营销技巧外文翻译文献

营销技巧外文翻译文献营销技巧外文翻译文献(文档含中英文对照即英文原文和中文翻译)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“x½”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.不可或缺的营销四技巧多年来，营销商一直在运用行为经济学，但往往是不自觉地运用。一种更系统的做法则能为营销商开发出巨大的价值。早在行为经济学成为一门学说之前，营销者就已经在使用它了。“买三送一”的招揽和延长付款时间的“先用后付”计划已被商家广泛采用，之所以这样，是因为这些做法很有效，而并不是因为营销商做了什么科学研究，证明了人们更喜欢得到看似免费的奖励，不那么喜欢同等程度的价格折扣，或是证明了人们在考虑将来的后果时常常表现得不理性。然而，尽管营销在运用行为经济学原理方面无意间走到了前头，但却很少有商家能够以系统的方法来运用这些原理。本文重点介绍了四种实用的营销技巧，它们应成为每一位营销商不可缺少的工具。1.减轻人们花钱买产品时的心痛感几乎在每一项购买决策中，消费者都可以选择不买：他们总是可以把钱留下来，改日再买。正因为如此，营销商的任务不仅仅是打败竞争对手，而且还要说服购物者从一开始就掏出钱来。根据经济学原理，对于我们花出的每一元钱，支付的痛感应该都是同样的剧烈。不过，在营销实践中，许多因素会影响人们如何看待一元钱的价值，影响他们在花这一元钱时痛感的程度。零售商都知道，让消费者推迟付款的安排能极大地提高买家的购买意愿。推迟付款之所以有效，其中的一个原因是非常符合逻辑的：金钱的时间价值使得将来付款比立即付款更便宜。但这种现象的背后，还有另外一个不是那么理性的原因。付款，就像所有其他损失一样，让人本能地觉得不爽。但此时此刻的情感体验是极其重要的。所以，即使是略微推迟付款，也能减轻马上拿钱出去的那种刺痛感，从而消除阻止人们购买的一个大障碍。另一个能够最大程度地减轻付款痛苦的方法是，了解“心理会计”影响购买决策的各种方式。消费者会将他们从不同来源获得的钱划分到不同的“心理账户”中，而不是像经济学家认为他们会或应该的那样，平等地看待所拥有的每一元钱。常见的“心理账户”有意外之财、零花钱、收入和储蓄等。通常，意外之财和零花钱是消费者最容易花出去的钱。收入不太容易花出去，而花掉储蓄是最难的。技术创造了一些利用“心理会计”的新领域，让消费者和营销商都受益。例如，信用卡营销商可以提供一项基于互联网或移动设备的应用，向消费者实时反馈支出与预先确定的预算及收入类别的比较情况，比如说，绿色表示低于预算，红色表示超出预算等等。这些账户的设置并不完全符合理性，但对预算十分在意的消费者可能会觉得这类账户很有价值，并且把支出集中在利用这类账户的卡上。这样，不仅能增加发卡公司的交易费收入和融资收益，还能让发卡公司更好地了解其客户的总体财务状况。当然，这样一项应用程序最终能够为那些希望量入为出的消费者做出真正的贡献。2.利用默认选择的力量有压倒多数的证据表明，如果提供一种选择作为默认选择，会提高这种选择被选中的可能性。默认选择是人们不用费心劳神就能得到的选择，它起作用的部分原因在于，让人们在任何购买发生之前产生了一种拥有感，因为我们从收获中得到的快乐没有从等价的失去中感受的痛苦那么强烈。当我们被默认地“给予”某样东西时，它就变得比原来没有被“给予”时更有价值，因此，我们更不愿意失去它。精明的营销商可以利用这些原理。例如，一家意大利电信公司在顾客打电话要取消服务时，却成功地提高了向顾客提供该服务的接受率。一开始，顾客会听到一段录音告诉他们说，如果他们继续接受服务，则可获得100次免费电话。后来，这段录音改为：“我们已经向您的账户赠送100次电话，您打算如何使用呢？”结果，许多顾客不想放弃他们觉得自己已经拥有的免费通话时间。当决策者在考虑他们的选择时觉得无所谓、困惑或矛盾时，默认选择最能发挥作用。在一个充斥着大量选择的世界里，这个原理尤其有用，一项默认选择可以让人们不必再费力作出决定。不过，对大多数人来说，这个默认选择必须是一个好的选择。如果试图误导顾客，最后只会适得其反，导致顾客的不信任。3.切勿让选择压垮消费者如果不可能给出一项默认选择，营销商必须警惕“选择超载”，这会降低消费者购买的可能性。在一个经典的现场实验中，某家食品店的顾客可以品尝24种果酱，而另一些食品店的顾客只可以品尝6种。2