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  3. Passage Two (1) A few years back, my three-year-old son Max had an unyi

Passage Two (1) A few years back, my three-year-old son Max had an unyi

游客2023-11-24  21
问题     Passage Two
    (1)  A few years back, my three-year-old son Max had an unyielding passion for Thomas the Tank Engine trains. Piece by piece, he accumulated a rather impressive collection. But here is the thing that fascinated me as a parent: every time Max received a new train that he had obsessed about, which he just had to have, he promptly took out the catalog to identify the next train that he could no longer live without. So once he acquired Thomas, Fearless Freddie had to be next, then Clarabel, followed by Duncan, Rusty, Diesel 10, and so on.
    (2)  As parents, we naturally anticipated after each purchase that Max would finally consider his collection complete. But for Max, what was equally natural was to expect his train portfolio to continue to expand indefinitely, or at least until the enchantment (魔力) ended. A big part of the thrill (狂喜) of building his collection in the first place was the possibility of its everlasting expansion and enhancement.
    (3)  What Max’s experience demonstrates is that there is no such thing as a perfectly and permanently satisfied customer. Put another way (换句话说), customers by nature are insatiable and continuously yearn for things they don’t yet possess. Their satisfaction frontier is always beyond their grasp.
    (4)  Therefore, trying to enduringly satisfy your customers is dangerously misguided. Instead, you should strive to infatuate them—over and over again. Infatuation implies a very strong yet short-lived attraction, which captures the true essence of customer experience. Understanding its implications (含义) is critical for your ability to maintain ongoing relevance (关联).
    (5)  Let’s dig a little deeper. Any successful and well-received offering first creates an infatuation interval in which customers are fixated on its novelty, seduced by its perceived benefits, and blinded to its potential shortcomings. However, such an interval is by definition (必然) fleeting. As the veil of infatuation wears off, customers will no longer feel privileged but instead fully entitled to receive the offering’s benefits.
    (6)  Their shift in attitude represents the transition to the entitlement period, in which customers will take notice of and express all the things that could make the offering even better for them. If you let your customers enter and then linger in the entitlement period without heeding their suggestions or demands, they will become increasingly critical and at some point turn away from your offering altogether.
    (7)   To retain customer attention, companies have to continuously refresh the customer experience, introducing new dimensions at just the right time to keep the flame of infatuation burning.
    (8)  Let me give an illustration. In the 2000s, airlines launched personal entertainment systems in economy class cabins on intercontinental flights. The system provided each passenger with a television screen and a handheld remote along with access to dozens of movies, television shows, games, and musical selections. This was huge. It gave passengers control of how they would spend their time in the air. It instantaneously lifted the tedium of extended flying. Not surprisingly, the entertainment system caused a wave of excitement among passengers, who fully embraced its capabilities. But this elation did not last indefinitely. After a while, critical chatter (唠叨)—then outright complaints—started to creep in, becoming more and more frequent: "Why can’t the system be used during the entire flight and not just at flying altitude? Why can’t the movie selection be changed more frequently? Why aren’t the earphones better?"
    (9)  Consider the progression here. In the beginning, passengers welcomed the new offering with childlike gratitude and giddiness, finding themselves squarely at the start of the infatuation interval. But as the entertainment system’s novelty began to wear off, they started to notice and voice its apparent shortcomings and how it should be made better. Finally, they transitioned to the entitlement period, in which they regarded the system as the status quo (现状) and demanded it be enhanced further.
    (10)  To make use of the infatuation interval phenomenon, you first have to envelop your customers in an experience that evokes genuine elation (兴高采烈地). Second, look to create features that stretch your offering’s infatuation interval to be as long as possible. Then generate a continuous stream of infatuation intervals, so that as soon as one is nearing its end, you launch enticing innovations that elicit a new one. The idea is to keep your customers in a perpetual cycle of infatuation, and to attract more and more new customers with each cycle.
    (11)  For insights on what fresh features to introduce to create new infatuation intervals, collect and analyze customer feedback regularly and rigorously. For instance, you might collect feedback from early adopters who’ve already transitioned to the entitlement period. Or, more powerfully, you can anticipate latent desires that customers themselves are yet unable to express.
    (12)  To understand the impact and progression of each interval, social media provides an unprecedented forum for the voluntary, unsolicited (自发地) expression of customer sentiment, which can be captured and interpreted. We use an analytic tool we’ve developed called the Infatuation Interval Index (I-Cubed) to score how deeply, how broadly, and how long an offering infatuates its target audience. The index measures the intensity and fluctuation of positive sentiment that customers are articulating about an offering by aggregating related activity on forums like Facebook, YouTube, Pinterest, Twitter, Instagram, and Snapchat. This gives us an immediate, simple, and real-time measure of an offering’s emotional pull on customers and indicates the optimal (最佳的) time to re-seduce them whenever the pull starts to weaken.
    (13)  So consider that you shouldn’t merely focus on providing your customers with a satisfying experience. Rather, you should aim to deliver them a string of experiences that keep them perpetually infatuated. [br] What can be concluded from Para. 5 about the infatuation interval?
选项 A、It is dispensable for a popular commodity to create it.
B、Customers notice the commodity’s potential problems during it.
C、Obviously it could last only for a very short time.
D、Customers’ attitudes won’t change until it is definitely over.
答案 C
解析 推断题。文章第五段第三句提到这种阶段必然是转瞬即逝的，由此可知迷恋阶段只能持续很短的时间，故[C]为答案。第二句指出任何成功且受欢迎的商品都会首先创造一种迷恋阶段，由此可知，对于受欢迎的商品而言，创造迷恋阶段是必要的，并不是可有可无的，[A]与原文表述相反，故排除；第二句还提到在迷恋阶段，消费者无视商品的潜在缺陷，[B]与原文相反，故排除；最后一句指出，当迷恋的面纱逐渐消失，消费者不再感到受宠若惊，相反还觉得自己完全有权享有该商品的优点，由此可知，消费者的态度发生转变时，迷恋阶段还未结束，而不是迷恋阶段完全结束了，[D]与原文不符，故排除。
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