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【单选题】
The term“quality of life”is difficult to define. It (67) a very wide scope such as living environment, health, employment, food, family life, friends, education, material possessions, leisure and recreation, and so on. (68) speaking, the quality of life, especially (69) seen by the individual, is meaningful in terms of the (70) to which these various areas of life are (71) or provide satisfaction to the individual.
As activity carried (72) as one thinks fit during one’s spare time, leisure has the following (73) relaxation, recreation and entertainment, and personal development. The importance of these varies according to the nature of one’s job and one’s lifestyle. (74) , people who need to (75) much energy in their work will find relaxation most (76) in leisure. Those with a better education and in professional occupations may (77) more to seek recreation and personal development (e. g. (78) of skills and hobbies) in leisure.
The specific use of leisure (79) from individual to individual. (80) the leisure activity may be used differently by different individuals. Thus, the follows are possible use of television watching, a (81) leisure activity, a change of experience to provide (82) from the stress and strain of work; to learn more about what is happening in one’s environment; to provide an opportunity for understanding oneself by (83) other people’s life experiences as (84) in the programs.
Since leisure is basically self-determined, one is able to take (85) one’s interests and preferences and get (86) in an activity in ways that will bring enjoyment and satisfaction.
A.
varies
B.
differs
C.
changes
D.
alters
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【单选题】The MiSmanagement of Customer LoyaltyThe high-tech corporate sewice provider produced a costing scheme in order to（） A．find out the most loyal customer. B．reduce the investment in generating customer ...
A.
The MiSmanagement of Customer Loyalty
B.
The best customers, we’re told, are loyal ones. They cost less to serve, they’re usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that’s what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming：The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.
C.
But that is precisely what some of the loyalty movement’s early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.
D.
The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.
E.
The research findings echo that company’s experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.
F.
Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.
【单选题】Questions 62 to 66 are based on the following passage. My father’s reaction to the bank building at 43rd Street and Fifth Avenue in New York City was immediate and definite. “You won’t catch me puttin...
A.
cautious
B.
regretful
C.
positive
D.
hostile
相关题目：
【单选题】The MiSmanagement of Customer LoyaltyThe high-tech corporate sewice provider produced a costing scheme in order to（） A．find out the most loyal customer. B．reduce the investment in generating customer ...
A.
The MiSmanagement of Customer Loyalty
B.
The best customers, we’re told, are loyal ones. They cost less to serve, they’re usually willing to pay more than other customers. and they often act as word-of-mouth marketers for your company. Win loyalty, therefore, and profits will follow as night follows day. Certainly that’s what CRM software vendors—and the armies of consultants who help install their systems—are claiming. And it seems that many business executives agree. Corporate expenditures on loyalty initiatives are booming：The top 16 retailers in Europe, for example, collectively spent more than $1 billion last year。Indeed, for the last ten years, the gospel of customer loyalty has been repeated so often and so loudly that it seems almost crazy to challenge it.
C.
But that is precisely what some of the loyalty movement’s early believers are starting to do. Take the case of one high-tech corporate service provider. This company set up an elaborate costing scheme to track the performance of its newly instituted loyalty programs. The scheme measured not only direct product costs for each customer but also all associated advertising, service, sales force, and organizational expenses. After running the scheme for five years, the company was able to determine the profitability of each of its accounts over time. Executives were curious to see just what payoff they were getting from their $2 million annual investment in customer loyalty.
D.
The answer took them by surprise. About half of those customers who made regular purchases for at least two years—and were therefore designated as ‘loyal’—barely generated a profit. Conversely, about half of the most profitable customers were blow-ins, buying a great deal of high-margin products in a short time before completely disappearing.
E.
The research findings echo that company’s experience. Some experts have been studying the dynamics of customer loyalty and have found that the relationship between loyalty and profitability is much weaker—and subtler—than the proponents of loyalty programs claim. Specifically, they discovered little or no evidence to suggest that customers who purchase steadily from a company over time are necessarily cheaper to serve, less price sensitive, or particularly effective at bringing in new business.
F.
Indeed, in light of their findings, many companies will need to reevaluate the way they manage customer loyalty programs. Instead of focusing on loyalty alone, companies will have to find ways to measure the relationship between loyalty and profitability so that they car better identify which customers to focus on and which to ignore. The experts have found. a new methodology that will enable managers to determine far more precisely than most existing approaches do just when to let go of a given customer and so dramatically improve the returns on their investments in loyalty.
【单选题】Questions 62 to 66 are based on the following passage. My father’s reaction to the bank building at 43rd Street and Fifth Avenue in New York City was immediate and definite. “You won’t catch me puttin...
A.
cautious
B.
regretful
C.
positive
D.
hostile
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