2. 外语
  3. Answer one of the questions 2, 3 or 4 below. Question 2 Your department has followed individual buying decisions for a long ti

Answer one of the questions 2, 3 or 4 below. Question 2 Your department has followed individual buying decisions for a long ti

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问题 Answer one of the questions 2, 3 or 4 below.
Question 2
Your department has followed individual buying decisions for a long time.
Write a report about it.
Write 200 — 250 words on the separate answer paper provided.
Question 3
You have received feedback complaining about your service.
Write a letter to apologize and explain.
Question 4
Write a proposal about time control.
Write 200 — 250 words on the separate answer paper provided.
选项
答案Question 2 Individuals themselves vary greatly and so does the time and mental effort devoted to buying decisions. Since people are motivated differently, what is exciting for one person may be boring for another. People also learn differently. Some are slow, while some are fast. Some remember and some don’t. People’s unique personalities also tend to affect their buying decisions. For example, generally happy people tend to wear bright, colorful clothing; more serious people tend to wear grays and blacks. Assertive and aggressive types tend to buy sports cars; more conservative people tend to stick with sedans. Perception is another individual influence on buyer behavior. Different consumers perceive a marketing strategy in different ways. Consider two consumers: Jack is a man from a small town on a budget vacation; Steve is a business traveller on an expense account. Steve is happy with a hotel room at $ 75 a night, but Jack rejects the price as absurd. The difference in perception of the price may be caused by how much money each consumer has at the time or by the person’s prior experiences with hotels. Individual buying behavior is also influenced considerably by attitude. We all have positive or negative feelings toward other things. When you respond that you like or dislike a certain firm or product, you are revealing your attitude toward these things. Suppose that a local survey showed that people tend to distrust large organizations, small retailers might reinforce this attitude by stressing the homey, personal service in their downtown shops. The large department stores at the mall might advertise as a collection of neighborly salespeople who can offer great price and service. Marketers try to reinforce positive attitudes and change negative attitudes by altering their products, services, and image. Besides internal / personal influences, a number of external influences affect buying decisions. These outside influences include people— those in the potential customer’s family or circle of friends and acquaintances and the surroundings in which the potential customer moves. The effect of a person’s family on his or her buying behavior can readily be seen when you look at shoppers in various buying situations. Each family member often plays a part. Family members may influence buying decisions even when they are not present when the purchase is made. For example, parents tend to choose food items from the supermarket to satisfy family preferences. Friends, too, both as individuals and as groups or organizations, influence buying behavior. This seems to be especially true for teenagers. Thus jeans, jewelry, shoes, and even bicycles tend to be purchased by teenagers on the recommendations of their friends. Influence on buying behavior also comes from the customer’s surroundings: the school, the job, the neighborhood, and even the weather. A young professional who works in a smoggy city may buy dark-colored suits instead of light colored ones so that she will look well-groomed on the job despite the miserable, dirty weather outside. A child may insist on a Superman lunch-box because all of the kids at the school have one. Question 3 Data Systems Group Computer Sales Sen Ice Division 5645 Arlington Boulevard Falls Church, VA.2046 (703) 555-6500 July 10, 1991 Mr Paul Lowry Bradley-Driscoll Corporation Customer Service Organization 7001 Elkridge Landing Road Baltimore, MD 21203 Dear Mr. Lowry, Approximately four months ago, Strategic Data Corporation (SDC) contracted with Bradley-Driscoll for software maintenance. Recently, I received feedback from their employees indicating that they were dissatisfied with the level of service they had received. Enclosed is a copy of the letter from Strategic Data Corporation on this subject. As a member of the sales team responsible for technical support, I am concerned that their discontent with the software support might hinder future sales. It is possible that the problem might lie in the expectations that Strategic Data has developed for the software maintenance process. It was SDC’s intention to be able to call upon the Technical Assistance Center (TAC) if questions arose dealing with operational concerns or general information nation. According to Strategic Data, these types of questions elicit a snobbish response from the TAC staff. Apparently, the software analysts believe that customers should have thoroughly investigated the manuals before calling to obtain answers to questions that are documented. Although this might be theoretically valid, it is not appropriate to criticize customers in a harsh manner about TAC policies. Instead, these procedures should be stated in a polite way with the hope that customers will not contact the TAC unless they have a valid reason. At this point, I think it would be appropriate for you to send a letter to Strategic Data, apologizing for the misunderstanding and explaining the policies of the TAC. I hope that you will be understanding of the needs of our customers during their initial learning curve and compromise somewhat so they may obtain the support they need. Your understanding and professionalism will help foster a positive and successful customer-vendor relationship. If you wish to contact me to discuss the situation, please feel free to do so at (703) 555-6500. Sincerely, Frank Jansen Systems Engineer FJ/iah Enclosure CC: Anna Brauner Rick Halstead Question 4 Keeping Flexible Hours Under Control According to a market research survey of personnel managers, over 70 percent have studied flexible hours in detail yet are waiting for staff to take the initiative. Their reluctance is based on their fear of being unable to control people’s movements. The main ingredient of a successful transfer from fixed hours is good staff consultation. In this process the first step is to find out if, in fact, the staff are generally in favor of a flexitime system. The next issue to ascertain is the beginning and the end of the "core time".This is the time when the company would expect all employees to be a-vailable and is usually around six hours. As a starting point find out what employees’ existing patterns of work are, their starting and finishing times. Employers are usually concerned that communication is difficult outside this core period. In fact, communication usually improves with telephone calls and visits restricted to the core periods leaving the flexible periods free for more concentrated individual work. To find out the extent of the flexible hours, employees would need to give the times they would be prepared to start work at the earliest and finish work at the latest. Given that flexitime is most productive when work goes in peaks and troughs, then it also has to be established that employees are willing to do overtime if necessary. Management is easier with a workforce who are willing to stay on to finish a job when they know that time can be taken off in lieu. Having found out which times suit staff best in terms of core time, the other variable to be decided is the best way of organizing lunch hours. Again the starting point is the existing practice and, having established what time people normally take their lunch, they should be offered the three options, deciding which is their first preference. These are for everybody to take their lunch break at the same time, for a two hour break to be designated with staff opting for an hour within that time or for lunch-to-be taken when it suits each person. The first will depend very much on the type of business. With front line services, the hour at the same time for all may not be an option of the public expecting a certain level of service. In any consultation, it is wise to remember that staff may know better than the management and foresee problems not immediately transparent. Always ask if they have any other suggestions. Real consultation will mean that the introduction of flexitime has a greater chance of success and management fears are unfounded. In virtually all cases studied, staff do not react to flexitime by arriving and leaving at all manner of odd times. They, in fact, keep more or less to their old times and keep flexibility for emergencies such as peak workload or children’s birthdays.
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