營(yíng)銷策略外文翻譯---衡量口碑營(yíng)銷的新方法

1、外文文獻(xiàn) 外文文獻(xiàn)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 s

2、pend millions of dollars on elaborately conceived advertising campaigns, yet often what really makes up a consumer’s mind is not only simple but also free: a word-of-mouth recommendation from a trusted source. As consume

3、rs overwhelmed by product choices tune out the ever-growing barrage of traditional marketing, word of mouth cuts through the noise quickly and effectively.Indeed, word of mouth1 is the primary factor behind 20 to 50 perc

4、ent 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 more research, seek mo

5、re 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 i

6、ntimate, one-on-one communication. Today, it also operates on 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 pra

7、ise or punish brands.As online communities increase in size, number, and character, marketers have come to recognize word of mouth’s growing importance. But measuring and managing it is far from easy. We believe that wor

8、d 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 brand’s power to generate messages that influence the

9、consumer’s 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 genera

10、tes an exponentially greater impact on the products consumers recommend, buy, and become loyal to.A consumer-driven worldThe sheer volume of information available today has dramatically altered the balance of power betwe

11、en companies and consumers. As consumers have become overloaded, they have become increasingly skeptical about traditional company-driven advertising and marketing and increasingly prefer to make purchasing decisions lar

12、gely 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 w

13、ith an initial consideration set of brands formed through product experience, recommendations, or awareness-building marketing. Those brands, and others, are actively evaluated as consumers gather product inform

14、ation from a variety of sources and decide which brand to purchase. Their post-sales experience then informs their next purchasing decision. While word of mouth has different degrees of influence on A starting point has

15、been to count the number of recommendations and dissuasions for a given product. There’s an appealing power and simplicity to this approach, but also a challenge: it’s difficult for marketers to account for variability i

16、n the power of different kinds of word-of-mouth messages. After all, a consumer is significantly more likely to buy a product as a result of a recommendation made by a family member than by a stranger.These two kinds of

17、recommendations constitute a single message, yet the difference in their impact on the receiver’s behavior is immense. In fact, our research shows that a high-impact recommendation—from a trusted friend conveying a relev

18、ant message, for example—is up to 50 times more likely to trigger a purchase than is a low-impact recommendation.To assess the impact of these different kinds of recommendations, we developed a way to calculate what we c

19、all word-of-mouth equity. It represents the average sales impact of a brand message multiplied by the number of word-of-mouth messages. By looking at the impact—as well as the volume—of these messages, this metric lets a

20、 marketer accurately test their effect on sales and market share for brands, individual campaigns, and companies as a whole. That impact—in other words, the ability of any one word of-mouth recommendation or dissuasion t

21、o change behavior—reflects what is said, who says it, and where it is said. It also varies by product category.What’s said is the primary driver of word-of-mouth impact. Across most product categories, we found that the

22、content of a message must address important product or service features if it is to influence consumer decisions. In the mobile-phone category, for example, design is more important than battery life. In skin care, packa

23、ging and ingredients create more powerful word of mouth than do emotional messages about how a product makes people feel. Marketers tend to build campaigns around emotional positioning, yet we found that consumers actual

24、ly tend to talk—and generate buzz—about functional messages.The second critical driver is the identity of the person who sends a message: the word-of mouth receiver must trust the sender and believe that he or she really

25、 knows the product or service in question. Our research does not identify a homogenous group of consumers who are influential across categories: consumers who know cars might influence car buyers but not consumers shoppi

26、ng for beauty products. About 8 to 10 percent of consumers are what we call influentials , whose common factor is trust and competence. Influentials typically generate three times more word-of-mouth messages than noninfl

27、uentials do, and each message has four times more impact on a recipient’s purchasing decision. About 1 percent of these people are digital influentials—most notably, bloggers—with disproportionate power.Finally, the envi

28、ronment where word of mouth circulates is crucial to the power of messages. Typically, messages passed within tight, trusted networks have less reach but greater impact than those circulated through dispersed communities

29、—in part, because there’s usually a high correlation between people whose opinions we trust and the members of networks we most value. That’s why old-fashioned kitchen table recommendations and their online equivalents r