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 with global business vice president Kathleen Thomhill and CEO Reuben Mark to follow the team's progress.
Shanahan and others at the very top sifted through the research and took part in the advertising development meetings, working elbow to elbow with the marketing team renamed colgate Total, and promoted with a retooled ad campaign that stressed the toothpaste's 12-hour protection, the product was a hit in most of the103 counties outside the United States.
Shanahan continued to lavish personal attention on the product, putting Colgate Total under the direct supervision of Jack Haber, the worldwide director of consumer oral care products, and committing $ 35 million and a team of 200 employees to the project.With that kind of senior-level backing, Harber pulled out the stops, spending $ 20 million to promote Colgate Total to U. S. dentists alone. Within two months of its domestic launch in 1997, the product captured 10. 5% of the U. S. toothpaste market andwithin six months muscled perennial champ, Procter& Gamble's Crest, out of first place. Colgate Total has remained number one ever since.
What transforms a good product idea like Colgate Total into a blockbuster? We spent ten years studying more than 700 new product development teams and interviewed over 400 project leaders, team members, senior executives, and CEOs intimately involved in product development and launch. Of the hundreds of teams we studied, just 7% of them -- 49 in all --created products that scored a perfect ten on oar measure of blockbuster success. To achieve that score, products had to reach or exceed company goals, customer expectations, profit and sales targets, garner company and industry awards, and attract national attention.
Products don't become blockbusters without the in-tense, personal involvement of senior management -- usually a CEO or division head. In every case studied, top management played an intimate, active, often daily role. This approach has been out of favor for decades, creative teams, as the thinking goes, should be empowered by management and then left alone. Too much attention stifles innovation. To that we say "Baloney". Our work shows that, in the best case, management involvement should start on day one. Ideally, senior managers work closely with product team to establish must-have features and then help clear a path for the team. Top managers control resources, rules and cut through red tape. And,crucially, senior managers serve as cheerleaders and visionaries, broadcasting a message of organizational commitment that attracts buy-in at all levels of the company.
What happened to Colgate’S new toothpaste?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.
参考答案:A 系统解析:从文中第一段：“But in the months after the toothpaste’S six-country rollout，the product’s market share reached a meager l%-One fifth of the company’s projections.”可知，但是当一 个月后，产品的市场占有份额只有1%，远远 低于预期，but为重要信息转折词，选项A符 合题意。
14
The writer implied that the original launch strategyA. didn’t set the target.
B. failed to appeal to customers.
C. had the wrong focus.
D. aimed at a common goal.
参考答案:C 系统解析:从文中第二段：“…the original launch strategy muted the“breakthrough”message，the ads positioned the new toothpaste as a line extension instead of a revolutionary advance…” 可知，最初的销售策略掩盖r突破性的信息， 广告只是把这个新牙膏定位为一种产晶扩展， 并没有革命性的进步。选项C符合题意， focus与position相对应。
15
According to the articles，Colgate Total’S success was due toA. good marketing strategies.
B. cooperation of team members.
C. participation of senior managers in meetings.
D. total involvement of top managers.
参考答案:D 系统解析:从文中第二段：“…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 with global business vice president Kathleen Thornhill and CEO Reuben Mark to follow the team’S progress…”可知，现在经理Bill Shanahan建立起全球性的市场小组并定期与 其他领导者会面，可见高层已给予相当多的关 注。选项D符合题意。
16
In paragraph five.the writer uses the figures to indicateA. quite a few companies meet the standards.
B. most companies realize the key to success。
C. not many companies have outperformed the criteria.
D. a few companies have done better than others.
参考答案:C 系统解析:从文中第五段：“To achieve that score。 products had to reach or exceed company goals， customer expectations，profit and sales targets， garner company and industry awards，and attract national attention.”可知，为了取得这一成绩， 产品必须达到或超过公司目标、消费者期望、 利润和销售目标……，可见能够取得这一目标 绝非易事。数据中的“just 7%”也表明这一 点。选项C符合题意。
17
According to the writer，the approach that has not been popular for a long time isA. the management should show their consistent concern about innovation.
B. teams should subject to the power of the management.
C. top management needn’t take part in the research and marketing activities.
D. team members have the absolute right to do what they want to do.
参考答案:C 系统解析:从文中第六段：“This approach has been out of favor for decades，creative teams，as the thinking goes， should be empowered by management and then left alone.”可知，这种 方式在近十年不再受欢迎，创作团队由管理层 授权，独立运作，可推测出高层不参与研发和 市场推广活动已经很长时间不流行了。选项C 符合题意。
18
In what way can senior managers help the production team?A. They direct and guide the team through the production process.
B. They set up regulations to be followed by the team.
C. They urge the whole company to be engaged in the project.
D. They have the right to reallocate funds and personnel of the company。
参考答案:D 系统解析:从文中最后一句：“And，crucially，senior managers serve as cheerleaders and visionaries， broadcasting a message of organizational commitment that attracts buy-in at all levels of the company.”可知，高层管理者像是拉拉队 长和视野家，动员公司上上下下，发布，宣传 组织承诺，吸引消费者购买。
For each question(19-33),mark one letter(A,B,CorD)on your Answer Sheet.
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