[单项选择]

Creative Teams and Management

When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the months after the toothpaste’s six-country rollout, the product’s market share reached a meager 1%)— one-fifth of the company’s projections.
What went wrong A new round of market research found that the original launch strategy muted the "breakthrough" message; the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn’t buy the product’s broad claims. Up to this point, Colgate’s president, Bill Shanahan, had attended only quarterly review meetings; now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly
A. didn’t set the target.
B. failed to appeal to customers.
C. had the wrong focus.
D. aimed at a common goal.

[单项选择]
When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the months after the toothpaste’s six-country rollout, the product’s market share reached a meager 1%)— one-fifth of the company’s projections.
What went wrong A new round of market research found that the original launch strategy muted the "breakthrough" message; the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn’t buy the product’s broad claims. Up to this point, Colgate’s president, Bill Shanahan, had attended only quarterly review meetings; now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly
A. The results ran contrary to the company’s expectation.
B. It achieved a great success.
C. It took a great portion of market share.
D. The new technology was not popular among customers.

[单项选择] Creative teams and management
When Colgate launched its then revolutionary Colgate Gum Protection toothpaste in 1990, company executives were confident they had a hit on their hands. The toothpaste incorporated a groundbreaking antibacterial technology they thought was the biggest innovation since fluoride. But in the mouths after the toothpaste’s six-country rollout, the product’s market share reached a meager 1% -- one fifth of the company’s projections.
What went wrong A new round of market research found that the original launch strategy mural the "breakthrough" message, the ads positioned the new toothpaste as a line extension instead of a revolutionary advance, and the public just didn’t buy the product’s broad claims. Up to this point, Colgate’s president, Bill Shanahan, had attended only quarterly review meetings, now he rolled up his sleeves to rescue the product, establishing a worldwide marketing team and meeting regularly w
A. The results ran contrary to the company’s expectation.
B. It achieved a great success.
C. It took a great portion of market share.
D. The new technology was not popular among customers.

[填空题]The missile was about (launch)（）when an error was found with its control system.

[填空题]We all felt excited when China succeeded in(launch)______its first manned spaceship．

[填空题]

A -- launch a satellite
B -- launch pad
C -- multistage rocket
D -- orbit
E -- artificial satellite
F -- solar cell
G -- spacecraft
H -- lunar module
I -- landing pad
J -- set’vice module
K -- directional antenna
L -- command module
M -- astronaut
N -- space suit
P -- life support system

（）航天服（）定向天线