High-quality customer service is preached(宣揚) 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 (塞滿了的) 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（業(yè)余兼職的）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(宣揚) 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(塞滿了的) 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.
【小題1】Why are store managers often the last to hear complaints?

High-quality customer service is preached(宣揚) 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 (塞滿了的) 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

High-quality customer service is preached(宣揚) 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 (塞滿了的) 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

High-quality customer service is preached(宣揚) 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(塞滿了的) 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.

1.Why are store managers often the last to hear complaints?

A. Few customers believe the service will be improved.

B. Customers would rather relate their unhappy experiences to people around them.

C. Customers have no easy access to store managers.

D. Most customers won’t bother to complain even if they have had unhappy experiences.

2.Shop owners often hire moonlighting police as parking attendants so that shoppers         .

    A. can find their cars easily after shopping                      B. won’t have trouble parking their cars

    C. can stay longer browsing in the store D. won’t have any worries about security

3.What contributes most to smoothing over issues with customers?

    A. Design of the store layout.              B. Hiring of efficient employees.

C. Manners of the salespeople.                  D. Huge supply of goods for sale.

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

A. voice their dissatisfaction to store managers directly            

B. shop around and make comparisons between stores

C. settle their disputes with stores in a diplomatic way

D. put pressure on stores to improve their service

High-quality customer service is preached(宣揚) 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 (塞滿了的) 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（業(yè)余兼職的）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(宣揚) 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 (塞滿了的) 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

High-quality customer service is preached(宣揚)by many, but actually keeping customers happy is easier said than done．

Shoppers seldom complain to the manager or owner of a retail store(零售店)，but instead will warn 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 go often to their competitors，according to n 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 others，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 very harmful to retailers．

According to the research，shoppers who purchased clothing encountered the most problems．Ranked second and third were grocery and electronics customers．

During peak shopping hours，some retailers solved the parking problems by getting part-time local police to work as parking attendants (服務員)．Some hired flag wavers to direct customers to empty parking spaces．

Retailers can relieve the headaches by redesigning store layouts(布局)，pre-stocking sales items，hiring speedy and experienced cashiers，and having sales representatives on hand to answer questions．

Most importantly，salespeople should be flexible and polite with angry customers．

“Retailers who're responsive and friendly are more likely to smooth over(緩解)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 complaining to the retailer，instead of complaining to the rest of the world. Retailers are finding it difficult to improve when they have no idea what is wrong．

72．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 tell 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．

73．Shop owners often hire part-time police as parking attendants so that    ．

    A．shoppers can stay longer in the store

    B．shoppers won't have trouble parking their cars

    C．shoppers won't have any worries about security

    D．shoppers can find their ears easily after shopping

74．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 store layout

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

    A．bring pressure to bear on stores to improve their service

    B．settle their questions with stores in a flexible way

    C．express their dissatisfaction to store managers directly

    D．shop around and make comparisons between stoles

High-quality customer service is preached(宣揚) 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(塞滿了的) 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.

1. 1.

   Why are store managers often the last to hear complaints?

   1. A.
      Few customers believe the service will be improved.
   2. B.
      Customers would rather relate their unhappy experiences to people around them.
   3. C.
      Customers have no easy access to store managers.
   4. D.
      Most customers won’t bother to complain even if they have had unhappy experiences.
2. 2.

   Shop owners often hire moonlighting police as parking attendants so that shoppers         .

   1. A.
      can find their cars easily after shopping
   2. B.
      won’t have trouble parking their cars
   3. C.
      can stay longer browsing in the store
   4. D.
      won’t have any worries about security
3. 3.

   What contributes most to smoothing over issues with customers?

   1. A.
      Design of the store layout.
   2. B.
      Hiring of efficient employees.
   3. C.
      Manners of the salespeople.
   4. D.
      Huge supply of goods for sale.
4. 4.

   To achieve better shopping experiences, customers are advised to        .

   1. A.
      voice their dissatisfaction to store managers directly
   2. B.
      shop around and make comparisons between stores
   3. C.
      settle their disputes with stores in a diplomatic way
   4. D.
      put pressure on stores to improve their service