首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
— Read the article below about a fast-food chain and the questions on the opposite page. — For each question 13- 18, mark one le
— Read the article below about a fast-food chain and the questions on the opposite page. — For each question 13- 18, mark one le
admin
2013-01-13
80
问题
— Read the article below about a fast-food chain and the questions on the opposite page.
— For each question 13- 18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Turning around a fast-food chain
Sparrow is a well-established fast-food chain, with 200 restaurants run by franchisees, and almost as many company-owned ones. Some years ago, the group to which Sparrow belonged was taken over by another company, which owned a variety of retail businesses. Although demand for a Sparrow franchise showed no sign of declining, overall the chain was in an unhealthy state. Its properties, the majority of them in small towns, needed refurbishment to stand comparison with its competitors. With more and more fast-food concepts reaching the marker, the distinctive Sparrow menu had to struggle for attention. And to make matters worse, its new owners had bought it as one of a number of companies, and had no plans to give it the investment it required.
Sparrow stagnated for another two years, until a new chief executive, Carl Pearson, decided to build up its market share. He commissioned a survey, which showed that consumers who already used Sparrow restaurants were overwhelmingly positive about the chain, while customers of other fast-food chains, particularly those selling pizzas or hamburgers, were reluctant to be tempted away from them. Sparrow had to develop a new promotional campaign - one that would enhance-the public’s perceptions of the chain and set it apart from its competitors.
Pearson faced a battle over the future of the Sparrow brand. The chain’s owner now favoured taking Sparrow’s outlets upmarket and rebranding them as Marcy’s restaurants, one of its other, better known brands. Pearson resisted, arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success, rather than customers’ spending power. His arguments won the day.
The campaign itself broke some of the fast-food industry’s advertising conventions. The television commercials played down traditional product shots - most of its competitors’ advertisements had mouth- watering shots of food - and focused instead on entertainment and humour. The usual jingles gave way to spots featuring original songs performed by a variety of stars. Instead of trying to show the superiority of a specific product, the intention was to position Sparrow in the hearts of potential customers.
Pearson hired two advertising agencies to handle this campaign, and spent a considerable time with them, discussing and developing the brief he had outlined. Once that had been agreed in detail, he left them m get on with their work. Instead of dividing responsibilities, as would normally happen when two agencies collaborate, they decided to develop a team concept, with both having equal opportunities for creative input.
Pearson also made other decisions which he believed would contribute to the new Sparrow image. He laid off 400 employees in the headquarters and company field offices, and reduced the management hierarchy. He insisted on uniformity of standards in all restaurants, and warned franchisees that if they ran untidy, unprofitable restaurants, Sparrow would dose them, or if necessary, buy them. In addition Sparrow offered to lower the rent of any franchisees who achieved a certain increase in their turnover.
These efforts paid off, and Sparrow soon became one of the most successful fast-food chains in the regions where it operates.
选项
A、Its new owners were uninterested in spending money on it.
B、Its products were too similar to those of its competitors.
C、It received few applications from potential franchisees.
D、It had a number of restaurants which were poorly situated.
答案
A
解析
转载请注明原文地址:https://kaotiyun.com/show/jPoO777K
本试题收录于:
BEC中级阅读题库BEC商务英语分类
0
BEC中级阅读
BEC商务英语
相关试题推荐
Lookatthestatementsbelowandatthefivesummariesofarticlesfromabusinessjournalontheoppositepage.Whichsummary(
Readthearticlebelowaboutpricingpolicies.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepag
Readthearticlebelowaboutpricingpolicies.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepag
Readthearticlebelowaboutpricingpolicies.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepag
Readthearticlebelowaboutpricingpolicies.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepag
ReadthefollowingarticleaboutaUSmanufacturerofofficesuppliesandthequestionsontheoppositepage.Foreachquesti
Lookatthestatementsbelowandatthefivenewspaperitemsaboutdifferentcompaniesontheoppositepage.Whichcompany(A
Lookatthestatementsbelowandatthefivenewspaperitemsaboutdifferentcompaniesontheoppositepage.Whichcompany(A
Lookatthestatementsbelowandattheextractsfromfivejobadvertisementsontheoppositepage.Whichadvertisement(A,B
Lookatthestatementsbelowandattheextractsfromfivejobadvertisementsontheoppositepage.Whichadvertisement(A,B
随机试题
债务人的保证人尚未代替债务人清偿债务的,以其对债务人的将来求偿权申报债权。但是,债权人已经向管理人申报全部债权的除外。()
女,11岁,刷牙出血1月,无明显疼痛症状,口服抗生素无明显缓解。检查:间颊侧龈乳头见一椭圆状增生物,探诊出血指数4,未及龈下牙石。X-ray示:间牙槽骨密度减低。最可能的诊断是
A.水蒸气蒸馏法B.回流法C.新生皂法D.研磨分散法E.渗漉法薄荷水的制备可以采用
患者,男,48岁。近6周反复发作剧烈头痛、心悸,未给予治疗。近3次不同时间测量血压分别为220/140mmHg、180/120mmHg、140/95mmHg。下列处理措施中最重要的是
甲十五岁,精神病人。关于其监护问题,下列哪一表述是正确的?(2010年试卷三第3题)
用毕托管测量点速度,已知油的重度r1=7.8kN/m3,水银的重度r2=133.28kN/m3,△h=0.1m,则测点流速为()。
注册税务师在进行房地产开发企业土地增值税清算时,对房地产开发企业将自行开发的商品房用于()的,应确认相应的收入,计算缴纳土地增值税。
人民法院受理破产申请前一年内,涉及债务人甲企业财产的下列行为中,管理人有权请求追回的有()。
配送服务水平包括()。
将一电源电动势为E、内阻为r的电池与外电路连接,构成一个闭合电路,用R表示外电路电阻,I表示电路的总电流,下列说法正确的是()。
最新回复
(
0
)