口碑營(yíng)銷外文翻譯文獻(xiàn)

口碑營(yíng)銷外文翻譯文獻(xiàn)口碑營(yíng)銷外文翻譯文獻(xiàn)(文檔含中英文對(duì)照即英文原文和中文翻譯)原文：Anewwaytomeasureword-ofmouthmarketingApril.2010?JacquesBughin,JonathanDoogan,andOleJrgenVetvik?McKinseyQuarterlyConsumershavealwaysvaluedopinionsexpresseddirectlytothem.Marketersmayspendmillionsofdollarsonelaboratelyconceivedadvertisingcampaigns,yetoftenwhatreallymakesupaconsumer’smindisnotonlysimplebutalsofree:aword-of-mouthrecommendationfromatrustedsource.Asconsumersoverwhelmedbyproductchoicestuneouttheever-growingbarrageoftraditionalmarketing,wordofmouthcutsthroughthenoisequicklyandeffectively.Indeed,wordofmouth1istheprimaryfactorbehind20to50percentofallpurchasingdecisions.Itsinfluenceisgreatestwhenconsumersarebuyingaproductforthefirsttimeorwhenproductsarerelativelyexpensive,factorsthattendtomakepeopleconductmoreresearch,seekmoreopinions,anddeliberatelongerthantheyotherwisewould.Anditsinfluencewillprobablygrow:thedigitalrevolutionhasamplifiedandaccelerateditsreachtothepointwherewordofmouthisnolongeranactofintimate,one-on-onecommunication.Today,italsooperatesonaone-to-manybasis:productreviewsarepostedonlineandopinionsdisseminatedthroughsocialnetworks.SomecustomersevencreateWebsitesorblogstopraiseorpunishbrands.Asonlinecommunitiesincreaseinsize,number,andcharacter,marketershavecometorecognizewordofmouth’sgrowingimportance.Butmeasuringandmanagingitisfarfromeasy.Webelievethatwordofmouthcanbedissectedtounderstandexactlywhatmakesiteffectiveandthatitsimpactcanbemeasuredusingwhatwecall“word-of-mouthequity”—anindexofabrand’spowertogeneratemessagesthatinfluencetheconsumer’sdecisiontopurchase.Understandinghowandwhymessagesworkallowsmarketerstocraftacoordinated,consistentresponsethatreachestherightpeoplewiththerightcontentintherightsetting.Thatgeneratesanexponentiallygreaterimpactontheproductsconsumersrecommend,buy,andbecomeloyalto.Aconsumer-drivenworldThesheervolumeofinformationavailabletodayhasdramaticallyalteredthebalanceofpowerbetweencompaniesandconsumers.Asconsumershavebecomeoverloaded,theyhavebecomeincreasinglyskepticalabouttraditionalcompany-drivenadvertisingandmarketingandincreasinglyprefertomakepurchasingdecisionslargelyindependentofwhatcompaniestellthemaboutproducts.Thistectonicpowershifttowardconsumersreflectsthewaypeoplenowmakepurchasingdecisions.2Onceconsumersmakeadecisiontobuyaproduct,theystartwithaninitialconsiderationsetofbrandsformedthroughproductexperience,recommendations,orawareness-buildingmarketing.Thosebrands,andothers,areactivelyevaluatedasconsumersgatherproductinformationfromavarietyofsourcesanddecidewhichbrandtopurchase.Theirpost-salesexperiencetheninformstheirnextpurchasingdecision.Whilewordofmouthhasdifferentdegreesofinfluenceonconsumersateachstageofthisjourney,it’stheonlyfactorthatranksamongthethreebiggestconsumerinfluencersateverystep.It’salsothemostdisruptivefactor.Wordofmouthcanpromptaconsumertoconsiderabrandorproductinawaythatincrementaladvertisingspendingsimplycannot.It’salsonotaone-hitwonder.Therightmessagesresonateandexpandwithininterestednetworks,affectingbrandperceptions,purchaserates,andmarketshare.Theriseofonlinecommunitiesandcommunicationhasdramaticallyincreasedthepotentialforsignificantandfar-reachingmomentumeffects.Inthemobile-phonemarket,forexample,wehaveobservedthatthepass-onratesforkeypositiveandnegativemessagescanincreaseacompany’smarketsharebyasmuchas10percentorreduceitby20percentoveratwo-yearperiod,allotherthingsbeingequal.Thiseffectalonemakesacaseformoresystematicallyinvestigatingandmanagingwordofmouth.UnderstandingwordofmouthWhilewordofmouthisundeniablycomplexandhasamultitudeofpotentialoriginsandmotivations,wehaveidentifiedthreeformsofwordofmouththatmarketersshouldunderstand:experiential,consequential,andintentional.ExperientialExperientialwordofmouthisthemostcommonandpowerfulform,typicallyaccountingfor50to80percentofword-of-mouthactivityinanygivenproductcategory.Itresultsfromaconsumer’sdirectexperiencewithaproductorservice,largelywhenthatexperiencedeviatesfromwhat’sexpected.Consumersrarelycomplainaboutorpraiseacompanywhentheyreceivewhattheyexpect.)Complaintswhenairlinesloseluggageareclassicexampleofexperientialwordofmouth,whichadverselyaffectsbrandsentimentand,ultimately,equity,reducingbothreceptivenesstotraditionalmarketingandtheeffectofpositivewordofmouthfromothersources.Positivewordofmouth,ontheotherhand,cangenerateatailwindforaproductorservice.ConsequentialMarketingactivitiesalsocantriggerwordofmouth.Themostcommoniswhatwecallconsequentialwordofmouth,whichoccurswhenconsumersdirectlyexposedtotraditionalmarketingcampaignspassonmessagesaboutthemorbrandstheypublicize.Theimpactofthosemessagesonconsumersisoftenstrongerthanthedirecteffectofadvertisements,becausemarketingcampaignsthattriggerpositivewordofmouthhavecomparativelyhighercampaignreachandinfluence.Marketersneedtoconsiderboththedirectandthepass-oneffectsofwordofmouthwhendeterminingthemessageandmediamixthatmaximizesthereturnontheirinvestments.IntentionalAlesscommonformofwordofmouthisintentional—forexample,whenmarketersusecelebrityendorsementstotriggerpositivebuzzforproductlaunches.Fewcompaniesinvestingeneratingintentionalwordofmouth,partlybecauseitseffectsaredifficulttomeasureandbecausemanymarketersareunsureiftheycansuccessfullyexecuteintentionalwordof-mouthcampaigns.Whatmarketersneedforallthreeformsofwordofmouthisawaytounderstandandmeasureitsimpactandfinancialramifications,bothgoodandbad.Word-of-mouthequityAstartingpointhasbeentocountthenumberofrecommendationsanddissuasionsforagivenproduct.There’sanappealingpowerandsimplicitytothisapproach,butalsoachallenge:it’sdifficultformarketerstoaccountforvariabilityinthepowerofdifferentkindsofword-of-mouthmessages.Afterall,aconsumerissignificantlymorelikelytobuyaproductasaresultofarecommendationmadebyafamilymemberthanbyastranger.Thesetwokindsofrecommendationsconstituteasinglemessage,yetthedifferenceintheirimpactonthereceiver’sbehaviorisimmense.Infact,ourresearchshowsthatahigh-impactrecommendation—fromatrustedfriendconveyingarelevantmessage,forexample—isupto50timesmorelikelytotriggerapurchasethanisalow-impactrecommendation.Toassesstheimpactofthesedifferentkindsofrecommendations,wedevelopedawaytocalculatewhatwecallword-of-mouthequity.Itrepresentstheaveragesalesimpactofabrandmessagemultipliedbythenumberofword-of-mouthmessages.Bylookingattheimpact—aswellasthevolume—ofthesemessages,thismetricletsamarketeraccuratelytesttheireffectonsalesandmarketshareforbrands,individualcampaigns,andcompaniesasawhole.Thatimpact—inotherwords,theabilityofanyonewordof-mouthrecommendationordissuasiontochangebehavior—reflectswhatissaid,whosaysit,andwhereitissaid.Italsovariesbyproductcategory.What’ssaidistheprimarydriverofword-of-mouthimpact.Acrossmostproductcategories,wefoundthatthecontentofamessagemustaddressimportantproductorservicefeaturesifitistoinfluenceconsumerdecisions.Inthemobile-phonecategory,forexample,designismoreimportantthanbatterylife.Inskincare,packagingandingredientscreatemorepowerfulwordofmouththandoemotionalmessagesabouthowaproductmakespeoplefeel.Marketerstendtobuildcampaignsaroundemotionalpositioning,yetwefoundthatconsumersactuallytendtotalk—andgeneratebuzz—aboutfunctionalmessages.Thesecondcriticaldriveristheidentityofthepersonwhosendsamessage:theword-ofmouthreceivermusttrustthesenderandbelievethatheorshereallyknowstheproductorserviceinquestion.Ourresearchdoesnotidentifyahomogenousgroupofconsumerswhoareinfluentialacrosscategories:consumerswhoknowcarsmightinfluencecarbuyersbutnotconsumersshoppingforbeautyproducts.About8to10percentofconsumersarewhatwecallinfluentials,whosecommonfactoristrustandcompetence.Influentialstypicallygeneratethreetimesmoreword-of-mouthmessagesthannoninfluentialsdo,andeachmessagehasfourtimesmoreimpactonarecipient’spurchasingdecision.About1percentofthesepeoplearedigitalinfluentials—mostnotably,bloggers—withdisproportionatepower.Finally,theenvironmentwherewordofmouthcirculatesiscrucialtothepowerofmessages.Typically,messagespassedwithintight,trustednetworkshavelessreachbutgreaterimpactthanthosecirculatedthroughdispersedcommunities—inpart,becausethere’susuallyahighcorrelationbetweenpeoplewhoseopinionswetrustandthemembersofnetworkswemostvalue.That’swhyold-fashionedkitchentablerecommendationsandtheironlineequivalentsremainsoimportant.Afterall,apersonwith300friendsonFacebookmayhappilyignoretheadviceof290ofthem.It’sthesmall,close-knitnetworkoftrustedfriendsthathastherealinfluence.Word-of-mouthequityempowerscompaniesbyallowingthemtounderstandwordofmouth’srelativeimpactonbrandandproductperformance.Whilemarketershavealwaysknownthattheimpactcanbesignificant,theymaybesurprisedtolearnjusthowpowerfulitreallyis.WhenApple’siPhonewaslaunchedinGermany,forexample,itsshareofword-of-mouthvolumeinthemobile-phonecategory—orhowmanyconsumersweretalkingaboutit—wasabout10percent,orathirdlessthanthatofthemarketleader.YettheiPhonehadlaunchedinothercountries,andthebuzzaccompanyingthosemessagesinGermanywasaboutfivetimesmorepowerfulthanaverage.ThismeanttheiPhone’swordof-mouthequityscorewas30percenthigherthanthatofthemarketleader,withthreetimesmoreinfluentialsrecommendingtheiPhoneoverleadinghandsets.Asaresult,salesdirectlyattributabletothepositivewordofmouthsurroundingtheiPhoneoutstrippedthoseattributabletoApple’spaidmarketingsix-fold.Within24monthsoflaunch,theiPhonewassellingalmostonemillionunitsayearinGermany.Theflexibilityofword-of-mouthequityallowsustogaugetheword-of-mouthimpactofcompanies,products,andbrandsregardlessofthecategoryorindustry.Andbecauseitmeasuresperformanceratherthanthesheervolumeofmessages,itcanbeusedtoidentifywhat’sdriving—andhurting—word-of-mouthimpact.Bothinsightsarecriticalifmarketersaretoconvertknowledgeintopower.HarnessingwordofmouthTherewardsofpursuingexcellenceinword-of-mouthmarketingarehuge,anditcandeliverasustainableandsignificantcompetitiveedgefewothermarketingapproachescanmatch.Yetmanymarketersavoidit.Someworrythatitremainsimmatureasamarketingdisciplinecomparedwiththehighlysophisticatedmanagementofmarketinginmediasuchastelevisionandnewspapers.Othersareconcernedthattheycan’tdrawonextensivedataorelaboratemarketingtoolsfine-tunedoverdecades.Forthoseunsureaboutactivelymanagingwordofmouth,considerthis:theincrementalgainfromoutperformingcompetitorswithsuperiortelevisionads,forexample,isrelativelysmall.That’sbecauseallcompaniesactivelymanagetheirtraditionalmarketingactivitiesandallhavesimilarknowledge.Withsofewcompaniesactivelymanagingwordofmouth—themostpowerfulformofmarketing—thepotentialupsideisexponentiallygreater.Thestartingpointformanagingwordofmouthisunderstandingwhichdimensionsofword-of-mouthequityaremostimportanttoaproductcategory:thewho,thewhat,orthewhere.Inskincare,forexample,it’sthewhat;inretailbanks,thewho.Word-of-mouthequityanalysiscandetailtheprecisenatureofacategory’sinfluentialsandpinpointthehighest-impactmessages,contexts,andnetworks.Equippedwiththeseinsights,companiescanthenworkongeneratingpositivewordofmouth,usingthethreeformsweidentified:experiential,consequential,andintentional.Althoughtheimportanceofthesetriggersvariescategorybycategory,experientialsourcesarethemostimportantacrossthem.Harnessingexperientialwordofmouthisfundamentallyaboutprovidingcustomerswiththeopportunitytosharepositiveexperiencesandmakingthestoryrelatableandrelevanttotheaudience.Somecompanies,suchasMieleandLego,buildbuzzaroundproductsbeforelaunchandworktohaveearly,highlyinfluentialadoptersbyinvolvingconsumersinproductdevelopment,supportedbyonlinecommunities.Consistentlyrefreshingtheproductexperiencealsohelpsharnessexperientialwordofmouth—consumersaremorelikelytotalkaboutaproductearlyinitslifecycle,whichiswhyproductlaunchesorenhancementsaresocrucialtogeneratingpositivewordofmouth.Buzzalsocanbesustainedafterlaunch:ApplehasmaintainedinterestinandexcitementabouttheiPhoneviaitsappsstore,asconstantlyevolvinganduser-generatedcontentmaintainspositivewordofmouth.Mostcompaniesactivelyusecustomersatisfactioninsightswhendevelopingnewproductsandservices.Yetasatisfiedcustomerbasemaynotbeenoughtocreatebuzz.Tocreatepositivewordofmouththatactuallyhasimpact,thecustomerexperiencemustnotonlydeviatesignificantlyfromexpectationsbutalsodeviateonthedimensionsthatmattertothecustomerandthatheorsheislikelytotalkabout.Forinstance,whilebatterylifeisacrucialdriverofsatisfactionformobile-handsetconsumers,theytalkaboutitlessthanotherproductfeatures,suchasdesignandusability.Toturnconsumersintoaneffectivemarketingvehicle,companiesneedtooutperformonproductandserviceattributesthathaveintrinsicword-of-mouthpotential.Managingconsequentialwordofmouthinvolvesusingtheinsightsprovidedbyword-ofmouthequitytomaximizethereturnonmarketingactivities.Byunderstandingthewordof-moutheffectsoftherangeofchannelsandmessagesemployedandallocatingmarketingactivitiesaccordingly,companiescanequipconsumerstospreadmarketingmessagesanddrivetheirreachandimpact.Infact,McKinseyresearchshowsthatmarketing-inducedconsumer-to-consumerwordofmouthgeneratesmorethantwicethesalesofpaidadvertisingincategoriesasdiverseasskincareandmobilephones.Twothingssuperchargethecreationofpositiveconsequentialwordofmouth:interactivityandcreativity.Theyareinterrelated,andparticularlyimportantforbrandsinrelativelylow-innovationcategoriesthatoftenstruggletogainconsumerattention.OneexampleofacompanysuccessfullyharnessingthispoweristheUKconfectionerCadbury,whose“GlassandaHalfFull”advertisingcampaignusedcreative,thoughtful,andintegratedonlineandtraditionalmarketingtospurconsumerinteractionandsales.ThecampaignbeganwithatelevisioncommercialfeaturingagorillaplayingdrumstoaniconicPhilCollinssong.Thebizarrejuxtapositionwasanimmediatehit.Theconceptsoengagedconsumersthattheywerewillingtogoonline,viewthecommercial,andcreateamateurversionsoftheirown,triggeringatorrentofYouTubeimitations.Withinthreemonthsoftheadvertisement’sappearance,thevideohadbeenviewedmorethansixmilliontimesonline,year-on-yearsalesofCadbury’sDairyMilkchocolatehadincreasedbymorethan9percent,andthebrand’spositiveperceptionamongconsumershadimprovedbyabout20percent.Intentionalword-of-mouthcampaignsrevolvearoundidentifyinginfluentialswhobecomebrandandproductadvocates.Ofcourse,companiescan’tpreciselycontrolwhatconsumerstellothers.Butambitiousmarketerscanuseword-of-mouthequityinsightstoshiftfromconsequentialtointentionalcampaigning.Thetypeofcampaignthatcompanieschoosetoadoptdependsonthedegreetowhichmarketerscanfindandtargetinfluentials.Marketerscapableofundertakingone-to-onemarketing—suchasmobile-phoneoperators—areuniquelypositionedtoexecutecontrolledandeffectiveintentionalword-of-mouthcampaigns.Mobilecarriershavegranularcustomerdatathatcanpreciselylocateinfluentialswhoknowthecategory,talktomanypeople,andprovidethemwithtrustedopinions.Thatmeansmessagescanbedirectedatspecificindividualswhoaremostlikelytospreadpositivewordofmouththroughtheirsocialnetworks.Asamessagespreads,thisapproachgeneratesanexponentialword-ofmouthimpact,similartotherippleeffectwhenapebbleisdroppedinapond.Companiesunabletotargetinfluentialspreciselymusttakeadifferentapproach.WhileRedBull,forexample,can’tsendtextmessagestospecificconsumers,ithassuccessfullydeployedsciencetoorchestrateeffectiveintentionalword-of-mouthcampaigns.Afteridentifyinginfluentialsamongitsdifferenttargetsegments,theenergy-drinkcompanyensuresthatcelebritiesandotheropinionmakersseedtherightmessagesamongconsumers,oftenthroughevents.Whileitcan’tbesurewhowillattend,RedBullknowsthatthosewhodowillbethekindsofconsumersitseeks—andthatthepositivemessagestheywillrelayacrosstheirownsocialnetworkscangenerateasuperiorreturnforitsmarketinginvestment.Marketershavealwaysbeenawareoftheeffectofwordofmouth,andthereisclearlyanarttoeffectiveword-of-mouthcampaigning.Yetthesciencebehindword-of-mouthequityhelpsrevealhowtohoneanddeploythatart:itshowswhichmessagesconsumersarelikelytopassonandtheimpactofthosemessages,allowingmarketerstoestimatethetangibleeffectwordofmouthhasonbrandequityandsales.Theseinsightsareessentialforcompaniesthatwanttoharnessthepotentialofwordofmouthandtorealizehigherreturnsontheirmarketinginvestments.衡量口碑營(yíng)銷的新方法了解口碑口碑無(wú)疑頗為復(fù)雜，并擁有多種可能的根源和動(dòng)機(jī)，而我們則確定了營(yíng)銷者應(yīng)該了解的三種形式的口碑：經(jīng)驗(yàn)性口碑、繼發(fā)性口碑，以及有意識(shí)口碑。經(jīng)驗(yàn)性口碑經(jīng)驗(yàn)性口碑是最常見(jiàn)、最有力的形式，通常在任何給定的產(chǎn)品類別中都占到口碑活動(dòng)的50%～80%。它來(lái)源于消費(fèi)者對(duì)某種產(chǎn)品或服務(wù)的直接經(jīng)驗(yàn)，在很大程度上是在經(jīng)驗(yàn)偏離消費(fèi)者的預(yù)期時(shí)所產(chǎn)生的。（當(dāng)產(chǎn)品或服務(wù)符合消費(fèi)者的預(yù)期時(shí)，他們很少會(huì)投訴或表?yè)P(yáng)某一企業(yè)。）航空公司丟失行李引起的投訴，是經(jīng)驗(yàn)性口碑的典型例子，它會(huì)對(duì)品牌感受產(chǎn)生不利影響，并最終影響品牌價(jià)值，從而降低受眾對(duì)傳統(tǒng)營(yíng)銷活動(dòng)的接受程度，并有損出自其他來(lái)源的正面口碑的效果。反過(guò)來(lái)，正面的口碑則會(huì)讓產(chǎn)品或服務(wù)順風(fēng)滿帆。繼發(fā)性口碑營(yíng)銷活動(dòng)也會(huì)引發(fā)口碑傳播。最常見(jiàn)的就是我們所稱的繼發(fā)性口碑：當(dāng)消費(fèi)者直接感受傳統(tǒng)的營(yíng)銷活動(dòng)傳遞給他們的信息或所宣傳的品牌時(shí)形成的口碑。這些消息對(duì)消費(fèi)者的影響通常比廣告的直接影響更強(qiáng)，因?yàn)橐l(fā)正面口碑傳播的營(yíng)銷活動(dòng)的覆蓋范圍以及影響力相對(duì)來(lái)說(shuō)都會(huì)更大。營(yíng)銷者在決定何種信息及媒體組合能夠產(chǎn)生最大的投資回報(bào)時(shí)，需要考慮口碑的直接效應(yīng)以及傳遞效應(yīng)。有意識(shí)口碑不像前兩種口碑形式那么常見(jiàn)的另一種口碑是有意識(shí)口碑——例如，營(yíng)銷者可以利用名人代言來(lái)為產(chǎn)品發(fā)布上市營(yíng)造正面的氣氛。對(duì)制造有意識(shí)口碑進(jìn)行投資的企業(yè)是少數(shù)，部分原因在于，其效果難以衡量，許多營(yíng)銷商不能確信，他們能否成功地開(kāi)展有意識(shí)口碑的推廣活動(dòng)。對(duì)于這三種形式的口碑，營(yíng)銷商都需要以適當(dāng)?shù)姆绞綇恼磧蓚€(gè)方面了解和衡量其影響和財(cái)務(wù)結(jié)果?？诒畠r(jià)值計(jì)算價(jià)值始于對(duì)某一產(chǎn)品的推薦及勸阻次數(shù)進(jìn)行計(jì)數(shù)。這種方法有一定的吸引力并且比較簡(jiǎn)單，但是也存在一大挑戰(zhàn)：營(yíng)銷商難以解釋說(shuō)明不同種類的口碑信息的影響可變性。顯然，對(duì)于消費(fèi)者來(lái)說(shuō)，由于家人的推薦而購(gòu)買(mǎi)某產(chǎn)品的可能性要顯著高于陌生人的推薦。這兩種推薦可以傳達(dá)同樣的信息，而它們對(duì)接收者的影響卻不可同日而語(yǔ)。事實(shí)上，我們的研究表明，影響力高的推薦（例如，來(lái)自于所信任的朋友傳達(dá)的相關(guān)信息）導(dǎo)致購(gòu)買(mǎi)行為的可能性，是低影響力推薦的50倍。為了評(píng)估這些不同種類的推薦的影響，我們開(kāi)發(fā)了一種方法來(lái)計(jì)算我們所說(shuō)的口碑價(jià)值，它用一條品牌信息的平均銷售影響力來(lái)乘以品牌信息的數(shù)量。這個(gè)指標(biāo)既考查這些信息的影響力，也考查其總量，可以讓營(yíng)銷者準(zhǔn)確地測(cè)試這些信息對(duì)品牌、單項(xiàng)推廣活動(dòng)以及整個(gè)企業(yè)的銷售和市場(chǎng)份額的影響。這種影響（也就是任何口頭推薦或勸阻能夠改變購(gòu)買(mǎi)行為的能力）反映了信息所涉及的內(nèi)容、何人傳遞的信息、以及在何地所說(shuō)。這種影響會(huì)因產(chǎn)品類別而異。信息所傳遞的內(nèi)容是口碑產(chǎn)生影響力的首要推動(dòng)因素。我們都發(fā)現(xiàn)，在多數(shù)產(chǎn)品類別中，如果要影響消費(fèi)者的決策，信息的內(nèi)容必須針對(duì)產(chǎn)品或服務(wù)的重要特性和功能。例如，在手機(jī)類產(chǎn)品中，設(shè)計(jì)比電池壽命更重要。在皮膚護(hù)理產(chǎn)品中，關(guān)于包裝和成份構(gòu)成的口碑比有關(guān)產(chǎn)品為人們帶來(lái)的感覺(jué)這類情感信息更有影響力。營(yíng)銷商往往圍繞情感定位來(lái)營(yíng)造推廣活動(dòng)，然而，我們發(fā)現(xiàn)，消費(fèi)者實(shí)際上傾向于對(duì)功能信息進(jìn)行討論并形成口碑。第二個(gè)關(guān)鍵推動(dòng)因素是信息傳遞者的身份：口碑接收者必須信任傳遞者并相信他或她真的了解所說(shuō)的產(chǎn)品或服務(wù)。我們的研究并未發(fā)現(xiàn)一個(gè)在各類產(chǎn)品中都具有影響力的同質(zhì)消費(fèi)者群體：了解汽車(chē)的消費(fèi)者可能對(duì)購(gòu)車(chē)者有影響力，但是，不能影響購(gòu)買(mǎi)美容產(chǎn)品的消費(fèi)者。大約有8%~10%的消費(fèi)者屬于我們所說(shuō)的有影響力的人，他們的共同特征是可信和施加影響的能力。有影響力者形成的口碑信息，通常是無(wú)影響力者的三倍，其每條信息對(duì)接收者購(gòu)買(mǎi)決策的影響力通常是無(wú)影響力者的四倍。在這些人中，大約有1%是通過(guò)數(shù)字技術(shù)發(fā)揮影響力，最引人注意的是博客寫(xiě)手，其影響力極其巨大。最后，傳播口碑的地域環(huán)境對(duì)于信息的影響力至關(guān)重要。與通過(guò)分散的社區(qū)傳播相比，在彼此信任、關(guān)系密切的圈子中傳播的信息覆蓋范圍通常較小，但影響力較大，部分原因在于，我們信任其意見(jiàn)的人與我們所重視的圈子的成員，通常存在密切的關(guān)聯(lián)性。正是由于這個(gè)原因，在餐桌上提供推薦意見(jiàn)的傳統(tǒng)方式，以及與之類似的在線方式，現(xiàn)在仍很重要。畢竟，F(xiàn)acebook上有300名好友的人，可能會(huì)輕而易舉地忽略其中290人的意見(jiàn)。真正能夠產(chǎn)生影響力的，是彼此信任的朋友組成的關(guān)系緊密的小圈子?？诒畠r(jià)值能夠讓企業(yè)了解口碑對(duì)于品牌和產(chǎn)品的市場(chǎng)表現(xiàn)產(chǎn)生的相對(duì)影響力。雖然營(yíng)銷商一直都知道這種影響可能會(huì)非常大，但是，一旦他們真正了解了這種影響力有多大能耐后，他們或許還是會(huì)大吃一驚。例如，當(dāng)蘋(píng)果公司的iPhone在德國(guó)推出時(shí)，其在手機(jī)產(chǎn)品中所占的口碑?dāng)?shù)量份額（或者說(shuō)多少消費(fèi)者在談?wù)撨@種手機(jī)）大約為10%，比市場(chǎng)領(lǐng)先產(chǎn)品少三分之一。但是，iPhone也在其他國(guó)家推出，在德國(guó)傳遞的這些信息，其口碑影響力是平均水平的五倍。這就意味著iPhone的口碑價(jià)值分?jǐn)?shù)比市場(chǎng)領(lǐng)先產(chǎn)品高出30%，推薦iPhone的有影響力者是推薦市場(chǎng)領(lǐng)先手機(jī)者的三倍。結(jié)果，有關(guān)iPhone的正面口碑而產(chǎn)生的直接銷售量，是蘋(píng)果公司付費(fèi)營(yíng)銷活動(dòng)所產(chǎn)生的銷售量的六倍。在推出24個(gè)月后，iPhone在德國(guó)的銷量幾乎達(dá)到一年一百萬(wàn)部?？诒畠r(jià)值所具有的靈活性讓我們能夠衡量它對(duì)企業(yè)、產(chǎn)品和品牌的影響