep the customer informed. A similar implementation will also work in the electronic format. Here the customer could be informed from time to time about how long their wait on the phone will be.
