Questions 62 to 66 are based on the following passage.
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 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 others, and will no longer visit the specific store. For every dissatisfied customer, a store will lose up to three more due to negative review. 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 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.
注意：此部分试题请在答题卡2上作答。
62. Why are store managers often the last to hear complaints?www.examw.com
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.
63. 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 kind of service.
D) Not complaining to manager causes the shopper some trouble too.
64. Shop owners often hire moonlighting police as parking attendants so that shoppers________.
A) can stay longer browsing in the store
B) won’t have trouble parking their cars
C) won’t have any worrier about security
D) can find their cars easily after shopping
65. 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.
66. 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
这篇材料讲的是超市改善服务的问题，按内容可分为改善原因、改善内容和改善方法三个部分。
在前五段作者提出超市服务必须加以改善的原因。第一段仅是引语，第二段告诉我们劣质服务的第一个直接结果：服务顾客会把抱怨向身边的人倾诉(anyone who will listen)，而不是超市管理人员。下一段是该结果的延伸，即心有不满的顾客下一步要做的就是转而光顾其他商场。第五段内容较多，较为详细地分析了顾客的行为和商场的损失。
作者在此后的两段列举了商场的种种令顾客不满的服务，如停车位爆满(filled parking lots)，货架拥挤(overloaded racks)，缺货(out-of-stock items)等等。
最后的五个段落针对引起顾客不满的各个方面提出了解决办法。首先是停车场爆满问题，作者建议雇用一些业余兼职的当地警察来管理停车场(getting moonlighting local police to work as parking attendants)，或者安排一些人使用旗子(flag wavers)进行指挥。
接下来是货品摆放、缺货和排队问题的解决，作者提出重新摆放、预存、雇用熟练收银员等办法(redesigning store layouts, pre-stocking sales items, hiring speedy and experienced cashiers)。
除此之外，作者还特别提到了销售人员的态度问题，指出礼貌、圆滑的销售仪态相对其他方法要更为重要。
以上的几种解决方案全是从商场角度出发，在最后一段，作者从顾客的角度提出了一些建议，以改善顾客自身的购物体验，那就是直接向商场提出自己的意见，而不是向自己身边的其他人(filing complaints to the retailer, instead of complaining to the rest of the world)。
62. B
题目问为什么商场经理往往是最后一个听到抱怨的人。
A， 大多数顾客即便发生不愉快的经历也不费力去抱怨。
B， 顾客宁愿把不愉快的经历说给身边的人听。
C， 很少有顾客会认为服务能够改善。
D， 顾客很难见到商场经理。
题目中的关键信息是store managers和complaints，在前几个小段中寻找这两个关键词，可以发现第二段讲到了complaints，大意是顾客很少会向经理们抱怨，而是会提醒(alert)他们的朋友、亲戚、同事等。这里的alert也就是向人抱怨、劝其不要去该商场的意思。第三段开头恰好与题目相合：经理们是最后一个听到抱怨的人。但此后作者没有解释原因，而是指出这一现象下一步的后果：老客户都转而去了别的商场(frequent their competitors——frequent为“常去某处”的意思)。下面的几段进一步分析这种现象，也没有提到原因。这样的话，只能把第二段but instead后面的句子视为原因，也就是顾客更愿意把牢骚说给身边的人听。
四个选项中，A的说法和文章内容正好相反，顾客们实际上经常抱怨，只是抱怨对象不是经理，而是身边的人。C和D的说法在文中都完全找不到着落点，可以排除。
