營銷策略分析-外文文獻(xiàn)

1、精選優(yōu)質(zhì)文檔-傾情為你奉上精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)專心-專注-專業(yè)精選優(yōu)質(zhì)文檔-傾情為你奉上專心-專注-專業(yè)外文文獻(xiàn)及其譯稿題 目 德芙巧克力在中國市場的營銷策略分析 姓 名 謝謝 學(xué) 號 專業(yè)班級 工商管理0696班 所在學(xué)院 集美大學(xué)誠毅學(xué)院 指導(dǎo)教師（職稱） 黃彩云 二壹年五月十日外文文獻(xiàn)A marketers guide to behavioral economics Apirl.2010 Ned Welch McKinsey QuarterlyMarketers have been applying behavioral economics-often unknow

2、ingly for years. A more systematic approach can unlock significant value.Long before behavioral economics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they workednot because marketers had run scientific studies

3、showing that people prefer a supposedly free incentive to an equivalent price discount or that people often behave irrationally when thinking about future consequences. Yet despite marketings inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic w

4、ay. In this article, we highlight four practical techniques that should be part of every marketers tool kit.1. Make a products cost less painfulIn almost every purchasing decision, consumers have the option to do nothing: they can always save their money for another day. Thats why the marketers task

5、 is not just to beat competitors but also to persuade shoppers to part with their money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and

6、how much pain they feel upon spending it.Retailers know that allowing consumers to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a se

7、cond, less rational basis for this phenomenon. Payments, like all losses, are viscerally unpleasant. But emotions experienced in the presentnoware especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase.

8、Another way to minimize the pain of payment is to understand the ways “mental accounting” affects decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Common

9、ly observed mental accounts include windfall gains, pocket money, income, and savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all.Technology creates new frontiers for harnessing mental accou

10、nting to benefit both consumers and marketers. A credit card marketer, for instance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categoriesgreen, say, for below budget, red for above budget, and so on.

11、 The budget-conscious consumer is likely to find value in such accounts (although they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only increase the issuers interchange fees and financing income but also improve the issuers view of its cust

12、omers overall financial situation. Finally, of course, such an application would make a genuine contribution to these consumers desire to live within their means.2. Harness the power of a default optionThe evidence is overwhelming that presenting one option as a default increases the chance it will

13、be chosen. Defaultswhat you get if you dont actively make a choicework partly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When were “given” something by default, it becomes mo

14、re valued than it would have been otherwiseand we are more loath to part with it.Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed

15、them that they would receive 100 free calls if they kept their plan. The script was reworded to say, “We have already credited your account with 100 callshow could you use those?” Many customers did not want to give up free talk time they felt they already owned.Defaults work best when decision make

16、rs are too indifferent, confused, or conflicted to consider their options. That principle is particularly relevant in a world thats increasingly awash with choicesa default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead

17、 customers will ultimately backfire by breeding distrust.3. Dont overwhelm consumers with choiceWhen a default option isnt possible, marketers must be wary of generating “choice overload,” which makes consumers less likely to purchase. In a classic field experiment, some grocery store shoppers were

18、offered the chance to taste a selection of 24 jams, while others were offered only 6. The greater variety drew more shoppers to sample the jams, but few made a purchase. By contrast, although fewer consumers stopped to taste the 6 jams on offer, sales from this group were more than five times higher

19、. Large in-store assortments work against marketers in at least two ways. First, these choices make consumers work harder to find their preferred option, a potential barrier to purchase. Second, large assortments increase the likelihood that each choice will become imbued with a “negative halo”a hei

20、ghtened awareness that every option requires you to forgo desirable features available in some other product. Reducing the number of options makes people likelier not only to reach a decision but also to feel more satisfied with their choice.4. Position your preferred option carefullyEconomists assu

21、me that everything has a price: your willingness to pay may be higher than mine, but each of us has a maximum price wed be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry store owner whose consignment of turquoise jewelry wasn

22、t selling. Displaying it more prominently didnt achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x” and departed on a buying trip. On her return, she found that the manager misread the note and had mistakenly d

23、oubled the price of the itemsand sold the lot.2 In this case, shoppers almost certainly didnt base their purchases on an absolute maximum price. Instead, they made inferences from the price about the jewelrys quality, which generated a context-specific willingness to pay.The power of this kind of re

24、lative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Even if they dont sell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the second-most-expensive bottle of wine is very

25、 popularand so is the second-cheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if ther

26、e is a more expensive optionbut not if they are the most expensive option on offer.Another way to position choices relates not to the products a company offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, fla

27、vor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on priceallowing retailers to sell higher-priced, higher-margin products. (This explains why aisles are r

28、arely organized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different.Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that

29、 irrationality more predictable. Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant valueoften at very low cost.不可或缺的營銷四技巧多年來，營銷商一直在運用行為經(jīng)濟(jì)學(xué)，但往往是不自覺地運用。一種更系統(tǒng)的做法則能為營銷商開發(fā)出巨大的價值。早在行為經(jīng)濟(jì)學(xué)成為一門學(xué)說之前，營銷者就已經(jīng)在使用它了?！百I三送一

30、”的招攬和延長付款時間的“先用后付”計劃已被商家廣泛采用，之所以這樣，是因為這些做法很有效，而并不是因為營銷商做了什么科學(xué)研究，證明了人們更喜歡得到看似免費的獎勵，不那么喜歡同等程度的價格折扣，或是證明了人們在考慮將來的后果時常常表現(xiàn)得不理性。然而，盡管營銷在運用行為經(jīng)濟(jì)學(xué)原理方面無意間走到了前頭，但卻很少有商家能夠以系統(tǒng)的方法來運用這些原理。本文重點介紹了四種實用的營銷技巧，它們應(yīng)成為每一位營銷商不可缺少的工具。1. 減輕人們花錢買產(chǎn)品時的心痛感幾乎在每一項購買決策中，消費者都可以選擇不買：他們總是可以把錢留下來，改日再買。正因為如此，營銷商的任務(wù)不僅僅是打敗競爭對手，而且還要說服購物者從一

31、開始就掏出錢來。根據(jù)經(jīng)濟(jì)學(xué)原理，對于我們花出的每一元錢，支付的痛感應(yīng)該都是同樣的劇烈。不過，在營銷實踐中，許多因素會影響人們?nèi)绾慰创辉X的價值，影響他們在花這一元錢時痛感的程度。零售商都知道，讓消費者推遲付款的安排能極大地提高買家的購買意愿。推遲付款之所以有效，其中的一個原因是非常符合邏輯的：金錢的時間價值使得將來付款比立即付款更便宜。但這種現(xiàn)象的背后，還有另外一個不是那么理性的原因。付款，就像所有其他損失一樣，讓人本能地覺得不爽。但此時此刻的情感體驗是極其重要的。所以，即使是略微推遲付款，也能減輕馬上拿錢出去的那種刺痛感，從而消除阻止人們購買的一個大障礙。另一個能夠最大程度地減輕付款痛苦的

32、方法是，了解“心理會計”影響購買決策的各種方式。消費者會將他們從不同來源獲得的錢劃分到不同的“心理賬戶”中，而不是像經(jīng)濟(jì)學(xué)家認(rèn)為他們會或應(yīng)該的那樣，平等地看待所擁有的每一元錢。常見的“心理賬戶”有意外之財、零花錢、收入和儲蓄等。通常，意外之財和零花錢是消費者最容易花出去的錢。收入不太容易花出去，而花掉儲蓄是最難的。技術(shù)創(chuàng)造了一些利用“心理會計”的新領(lǐng)域，讓消費者和營銷商都受益。例如，信用卡營銷商可以提供一項基于互聯(lián)網(wǎng)或移動設(shè)備的應(yīng)用，向消費者實時反饋支出與預(yù)先確定的預(yù)算及收入類別的比較情況，比如說，綠色表示低于預(yù)算，紅色表示超出預(yù)算等等。這些賬戶的設(shè)置并不完全符合理性，但對預(yù)算十分在意的消費者

33、可能會覺得這類賬戶很有價值，并且把支出集中在利用這類賬戶的卡上。這樣，不僅能增加發(fā)卡公司的交易費收入和融資收益，還能讓發(fā)卡公司更好地了解其客戶的總體財務(wù)狀況。當(dāng)然，這樣一項應(yīng)用程序最終能夠為那些希望量入為出的消費者做出真正的貢獻(xiàn)。2. 利用默認(rèn)選擇的力量有壓倒多數(shù)的證據(jù)表明，如果提供一種選擇作為默認(rèn)選擇，會提高這種選擇被選中的可能性。默認(rèn)選擇是人們不用費心勞神就能得到的選擇，它起作用的部分原因在于，讓人們在任何購買發(fā)生之前產(chǎn)生了一種擁有感，因為我們從收獲中得到的快樂沒有從等價的失去中感受的痛苦那么強(qiáng)烈。當(dāng)我們被默認(rèn)地“給予”某樣?xùn)|西時，它就變得比原來沒有被“給予”時更有價值，因此，我們更不愿意

34、失去它。精明的營銷商可以利用這些原理。例如，一家意大利電信公司在顧客打電話要取消服務(wù)時，卻成功地提高了向顧客提供該服務(wù)的接受率。一開始，顧客會聽到一段錄音告訴他們說，如果他們繼續(xù)接受服務(wù)，則可獲得100次免費電話。后來，這段錄音改為：“我們已經(jīng)向您的賬戶贈送100次電話，您打算如何使用呢？”結(jié)果，許多顧客不想放棄他們覺得自己已經(jīng)擁有的免費通話時間。當(dāng)決策者在考慮他們的選擇時覺得無所謂、困惑或矛盾時，默認(rèn)選擇最能發(fā)揮作用。在一個充斥著大量選擇的世界里，這個原理尤其有用，一項默認(rèn)選擇可以讓人們不必再費力作出決定。不過，對大多數(shù)人來說，這個默認(rèn)選擇必須是一個好的選擇。如果試圖誤導(dǎo)顧客，最后只會適得其

35、反，導(dǎo)致顧客的不信任。3. 切勿讓選擇壓垮消費者如果不可能給出一項默認(rèn)選擇，營銷商必須警惕“選擇超載”，這會降低消費者購買的可能性。在一個經(jīng)典的現(xiàn)場實驗中，某家食品店的顧客可以品嘗24種果醬，而另一些食品店的顧客只可以品嘗6種。24種果醬吸引了更多顧客去品嘗，但購買的人卻很少。相比之下，雖然停下來品嘗6種果醬的顧客相對較少，但該群體貢獻(xiàn)的銷售額卻高出5倍以上。店內(nèi)品種繁多至少在兩個方面對營銷商不利。首先，太多的選擇讓消費者更難找到自己喜歡的品種，對購買造成潛在阻礙。其次，大量的品種會增加每個選擇都被“負(fù)面光環(huán)”籠罩的可能性，“負(fù)面光環(huán)”是一種被強(qiáng)化的感覺，好像每種選擇都會讓你放棄一些你想要的而

36、且其他某個產(chǎn)品可以提供的功能。減少選擇的數(shù)量不僅會提高人們做出決定的可能性，而且會讓人們對自己的選擇感覺更滿意。4. 精心定位首推品種經(jīng)濟(jì)學(xué)家認(rèn)為，每一種東西都有一個價格：你的花錢意愿也許比我高，但我們每個人都有一個愿意支付的最高價格。然而，營銷商定位一個產(chǎn)品的方式卻有可能打破這個公式。以一家珠寶店老板的經(jīng)歷為例，在她店里寄售的綠松石珠寶賣得不好。把這款珠寶放在顯著位置也沒有起什么作用，銷售人員努力推銷也無濟(jì)于事。一怒之下，她指示銷售經(jīng)理將這批珠寶的標(biāo)價降低一半，然后就出門去購物旅行了。當(dāng)她回來時，她發(fā)現(xiàn)銷售經(jīng)理看錯了她留下的便條，陰差陽錯地把價格調(diào)高了一倍，結(jié)果把這批珠寶都賣掉了。在這個例子

37、中，購物者顯然不是根據(jù)某個絕對的最高價格來購買的。相反，他們根據(jù)價格來推斷珠寶的質(zhì)量，從而產(chǎn)生特定環(huán)境下的一種花錢意愿。這種相對定位的力量解釋了為何營銷商有時候能夠從提供幾種明顯低劣的產(chǎn)品選擇中獲益。即使這些品種賣得不好，但它們可以增加那些稍微好一些產(chǎn)品的銷量，而后者正是商店想要賣出去的品種。類似地，許多餐館發(fā)現(xiàn)第二貴的瓶裝紅酒非常受歡迎，還有第二便宜的瓶裝紅酒也是這樣。購買前者的顧客覺得自己得到某種特別的東西，但又不至于太過分。購買后者的顧客覺得自己買到了便宜貨，但又不顯得小氣。索尼公司在耳機(jī)產(chǎn)品上也發(fā)現(xiàn)了同樣的現(xiàn)象：如果還有另一種更貴的產(chǎn)品，消費者就會按照特定價格購買這些產(chǎn)品，然而，同樣是

38、這種特定價格，如果這些產(chǎn)品是最貴的，消費者就不會購買。另一種定位各種選擇的方式與企業(yè)提供哪些產(chǎn)品無關(guān)，而是與產(chǎn)品的陳列方式有關(guān)。例如，我們的研究表明，食品超市里的冰淇淋購買者首先看品牌，然后看口味，最后才是看價格。根據(jù)顧客喜歡購買的產(chǎn)品來布置超市的通道，這樣不僅讓顧客更愉快，而且降低了顧客根據(jù)價格來作出購買決策的可能性，從而使商家能夠賣出價格和利潤更高的產(chǎn)品。這解釋了為什么貨架很少按照商品價格來布置。相比之下，人們在購買恒溫器時，一般首先看價格，然后是功能，最后看品牌。因此，這種商品的布置應(yīng)采取截然不同的方式。營銷商很早就知道，消費者的行為受到非理性因素的影響。行為經(jīng)濟(jì)學(xué)能夠提高非理性因素的可

39、預(yù)測性。如果能夠確切了解產(chǎn)品細(xì)節(jié)上的小小變動如何影響人們對它的反應(yīng)，則往往能夠以很低的代價釋放出巨大的價值。A new way to measure word-of mouth marketingApril.2010 Jacques Bughin, Jonathan Doogan, and Ole Jrgen Vetvik McKinsey QuarterlyConsumers have always valued opinions expressed directly to them. Marketers may spend millions of dollars on elaboratel

40、y conceived advertising campaigns, yet often what really makes up a consumers mind is not only simple but also free: a word-of-mouth recommendation from a trusted source. As consumers overwhelmed by product choices tune out the ever-growing barrage of traditional marketing, word of mouth cuts throug

41、h the noise quickly and effectively.Indeed, word of mouth1 is the primary factor behind 20 to 50 percent of all purchasing decisions. Its influence is greatest when consumers are buying a product for the first time or when products are relatively expensive, factors that tend to make people conduct m

42、ore research, seek more opinions, and deliberate longer than they otherwise would. And its influence will probably grow: the digital revolution has amplified and accelerated its reach to the point where word of mouth is no longer an act of intimate,one-on-one communication. Today, it also operates o

43、n a one-to-many basis: product reviews are posted online and opinions disseminated through social networks. Some customers even create Web sites or blogs to praise or punish brands.As online communities increase in size, number, and character, marketers have come to recognize word of mouths growing

44、importance. But measuring and managing it is far from easy. We believe that word of mouth can be dissected to understand exactly what makes it effective and that its impact can be measured using what we call “word-of-mouth equity”an index of a brands power to generate messages that influence the con

45、sumers decision to purchase. Understanding how and why messages work allows marketers to craft a coordinated, consistent response that reaches the right people with the right content in the right setting. That generates an exponentially greater impact on the products consumers recommend, buy, and be

46、come loyal to.A consumer-driven worldThe sheer volume of information available today has dramatically altered the balance of power between companies and consumers. As consumers have become overloaded, they have become increasingly skeptical about traditional company-driven advertising and marketing

47、and increasingly prefer to make purchasing decisions largely independent of what companies tell them about products.This tectonic power shift toward consumers reflects the way people now make purchasing decisions.2 Once consumers make a decision to buy a product, they start with an initial considera

48、tion set of brands formed through product experience, recommendations, or awareness-building marketing. Those brands, and others, are actively evaluated as consumers gather product information from a variety of sources and decide which brand to purchase. Their post-sales experience then informs thei

49、r next purchasing decision. While word of mouth has different degrees of influence on consumers at each stage of this journey, its the only factor that ranks among the three biggest consumer influencers at every step.Its also the most disruptive factor. Word of mouth can prompt a consumer to conside

50、r a brand or product in a way that incremental advertising spending simply cannot. Its also not a one-hit wonder. The right messages resonate and expand within interested networks, affecting brand perceptions, purchase rates, and market share. The rise of online communities and communication has dra

51、matically increased the potential for significant and far-reaching momentum effects. In the mobile-phone market, for example, we have observed that the pass-on rates for key positive and negative messages can increase a companys market share by as much as 10 percent or reduce it by 20 percent over a

52、 two-year period, all other things being equal. This effect alone makes a case for more systematically investigating and managing word of mouth.Understanding word of mouthWhile word of mouth is undeniably complex and has a multitude of potential origins and motivations, we have identified three form

53、s of word of mouth that marketers should understand: experiential, consequential, and intentional.ExperientialExperiential word of mouth is the most common and powerful form, typically accounting for 50 to 80 percent of word-of-mouth activity in any given product category. It results from a consumer

54、s direct experience with a product or service, largely when that experience deviates from whats expected. Consumers rarely complain about or praise a company when they receive what they expect.) Complaints when airlines lose luggage are classic example of experiential word of mouth, which adversely

55、affects brand sentiment and, ultimately, equity, reducing both receptiveness to traditional marketing and the effect of positive word of mouth from other sources. Positive word of mouth, on the other hand,can generate a tailwind for a product or service.ConsequentialMarketing activities also can tri

56、gger word of mouth. The most common is what we call consequential word of mouth, which occurs when consumers directly exposed to traditional marketing campaigns pass on messages about them or brands they publicize. The impact of those messages on consumers is often stronger than the direct effect of

57、 advertisements, because marketing campaigns that trigger positive word of mouth have comparatively higher campaign reach and influence. Marketers need to consider both the direct and the pass-on effects of word of mouth when determining the message and media mix that maximizes the return on their i

58、nvestments.IntentionalA less common form of word of mouth is intentionalfor example, when marketers use celebrity endorsements to trigger positive buzz for product launches. Few companies invest in generating intentional word of mouth, partly because its effects are difficult to measure and because

59、many marketers are unsure if they can successfully execute intentional word of-mouth campaigns. What marketers need for all three forms of word of mouth is a way to understand and measure its impact and financial ramifications, both good and bad.Word-of-mouth equityA starting point has been to count

60、 the number of recommendations and dissuasions for a given product. Theres an appealing power and simplicity to this approach, but also a challenge: its difficult for marketers to account for variability in the power of different kinds of word-of-mouth messages. After all, a consumer is significantl