公共课英语一模拟题2020年(118).pdfVIP

公共课英语一模拟题2020 年(118) (总分：100.00，做题时间：180 分钟) 阅读理解(总题数：4，分数：100.00) Superior customer service can be an essential 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 among competitors have combined to create a much more challenging environment for service, whether its outsourced or delivered in-house. Evidence shows that customers will no longer tolerate the rushed and inconvenient service that has become all too common. Instead, they are looking for a satisfying experience. Companies that provide it will win their loyalty. Our recent research demonstrates that when customers contact companies for service, they care most about two things: Is the frontline employee knowledgeable? And is the problem resolved on the first call? Yet those factors often arent even on customer-service managers dashboards. Most service 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 theyve had a bad service experience, and nearly the same fraction think many of the companies they interact with dont understand or care about them. On average, 40% of customers who suffer through bad experiences stop doing business with the offending company. 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 self-service channels, and recorded customer-agent conversations. In addition, companies must revise processes to give agents the leeway and authority to meet individual c