Managers in excellent companies have a strong for doing things rather than talking about situations. A. opinion B. feeling C. idea D. preference 题目和参考答案——青夏教育精英家教网—

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34. Managers in excellent companies have a strong _ for doing things rather than talking about situations.

A. opinion B. feeling C. idea D. preference

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Most Americans enjoy moving from one place to another. They are always in constant motion. For example, they often drive their cars 120 to 160 kilometres away just to have dinner with a friend or even fly to Europe just for watching a football match. In some states only one house in five has people living in it for more than five years. One may be born in one city, and go to school in another. He may finish his middle school education in two or three cities, and then attend a college far across the country. When he has entered business, he may possibly move from job to job. Moving from job to job, which is called “job-hopping”,is a very common practice in the United States.

Job-hopping does good to workers, because every chance to change a job gives them a chance to move up to a higher position and to get better pay. And job-hopping also gives employers, bosses, managers the chance to benefit from the new ideas and skills that different people bring to their factories.

The meaning of the underlined words is close to “_____”.

A. looking for jobs everywhere B. always feeling excited in movement

C. enjoying themselves while moving D. keeping moving from place to place

In some places in America,______ in one place for more than five years.

A. most people stay B. about one fifth of the people live

C. the owner of one house stays D. the owners of five houses stay

It seems that the writer thinks job-hopping________.

A. is a practice worth trying B. only does good to workers

C. may cause troubles D. make many people lose their jobs

______ the meeting were the managers ______ each department of the company in Jiangsu province.

A．Attend; in the charge of	B．Attending; take charge of
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Everyone in business has been told that success is all about attracting and retaining (留住) customers. It sounds simple and achievable. But,   50 , words of wisdom are soon forgotten. Once companies have attracted customers they often   51  the second half of the story. In the excitement of beating off the competition, negotiating prices, securing orders, and delivering the product, managers tend to become carried away. They forget what they regard as the boring side of business— 52  that the customer remains a customer.
53  to concentrate on retaining as well as attracting customers costs business huge amounts of money annually. It has been estimated that the average company loses between 10 and 30 per cent of its customers every years. In constantly changing   54 , this is not surprising. What is surprising is the fact that few companies have any idea how many customers they have lost.
Only now are organizations beginning to wake up to those lost opportunities and calculate the   55
implications. Cutting down the number of customers a company loses can make a big   56  in its performance. Research in the US found that a five per cent decrease in the number of defecting (流失的) customers led to   57  increases of between 25 and 85 per cent.
In the US, Domino’s Pizza estimates that a regular customer is worth more than $5,000 over ten years. A customer who receives a poor quality product or service on their first visit and   58  never returns, is losing the company thousands of dollars in   59  profits (more if you consider how many people they are likely to tell about their bad experience).
The logic behind cultivating customer   60  is impossible to deny. “In practice most companies’ marketing effort is focused on getting customers, with little attention paid to   61  them”, says Adrian Payne of Cornfield University’ School of Management. “Research suggests that there is a close relationship between retaining customers and making profits.   62  customers tend to buy more, are predictable and usually cost less to service than new customers. Furthermore, they tend to be less price   63 , and may provide free word-of-mouth advertising. Retaining customers also makes it   64  for competitors to enter a market or increase their share of a market.

High-quality customer service is preached(宣扬) by many ,but actually keeping customers happy is easier said than done. Shoppers seldom complain to the manager or owner of a store, but instead will alert their friends, relatives, co-workers, strangers-and anyone who will listen. Store managers are often the last to hear complaints, and often find out only when their regular customers decide frequent their competitors, according to a study jointly conducted by Verde group and Wharton school.
“Storytelling hurts the boss and entertains consumers,” said Paula Courtney, President of the Verde group.” the store loses the customer, but the shopper must also find a replacement.” On average, every unhappy customer will complain to at least four other, and will no longer visit the specific store for every dissatisfied customer, a store will lose up to three more due to negative reviews. The resulting “snowball effect” can be bad to bosses.
According to the research, shoppers who bought clothing met the most problems. ranked second and third were grocery and electronics customers. The most common complaints include filled parking lots, cluttered (塞满了的) shelves, overloaded racks, out-of-stock items, long check-out lines, and rude salespeople. During peak shopping hours, some retailers solved the parking problems by getting moonlighting local police to work as parking attendants. Some hired flag wavers to direct customers to empty parking spaces. This guidance eliminated the need for customers to circle the parking lot endlessly, and avoided fight between those eyeing the same parking space.
Bosses can relieve the headaches by redesigning store layouts, pre-stocking sales items, hiring speedy and experienced cashiers, and having sales representatives on hand to answer questions.
Most importantly, salespeople should be diplomatic and polite with angry customers. “Retailers who’re responsive and friendly are more likely to smooth over issues than those who aren’t so friendly.” said Professor Stephen Hoch. “Maybe something as simple as a greeter at the store entrance would help.” Customers can also improve future shopping experiences by filling complaints to the boss, instead of complaining to the rest of the world. Bosses are hard-pressed to improve when they have no idea what is wrong.
1. Why are store managers often the last to hear complaints?
A. Most customers won’t bother to complain even if they have had unhappy experiences.
B. Customers would rather relate their unhappy experiences to people around them.
C. Few customers believe the service will be improved.
D. Customers have no easy access to store managers.
2. What does Paula Courtney imply by saying “ … the shopper must also find a replacement” (Line 2, Para. 4)?
A. New customers are sure to replace old ones.
B. It is not likely the shopper can find the same products in other stores.
C. Most stores provide the same
D. Not complaining to the manager causes the shopper some trouble too.
3. Shop owners often hire moonlighting police as parking attendants so that shoppers_____
A. can stay longer walking in the store B. won’t have trouble parking their cars
C. won’t have any worries about safety D. can find their cars easily after shopping
4. What contributes most to smoothing over issues with customers?
A .Manners of the salespeople B. Hiring of efficient employees
C. Huge supply of goods for sale D. Design of the store layout.
5. To achieve better shopping experiences, customers are advised to _________.
A exert pressure on stores to improve their service
B. settle their problem with stores in a diplomatic（外交）way
C. voice their dissatisfaction to store managers directly
D. shop around and make comparisons between stores

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