公共课英语一模拟题2020年(118)年富力强的意思
(总分100,考试时间180分钟)
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Superior customer rvice can be an esntial source of strength as companies emerge from the recession, but managers need to understand the extent to which the consumer landscape has shifted. Weakened brands, customers' easy access to information about vendors, and the erosion of barriers to switching **petitors **bined to create a much more challenging environment for rvice, whether it's outsourced or delivered in-hou. Evidence shows that customers will no longer tolerate the rushed and inconvenient rvice that has become all **mon. Instead, they are looking for a satisfying experience. Companies that provide it will win their loyalty.
Our recent rearch demonstrates that when customers **panies for rvice, they care most about two things: Is the frontline employee knowledgeable? And is the problem resolv
ed on the first call? Yet tho factors often aren't even on customer-rvice managers' dashboards. Most rvice centers continue to measure time on hold and minutes per call, as they have for decades. Such metrics encourage agents to hurry through calls—resulting in just the kind of experience customers dislike. More than half of the customers we surveyed across industries say they've had a bad rvice experience, and nearly the same fraction think many of **panies they interact with don't understand or care about them. On average, 40% of customers who suffer through bad experiences stop doing business with the **pany.
To get a better understanding of what customers experience, managers should draw on a variety of information sources, including customer satisfaction surveys, behavioral data collected through lf-rvice channels, and recorded customer-agent conversations. In addition, companies must revi process to give agents the leeway and authority to meet individual customers' needs and provide positive, satisfying experiences.
葫芦的图片 In evaluating rvice, managers should measure across all channels the percentage of customer problems resolved within the first contact, determine what is at the root of problems that aren't ttled in one call, and make any necessary changes. They should also aim to have consistently high-quality interactions between customers and frontline employees. That may sound costly, but knowledge-management systems, speech recognition for automated calls, and other technologies can help to substantially offt the expen.
Some executives believe that irritated customers will forgive vendors **e back for more. Our rearch indicates that, on the contrary, alienated customers often disappear without the slightest warning. And as companies rebuild themlves after the recession, this silent attrition reprents a host of lost opportunities for future sales and positive word of mouth.
1. 1.Providing superior customer rvice now is more challenging mainly becau
A. companies have just recovered from the economic recession.
B. consumers can easily change vendors thanks to the Internet.
C. customers prefer rvices delivered in-hou to outsourced ones.
D. consumers **e to demand satisfying customer rvices.
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2. 2.It is indicated in Paragraph 2 that
A. customers today are demanding and hasty.
B. most customer-rvice managers are lazy.
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C. customer rvice need change with the times.
D. customers surveyed don't care about the rvice.
高三励志口号3. 3.We can infer from Paragraph 3 **panies
A. did not understand what customers experienced.
B. did not record customer-agent conversations.
C. did not allow agents to provide individualized rvice.
D. did not have enough money to collect information.
4. 4.High-quality interactions between customers and frontline employees
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A. can ttle the problems at the first shot.
B. call for a radical change within **pany.
C. should be one of managers' consistent pursuits.
D. are too expensive for a company to implement.
5. 5.According to the author, offended customers are most likely to麒麟花
A. tolerate the vendors' bad rvice.
B. continue business with the vendors.
C. warn and accu the vendors.
D. leave and switch to another vendor.
If you're like most people, you're way too smart for advertising. You flip right past newspaper ads and never click on ads online. That, at least, is what we tell ourlves. But what we tell ourlves is nonn. Advertising works, which is why, even in hard economic times, Madison Avenue is a $34 billion-a-year business. And if Martin Lindstrom, author of the best ller Buyology and a marketing consultant, is correct, trying to tune this stuff out is about to get a whole lot harder.
Iindstrom is a practitioner of neuro-marketing rearch, in which consumers are expod to ads while hooked up to machines that monitor brain activity, pupil dilation, sweat respons and flickers in facial muscles, all of which are markers of emotion. According to his studies, 83% of all forms of advertising principally engage only one of our ns: sight. Hearing, however, can be just as powerful, though advertirs have taken only limited advantage of it. Historically, ads have relied on jingles and slogans to catch our ear, largely ignoring everyday sounds. Weave this stuff into an ad campaign, and we may be powerless to resist it.
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