翻译题
What do my customers want? The savviest executives are asking this question more frequently than ever, and rightly so. 【F1】Leading companies understand that they are in the customer-experience business, and they understand that how an organization delivers for customers is beginning to be as important as what it delivers. This CEO guide taps the expertise of McKinsey and other experts to explore the fundamentals of customer interaction, as well as the steps necessary to redesign the business in a more customer-centric fashion and to organize it for optimal business outcomes. 【F2】Armed with advanced analytics, customer-experience leaders gain rapid insights to build customer loyalty, make employees happier, achieve revenue gains of 5 to 10 percent and reduce costs by 15 to 25 percent within two or three years. But it takes patience and guts to train an organization to see the world through the customer's eyes and to redesign functions to create value in a customer-centric way. The management task begins with considering the customer—not the organization—at the center of the exercise. Technology has handed customers unprecedented power to dictate the rules in purchasing goods and services. Three-quarters of them, research finds, expect "now" service within five minutes of making contact online. A similar share want a simple experience, use comparison apps when they shop, and put as much trust in online reviews as in personal recommendations. 【F3】Increasingly, customers expect from all players the same kind of immediacy, personalization, and convenience that they receive from leading practitioners such as Google and Amazon. 【F4】Central to connecting better with customers is putting in place several building blocks of a comprehensive improvement in customer experience. It means paying attention to the complete, end-to-end experience customers have with a company from their perspective. Too many companies focus on individual interaction touchpoints devoted to billing, onboarding, service calls, and the like. In contrast, a customer journey spans a progression of touchpoints and has a clearly defined beginning and end. First, even if employees execute well on individual touchpoint interactions, the overall experience can still disappoint. More important, McKinsey research finds that customer journeys are significantly more strongly correlated with business outcomes than are touchpoints. A recent McKinsey survey, for example, indicates customer satisfaction with health insurance is 73 percent more likely when journeys work well than when only touchpoints do. 【F5】Similarly, customers of hotels that get the journey right may be 61 percent more willing to recommend than customers of hotels that merely focus on touchpoints.
【答案解析】①本句主句为并列句，由and连接，and后的they指代第一个分句中的Leading companies“领头企业”，understand“意识到，明白”为并列谓语，其后均接that引导的宾语从句，说明领头企业意识到／明白的内容。②第二个宾语从句中，主语由how引导从句充当，系动词使用了进行时态。句末的as important as…“跟……一样重要”表示同级比较，比较的对象是how引导的从句所述内容及what引导的从句所述内容，说明企业提供服务的方式与所提供的服务同等重要。
【答案解析】①本句虽长，但语法上是简单句，句中只有一套完整的主谓宾结构。②句首的Armed with…analytics为独立主格结构，其前省略了be动词，该结构在句中作方式状语，其逻辑主语为主干中的customer-experience leaders“关注‘客户体验’的企业领导”。③第一个to至句末为修饰宾语insights“顿悟，洞察力”的后置定语，说明insights的用处，其中包含四个并列成分，分别是build…loyalty、make…happier、achieve…percent和reduce…percent。④句末的within two or three years“在两三年内”是修饰后置定语中四个并列成分的时间状语。
【答案解析】①本句是一个表语前置的倒装句，其正常的语序应为：Putting in place several．．．experience is central to…。原语序下的主语偏长，为避免头重脚轻，故将表语提前，以实现句子的平衡，这是倒装句的一个常用用法，需要重点把握。②Putting in place several．．．experience实为put sth．in place“使……落实到位”结构，因为句中的sth．内容较长，故后置。