Passage 1PromotionMarketing managers at Ryder Systems faced a real challenge as they developed their plan for 2000. Ryder’s bright yellow move-it-yourself rental trucks were a familiar sight on the streets and highways of the United States, Canada, and the United Kingdom. However, de-mand for rental trucks was down. Consumers usually don't rent a truck unless they 're moving, and in the weak economy of 2000 fewer people could afford to move. Further, most rental Finns were lowing their prices — hoping for gains in market share to offset the shrinking market. That made things even tougher for Ryder. Its strategy had focused on providing quality trucks and service rather than bargain-basement prices. In this market, however, more consumers were just looking for the lowest price.Ryder' s marketers decided that this competitive market environment called for a new pro-motion blend. They wanted to communicate with target customers and persuade them that Ry-der's services were better than those offered by competing firms. But they didn't just want to communicate. They wanted to increase rentals and sales of supplies.To reach the target market一consumers who were considering a move一 Ryder first turned to mass selling. Working with an ad agency, it developed attention-getting, 60-second TV ads. Ryder placed the ads on popular TV shows that appealed to audiences whose demo-graphics best matched those of its target market The ads didn't just focus on Ryder trucks but rather on what consumers should think about when planning a move. The ads also offered con-sumers a free home-moving guide and planning kit. All the consumers had to do to get the pro-motional brochure was to call a toll-free telephone number.The brochure provided a lot of useful information about moving — including persuasive de-tails on how Ryder's comfortable trucks and helpful services could make the move easier. In addition, to promote action, the brochure included a discount coupon on all Ryder supplies — including furniture pads, dollies, hand trucks, boxes, tape, rope, and locks — that consumers could redeem at any Ryder dealer.The list of people who called for the brochure also provided a very target of pros-pects for Ryder's telemarketing salespeople to call. When the salesperson identified a good prospect, the final personal selling job was turned over to one of Ryder's 4,8OO dealers. Their personal attention helped to resolve consumer questions and get rental contracts.Rider’s blend of direct-response mass selling, sales promotion， and personal selling succeeded in increasing Ryder's share of rentals even in a very sluggish market And because the promotion was successful in differentiating Ryder's quality services, Ryder was able to charge A higher price than competitors who relied on discounts alone to pull in customers.Several Promotional Methods Are AvailablePromotion is communicating information between seller and potential buyer or others in the channel to influence attitudes and behavior. The marketing manager's main promotion job is to tell target customers that the right Product is available at the right Place at the - tight Price.What the marketing manager communicates is determined by target customers' needs and attitudes. How the messages are delivered depends on what blend of the various promotion methods the marketing manager chooses.As the Ryder example shows, a marketing manager can choose from promotion methods — personal selling, mass selling, and sales promotion.Personal selling involves direct spoken communication between sellers and potentia cus-tomers. Face-to-face selling provides immediate feedback — which helps salespeople to adapt. Although salespeople are included in most marketing mixes，personal selling can be very expensive. So it's often desirable to combine personal selling with mass selling and - promotion.Mass selling is communicating with large numbers of potential customers at the same time. It's less flexible than personal selling, but when the target market is large and scattered, mass selling can be less expensive.Advertising is the main form of mass selling. Advertising is any paid form of nonpersonal presentation of ideas, goods, or services by an identified sponsor. It include the use of such media as magazines, newspapers, radio and TV, signs, and direct mails, while advertising must be paid for, another form of mass selling一publicity一 is free.Publicity is any unpaid form of nonpersonal presentation of ideas, goods, or services. Of course, publicity people are paid. But they try to attract attention to the firm and its offerings without having to pay media costs. For example, book publishers try to get authors on TV talk shows because this generates a lot of interest — and book sales — without the publisher paying for TV time.When Coleco introduced its Cabbage Patch dolls, it held press parties for reporters and their children. A number of reporters wrote human interesting stories about their kids " adop-ting" the cute dolls. Those stories prompted more media attention — and a very successful product introduction — without Coleco doing any introductory advertising.If a firm has a really new message, publicity may be more effective than advertising. Trade magazir.es, for example, may carry articles featuring the news-worthy products of regular adver-tisers —in part because they are regular advertisers. The firm's publicity people write the bas-ic copy and then try to convince magazine editors to print it. Each year, magazines print photos and stories about new cars and often the source of the information is the auto producers. A con-sumer might not pay any attention to an ad but carefully read a long magazine story with the same information.Some companies prepare videotapes designed to get free publicity for their products on TV news shows. For example, one video一 distributed to TV stations at Halloween — discussed a government recommendation that parents use makeup rather than masks for young children. The story was effectively tied to a new makeup product for children made by PAAS Products.Sales promotion refers to promotion activities — other than advertising, publicity, and personal selling — that stimulate interest, trial, or purchase by final customers or others in the channel. Sales promotion may be aimed at consumers, at middlemen, or even at a firm's own employees.Many people think that most promotion money is spent on advertising — because advertis-ing is all around them. The many ads you see in magazines and newspapers and on TV are im-pressive —and costly. Bat all the special sales promotions — coupons, sweepstakes, trade; shows, sporting events sponsored by firms, and the like — add up to even more money. Simi-larly .salesclerks complete most retail sales. And behind the scenes, much personal selling goes on in the channels and in other business markets. In total, firms spend less money on ad-vertising than on personal selling or sales promotion.However, the amount of emphasis on each promotion method usually varies with each spe-cific marketing strategy — depending on the target market and other elements of the marketing mix. When planning the overall strategy, it’ s important to plan a combination of promotion methods that will work together to achieve specific promotion objectives. 回答问题Bonuses, sales aids and training materials are all use in promotion activities They are de-signed.

Passage 1PromotionMarketing managers at Ryder Systems faced a real challenge as they developed their plan for 2000. Ryder’s bright yellow move-it-yourself rental trucks were a familiar sight on the streets and highways of the United States, Canada, and the United Kingdom. However, de-mand for rental trucks was down. Consumers usually don't rent a truck unless they 're moving, and in the weak economy of 2000 fewer people could afford to move. Further, most rental Finns were lowing their prices — hoping for gains in market share to offset the shrinking market. That made things even tougher for Ryder. Its strategy had focused on providing quality trucks and service rather than bargain-basement prices. In this market, however, more consumers were just looking for the lowest price.Ryder' s marketers decided that this competitive market environment called for a new pro-motion blend. They wanted to communicate with target customers and persuade them that Ry-der's services were better than those offered by competing firms. But they didn't just want to communicate. They wanted to increase rentals and sales of supplies.To reach the target market一consumers who were considering a move一 Ryder first turned to mass selling. Working with an ad agency, it developed attention-getting, 60-second TV ads. Ryder placed the ads on popular TV shows that appealed to audiences whose demo-graphics best matched those of its target market The ads didn't just focus on Ryder trucks but rather on what consumers should think about when planning a move. The ads also offered con-sumers a free home-moving guide and planning kit. All the consumers had to do to get the pro-motional brochure was to call a toll-free telephone number.The brochure provided a lot of useful information about moving — including persuasive de-tails on how Ryder's comfortable trucks and helpful services could make the move easier. In addition, to promote action, the brochure included a discount coupon on all Ryder supplies — including furniture pads, dollies, hand trucks, boxes, tape, rope, and locks — that consumers could redeem at any Ryder dealer.The list of people who called for the brochure also provided a very target of pros-pects for Ryder's telemarketing salespeople to call. When the salesperson identified a good prospect, the final personal selling job was turned over to one of Ryder's 4,8OO dealers. Their personal attention helped to resolve consumer questions and get rental contracts.Rider’s blend of direct-response mass selling, sales promotion， and personal selling succeeded in increasing Ryder's share of rentals even in a very sluggish market And because the promotion was successful in differentiating Ryder's quality services, Ryder was able to charge A higher price than competitors who relied on discounts alone to pull in customers.Several Promotional Methods Are AvailablePromotion is communicating information between seller and potential buyer or others in the channel to influence attitudes and behavior. The marketing manager's main promotion job is to tell target customers that the right Product is available at the right Place at the - tight Price.What the marketing manager communicates is determined by target customers' needs and attitudes. How the messages are delivered depends on what blend of the various promotion methods the marketing manager chooses.As the Ryder example shows, a marketing manager can choose from promotion methods — personal selling, mass selling, and sales promotion.Personal selling involves direct spoken communication between sellers and potentia cus-tomers. Face-to-face selling provides immediate feedback — which helps salespeople to adapt. Although salespeople are included in most marketing mixes，personal selling can be very expensive. So it's often desirable to combine personal selling with mass selling and - promotion.Mass selling is communicating with large numbers of potential customers at the same time. It's less flexible than personal selling, but when the target market is large and scattered, mass selling can be less expensive.Advertising is the main form of mass selling. Advertising is any paid form of nonpersonal presentation of ideas, goods, or services by an identified sponsor. It include the use of such media as magazines, newspapers, radio and TV, signs, and direct mails, while advertising must be paid for, another form of mass selling一publicity一 is free.Publicity is any unpaid form of nonpersonal presentation of ideas, goods, or services. Of course, publicity people are paid. But they try to attract attention to the firm and its offerings without having to pay media costs. For example, book publishers try to get authors on TV talk shows because this generates a lot of interest — and book sales — without the publisher paying for TV time.When Coleco introduced its Cabbage Patch dolls, it held press parties for reporters and their children. A number of reporters wrote human interesting stories about their kids " adop-ting" the cute dolls. Those stories prompted more media attention — and a very successful product introduction — without Coleco doing any introductory advertising.If a firm has a really new message, publicity may be more effective than advertising. Trade magazir.es, for example, may carry articles featuring the news-worthy products of regular adver-tisers —in part because they are regular advertisers. The firm's publicity people write the bas-ic copy and then try to convince magazine editors to print it. Each year, magazines print photos and stories about new cars and often the source of the information is the auto producers. A con-sumer might not pay any attention to an ad but carefully read a long magazine story with the same information.Some companies prepare videotapes designed to get free publicity for their products on TV news shows. For example, one video一 distributed to TV stations at Halloween — discussed a government recommendation that parents use makeup rather than masks for young children. The story was effectively tied to a new makeup product for children made by PAAS Products.Sales promotion refers to promotion activities — other than advertising, publicity, and personal selling — that stimulate interest, trial, or purchase by final customers or others in the channel. Sales promotion may be aimed at consumers, at middlemen, or even at a firm's own employees.Many people think that most promotion money is spent on advertising — because advertis-ing is all around them. The many ads you see in magazines and newspapers and on TV are im-pressive —and costly. Bat all the special sales promotions — coupons, sweepstakes, trade; shows, sporting events sponsored by firms, and the like — add up to even more money. Simi-larly .salesclerks complete most retail sales. And behind the scenes, much personal selling goes on in the channels and in other business markets. In total, firms spend less money on ad-vertising than on personal selling or sales promotion.However, the amount of emphasis on each promotion method usually varies with each spe-cific marketing strategy — depending on the target market and other elements of the marketing mix. When planning the overall strategy, it’ s important to plan a combination of promotion methods that will work together to achieve specific promotion objectives. 回答问题Which of the following statements is true?

Passage 2Stew Leonard's: The World's Largest Dairy STOREStew Leonard 's is the top-grossing, highest-volume food store in the world Builit on the philosophy that the customer is always right ,Stew Leonard's offers food shoppers low peices,low prices，high product quality, excellent customer service ,and a festive, Disney-like atmosphere. The Nonwalk, Connecticut store draws 100, 000 shoppers a week, some from as far away as Massa-chusetts ,Rhode Island, Pennsylvania，and NEW YORK,Annua1 sale total $ 100 million.A 106 , 000-square-foot complex built around a highly :automated milk-processing operation, Stew Leonard's presents a narrow product mix-about 750 items,as compared to the 15, 000 items conventional supermarkets stock. Nevertheless ,the store sells in such volume that its per square foot sales of $2, 700 recently earned the a place in the GuinnessBook of World Records.Customer OrientationStew Leonard ' s low prices — about 10 to 20 percent lower than prices at stores in a five-mile radius — are partly responsible for the store's popularity, but even more important is the store's responsiveness to customers. Indeed, the store opened in response requests from Leonard's former milk route customers. Today, customer demand continues to dictate what products the store carries. Although Stew Leonard's may test-market as many as 10, 000 dif-ferent products in a year, an item must sell 1, 000 units weekly to remain in inventory. Thus the store carries only the best-selling brands of such items as cereal ,yogurt ,and peanut butter. Stew Leonard ' s also emphasizes product quality. Because of enormous sales volume, the store can buy by the truckload directly from producers, passing along the asvings and freshness to customers. Stew Leonard' s also has the leverage to order house brands made to its own spec-ifications.Stew Leonard's strong customer orientation is reflected in the two rules carved in a huge, three-ton granite boulder just outside the door. Rule 1 states that " the customer is always right. Rule 2 says, " If the customer is ever wrong, reread Rule 1. " Customer service is the top priority at Stew Leonard ' s. To eliminate long check-out lines, the Leonards have equipped the store with twenty-five cash registers. Should any line back up to more than three customers, a store employee immediately passes out free ice cream or snacks to waiting customers. The Leonards also actively solicit ideas from their customers, both to keep up with trends and to im-prove service. About once a month, focus groups of customers are invited to criticize the store ' s products and policies — and management listens (Stew Leonard ' s pays 10 customers 20 each in gift certificates to participate in the focus groups) . For example, at the focus groups' suggestion , Stew Leonard ' s began to sell strawberries loose , instead of packaged. Originally the store's profit margin on strawberries decreased, but sales increased tenfold;the store was able to get a better deal from the supplier, and ultimately profits on strawberries were higher.Stew Leonard ' s also acts promptly on the hundred-odd messages dropped into the store ' s suggestion box each day. When the Leonards followed one customer's suggestion that English muffins be displayed near bacon and eggs, muffin sales increased 50 percent. Another customer reported that he would have bought deli roast beef on special if the hard rolls had not been located clear across the store at the bakery. Leonard moved some rolls near the deli counter； sales of both rolls and deli roast beef doubled.At Stew Leonard's nothing is too good for a "customer" . When a woman complained to Leonard the day after Thanksgiving that her turkey had been too dry, he immediately handed her a $ 20 turkey free of charge, knowing that her week-in, week-out business meant much more to the store than the price of a single turkey. Leonard also had high praise for the new courtesy booth employee who surprised a distraught customer with S 50 in gift certificates after the customer was unable to find her missing sterling silver pen. Leonard ' s oft-repeated slogan gets the point across to all employees: "Satisfy the customer； Teamwork gets it done； Excel-lence makes it better.Building Customer LoyaltyThe Leonards also enhance the appeal of their products by bringing store functions out front, where customers can watch. The milk-processing plant (so highly automated that a tank truck ' s load of raw milk can be pasteurized and packaged in one day by just four employees ) is enclosed in glass; customers see 150 half-gallon cartons of milk per minute moving along a conveyor belt A plastic cow’ s head affixed to the front wall of the dairy plant moos when customers press a button. Butchers and fish cutters slice and package in full view of shoppers, and in the deli department an employee uses a special in-store demonstration oven to make pizza. Throughout the store，employees hand our samples of everything from gazpacho to cupcakes, in accordance with the Leonards’observation that sales quadruple when samples are available.Because of all this, Stew Leonard' s satisfied customers often take it on themselves to tell others about the store. The Leonards are fond of reminding their staff, "Lower the price； sell the best； word of mouth will do the rest. Several years ago a customer presented Leonard with a snapshot of herself standing in front of the Kremlin in Moscow, holding a Stew Leonard ' s plastic shopping bag. When Leonard posted the picture on the store ' s bulletin board, other customers began following suit. Today, an entire wall in the store is covered with more than seven thousand photos of customers at locations around the world一 the Matterhorn, the Great Wall of China, the Egyptian pyramids, the North Pole, and the floor of the Pacific Ocean — each customer holding one of the 250, 000 bags Stew Leonard ' s gives away each year. Such practices build customer loyalty, say the Leonards, and inspire customers to pass the word to friends. 回答问题Stew Leonard ' s customers are mainly______.

Passage 2Stew Leonard's: The World's Largest Dairy STOREStew Leonard 's is the top-grossing, highest-volume food store in the world Builit on the philosophy that the customer is always right ,Stew Leonard's offers food shoppers low peices,low prices，high product quality, excellent customer service ,and a festive, Disney-like atmosphere. The Nonwalk, Connecticut store draws 100, 000 shoppers a week, some from as far away as Massa-chusetts ,Rhode Island, Pennsylvania，and NEW YORK,Annua1 sale total $ 100 million.A 106 , 000-square-foot complex built around a highly :automated milk-processing operation, Stew Leonard's presents a narrow product mix-about 750 items,as compared to the 15, 000 items conventional supermarkets stock. Nevertheless ,the store sells in such volume that its per square foot sales of $2, 700 recently earned the a place in the GuinnessBook of World Records.Customer OrientationStew Leonard ' s low prices — about 10 to 20 percent lower than prices at stores in a five-mile radius — are partly responsible for the store's popularity, but even more important is the store's responsiveness to customers. Indeed, the store opened in response requests from Leonard's former milk route customers. Today, customer demand continues to dictate what products the store carries. Although Stew Leonard's may test-market as many as 10, 000 dif-ferent products in a year, an item must sell 1, 000 units weekly to remain in inventory. Thus the store carries only the best-selling brands of such items as cereal ,yogurt ,and peanut butter. Stew Leonard ' s also emphasizes product quality. Because of enormous sales volume, the store can buy by the truckload directly from producers, passing along the asvings and freshness to customers. Stew Leonard' s also has the leverage to order house brands made to its own spec-ifications.Stew Leonard's strong customer orientation is reflected in the two rules carved in a huge, three-ton granite boulder just outside the door. Rule 1 states that " the customer is always right. Rule 2 says, " If the customer is ever wrong, reread Rule 1. " Customer service is the top priority at Stew Leonard ' s. To eliminate long check-out lines, the Leonards have equipped the store with twenty-five cash registers. Should any line back up to more than three customers, a store employee immediately passes out free ice cream or snacks to waiting customers. The Leonards also actively solicit ideas from their customers, both to keep up with trends and to im-prove service. About once a month, focus groups of customers are invited to criticize the store ' s products and policies — and management listens (Stew Leonard ' s pays 10 customers 20 each in gift certificates to participate in the focus groups) . For example, at the focus groups' suggestion , Stew Leonard ' s began to sell strawberries loose , instead of packaged. Originally the store's profit margin on strawberries decreased, but sales increased tenfold;the store was able to get a better deal from the supplier, and ultimately profits on strawberries were higher.Stew Leonard ' s also acts promptly on the hundred-odd messages dropped into the store ' s suggestion box each day. When the Leonards followed one customer's suggestion that English muffins be displayed near bacon and eggs, muffin sales increased 50 percent. Another customer reported that he would have bought deli roast beef on special if the hard rolls had not been located clear across the store at the bakery. Leonard moved some rolls near the deli counter； sales of both rolls and deli roast beef doubled.At Stew Leonard's nothing is too good for a "customer" . When a woman complained to Leonard the day after Thanksgiving that her turkey had been too dry, he immediately handed her a $ 20 turkey free of charge, knowing that her week-in, week-out business meant much more to the store than the price of a single turkey. Leonard also had high praise for the new courtesy booth employee who surprised a distraught customer with S 50 in gift certificates after the customer was unable to find her missing sterling silver pen. Leonard ' s oft-repeated slogan gets the point across to all employees: "Satisfy the customer； Teamwork gets it done； Excel-lence makes it better.Building Customer LoyaltyThe Leonards also enhance the appeal of their products by bringing store functions out front, where customers can watch. The milk-processing plant (so highly automated that a tank truck ' s load of raw milk can be pasteurized and packaged in one day by just four employees ) is enclosed in glass; customers see 150 half-gallon cartons of milk per minute moving along a conveyor belt A plastic cow’ s head affixed to the front wall of the dairy plant moos when customers press a button. Butchers and fish cutters slice and package in full view of shoppers, and in the deli department an employee uses a special in-store demonstration oven to make pizza. Throughout the store，employees hand our samples of everything from gazpacho to cupcakes, in accordance with the Leonards’observation that sales quadruple when samples are available.Because of all this, Stew Leonard' s satisfied customers often take it on themselves to tell others about the store. The Leonards are fond of reminding their staff, "Lower the price； sell the best； word of mouth will do the rest. Several years ago a customer presented Leonard with a snapshot of herself standing in front of the Kremlin in Moscow, holding a Stew Leonard ' s plastic shopping bag. When Leonard posted the picture on the store ' s bulletin board, other customers began following suit. Today, an entire wall in the store is covered with more than seven thousand photos of customers at locations around the world一 the Matterhorn, the Great Wall of China, the Egyptian pyramids, the North Pole, and the floor of the Pacific Ocean — each customer holding one of the 250, 000 bags Stew Leonard ' s gives away each year. Such practices build customer loyalty, say the Leonards, and inspire customers to pass the word to friends. 回答问题Stew Leonard has set up a record______.

Passage 2Stew Leonard's: The World's Largest Dairy STOREStew Leonard 's is the top-grossing, highest-volume food store in the world Builit on the philosophy that the customer is always right ,Stew Leonard's offers food shoppers low peices,low prices，high product quality, excellent customer service ,and a festive, Disney-like atmosphere. The Nonwalk, Connecticut store draws 100, 000 shoppers a week, some from as far away as Massa-chusetts ,Rhode Island, Pennsylvania，and NEW YORK,Annua1 sale total $ 100 million.A 106 , 000-square-foot complex built around a highly :automated milk-processing operation, Stew Leonard's presents a narrow product mix-about 750 items,as compared to the 15, 000 items conventional supermarkets stock. Nevertheless ,the store sells in such volume that its per square foot sales of $2, 700 recently earned the a place in the GuinnessBook of World Records.Customer OrientationStew Leonard ' s low prices — about 10 to 20 percent lower than prices at stores in a five-mile radius — are partly responsible for the store's popularity, but even more important is the store's responsiveness to customers. Indeed, the store opened in response requests from Leonard's former milk route customers. Today, customer demand continues to dictate what products the store carries. Although Stew Leonard's may test-market as many as 10, 000 dif-ferent products in a year, an item must sell 1, 000 units weekly to remain in inventory. Thus the store carries only the best-selling brands of such items as cereal ,yogurt ,and peanut butter. Stew Leonard ' s also emphasizes product quality. Because of enormous sales volume, the store can buy by the truckload directly from producers, passing along the asvings and freshness to customers. Stew Leonard' s also has the leverage to order house brands made to its own spec-ifications.Stew Leonard's strong customer orientation is reflected in the two rules carved in a huge, three-ton granite boulder just outside the door. Rule 1 states that " the customer is always right. Rule 2 says, " If the customer is ever wrong, reread Rule 1. " Customer service is the top priority at Stew Leonard ' s. To eliminate long check-out lines, the Leonards have equipped the store with twenty-five cash registers. Should any line back up to more than three customers, a store employee immediately passes out free ice cream or snacks to waiting customers. The Leonards also actively solicit ideas from their customers, both to keep up with trends and to im-prove service. About once a month, focus groups of customers are invited to criticize the store ' s products and policies — and management listens (Stew Leonard ' s pays 10 customers 20 each in gift certificates to participate in the focus groups) . For example, at the focus groups' suggestion , Stew Leonard ' s began to sell strawberries loose , instead of packaged. Originally the store's profit margin on strawberries decreased, but sales increased tenfold;the store was able to get a better deal from the supplier, and ultimately profits on strawberries were higher.Stew Leonard ' s also acts promptly on the hundred-odd messages dropped into the store ' s suggestion box each day. When the Leonards followed one customer's suggestion that English muffins be displayed near bacon and eggs, muffin sales increased 50 percent. Another customer reported that he would have bought deli roast beef on special if the hard rolls had not been located clear across the store at the bakery. Leonard moved some rolls near the deli counter； sales of both rolls and deli roast beef doubled.At Stew Leonard's nothing is too good for a "customer" . When a woman complained to Leonard the day after Thanksgiving that her turkey had been too dry, he immediately handed her a $ 20 turkey free of charge, knowing that her week-in, week-out business meant much more to the store than the price of a single turkey. Leonard also had high praise for the new courtesy booth employee who surprised a distraught customer with S 50 in gift certificates after the customer was unable to find her missing sterling silver pen. Leonard ' s oft-repeated slogan gets the point across to all employees: "Satisfy the customer； Teamwork gets it done； Excel-lence makes it better.Building Customer LoyaltyThe Leonards also enhance the appeal of their products by bringing store functions out front, where customers can watch. The milk-processing plant (so highly automated that a tank truck ' s load of raw milk can be pasteurized and packaged in one day by just four employees ) is enclosed in glass; customers see 150 half-gallon cartons of milk per minute moving along a conveyor belt A plastic cow’ s head affixed to the front wall of the dairy plant moos when customers press a button. Butchers and fish cutters slice and package in full view of shoppers, and in the deli department an employee uses a special in-store demonstration oven to make pizza. Throughout the store，employees hand our samples of everything from gazpacho to cupcakes, in accordance with the Leonards’observation that sales quadruple when samples are available.Because of all this, Stew Leonard' s satisfied customers often take it on themselves to tell others about the store. The Leonards are fond of reminding their staff, "Lower the price； sell the best； word of mouth will do the rest. Several years ago a customer presented Leonard with a snapshot of herself standing in front of the Kremlin in Moscow, holding a Stew Leonard ' s plastic shopping bag. When Leonard posted the picture on the store ' s bulletin board, other customers began following suit. Today, an entire wall in the store is covered with more than seven thousand photos of customers at locations around the world一 the Matterhorn, the Great Wall of China, the Egyptian pyramids, the North Pole, and the floor of the Pacific Ocean — each customer holding one of the 250, 000 bags Stew Leonard ' s gives away each year. Such practices build customer loyalty, say the Leonards, and inspire customers to pass the word to friends. 回答问题Which of the Following may NOT account for Leonard ' s popularity?

Passage 2Stew Leonard's: The World's Largest Dairy STOREStew Leonard 's is the top-grossing, highest-volume food store in the world Builit on the philosophy that the customer is always right ,Stew Leonard's offers food shoppers low peices,low prices，high product quality, excellent customer service ,and a festive, Disney-like atmosphere. The Nonwalk, Connecticut store draws 100, 000 shoppers a week, some from as far away as Massa-chusetts ,Rhode Island, Pennsylvania，and NEW YORK,Annua1 sale total $ 100 million.A 106 , 000-square-foot complex built around a highly :automated milk-processing operation, Stew Leonard's presents a narrow product mix-about 750 items,as compared to the 15, 000 items conventional supermarkets stock. Nevertheless ,the store sells in such volume that its per square foot sales of $2, 700 recently earned the a place in the GuinnessBook of World Records.Customer OrientationStew Leonard ' s low prices — about 10 to 20 percent lower than prices at stores in a five-mile radius — are partly responsible for the store's popularity, but even more important is the store's responsiveness to customers. Indeed, the store opened in response requests from Leonard's former milk route customers. Today, customer demand continues to dictate what products the store carries. Although Stew Leonard's may test-market as many as 10, 000 dif-ferent products in a year, an item must sell 1, 000 units weekly to remain in inventory. Thus the store carries only the best-selling brands of such items as cereal ,yogurt ,and peanut butter. Stew Leonard ' s also emphasizes product quality. Because of enormous sales volume, the store can buy by the truckload directly from producers, passing along the asvings and freshness to customers. Stew Leonard' s also has the leverage to order house brands made to its own spec-ifications.Stew Leonard's strong customer orientation is reflected in the two rules carved in a huge, three-ton granite boulder just outside the door. Rule 1 states that " the customer is always right. Rule 2 says, " If the customer is ever wrong, reread Rule 1. " Customer service is the top priority at Stew Leonard ' s. To eliminate long check-out lines, the Leonards have equipped the store with twenty-five cash registers. Should any line back up to more than three customers, a store employee immediately passes out free ice cream or snacks to waiting customers. The Leonards also actively solicit ideas from their customers, both to keep up with trends and to im-prove service. About once a month, focus groups of customers are invited to criticize the store ' s products and policies — and management listens (Stew Leonard ' s pays 10 customers 20 each in gift certificates to participate in the focus groups) . For example, at the focus groups' suggestion , Stew Leonard ' s began to sell strawberries loose , instead of packaged. Originally the store's profit margin on strawberries decreased, but sales increased tenfold;the store was able to get a better deal from the supplier, and ultimately profits on strawberries were higher.Stew Leonard ' s also acts promptly on the hundred-odd messages dropped into the store ' s suggestion box each day. When the Leonards followed one customer's suggestion that English muffins be displayed near bacon and eggs, muffin sales increased 50 percent. Another customer reported that he would have bought deli roast beef on special if the hard rolls had not been located clear across the store at the bakery. Leonard moved some rolls near the deli counter； sales of both rolls and deli roast beef doubled.At Stew Leonard's nothing is too good for a "customer" . When a woman complained to Leonard the day after Thanksgiving that her turkey had been too dry, he immediately handed her a $ 20 turkey free of charge, knowing that her week-in, week-out business meant much more to the store than the price of a single turkey. Leonard also had high praise for the new courtesy booth employee who surprised a distraught customer with S 50 in gift certificates after the customer was unable to find her missing sterling silver pen. Leonard ' s oft-repeated slogan gets the point across to all employees: "Satisfy the customer； Teamwork gets it done； Excel-lence makes it better.Building Customer LoyaltyThe Leonards also enhance the appeal of their products by bringing store functions out front, where customers can watch. The milk-processing plant (so highly automated that a tank truck ' s load of raw milk can be pasteurized and packaged in one day by just four employees ) is enclosed in glass; customers see 150 half-gallon cartons of milk per minute moving along a conveyor belt A plastic cow’ s head affixed to the front wall of the dairy plant moos when customers press a button. Butchers and fish cutters slice and package in full view of shoppers, and in the deli department an employee uses a special in-store demonstration oven to make pizza. Throughout the store，employees hand our samples of everything from gazpacho to cupcakes, in accordance with the Leonards’observation that sales quadruple when samples are available.Because of all this, Stew Leonard' s satisfied customers often take it on themselves to tell others about the store. The Leonards are fond of reminding their staff, "Lower the price； sell the best； word of mouth will do the rest. Several years ago a customer presented Leonard with a snapshot of herself standing in front of the Kremlin in Moscow, holding a Stew Leonard ' s plastic shopping bag. When Leonard posted the picture on the store ' s bulletin board, other customers began following suit. Today, an entire wall in the store is covered with more than seven thousand photos of customers at locations around the world一 the Matterhorn, the Great Wall of China, the Egyptian pyramids, the North Pole, and the floor of the Pacific Ocean — each customer holding one of the 250, 000 bags Stew Leonard ' s gives away each year. Such practices build customer loyalty, say the Leonards, and inspire customers to pass the word to friends. 回答问题Why does Stew Leonard's bring store functions out front?