题目内容 （请给出正确答案）
[主观题]

Competitors complain that Microsoft's recent settlement of their antitrust case with the f

ederal government will do little to protect them or consumers from the software giant's monopoly power. But they hold out hope that state attorney generals could make the deal more restrictive. "My guess is that all Bill Gates could do was to suppress a big grin when he held his press conference this morning," said Mitchell Kertz-man, chief executive of Liberate Technologies, a rival provider of software for interactive TV. "This settlement does not come close to matching the scope of the violation of antitrust law that Microsoft has been convicted of," he added. "It was an inexplicably bad deal for the government."

Microsoft and the Justice Department presented the settlement to a federal judge Friday, saying that it would end the antitrust case in a way that would help the declining economy. US District Judge Colleen Kollar-Kotelly agreed to review it and gave the 18 states involved in the case until Tuesday to decide whether to accept the plan.

Several competitors called on the state attorney generals to insist on making changes to the settlement. Sun Microsystems' general counsel, Michael Morris, said the Justice Department was "walking away from a case they had already won." Paul T. Cappuccio, the general counsel for AOL Time Warner, said the settlement "does too little to promote competition and protect consumers, and can too easily be evaded by a determined monopolist like Microsoft."

The state attorney generals had been pressing for stiffer penalties, but on Friday several said progress had been made. Among the key elements of the settlement, Microsoft would have to:

--Help rivals make products compatible with the Windows operating system, which runs 91 percent of the world's computers.

--Stop using exclusive deals with computer sellers to put competitors at a disadvantage.

--Let three in-house independent experts monitor its compliance.

"We are quite disappointed. We believe there are a lot of issues that have not been addressed," said Michald Mace, chief officer of handheld computer maker Palm, which makes an operating system that competes with one from Microsoft. Several tech executives said the settlement was too focused on restricting Microsoft's Widows monopoly, and not its broader business practices and non-PC initiatives.

"This is a reward, not a remedy. It fails to terminate the illegal monopoly and fails to free the market from anti-competitive conduct," said Kelly Jo Macarthur, general counsel for Real Networks, which makes music and video software, threatened by Windows Media Player. "This agreement allows a declared illegal monopolist to determine, at its sole discretion, what goes into the monopoly operating system in the future," she added.

We can infer from the text that the main issue behind Microsoft's antitrust case is the need ______.

A．to restrict the expansion of software companies

B．to limit the reach of Microsoft's Windows operating system

C．to prevent Microsoft from monopolizing the computer software industry

D．to assist its competitors in making products compatible with Windows

提问人：网友fireabe 发布时间：2022-01-07
参考答案
查看官方参考答案
如搜索结果不匹配，请 联系老师 获取答案
您可能会需要：
您的账号：，可能会需要：
您的账号：
发送账号密码至手机
发送
重置密码 查看订单 联系客服
安装简答题APP，拍照搜题省时又省心！
更多“Competitors complain that Micr…”相关的问题
第1题
High-quality customer service is preached （宣扬) by many, but actually keeping customers h

High-quality customer service is preached (宣扬) by many, but actually keeping customers happy is easier said than done.

Shoppers seldom complain to the manager or owner of a retail store, but instead will alert their friends, relatives, co-workers, strangers--and anyone who will listen.

Store managers are often the last to hear complaints, and often find out only when their regular customers decide to frequent their competitors, according to a study jointly conducted by Verde Group and Wharton School.

"Storytelling hurts retailers and entertains consumers," said Paula Courtney, President of the Verde group. "The store loses the customer, but the shopper must also find a replacement."

On average, every unhappy customer will complain to at least four others, and will no longer visit the specific store. For every dissatisfied customer, a store will lose up to three more due to negative reviews. The resulting "snowball effect" can be disastrous to retailers.

According to the research, shoppers who purchased clothing encountered the most problems. Ranked second and third were grocery and electronics customers.

The most common complaints include filled parking lots, cluttered (塞满了的) shelves, overloaded racks, out-of-stock items, long check-out lines, and rude salespeople.

During peak shopping hours, some retailers solved the parking problems by getting moonlighting(业余兼职的) local police to work as parking attendants. Some hired flag wavers to direct customers to empty parking spaces. This guidance eliminated the need for customers to circle the parking lot endlessly, and avoided confrontation between those eyeing the same parking space.

Retailers can relieve the headaches by redesigning store layouts, pre-stocking sales items, hiring speedy and experienced cashiers, and having sales representatives on hand to answer questions.

Most importantly, salespeople should be diplomatic and polite with angry customers.

"Retailers who're responsive and friendly are more likely to smooth over issues than those who aren't so friendly," said Professor Stephen Hoch. "Maybe something as simple as a greeter at the store entrance would help."

Customers can also improve future shopping experiences by filing complaints to the retailer, instead of complaining to the rest of the world. Retailers are hard-pressed to improve when they have no idea what is wrong.

Why are store managers often the last to hear complaints？

A．Most customers won't bother to complain even if they have had unhappy experiences.

B．Customers would rather relate their unhappy experiences to people around them.

C．Few customers believe the service will be improved.

D．Customers have no easy access to store managers.

点击查看答案
第2题
TEXT C High-quality customer service is preached by many, but actually keeping customers h

TEXT C

High-quality customer service is preached by many, but actually keeping customers happy is easier said than done.

Shoppers seldom complain to the manager or owner of a retail store, but instead will alert their friends, relatives, co-workers, strangers --- and anyone who will listen.

Store managers are often the last to hear complaints, and often find out only when their regular customers decide to frequent their competitors, according to a study jointly conducted by Verde Group and Wharton School.

"Storytelling hurts retailers and entertains consumers, " said Paula Courtney, President of the Verde Group. "The store loses the customer, but the shopper must also find a replacement. "

On average, every unhappy customer will complain to at least four others, and will no longer visit the specific store. For every dissatisfied customer, a store will lose up to three more due to negative reviews. The resulting "snowball effect" can be disastrous to retailers.

According to the research, shoppers who purchased clothing encountered the most problem. Ranked second and third were grocery and electronics customers.

The most common complaints include filled parking lots, cluttered shelves, over-located racks, out-of-stock items, long check-out lines, and rude salespeople.

During peak shopping hours, some retailers solved the parking problems by getting moon Lighting (业余兼职的) local police to work as parking attendants. Some hired flag wavers to direct customers to empty parking spaces. This guidance eliminated the need for customers to circle the parking lot endlessly, and avoided confrontation between those eyeing the same parking space.

Retailers can relieve the headaches by redesigning store layouts, pre-stocking sales items,

hiring speedy and experienced cashiers, and having sales representatives on hand to answer questions.

Most importantly, salespeople should be diplomatic and polite with angry customers. "Retailers who're responsive and friendly are more likely to smooth over issues than those who aren't so friendly," said Professor Stephen Hoch. “Maybe something as simple as a greeter at the store entrance would help. ”

Customers can also. improve future shopping experiences by filling complaints to the retailer, instead of complaining to the rest of the world. Retailers are hard-pressed to improve when they have no idea what is wrong.

Why are store managers often the last to hear complaints？

[A] Most customers won't bother to complain even if they have had unhappy experiences.

[B] Customers would rather relate their unhappy experiences to people around them.

[C] Few customers believe the service will be improved.

[D] Customers have no easy access to store managers.

点击查看答案
第3题
Passage twoQuestion 62 to 66 are based on the following passage High-quality customer serv

Passage two

Question 62 to 66 are based on the following passage

High-quality customer service is preached(宣扬) by many ,but actually keeping customers happy is easier said than done

Shoppers seldom complain to the manager or owner of a retail store, but instead will alert their friends, relatives, co-workers, strangers-and anyone who will listen.

Store managers are often the last to hear complaints, and often find out only when their regular customers decide t frequent their competitors, according to a study jointly conducted by Verde group and Wharton school

“Storytelling hurts retailers and entertains consumers,” said Paula Courtney, President of the Verde group.” the store loses the customer, but the shopper must also find a replacement.”

On average, every unhappy customer will complain to at least four other, and will no longer visit the specific store for every dissatisfied customer, a store will lose up to three more due to negative reviews. The resulting “snowball effect” can be disastrous to retailers.

According to the research, shoppers who purchased clothing encountered the most problems. ranked second and third were grocery and electronics customers.

The most common complaints include filled parking lots, cluttered (塞满了的) shelves, overloaded racks, out-of-stock items, long check-out lines, and rude salespeople.

During peak shopping hours, some retailers solved the parking problems by getting moonlighting local police to work as parking attendants. Some hired flag wavers to direct customers to empty parking spaces. This guidance climinated the need for customers to circle the parking lot endlessly, and avoided confrontation between those eyeing the same parking space.

Retailers can relieve the headaches by redesigning store layouts, pre-stocking sales items, hiring speedy and experienced cashiers, and having sales representatives on hand to answer questions.

Most importantly, salespeople should be diplomatic and polite with angry customers.

“Retailers who’re responsive and friendly are more likely to smooth over issues than those who aren’t so friendly.” said Professor Stephen Hoch. “Maybe something as simple as a greeter at the store entrance would help.”

Customers can also improve future shopping experiences by filing complaints to the retailer, instead of complaining to the rest of the world. Retailers are hard-pressed to improve when they have no idea what is wrong.

注意：此部分试题请在答题卡2上作答

62. Why are store managers often the last to hear complaints？

A Most customers won’t bother to complain even if they have had unhappy experiences.

B Customers would rather relate their unhappy experiences to people around them.

C Few customers believe the service will be improved.

D Customers have no easy access to store managers.

点击查看答案
第4题
"Clean your plate!" and "Be a member of the clean-

"Clean your plate!" and "Be a member of the clean-plate club!" Just about every kid in the US has heard this from a parent or grandparent. Often, it's accompanied by an appeal: "Just think about those starving orphans(孤儿) in Africa!"

Sure, we should be grateful for every bite of food. Unfortunately, many people in the US take a few too many bites. Instead of saying "clean the plate", perhaps we should save some food for tomorrow.

According to news reports, US restaurants are partly to blame for the growing bellies(肚子). A waiter puts a plate of food in front of each customer, with two to four times the amount recommended by the government, according to a USA Today story.

Americans traditionally associate quantity with value and most restaurants try to give them that. They serve large portions to stand apart from competitors and to give the customers value. They prefer to have customers complain about too much food rather than too little.

Barbara Rolls, a nutrition professor at Pennsylvania State University, told USA Today that restaurant portion sizes began to grow in the 1970s, the same time that the American waistline began to expand.

Health experts have tried to get many restaurants to serve smaller portions. Now, apparently, some customers are calling for this too. A restaurant industry trade magazine reported last month that 57 percent of more than 4,000 people surveyed believed restaurants serve portions that are too large; 23 percent had no opinion; 20 percent disagreed.

But a closer look at the survey indicates that many Americans who can't afford fine dining still prefer large portions. Seventy percent of those earning at least $150,000 per year prefer smaller portions. But only 45 percent of those earning less than $25,000 want smaller.

It's not that working class Americans don't want to eat healthy. It's just that after long hours at low-paying jobs, getting less on their plate hardly seems like a good deal. They live from paycheck to paycheck, happy to save a little money for next year's Christmas presents.

By saying "Be a member of the clean-plate-club!"(Para. 1) a parent or grandparent is asking the children to______.

A．wash dishes after meals

B．eat all the food on their plate

C．save food for the starving Africans

D．reserve food for the future

点击查看答案
第5题
In recent years, railroads have been combining with each other, merging into super systems
, causing heightened concerns about monopoly. As recently as 1995, the top four railroads accounted for under 70 percent of the total ton-miles moved by rails. Next year, after a series of mergers are completed, just four railroads will control well over 90 percent of all the freight moved by major rail carriers.

Supporters of the new super systems argued that these mergers will allow for substantial cost reductions and better coordinated service. Any threat of monopoly, they argue, is removed by fierce competition from trucks. But many shippers complain that for heavy bulk commodities travelling long distances, such as coal, chemicals, and grain, trucking is too costly and the railroads therefore have them by the throat.

The vast consolidation within the rail industry means that only one rail company serves most shippers. Railroads typically charge such "captive" shippers 20 to 30 percent more than they do when another railroad is competing for the business. Shippers who feel they are being overcharged have the right to appeal to the federal government’s Surface Transportation Board for rate relief, but the process is expensive, time consuming, and will work only in truly extreme cases.

Railroads justify rate discrimination against captive shippers on the grounds that in the long run it reduces everyone's cost. If railroads charged all customers the same average rate, they argue, shippers who have the option of switching to trucks or other forms of transportation would do so, leaving remaining customers to shoulder the cost of keeping up the line. It’s theory to, which many economists subscribe, but in practice it often leaves railroads in the position of determining which companies will flourish and which will fail. "Do we really want railroads to be the arbiters of who wins and who loses in the marketplace？" asks Martin Bercovici, a Washington lawyer who frequently represents shipper.

Many captive shippers also worry they will soon be this with a round of huge rate increases. The railroad industry as a whole, despite its brightening fortuning fortunes, still does not earn enough to cover the cost of the capital it must invest to keep up with its surging traffic. Yet railroads continue to borrow billions to acquire one another, with Wall Street cheering them on. Consider the $ 10.2 billion bid by Norfolk Southern and CSX to acquire Conrail this year. Conrail's net railway operating income in 1996 was just $ 427 million, less than half of the carrying costs of the transaction. Who's going to pay for the rest of the bill？ Many captive shippers fear that will, as Norfolk Southern and CSX increase their grip on the market.

According to those who support mergers railway monopoly is likely because ______.

A．cost reduction is based on competition

B．services call for cross-trade coordination

C．outside competitors will continue to exist

D．shippers will have the railway by the throat

点击查看答案
第6题
In recent years, railroads have been combining with each other, merging into super systems
, causing heightened concerns about monopoly. As recently as 1995, the top four railroads accounted for under 70 percent of the total ten-miles moved by rails. Next year, after a series of mergers is completed, just four railroads will control well over 90 percent of all the freight moved by major rail carders.

Supporters of the new super systems argue that these mergers will allow for substantial cost reductions and better coordinated service. Any threat of monopoly, they argue, is removed by fierce competition from trucks. But many shippers complain that for heavy bulk commodities traveling long distances, such as coal, chemicals, and grain, trucking is too costly and the railroads therefore have them by the throat.

The vast consolidation within the rail industry means that most shippers are served by only one rail company. Railroads typically charge such "captive" shippers 20 to 30 percent more than they do when another railroad is competing for the business. Shippers who fed they are being overcharged have the right to appeal to the federal government's Surface Transportation Board for rate relief, but the process is expensive, time consuming, and will work only in truly extreme eases.

Railroads justify rate discrimination against captive shippers on the grounds that in the long run it reduces everyone's cost. If railroads charged all customers the same average rate, they argue, shippers who have the option of switching to trucks or other forms of transportation would do so, leaving remaining customers to shoulder the cost of keeping up the line. It's theory to which many economists subscribe, but in practice it often leaves railroads in the position of determining which companies will flourish and which will fail. "Do we really want railroads to be the arbiters of who wins and who loses in the marketplace"？ Asks Martin Bercovici, a Washington lawyer who frequently represents shipper.

Many captive shippers also worry they will soon be tilt with a round of huge rate increases. The railroad industry as a whole, despite its brightening fortunes. Still does not earn enough to cover the cost of the capital it must invest to keep up with its surging traffic. Yet railroads continue to borrow billions to acquire one another, with Wall Street cheering them on. Consider the $10.2 billion bid by Norfolk Southern and CSX to acquire Conrail this year. Conrail's net railway operating income in 1996 was just $427 million, less than half of the carrying costs of the transaction. Who's going to pay for the rest of the bill？ Many captive shippers fear that they will, as Norfolk Southern and CSX increase their grip on the market.

According to those who support mergers railway monopoly is unlikely because ______.

A．cost reduction is based on competition

B．services call for cross-trade coordination

C．outside competitors will continue to exist

D．shippers will have the railway by the throat

点击查看答案
第7题
Competitors analysis model includes:Objective of competitors; ； ；and . 竞争对手分析模型包括以下哪些方面的分析：竞争对手的目标； ； ；和 。

A、Hypothesis of competitors 竞争对手的假设

B、Current strategies of competitors 竞争对手的现行战略

C、Competences of competitors 竞争对手的能力

D、Products of competitors 竞争对手生产的产品

点击查看答案
第8题
Competitors for the painting competition must ______ their entries by Friday.A．giveB．offer

Competitors for the painting competition must ______ their entries by Friday.

A．give

B．offer

C．grant

D．submit

点击查看答案
第9题
Which of the following is NOT true？A．Most competitors did not finish the race within two h

Which of the following is NOT true？

A．Most competitors did not finish the race within two hours.

B．Most competitors were interested in the race.

C．Most competitors were trying to run as fast as they could.

D．Most competitors wanted to know it they could run 26 miles.

点击查看答案
粘贴 取消
立即搜索
APP特色功能 语音搜题 APP特色功能 拍照搜题
账号：
你好，尊敬的用户
复制账号
首页 考试指南 我的
发送账号至手机
密码将被重置
获取验证码
发送
温馨提示
该问题答案仅针对搜题卡用户开放，请点击购买搜题卡。
马上购买搜题卡
我已购买搜题卡， 登录账号 继续查看答案
重置密码
确认修改
欢迎分享答案

为鼓励登录用户提交答案，简答题每个月将会抽取一批参与作答的用户给予奖励，具体奖励活动请关注官方微信公众号：简答题

简答题官方微信公众号

警告：系统检测到您的账号存在安全风险

为了保护您的账号安全，请在“简答题”公众号进行验证，点击“官网服务”-“账号验证”后输入验证码“”完成验证，验证成功后方可继续查看答案！

微信搜一搜
简答题
点击打开微信
警告：系统检测到您的账号存在安全风险
抱歉，您的账号因涉嫌违反简答题购买须知被冻结。您可在“简答题”微信公众号中的“官网服务”-“账号解封申请”申请解封，或联系客服。
微信搜一搜
简答题
点击打开微信