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According to Rowena Baker, one problem which Smithson's faced when she joined was that
A．the number of people using the store was falling slowly.
B．its competitors offered a more specialised range of products.
C．the store's prices were set at the wrong level.
D．customers were unhappy with the service provided.
答案
更多“According to Rowena Baker, one problem which Smithson's faced when she joined was thatA．th”相关的问题
第1题
According to the writer, Smithson's profits started rising three years ago because of
A.A an improvement in the retailing secto
B.B the previous work done on the stor
C.C Rowena Baker's choice of designe
D.D a change in the products on sal
第2题
According to Rowena Baker, one problem which Smithson's faced when she joined was that
A.A the number of people using the store was falling slowl
B.B its competitors offered a more specialised range of product
C.C the store's prices were set at the wrong leve
D.D customers were unhappy with the service provide
第3题
？For each question 13-18, mark one letter(A, B, C or D)on your Answer Sheet for the answer you choose.
Department Store Magic
For most of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn't seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own brand products, the major part of its business, and showing a preference for more fashionable brands.
But now all the has changed, thanks to Rowena Baker, who became Smithson's first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson's profits have been rising steadily. When Baker started, a lot of improvements had just been make to the building, without having any effect on sales, and she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits.
Baker had ambitious plans for the store from the start, 'We're playing a big game, to prove we're up there with the leaders in our sector, and we have to make sure people get that message. Smithson's had fallen behind the competition. It provide a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot. 'Baker's vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn't be persuaded that there was anything wrong with the way they'd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known.
Baker's staff policies contained more surprises. The uniform. that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, 'How can you see jeans if you're wearing a black suit？ Smithson's has a new identity, and this needs to be made clear to the customers. 'She's also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope company profits.
Rowena Baker is proving successful, but the City's big investors haven't been persuaded. According to retail analyst, John Matthews, 'Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover at the existing store will inevitably start to decline.
According to the writer, in the mid-1990s Smithson's department store
A．was making a loss.
B．had a problem keeping staff.
C．was unhappy with its advertising agency.
D．mostly sold goods under the Smithson's name.
第4题
根据下列文章，回答 51～55 题。
第 51 题 Compared with other students，the most different thing Rowena and Billy do is that_____
第5题
根据下面内容，回答题：
Department Store Magic
For most of the 20th century Smithson&39;s was one of Britain&39;s most successful department stores,but by the mid-1990s,it had become dull.Still profitable，thanks largely to a series of successful advertising campaigns，but decidedly boring．The famous were careful not to be seen there，and its sales staff didn’t seem to have changed since the store opened in l908． Worst of all，its customers were buying fewer and fewer of its own-brand products，the major part of its business，and showing a preference for more fashionable brands．
But now all this has changed，thanks to Rowena Baker，who became Smithson’s first woman Chief Executive three years ago．Since then，while most major retailers in Britain have been losing money，Smithson’s profits have been rising steadily．When Baker started，a lot of improvements had just been made to the buildin9，without having any effect on sales， and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area，the heart of the store．This very quickly led to rising sales，even before the goods on display were changed．And as sales grew，so did profits．
Baker had ambitious plans for the store frOm the start．“We’re playing a big game，to prove we’re up there with the leaders in our sector，and we have to make sure people get that message．Smithson’s had fallen behind the competition．It provided a traditional service targeted at middle—aged，middle—income customers，wh0’d been shopping there for years， and the customer base was gradually contractin9．Our idea is to sell such an exciting variety of goods that everyone will want to come in，whether they plan to spend a little or a lot．”Baker’s vision for the store is clear,but achieving it is far from simple．At first，many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things，even if they accepted that the store had to overtake its competitors．It took many long meetings，involving the entire workforce，to win their support。It helped when they realised that Baker was a very different kind of manager from the ones they had known．
Baker’s staff policies contained more surprises．The unifbrm that had hardly changed since day one has now disappeared．Moreover，teenagers now get young shop assistants，and staff in the spots departments are themselves sports fans in trainers．As Baker explains，“How can you sell jeans if you’re wearing a black suit？Smithson’s has a new identity，and this needs to be made clear to the customers．”She’s also given every sales assistant responsibility for ensuring customer satisfaction，even if it means occasionally breaking company rules in the hope that this will help company profits．Rowena Baker is proving successful，but the City’s big investors haven’t been persuaded． According to retail analyst，John Matthews，“Money had already been invested in
refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn&39;t done anything to achieve it. And in my view the company&39;s shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson&39;s profits will start to fall because turnover of the existing store will inevitably start to decline."
According to the writer， in the mid-1990s Smithson‘s department store_______ 查看材料
A. was making a loss
B.had a problem keeping staff
C.was unhappy with its advertising agency
D.mostly sold goods under the Smithson"s name
第6题
______ can be a "treat", according to the text.
A．Candy
B．Flour
C．Noise
D．Costume party
第7题
According to the passage, the author had a predisposition for panic.
A．Y
B．N
C．NG
第8题
According to the article, which of the following is used the most？
A．Words
B．Posters
C．Charts
D．Telephones
第9题
We should cultivate these children according to their innate abilities.
A．celestial
B．different
C．splendid
D．inherent
