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Complaining about faulty goods or bad service are never easy. 【M1】______
Most people dislike making a fuss. But if something you have
bought is faulty or does not do that was claimed for it, you are 【M2】 ______
not asking a favor to get it put right. It is the shopkeeper's
responsibility to take the complaint seriously and to replace or
repair a faulty article or put right poor service, because he is the
person with whom you entered into an agreement. 【M3】 ______
Complaints should be made to a responsible person. Go back
to the shop where you bought the goods, taking with you any bill
you may have. In a small store the assistant may also be the 【M4】 ______
owner since you can complain directly. In a chain store, ask to 【M5】 ______
see the manager. If you telephone, ask the name of the person
who handles your inquiry, otherwise you may never find out who
deals with the complaint late. 【M6】 ______
Even the bravest person finds difficult to stand up in a group 【M7】 ______
of people to complain, so if you do not want to do it by person,
write a letter. Stick to the facts and keep a copy of what you 【M8】 ______
write. At this stage you should give any receipt numbers but you
should not need giving receipts or other papers to prove you 【M9】 ______
bought the article. If you are not satisfied with the answer you
get, or if you do not get a reply, write to the managing director
of the firm, shop, or organization. Being sure to keep copies of 【M10】 ______
your own letters and any you receive.
【M1】

A.
【M1】


【参考答案】

are应改为is
are应改为is 解析:句子主语是动名词短语,故用单数。
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Some people might want a 'double tall skinny hazelnut decal latte', but Howard Schultz is not one of them. The chairman and 'chief global strategist' of the Starbucks coffee chain prefers a Sumatra roast with no milk, no sugar and poured from a French press—the kind of pure coffee, in fact, favored by those coffee snobs who sneer at Starbucks, not just for its bewildering variety of choice and flavors (55,000 different drinks, by the company's count), but for its very ubiquity—over 10,500 locations around the world, increasing at a rate of five a day, and often within sight of each other.Starbucks knows it cannot ignore its critics. Anti-globalization protesters have occasionally trashed its coffee shops; posh neighborhoods in San Francisco and London have resisted the opening of new branches; and the company is a favorite target of internet critics, on sites like www. ihatestarbucks, com. Mr. Schultz is watchful, but relaxed: 'We have to be extremely mindful and sensitive of the public's view of things... Thus far, we've done a pretty good job.' Certainly, as reviled icons of American capitalism go, Starbucks is distinctly second division compared with big leaguers like, say, McDonald's.The reason, argues Mr. Schultz, is that the company has retained a 'passion' for coffee and a 'sense of humanity'. Starbucks buys expensive beans and pays its growers—be they in Guatemala or Ethiopia—an average of 23 % above the market price. A similar benevolence applies to company employees. Where other corporations seek to unload the burden of employee benefits, Starbucks gives all American employees working at least 20 hours a week a package that includes stock options ('Bean Stock') and comprehensive health insurance.For Mr. Schultz, raised in a Brooklyn public-housing project, this health insurance-which now costs Starbucks more each year than coffee—is a moral obligation. At the age of seven, he came home to find his father, a lorry-driver, in a plaster cast, having slipped and broken an ankle. No insurance, no compensation and now no job.Hence what amounts to a personal crusade? Most of America's corporate chiefs steer clear of the sensitive topic of health-care reform. Not Mr. Schultz. He makes speeches, lobbies politicians and has even hosted a commercial-free hour of television, arguing for reform. of a system that he thinks is simultaneously socially unjust and a burden on corporate America. Meanwhile the company pays its workers' premiums, even as each year they rise by double-digit percentages. The goal has always been 'to build the sort of company that my father was never able to work for.' By this he means a company that 'remains small even as it gets big', treating its workers as individuals. Starbucks is not alone in its emphasis on 'social responsibility', but the other firms Mr. Schultz cites off the top of his head—Timberland, Patagonia, Whole Foods—are much smaller than Starbucks, which has 100,000 employees and 35m customers.Indeed, size has been an issue from the beginning. Starbucks, named after the first mate in Herman Melville's 'Moby Dick', was created in 1971 in Seattle's Pike Place Market by three hippie-ish coffee enthusiasts. Mr. Schuhz, whose first 'decent cup of coffee' was in 1979, joined the company only in 1982—and then left it in 1985 after the founding trio, preferring to stay small, took fright at his vision of the future. Inspired by a visit to Milan in 1983, he had envisaged a chain of coffee bars where customers would chat over their espressos and cappuccinos. Following his dream, Mr. Schultz set up a company he called 'I1 Giornale', which grew to modest three coffee bars. Then, somehow scraping together $ 3.8m ('I didn't have a dime to my name'), he bought Starbucks from its founders in 1987.Reality long ago surpassed the dream. Since Starbucks went public in 1992, its stock has soared by some 6,400%