營銷分析外文文獻翻譯-其他專業-資料下載頁

【導讀】NedWelch?McKinseyQuarterly. everymarketer’stoolkit.

　　

【正文】 ting in media such as television and newspapers. Others are concerned that they can’t draw on extensive data or elaborate marketing tools finetuned over decades. For those unsure about actively managing word of mouth, consider this: the incremental gain from outperforming petitors with superior television ads, for example, is relatively small. That’s because all panies actively manage their traditional marketing activities and all have similar knowledge. With so few panies actively managing word of mouth—the most powerful form of marketing—the potential upside is exponentially greater. The starting point for managing word of mouth is understanding which dimensions of wordofmouth equity are most important to a product category: the who, the what, or the where. In skincare, for example, it’s the what。 in retail banks, the who. Wordofmouth equity analysis can detail the precise nature of a category’s influentials and pinpoint the highestimpact messages, contexts, and works. Equipped with these insights, panies can then work on generating 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 about providing customers with the opportunity to share positive experiences and making the story relatable and relevant to the audience. Some panies, such as Miele and Lego, build buzz around products before launch and work to have early, highly influential adopters by involving consumers in product development, supported by online munities. Consistently refreshing the product experience also helps harness experiential word of mouth—consumers 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 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 usergenerated content maintains positive word of mouth. Most panies actively use customer satisfaction insights when developing 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 he or she is likely to talk about. For instance, while battery life is a crucial driver of satisfaction for mobilehandset consumers, they talk about it less than other product features, such as design and usability. To turn consumers into an effective marketing vehicle, panies need to outperform on product and service attributes that have intrinsic wordofmouth potential. Managing consequential word of mouth involves using the insights provided by wordof mouth equity to maximize the return on marketing activities. By understanding the word of mouth effects of the range of channels and messages employed and allocating marketing activities accordingly, panies can equip consumers to spread marketing messages and drive their reach and impact. In fact, McKinsey research shows that marketinginduced consumertoconsumer word of mouth generates more than twice the sales of paid advertising 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 lowinnovation categories that often struggle to gain consumer attention. One example of a pany 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 television mercial 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 mercial, and create amateur versions of their own, triggering a torrent of YouTube imitations. Within three months of the advertisement’s appearance, the video had been viewed more than six million times online, yearonyear sales of Cadbury’s Dairy Milk chocolate had increased by more than 9 percent, and the brand’s positive perception among consumers had improved by about 20 percent. Intentional wordofmouth campaigns revolve around identifying influentials who bee brand and product advocates. Of course, panies can’t precisely control what consumers tell others. But ambitious marketers can use wordofmouth equity insights to shift from consequential to intentional campaigning. The type of campaign that panies choose to adopt depends on the degree to which marketers can find and target influentials. Marketers capable of undertaking onetoone marketing—such as mobilephone operators—are uniquely positioned to execute controlled and effective intentional wordofmouth 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 through their social works. As a message spreads, this approach generates an exponential wordof 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, can’t send text messages to specific cons