營銷技巧外文翻譯文獻

營銷技巧外文翻譯文獻營銷技巧外文翻譯文獻(文檔含中英文對照即英文原文和中文翻譯)外文：Amarketer’sguidetobehavioraleconomicsApirl.2010?NedWelch?McKinseyQuarterlyMarketershavebeenapplyingbehavioraleconomics-oftenunknowinglyforyears.Amoresystematicapproachcanunlocksignificantvalue.Longbeforebehavioraleconomicshadaname,marketerswereusingit.“Threeforthepriceoftwo”offersandextended-paymentlayawayplansbecamewidespreadbecausetheyworked—notbecausemarketershadrunscientificstudiesshowingthatpeoplepreferasupposedlyfreeincentivetoanequivalentpricediscountorthatpeopleoftenbehaveirrationallywhenthinkingaboutfutureconsequences.Yetdespitemarketing’sinadvertentleadershipinusingprinciplesofbehavioraleconomics,fewcompaniesusetheminasystematicway.Inthisarticle,wehighlightfourpracticaltechniquesthatshouldbepartofeverymarketer’stoolkit.1.Makeaproduct’scostlesspainfulInalmosteverypurchasingdecision,consumershavetheoptiontodonothing:theycanalwayssavetheirmoneyforanotherday.That’swhythemarketer’staskisnotjusttobeatcompetitorsbutalsotopersuadeshopperstopartwiththeirmoneyinthefirstplace.Accordingtoeconomicprinciple,thepainofpaymentshouldbeidenticalforeverydollarwespend.Inmarketingpractice,however,manyfactorsinfluencethewayconsumersvalueadollarandhowmuchpaintheyfeeluponspendingit.Retailersknowthatallowingconsumerstodelaypaymentcandramaticallyincreasetheirwillingnesstobuy.Onereasondelayedpaymentsworkisperfectlylogical:thetimevalueofmoneymakesfuturepaymentslesscostlythanimmediateones.Butthereisasecond,lessrationalbasisforthisphenomenon.Payments,likealllosses,areviscerallyunpleasant.Butemotionsexperiencedinthepresent—now—areespeciallyimportant.Evensmalldelaysinpaymentcansoftentheimmediatestingofpartingwithyourmoneyandremoveanimportantbarriertopurchase.Anotherwaytominimizethepainofpaymentistounderstandtheways“mentalaccounting”affectsdecisionmaking.Consumersusedifferentmentalaccountsformoneytheyobtainfromdifferentsourcesratherthantreatingeverydollartheyownequally,aseconomistsbelievetheydo,orshould.Commonlyobservedmentalaccountsincludewindfallgains,pocketmoney,income,andsavings.Windfallgainsandpocketmoneyareusuallytheeasiestforconsumerstospend.Incomeislesseasytorelinquish,andsavingsthemostdifficultofall.Technologycreatesnewfrontiersforharnessingmentalaccountingtobenefitbothconsumersandmarketers.Acreditcardmarketer,forinstance,couldofferaWeb-basedormobile-deviceapplicationthatgivesconsumersreal-timefeedbackonspendingagainstpredefinedbudgetandrevenuecategories—green,say,forbelowbudget,redforabovebudget,andsoon.Thebudget-consciousconsumerislikelytofindvalueinsuchaccounts(althoughtheyarenotstrictlyrational)andtoconcentratespendingonacardthatmakesuseofthem.Thiswouldnotonlyincreasetheissuer’sinterchangefeesandfinancingincomebutalsoimprovetheissuer’sviewofitscustomers’overallfinancialsituation.Finally,ofcourse,suchanapplicationwouldmakeagenuinecontributiontotheseconsumers’desiretolivewithintheirmeans.2.HarnessthepowerofadefaultoptionTheevidenceisoverwhelmingthatpresentingoneoptionasadefaultincreasesthechanceitwillbechosen.Defaults—whatyougetifyoudon’tactivelymakeachoice—workpartlybyinstillingaperceptionofownershipbeforeanypurchasetakesplace,becausethepleasurewederivefromgainsislessintensethanthepainfromequivalentlosses.Whenwe’re“given”somethingbydefault,itbecomesmorevaluedthanitwouldhavebeenotherwise—andwearemoreloathtopartwithit.Savvymarketerscanharnesstheseprinciples.AnItaliantelecomcompany,forexample,increasedtheacceptancerateofanoffermadetocustomerswhentheycalledtocanceltheirservice.Originally,ascriptinformedthemthattheywouldreceive100freecallsiftheykepttheirplan.Thescriptwasrewordedtosay,“Wehavealreadycreditedyouraccountwith100calls—howcouldyouusethose?”Manycustomersdidnotwanttogiveupfreetalktimetheyfelttheyalreadyowned.Defaultsworkbestwhendecisionmakersaretooindifferent,confused,orconflictedtoconsidertheiroptions.Thatprincipleisparticularlyrelevantinaworldthat’sincreasinglyawashwithchoices—adefaulteliminatestheneedtomakeadecision.Thedefault,however,mustalsobeagoodchoiceformostpeople.Attemptingtomisleadcustomerswillultimatelybackfirebybreedingdistrust.3.Don’toverwhelmconsumerswithchoiceWhenadefaultoptionisn’tpossible,marketersmustbewaryofgenerating“choiceoverload,”whichmakesconsumerslesslikelytopurchase.Inaclassicfieldexperiment,somegrocerystoreshopperswereofferedthechancetotasteaselectionof24jams,whileotherswereofferedonly6.Thegreatervarietydrewmoreshopperstosamplethejams,butfewmadeapurchase.Bycontrast,althoughfewerconsumersstoppedtotastethe6jamsonoffer,salesfromthisgroupweremorethanfivetimeshigher.Largein-storeassortmentsworkagainstmarketersinatleasttwoways.First,thesechoicesmakeconsumersworkhardertofindtheirpreferredoption,apotentialbarriertopurchase.Second,largeassortmentsincreasethelikelihoodthateachchoicewillbecomeimbuedwitha“negativehalo”—aheightenedawarenessthateveryoptionrequiresyoutoforgodesirablefeaturesavailableinsomeotherproduct.Reducingthenumberofoptionsmakespeoplelikeliernotonlytoreachadecisionbutalsotofeelmoresatisfiedwiththeirchoice.4.PositionyourpreferredoptioncarefullyEconomistsassumethateverythinghasaprice:yourwillingnesstopaymaybehigherthanmine,buteachofushasamaximumpricewe’dbewillingtopay.Howmarketerspositionaproduct,though,canchangetheequation.Considertheexperienceofthejewelrystoreownerwhoseconsignmentofturquoisejewelrywasn’tselling.Displayingitmoreprominentlydidn’tachieveanything,nordidincreasedeffortsbyhersalesstaff.Exasperated,shegavehersalesmanagerinstructionstomarkthelotdown“x?”anddepartedonabuyingtrip.Onherreturn,shefoundthatthemanagermisreadthenoteandhadmistakenlydoubledthepriceoftheitems—andsoldthelot.2Inthiscase,shoppersalmostcertainlydidn’tbasetheirpurchasesonanabsolutemaximumprice.Instead,theymadeinferencesfromthepriceaboutthejewelry’squality,whichgeneratedacontext-specificwillingnesstopay.Thepowerofthiskindofrelativepositioningexplainswhymarketerssometimesbenefitfromofferingafewclearlyinferioroptions.Eveniftheydon’tsell,theymayincreasesalesofslightlybetterproductsthestorereallywantstomove.Similarly,manyrestaurantsfindthatthesecond-most-expensivebottleofwineisverypopular—andsoisthesecond-cheapest.Customerswhobuytheformerfeeltheyaregettingsomethingspecialbutnotgoingoverthetop.Thosewhobuythelatterfeeltheyaregettingabargainbutnotbeingcheap.Sonyfoundthesamethingwithheadphones:consumersbuythematagivenpriceifthereisamoreexpensiveoption—butnotiftheyarethemostexpensiveoptiononoffer.Anotherwaytopositionchoicesrelatesnottotheproductsacompanyoffersbuttothewayitdisplaysthem.Ourresearchsuggests,forinstance,thaticecreamshoppersingrocerystoreslookatthebrandfirst,flavorsecond,andpricelast.Organizingsupermarketaislesaccordingtowayconsumersprefertobuyspecificproductsmakescustomersbothhappierandlesslikelytobasetheirpurchasedecisionsonprice—allowingretailerstosellhigher-priced,higher-marginproducts.(Thisexplainswhyaislesarerarelyorganizedbyprice.)Forthermostats,bycontrast,peoplegenerallystartwithprice,thenfunction,andfinallybrand.Themerchandiselayoutshouldthereforebequitedifferent.Marketershavelongbeenawarethatirrationalityhelpsshapeconsumerbehavior.Behavioraleconomicscanmakethatirrationalitymorepredictable.Understandingexactlyhowsmallchangestothedetailsofanoffercaninfluencethewaypeoplereacttoitiscrucialtounlockingsignificantvalue—oftenatverylowcost.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)濟學，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)濟學成為一門學說之前，營銷者就已經(jīng)在使用它了。“買三送一”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)濟學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開始就掏出錢來。根據(jù)經(jīng)濟學原理，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)濟學家認為他們會或應(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。2.利用默認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選擇，會提高這種選擇被選中的可能性。默認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烈。當我們被默認地“給予”某樣東西時，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，這個默認選擇必須是一個好的選擇。如果試圖誤導顧客，最后只會適得其反，導致顧客的不信任。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。2