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 retail 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 t frequent their competitors, according to a study jointly conducted by Verde group and Wharton school.

“Storytelling hurts retailers 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 disastrous to retailers.

According to the research, shoppers who purchased clothing encountered 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（业余兼职的）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 confrontation between those eyeing the same parking space.

Retailers 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 filing complaints to the retailer, instead of complaining to the rest of the world. Retailers 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 bound 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.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.

4.To achieve better shopping experiences, customers are advised to _________.

A. exert pressure on stores to improve their service

B. settle their disputes with stores in a diplomatic way

C. voice their dissatisfaction to store managers directly

D. shop around and make comparisons between stores

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 retail 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 to frequent their competitors, according to a study jointly conducted by Verde group and Wharton school.
“Storytelling hurts retailers 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 disastrous to retailers.
According to the research, shoppers who purchased clothing encountered 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 peaking spaces. This guidance got rid of the need for customers to circle the parking lot endlessly, and avoided confrontation between those eyeing the same parking space.
Retailers 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 filing complaints to the retailer, instead of complaining to the rest of the world. Retailers are hard-pressed to improve when they have no idea what is wrong.
【小题1】Why are store managers often the last to hear complaints?

1 

MAINE

by J. Courtney Sullivan, fiction, $26

The Kellehers are a big, disorderly family who sometimes seem to have only one thing in common: love for their beach house in Maine. Lie there with this novel and listen to a summer’s worth of secrets, quarrels, and misunderstandings.

WHAT I LEARNED WHEN I ALMOST DIED

by Chris Licht, nonfiction, $23

The energetic co-creator of MSNBC’s “Morning Joe” was unprepared for the pain, fear, and helplessness he felt after suffering a brain bleed. But as he detailed in this outspoken, thoughtful book, the lessons he took from the event surprised him the most.

FIRE AND RAIN

by David Browne, nonfiction, $26

This book transports you back to a year — the 1970 of Apollo 13, the first Earth Day — and the turning point of albums by the Beatles, James Taylor, and Crosby, Stills and Nash that provided the sound for a new decade. Rolling Stone contributing editor Browne artfully describes the creation of these classic songs.

LONG DRIVE HOME

by Will Allison, fiction, $22

A moment of anger has life-and-death consequences in this beautifully written novel. Being angry with a speeding teenage driver, Dad Glen Bauer makes a turn of his car in response, causing an accident in which the other driver dies. It’s a story about guilt, responsibility, and how mistrust can tear a loving family apart.

JESSICA LOST

by Bunny Crumpacker and J.S. Picariello, memoir (回忆录)，$25

Two authors — a woman who gave up a baby for adoption and the child herself — write alternating chapters in this memoir, which takes readers on a 50-year journey through their separate lives, their meeting, and their following relationship. Its account is both original and heartbreaking.

1. Which of the following is TURE according to the text?

A. MAINE talks about a loving happy family. 

B. WHAT I LEARNED WHEN I ALMOST DIED is a novel. 

C. JSSICA LOST is about a mother and her daughter. 

D. LONG DRIVE HOME is written in the first person.

2.. Which of the following may be favored by music lovers?

A. MAINE.                                                                           B. FIRE AND RAIN.             

C. LONG DRIVE HOME.                                        D. JESSICA LOST.

3.The text is most probably a(n) _______.

A. advertisement.                                                              B. literary research report.   

C. Collection of novels                                                        D. book review

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 retail 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 t frequent their competitors, according to a study jointly conducted by Verde group and Wharton school.

“Storytelling hurts retailers 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 disastrous to retailers.

According to the research, shoppers who purchased clothing encountered 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（业余兼职的）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 confrontation between those eyeing the same parking space.

Retailers 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 filing complaints to the retailer, instead of complaining to the rest of the world. Retailers are hard-pressed to improve when they have no idea what is wrong.

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.

What does Paula Courtney imply by saying “ … the shopper must also find a replacement” (Line 2, Para. 4)?

A. New customers are bound 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.

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.

To achieve better shopping experiences, customers are advised to _________.

A. exert pressure on stores to improve their service

B. settle their disputes with stores in a diplomatic way

C. voice their dissatisfaction to store managers directly

D. shop around and make comparisons between stores

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