营销策略外文翻译衡量口碑营销的新方法其他专业

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1、外文文献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 elaborately conceived advertising campaigns, yet often what

2、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 through the noise quickly and effectively.Indeed, word o

3、f 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 more research, seek more opinions, and deliberate l

4、onger 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 on a one-to-many basis: product reviews are posted

5、 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 importance. But measuring and managing it is far

6、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 consumers decision to purchase. Understanding how an

7、d 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 become loyal to.A consumer-driven worldThe sheer vo

8、lume 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 and increasingly prefer to make purchasing decisi

9、ons 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 consideration set of brands formed through product experie

10、nce, 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 their next purchasing decision. While word of mouth h

11、as 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 consider a brand or product in a way that incremental ad

12、vertising 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 dramatically increased the potential for significant

13、 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 two-year period, all other things being equal. T

14、his 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 forms of word of mouth that marketers should understa

15、nd: 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 consumers direct experience with a product or service, la

16、rgely 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 affects brand sentiment and, ultimately, equity,

17、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 trigger word of mouth. The most common is what we ca

18、ll 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 advertisements, because marketing campaigns that

19、 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 investments.IntentionalA less common form of word

20、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 many marketers are unsure if they can successfull

21、y 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 the number of recommendations and dissuasions fo

22、r 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 significantly more likely to buy a product as a result of a r

23、ecommendation made by a family member than by a stranger.These two kinds of recommendations constitute a single message, yet the difference in their impact on the receivers behavior is immense. In fact, our research shows that a high-impact recommendationfrom a trusted friend conveying a relevant me

24、ssage, for exampleis 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 call word-of-mouth equity. It represents the average sales impact of a brand message mul

25、tiplied by the number of word-of-mouth messages. By looking at the impactas well as the volumeof these messages, this metric lets a marketer accurately test their effect on sales and market share for brands, individual campaigns, and companies as a whole. That impactin other words, the ability of an

26、y one word of-mouth recommendation or dissuasion to change behaviorreflects what is said, who says it, and where it is said. It also varies by product category.Whats said is the primary driver of word-of-mouth impact. Across most product categories, we found that the content of a message must addres

27、s 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, packaging and ingredients create more powerful word of mouth than do emotional messages about how a product makes peo

28、ple feel. Marketers tend to build campaigns around emotional positioning, yet we found that consumers actually tend to talkand generate buzzabout 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 bel

29、ieve that he or she really 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 shopping for beauty products. About 8 to 10 percent of consu

30、mers are what we call influentials , whose common factor is trust and competence. Influentials typically generate three times more word-of-mouth messages than noninfluentials do, and each message has four times more impact on a recipients purchasing decision. About 1 percent of these people are digi

31、tal influentialsmost notably, bloggerswith disproportionate power.Finally, the environment 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 communit

32、iesin part, because theres usually a high correlation between people whose opinions we trust and the members of networks we most value. Thats why old-fashioned kitchen table recommendations and their online equivalents remain so important. After all, a person with 300 friends on Facebook may happily

33、 ignore the advice of 290 of them. Its the small, close-knit network of trusted friends that has the real influence.Word-of-mouth equity empowers companies by allowing them to understand word of mouths relative impact on brand and product performance. While marketers have always known that the impac

34、t can be significant, they may be surprised to learn just how powerful it really is. When Apples iPhone was launched in Germany, for example, its share of word-of-mouth volume in the mobile-phone categoryor how many consumers were talking about itwas about 10 percent, or a third less than that of th

35、e market leader. Yet the iPhone had launched in other countries, and the buzz accompanying those messages in Germany was about five times more powerful than average. This meant the iPhones word of- mouth equity score was 30 percent higher than that of the market leader, with three times more influen

36、tials recommending the iPhone over leading handsets. As a result, sales directly attributable to the positive word of mouth surrounding the iPhone outstripped those attributable to Apples paid marketing six-fold.Within 24 months of launch, the iPhone was selling almost one million units a year in Ge

37、rmany.The flexibility of word-of-mouth equity allows us to gauge the word-of-mouth impact of companies, products, and brands regardless of the category or industry. And because it measures performance rather than the sheer volume of messages, it can be used to identify whats drivingand hurtingword-o

38、f-mouth impact. Both insights are critical if marketers are to convert knowledge into power.Harnessing word of mouthThe rewards of pursuing excellence in word-of-mouth marketing are huge, and it can deliver a sustainable and significant competitive edge few other marketing approaches can match. Yet

39、many marketers avoid it. Some worry that it remains immature as a marketing discipline compared with the highly sophisticated management of marketing in media such as television and newspapers. Others are concerned that they cant draw on extensive data or elaborate marketing tools fine-tuned over de

40、cades. For those unsure about actively managing word of mouth, consider this: the incremental gain from outperforming competitors with superior television ads, for example, is relatively small. Thats because all companies actively manage their traditional marketing activities and all have similar kn

41、owledge. With so few companies actively managing word of mouththe most powerful form of marketingthe potential upside is exponentially greater.The starting point for managing word of mouth is understanding which dimensions of word-of-mouth equity are most important to a product category: the who, th

42、e what, or the where. In skincare, for example, its the what; in retail banks, the who. Word-of-mouth equity analysis can detail the precise nature of a categorys influentials and pinpoint the highest-impact messages, contexts, and networks. Equipped with these insights, companies can then work on g

43、enerating positive word of mouth, using the three forms we identified: experiential, consequential, and intentional.Although the importance of these triggers varies category by category, experiential sources are the most important across them. Harnessing experiential word of mouth is fundamentally a

44、bout providing customers with the opportunity to share positive experiences and making the story relatable and relevant to the audience. Some companies, such as Miele and Lego, build buzz around products before launch and work to have early, highly influential adopters by involving consumers in prod

45、uct development, supported by online communities. Consistently refreshing the product experience also helps harness experiential word of mouthconsumers are more likely to talk about a product early in its life cycle, which is why product launches or enhancements are so crucial to generating positive

46、 word of mouth. Buzz also can be sustained after launch: Apple has maintained interest in and excitement about the iPhone via its apps store, as constantly evolving and user-generated content maintains positive word of mouth.Most companies actively use customer satisfaction insights when developing

47、new products and services. Yet a satisfied customer base may not be enough to create buzz. To create positive word of mouth that actually has impact, the customer experience must not only deviate significantly from expectations but also deviate on the dimensions that matter to the customer and that

48、he or she is likely to talk about. For instance, while battery life is a crucial driver of satisfaction for mobile-handset consumers, they talk about it less than other product features, such as design and usability. To turn consumers into an effective marketing vehicle, companies need to outperform

49、 on product and service attributes that have intrinsic word-of-mouth potential.Managing consequential word of mouth involves using the insights provided by word-of mouth equity to maximize the return on marketing activities. By understanding the word of- mouth effects of the range of channels and me

50、ssages employed and allocating marketing activities accordingly, companies can equip consumers to spread marketing messages and drive their reach and impact. In fact, McKinsey research shows that marketing-induced consumer-to-consumer word of mouth generates more than twice the sales of paid adverti

51、sing in categories as diverse as skincare and mobile phones.Two things supercharge the creation of positive consequential word of mouth: interactivity and creativity. They are interrelated, and particularly important for brands in relatively low-innovation categories that often struggle to gain cons

52、umer attention. One example of a company successfully harnessing this power is the UK confectioner Cadbury, whose “Glass and a Half Full” advertising campaign used creative, thoughtful, and integrated online and traditional marketing to spur consumer interaction and sales.The campaign began with a t

53、elevision commercial featuring a gorilla playing drums to an iconic Phil Collins song. The bizarre juxtaposition was an immediate hit. The concept so engaged consumers that they were willing to go online, view the commercial, and create amateur versions of their own, triggering a torrent of YouTube

54、imitations. Within three months of the advertisements appearance, the video had been viewed more than six million times online, year-on-year sales of Cadburys Dairy Milk chocolate had increased by more than 9 percent, and the brands positive perception among consumers had improved by about 20 percen

55、t.Intentional word-of-mouth campaigns revolve around identifying influentials who become brand and product advocates. Of course, companies cant precisely control what consumers tell others. But ambitious marketers can use word-of-mouth equity insights to shift from consequential to intentional campa

56、igning.The type of campaign that companies choose to adopt depends on the degree to which marketers can find and target influentials. Marketers capable of undertaking one-to-one marketingsuch as mobile-phone operatorsare uniquely positioned to execute controlled and effective intentional word-of-mou

57、th campaigns. Mobile carriers have granular customer data that can precisely locate influentials who know the category, talk to many people, and provide them with trusted opinions. That means messages can be directed at specific individuals who are most likely to spread positive word of mouth throug

58、h their social networks. As a message spreads, this approach generates an exponential word-of mouth impact, similar to the ripple effect when a pebble is dropped in a pond.Companies unable to target influentials precisely must take a different approach. While Red Bull, for example, cant send text me

59、ssages to specific consumers, it has successfully deployed science to orchestrate effective intentional word-of-mouth campaigns. After identifying influentials among its different target segments, the energy-drink company ensures that celebrities and other opinion makers seed the right messages amon

60、g consumers, often through events. While it cant be sure who will attend, Red Bull knows that those who do will be the kinds of consumers it seeksand that the positive messages they will relay across their own social networks can generate a superior return for its marketing investment.Marketers have

61、 always been aware of the effect of word of mouth, and there is clearly an art to effective word-of-mouth campaigning. Yet the science behind word-of-mouth equity helps reveal how to hone and deploy that art: it shows which messages consumers are likely to pass on and the impact of those messages, a

62、llowing marketers to estimate the tangible effect word of mouth has on brand equity and sales. These insights are essential for companies that want to harness the potential of word of mouth and to realize higher returns on their marketing investments.衡量口碑营销的新方法了解口碑口碑无疑颇为复杂，并拥有多种可能的根源和动机，而我们则确定了营销者应该

63、了解的三种形式的口碑：经验性口碑、继发性口碑，以及有意识口碑。经验性口碑经验性口碑是最常见、最有力的形式，通常在任何给定的产品类别中都占到口碑活动的50%80%。它来源于消费者对某种产品或服务的直接经验，在很大程度上是在经验偏离消费者的预期时所产生的。（当产品或服务符合消费者的预期时，他们很少会投诉或表扬某一企业。）航空公司丢失行李引起的投诉，是经验性口碑的典型例子，它会对品牌感受产生不利影响，并最终影响品牌价值，从而降低受众对传统营销活动的接受程度，并有损出自其他来源的正面口碑的效果。反过来，正面的口碑则会让产品或服务顺风满帆。继发性口碑营销活动也会引发口碑传播。最常见的就是我们所称的继发性

64、口碑：当消费者直接感受传统的营销活动传递给他们的信息或所宣传的品牌时形成的口碑。这些消息对消费者的影响通常比广告的直接影响更强，因为引发正面口碑传播的营销活动的覆盖范围以及影响力相对来说都会更大。营销者在决定何种信息及媒体组合能够产生最大的投资回报时，需要考虑口碑的直接效应以及传递效应。有意识口碑不像前两种口碑形式那么常见的另一种口碑是有意识口碑例如，营销者可以利用名人代言来为产品发布上市营造正面的气氛。对制造有意识口碑进行投资的企业是少数，部分原因在于，其效果难以衡量，许多营销商不能确信，他们能否成功地开展有意识口碑的推广活动。对于这三种形式的口碑，营销商都需要以适当的方式从正反两个方面了解

65、和衡量其影响和财务结果。口碑价值计算价值始于对某一产品的推荐及劝阻次数进行计数。这种方法有一定的吸引力并且比较简单，但是也存在一大挑战：营销商难以解释说明不同种类的口碑信息的影响可变性。显然，对于消费者来说，由于家人的推荐而购买某产品的可能性要显著高于陌生人的推荐。这两种推荐可以传达同样的信息，而它们对接收者的影响却不可同日而语。事实上，我们的研究表明，影响力高的推荐（例如，来自于所信任的朋友传达的相关信息）导致购买行为的可能性，是低影响力推荐的50倍。为了评估这些不同种类的推荐的影响，我们开发了一种方法来计算我们所说的口碑价值，它用一条品牌信息的平均销售影响力来乘以品牌信息的数量。这个指标既考查这些信息的影响力，也考查其总量，可以让营销者准确地测试这些信息对品牌、单项推广活动以及整个企业的销售和市场份额的影响。这种影响（也就是任何口头推荐或劝阻能够改变购买行为的能力）反映了信息所涉及的内容、何人传递的信息、以及在何地所说。这种影响会因产品类别而异。信息所传递的内容是口碑产生影响力的首要推动因素。我们都发现，在多数产品类别中，如果要影响消费者的决策，信息的内容必须针对产品或服务的重要特性和功能。例如，在 类产品中，设计比电池寿命更重要。在皮肤护理产品中，关于包装和成份构成的口碑比有关产品为人们带来的感觉这类情感信息更有影响力。营销商往往围绕情感定