2007年3月29日星期四
时间管理的40项准则发布时间[转载]
时间管理的40项准则发布时间：2007-03-29 07:00
“不善于支配时间的人，经常都感到时间不够用”。这一句话具有相当的真实性。但是，怎么样才能善用时间呢?这是过去十几年来时间管理专家所试图解答的一个问题。底下的一份自我测验表总共搜集了四十道题目。所有这一些题目的正面答复皆表示时间管理专家所倡议的“有效的时间管理准则”，至于它们的反面答复则表示时间管理专家所力图劝阻的行为。希望管理者至少每隔六个月即根据这份测验表进行一次自我检讨与自我改进。
1.我是否用尽面订下一套明确的远期、中期、与近期目标?
2.对于下星期所想从事的工作我是否已有清晰的概念?
3.在一个工作日开始之前，我是否已编妥该工作日之工作次序?
4.我是否以事实之重要性而非以其紧迫性作为编排行事优先次序的依据?
5.我是否把注意力集中于目标而非集中于程序，又是否以绩效而非以活动量作为自我考核之依据?
6.我是否在于富于效率的时间内做重要的事?
7.我今天会否为达成远期、中期、或近期目标做过某些事?
8.我是否每天都保留少量的时间做计划，并思考与我的工作有关的问题?
9.我是否善用上下班的时间?
10.我是否故意减少中午的食量，以免在下午打瞌睡?
11.我是否对自己的作息时间做松驰的安排，以令自己拥有时间应付突发的危机及意外事件?
12.我是否尽量将工作授权他人处理?
13.我是否将具挑战性的工作以及具例行性的工作都授权他人处理?
14.我是否根据“权责相称”之原则从事授权?
15.我是否一意遏止部属对他们感到困难或不耐烦的工作进行“反授权”?
16.我是否有效地利用部属之协助以令自己对时间获致较佳之掌握，而同时避免令自己成为浪费部属时间的瓶颈?
17.我是否采取某些步骤以防止一些无用的资料及刊物摆置在我的办公桌上并占用我的时间?
18.当我有所选择时，我是否尝试以电话或亲身到访的形式去处理事情，而只有在无可避免的情况下才利用书面的形式沟通?
19.除了在例外情况下，我是否尝试在下班后把工作置之不理?
20.倘若有需要加班，而且可自由选择加班时间，我是否宁可提早上班而不延迟下班?
21.我是否迫使自己迅速地作出一些微小的决策?
22.我是否在获致关键性资料的第一时间即从事决策之制定?
23.对对循环性的危机，我是否经常保持警觉，并采取遏止之行动?
24.我是否经常为自己及他人定下工作的完成时限?
25.最近我会否终止任何毫无益处的经常性工作或例行性活动?
26.我是否在口袋中或手提包中，携带一些物件，以偶然 空余时间(如在排队时，在等候室中、在火车上，或在飞机上)取出处理?
27.当我面对许多需要解决的问题时，我是否应用(80/20原理”(即指只掌握20%的重要问题，而不受80%的不重要的问题所羁绊)以对付之?
28.我是否真正能够控制自己的时间?我的行动是否取决于自己，非取决于环境，或他人之优先次序?
29.我是否试图对每一种文件只作一次的处理?
30.我是否积极地设法避免常见的干扰(如访客、会议、电话等)之持续妨碍我每天的工作?
31.我是否尝试面对现实，思考现在需要做的事情，而非缅怀过去之成败或担心未来之一切?
32.我是否将时间的货币价值铭记于心中?
33.我是否腾出一些时间为部属提供训练?
34.我是否尽量将电话集中在一起?在打电话之前是否先准备好有关的资料?
35.我是否拥有一套处置各类文件的系统?
36.我是否有时采取“门户封闭”政策以免工作受到他人之干扰?
37.在一天工作完了时我是否自问：那些工作无法按原定计划进行?无法按原定计划进行的原因何在?以后如何补救?
38.在我筹备会议之前，我是否先探寻取代会议的各种可行途径?
39.开会时我是否讲求技巧以增进会议的效率与效能?
40.我是否定期检视自己的时间支配方式以确定有无重蹈以往的各种时间陷阱?
来源：《世界商业评论》
“不善于支配时间的人，经常都感到时间不够用”。这一句话具有相当的真实性。但是，怎么样才能善用时间呢?这是过去十几年来时间管理专家所试图解答的一个问题。底下的一份自我测验表总共搜集了四十道题目。所有这一些题目的正面答复皆表示时间管理专家所倡议的“有效的时间管理准则”，至于它们的反面答复则表示时间管理专家所力图劝阻的行为。希望管理者至少每隔六个月即根据这份测验表进行一次自我检讨与自我改进。
1.我是否用尽面订下一套明确的远期、中期、与近期目标?
2.对于下星期所想从事的工作我是否已有清晰的概念?
3.在一个工作日开始之前，我是否已编妥该工作日之工作次序?
4.我是否以事实之重要性而非以其紧迫性作为编排行事优先次序的依据?
5.我是否把注意力集中于目标而非集中于程序，又是否以绩效而非以活动量作为自我考核之依据?
6.我是否在于富于效率的时间内做重要的事?
7.我今天会否为达成远期、中期、或近期目标做过某些事?
8.我是否每天都保留少量的时间做计划，并思考与我的工作有关的问题?
9.我是否善用上下班的时间?
10.我是否故意减少中午的食量，以免在下午打瞌睡?
11.我是否对自己的作息时间做松驰的安排，以令自己拥有时间应付突发的危机及意外事件?
12.我是否尽量将工作授权他人处理?
13.我是否将具挑战性的工作以及具例行性的工作都授权他人处理?
14.我是否根据“权责相称”之原则从事授权?
15.我是否一意遏止部属对他们感到困难或不耐烦的工作进行“反授权”?
16.我是否有效地利用部属之协助以令自己对时间获致较佳之掌握，而同时避免令自己成为浪费部属时间的瓶颈?
17.我是否采取某些步骤以防止一些无用的资料及刊物摆置在我的办公桌上并占用我的时间?
18.当我有所选择时，我是否尝试以电话或亲身到访的形式去处理事情，而只有在无可避免的情况下才利用书面的形式沟通?
19.除了在例外情况下，我是否尝试在下班后把工作置之不理?
20.倘若有需要加班，而且可自由选择加班时间，我是否宁可提早上班而不延迟下班?
21.我是否迫使自己迅速地作出一些微小的决策?
22.我是否在获致关键性资料的第一时间即从事决策之制定?
23.对对循环性的危机，我是否经常保持警觉，并采取遏止之行动?
24.我是否经常为自己及他人定下工作的完成时限?
25.最近我会否终止任何毫无益处的经常性工作或例行性活动?
26.我是否在口袋中或手提包中，携带一些物件，以偶然 空余时间(如在排队时，在等候室中、在火车上，或在飞机上)取出处理?
27.当我面对许多需要解决的问题时，我是否应用(80/20原理”(即指只掌握20%的重要问题，而不受80%的不重要的问题所羁绊)以对付之?
28.我是否真正能够控制自己的时间?我的行动是否取决于自己，非取决于环境，或他人之优先次序?
29.我是否试图对每一种文件只作一次的处理?
30.我是否积极地设法避免常见的干扰(如访客、会议、电话等)之持续妨碍我每天的工作?
31.我是否尝试面对现实，思考现在需要做的事情，而非缅怀过去之成败或担心未来之一切?
32.我是否将时间的货币价值铭记于心中?
33.我是否腾出一些时间为部属提供训练?
34.我是否尽量将电话集中在一起?在打电话之前是否先准备好有关的资料?
35.我是否拥有一套处置各类文件的系统?
36.我是否有时采取“门户封闭”政策以免工作受到他人之干扰?
37.在一天工作完了时我是否自问：那些工作无法按原定计划进行?无法按原定计划进行的原因何在?以后如何补救?
38.在我筹备会议之前，我是否先探寻取代会议的各种可行途径?
39.开会时我是否讲求技巧以增进会议的效率与效能?
40.我是否定期检视自己的时间支配方式以确定有无重蹈以往的各种时间陷阱?
来源：《世界商业评论》
20070329
Dear andyliuteacher,
I was catching up on some email and I opened
one from a long time reader of my blog and I wanted
to share with you a very interesting point he made in
his email.
"Hello Brian,
I am a big fan of your articles. The level of deepness
in them and the simplicity of their logic is amazing.
The writing style it's just another thing that adds to
the whole, and it's very obvious that you have a great
experience and an absolute trust in what you preach.
I read all your posts, and although I applied them
(or a large majority) until now naturally, without realizing
that I am doing so (I guess I'm one of the lucky ones),
seeing the principles put on a paper and explained in
such a manner adds a higher level of comprehension
and determination to my journey. There are also a
lot of things that I didn't know (how I wish I had read
the post about getting a job after college some years ago)
and it's always something new, something to learn
although the basis it's the same.
I began to read the book "Think and Grow Rich" which I
saw you admire so much. I am happy to say that I discovered
the secret, or at least that's I feel. It happened exactly
how you and Mr. Napoleon Hill said: it just popped out
from the monitor, I could effectively see it spawning
from the book. The moment I had the revelation was a
great moment, I felt effectively overwhelmed by it, and
all pieces from the book, your articles and my experience
suddenly fit together naturally, simply and (I don't have a word here :)) ).
In a way, it changed my life, I can see things all different
now, but ironically, at the same time, it didn't change my
life. All of it was already there, things were already done
the right way (again, I think I'm one of the lucky ones :) ).
And I think that discovering the secret by yourself it's the
only proper way of doing this, I think that telling it to someone
doesn't do anything than minimalizing its importance and
its effect.
Now I look at people around me. I have a strange feeling,
not of superiority, but understanding. And I am trying to
help them and I advice everyone to read your post. I really
hope that I don't act like I'm some brainwashed sectant or
something who thinks that he knows the real truth, but
now I started to feel good with myself and it's the first time
in my life when I don't envy people around me anymore. This
envy was my highest problem, and I hated myself for being
envious of others, especially my friends. It's a huge waste of
energy this envy.
Thanks again for your articles and light you bring in people lives."
First off, I want to thank him again for the email and for the
kind words. I'm glad he was able to benefit from my articles and
I was also glad he had that life changing moment when
he discovered what the Hidden Secret in "Think and Grow Rich" was.
I also want to bring up a good point he mentioned regarding
how discovering the Hidden Secret in "Think and Grow Rich"
by yourself is the only proper way to do it and that telling it
to someone doesn't do anything but minimalize its importance
and effect.
When I first discovered the Hidden Secret in "Think and Grow Rich",
I thought about whether or not to write about it for a couple of
days because I shared the same feelings as he did. I thought
that discovering it yourself was the proper way to do it.
But then I asked other readers of "Think and Grow Rich" what
they thought the Hidden Secret was and a large portion of them
had no clue whatsoever and some didn't even realize that Napoleon
Hill mentioned that there was a Hidden Secret in his book!
I then figured if I were to write about the Hidden Secret, I would
make damn sure that I would be able to explain it clearly enough
so that it would have the same kind of effect as it had with that
reader who emailed me:
"a "life changing, overwhelming, everything fit together naturally
and simply" experience if you will.
And that's how powerful the Hidden Secret is because it unlocks
and shows you the natural process of goal achievement that's within
ALL of us. We've all applied the Hidden Secret in "Think and Grow Rich'
to achieve our goals without even knowing it. In fact, another reader
from Romania emailed me saying that he used the Hidden Secret in
"Think and Grow Rich" to buy the exact car he wanted without even
realizing it!
If you know what the Hidden Secret is, it's as if you know the combination
to the safe that holds the power to achieve the goals you desire.
You can open up that safe to harness that power anytime you want.
I'm sharing this with you today because I think this feeling you
get when you discover the Hidden Secret - that "life changing,
overwhelming, everything fits together, eye opening moment",
I think it's something all of us should experience and that's why
I decided to write the book and share it with the world.
To the inevitable achievement of all your hopes and dreams,
Brian Kim
P.S. If you haven't yet picked up your copy, you can read about
the Hidden Secret in "Think and Grow Rich" by clicking the link below.
http://www.briankim.net/hiddensecret.php
18653 Ventura Blvd #542 Tarzana, CA 91356
To unsubscribe or change subscriber options visit:http://www.aweber.com/z/r/?zIysjOyMtMwc7MzM7Ozs
I was catching up on some email and I opened
one from a long time reader of my blog and I wanted
to share with you a very interesting point he made in
his email.
"Hello Brian,
I am a big fan of your articles. The level of deepness
in them and the simplicity of their logic is amazing.
The writing style it's just another thing that adds to
the whole, and it's very obvious that you have a great
experience and an absolute trust in what you preach.
I read all your posts, and although I applied them
(or a large majority) until now naturally, without realizing
that I am doing so (I guess I'm one of the lucky ones),
seeing the principles put on a paper and explained in
such a manner adds a higher level of comprehension
and determination to my journey. There are also a
lot of things that I didn't know (how I wish I had read
the post about getting a job after college some years ago)
and it's always something new, something to learn
although the basis it's the same.
I began to read the book "Think and Grow Rich" which I
saw you admire so much. I am happy to say that I discovered
the secret, or at least that's I feel. It happened exactly
how you and Mr. Napoleon Hill said: it just popped out
from the monitor, I could effectively see it spawning
from the book. The moment I had the revelation was a
great moment, I felt effectively overwhelmed by it, and
all pieces from the book, your articles and my experience
suddenly fit together naturally, simply and (I don't have a word here :)) ).
In a way, it changed my life, I can see things all different
now, but ironically, at the same time, it didn't change my
life. All of it was already there, things were already done
the right way (again, I think I'm one of the lucky ones :) ).
And I think that discovering the secret by yourself it's the
only proper way of doing this, I think that telling it to someone
doesn't do anything than minimalizing its importance and
its effect.
Now I look at people around me. I have a strange feeling,
not of superiority, but understanding. And I am trying to
help them and I advice everyone to read your post. I really
hope that I don't act like I'm some brainwashed sectant or
something who thinks that he knows the real truth, but
now I started to feel good with myself and it's the first time
in my life when I don't envy people around me anymore. This
envy was my highest problem, and I hated myself for being
envious of others, especially my friends. It's a huge waste of
energy this envy.
Thanks again for your articles and light you bring in people lives."
First off, I want to thank him again for the email and for the
kind words. I'm glad he was able to benefit from my articles and
I was also glad he had that life changing moment when
he discovered what the Hidden Secret in "Think and Grow Rich" was.
I also want to bring up a good point he mentioned regarding
how discovering the Hidden Secret in "Think and Grow Rich"
by yourself is the only proper way to do it and that telling it
to someone doesn't do anything but minimalize its importance
and effect.
When I first discovered the Hidden Secret in "Think and Grow Rich",
I thought about whether or not to write about it for a couple of
days because I shared the same feelings as he did. I thought
that discovering it yourself was the proper way to do it.
But then I asked other readers of "Think and Grow Rich" what
they thought the Hidden Secret was and a large portion of them
had no clue whatsoever and some didn't even realize that Napoleon
Hill mentioned that there was a Hidden Secret in his book!
I then figured if I were to write about the Hidden Secret, I would
make damn sure that I would be able to explain it clearly enough
so that it would have the same kind of effect as it had with that
reader who emailed me:
"a "life changing, overwhelming, everything fit together naturally
and simply" experience if you will.
And that's how powerful the Hidden Secret is because it unlocks
and shows you the natural process of goal achievement that's within
ALL of us. We've all applied the Hidden Secret in "Think and Grow Rich'
to achieve our goals without even knowing it. In fact, another reader
from Romania emailed me saying that he used the Hidden Secret in
"Think and Grow Rich" to buy the exact car he wanted without even
realizing it!
If you know what the Hidden Secret is, it's as if you know the combination
to the safe that holds the power to achieve the goals you desire.
You can open up that safe to harness that power anytime you want.
I'm sharing this with you today because I think this feeling you
get when you discover the Hidden Secret - that "life changing,
overwhelming, everything fits together, eye opening moment",
I think it's something all of us should experience and that's why
I decided to write the book and share it with the world.
To the inevitable achievement of all your hopes and dreams,
Brian Kim
P.S. If you haven't yet picked up your copy, you can read about
the Hidden Secret in "Think and Grow Rich" by clicking the link below.
http://www.briankim.net/hiddensecret.php
18653 Ventura Blvd #542 Tarzana, CA 91356
To unsubscribe or change subscriber options visit:http://www.aweber.com/z/r/?zIysjOyMtMwc7MzM7Ozs
演讲者简介及摘要数据库营销相关[转载]
演讲者简介及摘要
Speakers and Abstracts
(According to the order of presentation)
Russell S. Winer
Russell S. Winer is the Deputy Dean and William Joyce Professor of Marketing at the Stern School of Business, New York University. He received a B.A. in Economics from Union College and an M.S. and Ph.D. in Industrial Administration from Carnegie Mellon University. He has been on the faculties of Columbia and Vanderbilt universities and, most recently, the University of California at Berkeley. Professor Winer has been a visiting faculty member at M.I.T., Stanford University, New York University, Cranfield School of Management (U.K.), the Helsinki School of Economics, the University of Tokyo, and École Nationale des Ponts et Chausées. He has written three books, Marketing Management, Analysis for Marketing Planning and Product Management, and a research monograph, Pricing. He has authored over 60 papers in marketing on a variety of topics including consumer choice, marketing research methodology, marketing planning, advertising, and pricing. Professor Winer is the current editor of the Journal of Marketing Research, the past co-editor of Journal of Interactive Marketing, and is on the editorial boards of the Journal of Marketing and Marketing Science. He has participated in executive education programs around the world and is currently an advisor to a number of startup companies.
Integrating Choice Modeling and Behavioral Research
(消费者选择建模与行为研究的整合)
Abstract
Empirical marketing scientists and consumer behavior researchers tend to work independently of each other. In the area of choice modeling, the former generally utilize statistical or econometric techniques to analyze secondary data such as scanner panel data to better understand how marketing variables such as advertising, promotion, and price affect brand choice or market demand. Consumer behavior researchers conduct experimental studies to better understand how consumers behave under different controlled conditions. In this talk, I will argue that there is much to be gained by integrating consumer behavior concepts into brand choice models. First, it is possible to test theories of consumer behavior using choice models. Second, these models incorporating behavioral theories have greater external validity than studies done in the laboratory. I will provide several examples from my own research illustrating this philosophy.
Gerry Gorn
Gerald J. Gorn is Chair Professor of Marketing, Hong Kong University of Science and Technology. He received his Phd from Pennsylvania State University and his MSc from the London School of Economics. His research, largely supported by grants from the Hong Kong and Canadian governments has been published in marketing, health, and psychology journals, including The Journal of Marketing Research, The Journal of Consumer Research, The Journal of Marketing, Management Science, The Journal of Consumer Psychology, and The American Journal of Public Health. His editorial board memberships include the Journal of Consumer Research, Journal of Consumer Psychology and Marketing Letters. His primary research interest is in consumer behavior and the factors that influence it.
A Baby-Faced or Mature-Faced CEO: Which Is More Effective In Building Credibility with Consumers in a Product Crisis?
(哪种CEO—儿童脸面、成熟脸面在产品危机时能更有效的与消费者建立信任？)
Abstract
Impression formation is influenced by both non-verbal and verbal cues. Non-verbal cues sometimes increase the accuracy of impressions and sometimes bias them. If these cues are the physical characteristics of the person they tend to do the latter. Here we look at one such physical characteristic, the person’s facial structure. Specifically, we examine the consequences of a male CEO having a baby face vs. a mature face and examine its effects on a variety of judgments. Three experiments are conducted all involving a product crisis. In all three the babyfacedness of a CEO is manipulated. The first experiment is done in a situation which focuses on the need for honesty in a CEO. The results support a babyfaced CEO having greater credibility than a maturefaced one. It also shows that a babyfaced CEO produces more favorable company attitudes. In the second experiment using the same scenario as in the first one, priming counter to the stereotype of a babyfaced person being honest and innocent eliminates the babyface effect. In the third experiment two different scenarios are created: 1) a scenario where the honesty of a new CEO is of most importance; this scenario is a variation on the one used in the first experiment and 2) a scenario where his not being naïve is of most importance. With the former scenario, subjects respond more favorably to a babyfaced CEO. The reverse is true with the second scenario. The results of the three experiments are discussed with variables related to potential underlying processes empirically examined.
Alfred A. Kuehn
Dr. Kuehn, CEO/Founder of Management Science Associates, Inc., enrolled at CMU/GSIA, aka Tepper Business School, to learn how to manage research. Professor Herbert Simon, future Nobel Laureate in Economics, led him to apply and transfer his knowledge of chemical process dynamics to marketing processes in a thesis, “The Dynamics of Consumer Behavior & Its Implications for Marketing Management,” that shifted his career significantly toward marketing.
Kuehn funded his R&D by meshing it with consulting, computers & behavior models to predict results for Market/Management Science Associates’ clients. Its R&D created Carnegie Tech Management Game’s marketing function, used world-wide for 30+ years. It also provided content for advanced marketing, policy and courses in strategy at GSIA/Tepper, and in 3-week MSA Programs for Executives across Europe (1967-72) that always brought together faculty from at least four leading business schools.
Kuehn used CMU’s computer to model dynamic processes and develop capabilities to respond to changes in underlying processes. While Head of the GSIA’s marketing program, in 1966 he formed an Economics & Behavioral Science Section for the CMU Transportation Research Institute (TRI), attracting US Dept of Transportation funding for marketing-related R&D. In 1969, to spend less time on administration, Kuehn left GSIA/TRI. CMU’s GSIA/Tepper refers to MSA as its first spin-off firm.
Simon required GSIA Economics PhD students in the 1960s to study marketing with Kuehn, and the Ford Foundation funded 150+ marketing faculty to attend 3-week quantitative R&D programs with Kuehn. Many of them became full professors at leading universities. Kuehn’s publications deal with market analysis, management science, advertising and promotion effects, simulations of consumer behavior and competitive markets, and use of computers in business, education and research.
Dr. Kuehn was Professor of Industrial Administration at GSIA/CMU (1965-69), head of Marketing (1961-69) and taught Economics, Marketing and Business Policy at GSIA/CMU from 1954-69 while also lecturing in the US, Europe & Canada. His ARF Michael Naples Research Industry Leadership Award” (2000), recognized his innovations and international leadership in marketing and advertising research and technology, noting that many marketing, advertising and media research leaders began their career as Dr. Kuehn’s students, employees or clients.
APPLICATION OF MARKET SCIENCE AND TECHNOLOGY
市场科学和技术的各种应用
Abstract
Management Science Associates, Inc. (MSA) was incorporated as Market Science Associates, Inc. in 1963. “Management” replaced the “Market” narrower business term in 1967, but MSA Market Science Associates has continued as an MSA subsidiary as most of MSA’s R&D involves marketing and media.
MSA’s focus has always been upon integrating and analysing data rather than its collection. Innovation in market science, however, must collect new data and develop new metrics, so MSA pursues that with both global and local market research firms. All models have not proven to be adaptable to all cultures.
Forecasting Brand Choice and Purchasing Behavior – Studying sequences of consumer purchases enables us to predict probabilities of consumers purchasing different brands, and to relate deviations in “outcomes” to those predictions and marketing events. Probabilities, which sum to 1.0, reflect likelihood of a consumer buying each brand, and in matrix form can show shifts in a consumer’s orientation to buy individual brands over time, providing the greater analytic potential of such a metric versus commonly used classifications to describe consumers’ brand preference structures: loyal, low price, etc. Research of this type can be done with survey, consumer diary panel, and/ot electronic point-of-sale data.
Survey, Diary and Electronic Point of Sale Information – Until 27 years ago there was no electronic POS data, so our focus was on maximizing value of surveys, diary panel data, warehouse withdrawal data and other market information. MSA had a major effect on R&D practices beginning in the 1970s by predicting Nielsen brand shares a month before Nielsen published them. To this day, faster access to information, in greater detail, for analyses has led to improved forecasts and greater understanding and value of knowledge about the effects of pricing and promotion strategies. Access to detailed data is very valuable in being able to improve the accuracy, validity and value of market insights from sophisticated analyses.
Planning & Managing Product Introductions – New product market simulations began in the 1980s. MSA’s Market ImpactTM service, provided independent of fieldwork, enables MSA clients to have the freedom of choosing how they collect data or to subcontract for data collection. MSA assists the data collectors to assure that proper controls are in place to collect the data that are required. BASES, the firm reporting the largest revenue for such services, collects all of the field data that it uses in analyses, and data collection costs are often the major cost of its services. MSA provides its services directly to end users, or in conjunction with local and global full service market research firms.
Marketing Drivers and Brand Competition - Understanding and measuring the impact of the factors influencing buying behavior, which in turn impact the ROI of marketing programs, has been using more sophisticated technology in the U.S. A relatively new, successful technology that offers a metric for both comparing the strength of marketing drivers and determining the degree of competition between brands will be discussed in this presentation.
Z. John Zhang (张忠)
Z. John Zhang is Associate Professor of Marketing at the Wharton School, University of Pennsylvania. Professor Zhang's research focuses on targeted pricing and other pricing strategies, competitive strategies, market entry and channel and retail management. Recent work probed the complex, unintended pitfalls of targeted pricing - the process of targeting a competitor's customers with lower prices - in the fast-moving Internet age. Zhang's research suggested that while this approach isn't for every business, it can be an effective tool under the right circumstances. Zhang also provided guidelines to help companies understand when targeted pricing might play an effective role in their marketing strategy.
Professor Zhang's research has been published in top-tier academic journals including Marketing Science, Management Science and the Journal of Marketing Research. He also serves as Area Editor for Marketing Science and Quantitative Marketing and Economics, and on the Editorial Board for the Journal of Marketing, and the Journal of Interactive Marketing and has won numerous academic and teaching awards.
Professor Zhang currently teaches Marketing Management to Executive MBA students, and Pricing Strategies to undergraduate and MBA. He also teaches pricing strategies to executives in China in Chinese.
Professor Zhang received a PhD and MA in economics from the University of Michigan, a PhD and MA in History and Sociology of Science and Technology from the University of Pennsylvania, and a BA in Engineering Automation from Huazhong University of Science and Technology in Hubei, China.
Targeted Pricing and Game Theory
(博弈论与目标定价法)
Abstract
This research stream examines a firm's pricing decision when it can offer individual specific discounts. In practice, if a firm sets a high price to go after customers with high willingness-to-pay, or to pursue a high margin strategy, it has to forego profitable sales from customers whose willingness-to-pay is not as high. However, if a firm sets a low price to pursue a high volume strategy, it will under-charge customers with high willingness-to-pay. This tradeoff between margin vs. volume is what prevents a firm from capturing much of its product value. What targeted pricing allows a firm to do is to minimize or avoid this tradeoff and hence to capture enormous additional value. This explains why firms are willing to invest heavily in their targeting capabilities in order to implement this pricing concept. However, targeted pricing based on past behavior of consumers or revealed preferences does not fit into the textbook classifications of price discrimination and needs more theoretical attention. This presentation provides a brief review of the literature in this research area.
Jinhong Xie (谢劲红)
Jinhong Xie is Professor of Marketing and Beall Faculty Fellow at the Warrington College of Business Administration, University of Florida. She received her Ph.D. and M.S. in Engineering and Public Policy from Carnegie Mellon University, M.S. in Optimal Control from the Second Academy of the Ministry of Astronautics (China), and B.S. in Automatic Control from Tsinghua University. Dr. Xie has taught Executive MBA and MBA programs in the USA, Japan and China. She is a recipient of the University of Florida's University Teaching Award.
Professor Xie’s current research includes the impact of emerging technology on pricing strategy, service marketing, product innovation strategy in markets with network effects, and firms' strategic response to product reviews. She has conducted extensive cross-culture studies on product innovation management using data collected from thousands of firms in Japan, the United States, Great Britain, and China. Her research has won awards from INFORMS (Institute for Operations Research and the Management Sciences), MSI (Marketing Science Institute) and PDMA (Product Development and Management Association). She has published in leading academic marketing journals including Marketing Science, Management Science, Journal of Marketing Research, Journal of Marketing, Journal of Product Innovation Management, and Journal of Service Research. Currently, she is Associate Editor of Management Science, Area Editor of Marketing Science, and on the editorial board of the Journal of Service Research.
Emerging Technology and Marketing Strategy:
Managing Network Effects
(新技术与营销战略：运用和管理网络效应)
Abstract
With the rapid development of information technology and the digital revolution, network effects (i.e., the dependence of the consumption utility of a product/service on the number of users who have adopted that product/service) and standards wars (i.e., competition between incompatible “networks”) influence the success of growing numbers of new products/services. I will discuss the unique characteristics of markets with network effects (NE), identify a set of important issues in such markets, and review some recent developments in NE research. I will present some of my own work in this area, which uses theoretical and empirical approaches to analyze strategic issues in NE markets from both firm and consumer perspectives. Specific topics include technology compatibility, dynamic pricing, product line, advertising, market entry, and competition in the presence of NE.
Jeongwen Chiang (蒋炯文)
Jeongwen Chiang is a Professor of Marketing at Cheung Kong Graduate School of Business (CKGSB), China. Before joining CKGSB, Jeongwen was a marketing professor at the University of Rochester, Washington University in St. Louis, Hong Kong University of Science & Technology, and National University of Singapore. He holds a PhD in economics from University of Minnesota, with a specialization in micro-econometrics. His research interests include competition in the telecommunication industry, database marketing, consumer choice, promotion effect assessment, new product/service development, and customer satisfaction. His research has appeared in Marketing Science, Marketing Letters, Strategy Management Journal, and other premier academic journals in the fields of business and economics. He serves as associate editor for International Journal of Research in Marketing and is on the editorial board of International Journal of Marketing Education. He has also frequently reviews papers for leading academic business journals. He has been awarded grants by the Research Grant Council of Hong Kong to fund his research on the telecommunications industry.
Professor Chiang has also worked as a consultant for corporations including Xerox, Merck Sharp & Dohme (Asia) and HSBC Bank alike and has participated in many corporate-sponsored projects with Samsung (Asia), among others. He currently serves as marketing advisor for Chongqing China Mobile Communications on CRM and Brand Management projects. He teaches Executive Education Programs for CKGSB, NUS, Hong Kong University of Science & Technology, and for Asia-info, China Telecom, China Mobile, Johnson & Johnson (China), Hainan Airline and other companies across Great China.
Predicting Customer Defection:
An Application to Mobile Phone Service
(基于使用行为的顾客流失预测：以中国移动为例)
Abstract
The objective this study is to find usage based antecedents to customer defection. The problem of minimizing customer defection has intrigued CRM experts and practitioners ever since the advent of real time tracking of customer usage behavior. However, little is know about factors which drive customer defection, and whether it is possible to accurately forecast customer defection likelihood. We study these issues in the context of a telecommunications-based service provider, using data collected from China Mobile. Our proposed study is unique in that we look in detail at a number of covariates based on customers’ usage behavior prior to defection. Our study adds two key contributions:
· Develop a theoretical understanding of the usage-based factors which drive customers to defect service providers.
· Test and implement a system that can pre-empt customer defection, with the goal of reducing annual “churn” rates.
Michael K. Hui (许敬文)
Professor Michael K. Hui is Associate Pro-Vice-Chancellor and Professor of Marketing at The Chinese University of Hong Kong (CUHK). He was Associate Dean and BBA Program Director of the Faculty of Business Administration at CUHK from 1999 to 2002. Professor Hui obtained his BBA from CUHK in 1980, CAAE from the University of Aix-Marseille, Aix-en-Provence in France in 1983 and Ph.D. from London Business School in 1988. Prior to joining CUHK in 1996, he held academic appointments with the London Business School, Concordia University (Canada), the Hong Kong University of Science and Technology. Professor Hui’s primary teaching and research interests include services marketing and cross-cultural marketing. His articles have appeared in among others, Journal of Consumer Research, Journal of Marketing, Journal of International Business Studies, Journal of Experimental Social Psychology and Journal of Cross-Cultural Psychology. He is currently the editorial board member of Journal of Retailing, Journal of Business Research, Australasian Journal of Marketing, Academy of Marketing Science Revie, Journal of Retailing and Consumer Services and Journal of Marketing Science (Chinese). On the teaching side, Professor Hui has won a number of teaching awards at CUHK including the Outstanding Teacher Award presented by the Faculty of Business Administration in 2003 and the campus wide Vice-Chancellor Exemplary Teaching Award in 2005. Besides teaching and research, Professor Hui also renders consultancy and training services to the business sector and the Hong Kong SAR Government.
Service Relationship and Consumer Reaction to Service Failure:
A Cross-Cultural Study
（服务关系与顾客对服务失误的反应：一项跨文化研究）
Abstract
This study examines cross-cultural variations in the effects of service relationship length on consumers’ reactions to a service failure. It is hypothesized that service relationship length should mitigate the negative consequences of a service failure and that the mitigating effects should be more pronounced (a) in cultures that foster interdependent self-construal than in cultures that foster independent self-construal, and (b) when the service outcome is uncertain than when the service outcome is certain. A total of 208 (104 Canadians and 104 Chinese) undergraduate students participate in a scenario experiment which adopts a 2 (culture: Canadians vs. Chinese) x 2 (outcome uncertainty: uncertain vs. certain) x 2 (relationship: short vs. long) factorial design. Results indicate that service relationship length significantly reduces the negative impact of a service failure on repatronage intention but in contrast with our prediction, the mitigating effect is more pronounced in the condition of low outcome uncertainty than in the condition of high outcome uncertainty. Moreover, service relationship length significantly reduces complaint intention for the Chinese participants but not for the Canadian participants.
Shi Zhang (张实)
Shi Zhang is an Associate Professor with tenure in the marketing group at the UCLA’s Anderson Graduate School of Management. He holds a Ph.D. in Marketing from Columbia University (1997) and a Ph.D. in Linguistics from the University of Arizona (1990). He has served on the faculty at the University of Arizona (1989-1990), Duke University (1990-1993) and UCLA (1997- ). He has also been a short-term visiting faculty at New York University (fall of 2000), Columbia University (fall of 2000), Hong Kong University of Science and Technology (summer of 2004), and Cheung Kong Graduate School of Business in Beijing (summer of 2004, and fall of 2005).
Dr. Zhang is an expert in consumer behavior and marketing strategy. He is known for his work in the area of using comparison and feature alignability to form strategies for market entry and marketing communications, as well as in the area of brand naming and positioning in the international market. He is a frequent speaker at various conferences and seminars in North American and Asia and has published articles in the leading journals of marketing, consumer psychology and decision-making.
Innovative Approaches to Branding Research: Insights and Opportunities
(品牌研究的新方法与新视野)
Abstract
I will present and discuss latest developments in theoretical approaches to branding research. These developments include brand extension studies and sub-branding. In addition, I present some of my own studies on how different segments of consumers (e.g., adults vs. children) evaluate brands, how consumers of different cultural backgrounds (e.g., languages) evaluate brand names, as well as how brand names may have become an unique class of words in consumer cognition. I conclude by outlining research opportunities such as combining experimental research on brand evaluations (e.g., consumer attitudes and preferences) and econometric modeling on return of marketing.
Baohong Sun(孙宝红)
Baohong Sun is an associate professor of marketing at Carnegie Mellon University. She also taught at University of California at Berkeley and University of North Carolina at Chapel Hill.
She holds a Ph.D. from University of Southern California. She develops empirical models to study consumer choice behavior. Her research interests are rational consumer choice and dynamic structural model, evaluation of promotion effect and impact on consumer choice, new product forecasting and survey design, choice models in CRM. Her recent work focus on developing dynamic structural models to investigate consumer response to cross-selling campaigns, loyalty programs, call allocation in service centers, new service channels, optimal design of pricing structures in subscription industry, dynamic and proactive customer relationship management. Her research papers have been published at Marketing Science, Journal of Marketing Science, Journal of Econometrics, Journal of Business in Economics and Statistics etc. She serves on the editorial boards of Marketing Science and Journal of Marketing. In 2006, she won CART Research Frontier Award for Innovative Research at CMU.
She has been actively involved in teaching Executive Education, Open Enrollment programs, Executive MBA, MBA, PhD and undergraduate programs in a few countries. Her favorite courses to teach are Marketing Management, Pricing, Global Marketing, Marketing Research, Marketing Consulting. She won All Star Teaching Awards and was selected Master of MBA teaching. She also won George Leland Bach Teaching Award at CMU.
She contributes articles and comments to business journals in China and also participates media discussions on business issues. She developed case studies on Chinese Enterprises. She was consultant to IBM, International Paper, PNC Bank, Bell South, John Deere and TsingTao Beer, etc. She served on the Board of Directors Chinese Economists Society.
Adaptive Learning and Proactive Customer Relationship Management
（自适应学习与主动的顾客关系管理）
Abstract
CRM is about introducing the right product to the right customer at the right time through the right channel to satisfy the customer’s evolving demands. Ideally, it should follow the development of each individual customer and develop integrated multi-segment, multi-stage, and multi-channel CRM decisions in order to maximize the total customer lifetime profit. However, most existing CRM practice and academic research focuses on methods to select the most profitable customers for a scheduled CRM intervention. This campaign-centric approach deviates from the goal of customer-centric CRM.
In this article, we discuss the two-step procedure (“adaptive” learning and “proactive” CRM decisions) and three-components for customer-centric CRM, adaptive learning (of customer individual preference), forward-looking (into future marketing consequences of current CRM interventions), and optimization (to optimally balance cost and benefit). We then formulate CRM interventions as solutions to a stochastic dynamic programming problem under demand uncertainty in which the company learns about the evolution of customer demand as well as the dynamic effect of its marketing interventions, and make optimal CRM decisions to balance off the cost of interventions and the long-term payoff with the goal of maximizing each customer’s “long-term” profit. The framework allows us to integrate all the inter- and state-dependent factors that drive the CRM decisions and results in inter-temporally related path of CRM solutions that are consistent with customer-centric CRM. Finally, we choose two examples to demonstrate the input, output, and benefit of “adaptive” learning and “proactive” CRM.
The proposed solution meets the recent trends of companies seeking real-time solutions for integrating database and CRM decisions, that are empowered by the advancement of technology.
Shibo Li (李世波)
Shibo Li is an Assistant Professor of Marketing at Kelly Business School, Indiana University. He received a Ph.D. in Industrial Administration (Marketing) from Carnegie Mellon University. His research interests include clickstream data analysis, quantitative models in marketing, analytical and empirical analysis of signaling models, pharmaceutical marketing, and services marketing. He received John A. Howard AMA Doctoral Dissertation Award, the William Cooper Dissertation Award and the Best Student Teacher Award from the Graduate School of Industrial Administration, Carnegie Mellon University. His research has been published in Marketing Science and Journal of Marketing Research.
Online Shopping Cart Abandonment
(在线购物中途放弃购物车现象研究)
Christopher Hsee (奚恺元)
Born and raised in China, Christopher Hsee immigrated to the U.S. after high school. In 1993 he received his doctoral degree in psychology from Yale University, and since then he has been on the faculty of the University of Chicago Graduate School of Business. He is now professor of behavioral science and marketing and holds the Theodore O. Yntema chair professorship. His research interests include behavioral decision theory, behavioral economics, consumer behavior, and the relationship between wealth and happiness. He has published in a wide range of international academic journals, including Marketing Science, Journal of Consumer Research, Psychological Bulletin, Psychological Science, Organizational Behavioral and Human Decision Processes, and he has also served on many editorial boards. Professor Hsee often returns to China and conducts research related to consumer behavior and happiness.
Consumer Behavior and Hedonomics
(消费者行为与幸福学)
Abstract
Virtually all consumers want to maximize the happiness from consumption. However, consumers do not always know how to do so. For example, will people be happier if they live in a pleasant city (e.g., Chengdu) most of the time and occasionally visit a boring city (you name it), or live in a boring city most of the time and occasionally visit Chengdu? Will consumers be more satisfied if they own an 8-megapixel non-portable camera or a 4-megapixel portable camera? In this talk I will briefly review relevant recent hedonomics (happiness) research and explain how consumers can maximize their consumption experience with limited resource and when and why consumers fail to do so.
Yubo Chen (陈煜波)
Yubo Chen is Assistant Professor of Marketing at the Eller College of Management, University of Arizona. He received his Ph.D. in Marketing from the University of Florida, M.E. in Systems Engineering and B.E. in Industrial Management Engineering from Southeast University, Nanjing, China. His current research investigates strategic implications of consumer social interactions and how various product reviews are changing the landscape of marketing strategy. His research has been published in leading academic marketing journals such as Marketing Science and Marketing Letters.
Consumer Social Interactions and Firm Marketing Strategy
（消费者的社会互动和企业营销战略）
Abstract
With the development of information technology and Internet, consumers growingly interact with each other. Two types of product information are becoming increasingly accessible and important for consumer purchase decision: product reviews from third-party professionals and other consumers and product recommendations by sellers based on other consumers’ purchase behavior. These two information sources correspond to two types of consumer social interactions during their purchase process: word-of-mouth learning from others’ words or observational learning from others’ purchase action. This talk addresses three important marketing issues related to these two types of social interactions: 1) what are the functional distinctions between third-party professional and consumer reviews? 2) how should a firm design its pricing, advertising and marketing communication strategies to best respond to these reviews? 3) how do word-of-mouth learning from reviews and observational learning from purchase actions jointly influence consumer purchase behavior and product sales?
Ying Zhao (赵鹰)
Ying Zhao is an Assistant Professor of Marketing at the Hong Kong University of Science and Technology. She received her PhD from University of California, Berkeley. Her research interests include empirical modeling of competitive strategies, pricing, consumer choice models and consumer decision-making. Her papers have appeared in Journal of Marketing Research, Journal of Business, and Marketing Letters.
Modeling Consumer Brand Choice accounting for Price Negotiation
(考虑协商定价的消费者品牌选择模型)
Abstract
In this paper, we enrich the standard choice-modeling framework by developing an approach to jointly modeling consumer brand choice and buying price in a context when buyers are allowed to negotiate with sellers on prices. Specifically, consumer brand choices are modeled as outcomes of utility maximization. The individual consumer-level transaction prices are modeled to be consistent with the Nash Bargaining outcome. We apply the proposed model to two datasets on consumer automobile purchases. The empirical results show that the proposed approach not only fits the data of consumer choice and negotiated price better, but also provides additional insights on the buyer and seller’s behavior, compared to models that only study consumer choice or the negotiated price, but not the two simultaneously.
Rongrong Zhou (周蓉蓉)
Rongrong Zhou is Assistant Professor in Marketing at the Hong Kong University of Science and Technology. She received a B.S. in Management Information System from Fudan University, China, and a PhD in Marketing from Columbia University. Professor Zhou’s research interests lie in the area of consumer decision making. Her work has appeared in Journal of Consumer Research, Journal of Marketing Research, and Organizational Behavior and Human Decision Processes.
Self-regulation and Consumer Decision Making
(自律与消费者决策)
Abstract
Consumers’ decisions can be usefully studied from a self-regulation perspective; that is, these decisions can be examined in light of generic systems and processes that individuals rely on to fulfill their goals (e.g., Carver and Scheier 1998). In this presentation, the author reviews work which reveals the substantial influences that self-regulatory systems known as promotion and prevention (Higgins 1997, 1998) exert on various aspects of consumer decision-making. First, the author presents evidence suggesting differential reliance on visual versus verbal information in decision-making under different regulatory focuses. Specifically, promotion focus is associated with greater emphasis on visual information (e.g., pictures) whereas prevention focus is associated with greater emphasis on verbal information (e.g., attributes). Second, difference in regulatory focus is also shown to be one of the mechanisms underlying implusives’ unhealthy eating choices. In particular, it is suggested that eating impulsives (vs. non-impulsives) spontaneously develop a promotion focus upon exposure to hedonically tempting food and their subsequent decision to consume the food is guided by this promotion orientation. Collectively, findings from the two research seem to be consistent with the view that promotion focus is more in line with a “hot” processing system and prevention focus with a “cool” processing system.
Jianmin Jia (贾建民)
Jianmin Jia is Professor in Marketing at the Chinese University of Hong Kong, Chaired Professor of Chang Jiang Scholars, and Dean of the School of Economics and Management at Southwest Jiaotong University in China. He also serves as a member of the National MBA Education Supervisory Committee of China and a panel member of the National Natural Science Foundation of China.
Jianmin Jia received his Ph.D. from the McCombs School of Business at the University of Texas at Austin. He spent three years as a Visiting Scholar at Carnegie Mellon University and Duke University. He was the prize winner of the 1994 Decision Analysis Student Paper Competition sponsored by the Decision Analysis Society of INFORMS (USA). His dissertation received Honorable Mention Award from the University of Texas at Austin in the 1995/96 academic year. His research and teaching interests include consumer choice, decision making, and China marketing. Professor Jia is an Associate Editor of Operations Research, and has published in Management Science, Marketing Science, Journal of Consumer Research, Operations Research and other leading international journals.
The Effect of Uncertainty on Service Quality Evaluation
（不确定性对服务质量评价的影响)
Abstract
This paper investigates the uncertainty effect of customer satisfaction on the evaluation of service quality based on two surveys from managers. In practice, many firms measure service quality using customer satisfaction surveys, which typically yield a distribution of rating results due to variation in service delivery and differences between customers and serving employees. However, considering only the average value of customer satisfaction ratings is not sufficient to understand consumer evaluation and firm performance. From our surveys, we find that there is a “reflection effect” in the evaluation of service quality. When customer satisfaction ratings are in the positive domain, managers are averse to uncertainty in evaluating service quality and prefer those service firms that can keep performance consistent and dependable. On the other hand, when customer satisfaction ratings are in the negative domain (dissatisfied), managers favor uncertainty and prefer those firms that have more possibilities and opportunities for making a change. There is also an asymmetric effect such that the managers’ evaluation of service quality is more sensitive to customer dissatisfaction than customer satisfaction. Based on prospect theory and risk-value theory, we propose a model that captures these empirical findings. Finally, we illustrate an application of our results for the service quality evaluation of Chinese retail banks.
Speakers and Abstracts
(According to the order of presentation)
Russell S. Winer
Russell S. Winer is the Deputy Dean and William Joyce Professor of Marketing at the Stern School of Business, New York University. He received a B.A. in Economics from Union College and an M.S. and Ph.D. in Industrial Administration from Carnegie Mellon University. He has been on the faculties of Columbia and Vanderbilt universities and, most recently, the University of California at Berkeley. Professor Winer has been a visiting faculty member at M.I.T., Stanford University, New York University, Cranfield School of Management (U.K.), the Helsinki School of Economics, the University of Tokyo, and École Nationale des Ponts et Chausées. He has written three books, Marketing Management, Analysis for Marketing Planning and Product Management, and a research monograph, Pricing. He has authored over 60 papers in marketing on a variety of topics including consumer choice, marketing research methodology, marketing planning, advertising, and pricing. Professor Winer is the current editor of the Journal of Marketing Research, the past co-editor of Journal of Interactive Marketing, and is on the editorial boards of the Journal of Marketing and Marketing Science. He has participated in executive education programs around the world and is currently an advisor to a number of startup companies.
Integrating Choice Modeling and Behavioral Research
(消费者选择建模与行为研究的整合)
Abstract
Empirical marketing scientists and consumer behavior researchers tend to work independently of each other. In the area of choice modeling, the former generally utilize statistical or econometric techniques to analyze secondary data such as scanner panel data to better understand how marketing variables such as advertising, promotion, and price affect brand choice or market demand. Consumer behavior researchers conduct experimental studies to better understand how consumers behave under different controlled conditions. In this talk, I will argue that there is much to be gained by integrating consumer behavior concepts into brand choice models. First, it is possible to test theories of consumer behavior using choice models. Second, these models incorporating behavioral theories have greater external validity than studies done in the laboratory. I will provide several examples from my own research illustrating this philosophy.
Gerry Gorn
Gerald J. Gorn is Chair Professor of Marketing, Hong Kong University of Science and Technology. He received his Phd from Pennsylvania State University and his MSc from the London School of Economics. His research, largely supported by grants from the Hong Kong and Canadian governments has been published in marketing, health, and psychology journals, including The Journal of Marketing Research, The Journal of Consumer Research, The Journal of Marketing, Management Science, The Journal of Consumer Psychology, and The American Journal of Public Health. His editorial board memberships include the Journal of Consumer Research, Journal of Consumer Psychology and Marketing Letters. His primary research interest is in consumer behavior and the factors that influence it.
A Baby-Faced or Mature-Faced CEO: Which Is More Effective In Building Credibility with Consumers in a Product Crisis?
(哪种CEO—儿童脸面、成熟脸面在产品危机时能更有效的与消费者建立信任？)
Abstract
Impression formation is influenced by both non-verbal and verbal cues. Non-verbal cues sometimes increase the accuracy of impressions and sometimes bias them. If these cues are the physical characteristics of the person they tend to do the latter. Here we look at one such physical characteristic, the person’s facial structure. Specifically, we examine the consequences of a male CEO having a baby face vs. a mature face and examine its effects on a variety of judgments. Three experiments are conducted all involving a product crisis. In all three the babyfacedness of a CEO is manipulated. The first experiment is done in a situation which focuses on the need for honesty in a CEO. The results support a babyfaced CEO having greater credibility than a maturefaced one. It also shows that a babyfaced CEO produces more favorable company attitudes. In the second experiment using the same scenario as in the first one, priming counter to the stereotype of a babyfaced person being honest and innocent eliminates the babyface effect. In the third experiment two different scenarios are created: 1) a scenario where the honesty of a new CEO is of most importance; this scenario is a variation on the one used in the first experiment and 2) a scenario where his not being naïve is of most importance. With the former scenario, subjects respond more favorably to a babyfaced CEO. The reverse is true with the second scenario. The results of the three experiments are discussed with variables related to potential underlying processes empirically examined.
Alfred A. Kuehn
Dr. Kuehn, CEO/Founder of Management Science Associates, Inc., enrolled at CMU/GSIA, aka Tepper Business School, to learn how to manage research. Professor Herbert Simon, future Nobel Laureate in Economics, led him to apply and transfer his knowledge of chemical process dynamics to marketing processes in a thesis, “The Dynamics of Consumer Behavior & Its Implications for Marketing Management,” that shifted his career significantly toward marketing.
Kuehn funded his R&D by meshing it with consulting, computers & behavior models to predict results for Market/Management Science Associates’ clients. Its R&D created Carnegie Tech Management Game’s marketing function, used world-wide for 30+ years. It also provided content for advanced marketing, policy and courses in strategy at GSIA/Tepper, and in 3-week MSA Programs for Executives across Europe (1967-72) that always brought together faculty from at least four leading business schools.
Kuehn used CMU’s computer to model dynamic processes and develop capabilities to respond to changes in underlying processes. While Head of the GSIA’s marketing program, in 1966 he formed an Economics & Behavioral Science Section for the CMU Transportation Research Institute (TRI), attracting US Dept of Transportation funding for marketing-related R&D. In 1969, to spend less time on administration, Kuehn left GSIA/TRI. CMU’s GSIA/Tepper refers to MSA as its first spin-off firm.
Simon required GSIA Economics PhD students in the 1960s to study marketing with Kuehn, and the Ford Foundation funded 150+ marketing faculty to attend 3-week quantitative R&D programs with Kuehn. Many of them became full professors at leading universities. Kuehn’s publications deal with market analysis, management science, advertising and promotion effects, simulations of consumer behavior and competitive markets, and use of computers in business, education and research.
Dr. Kuehn was Professor of Industrial Administration at GSIA/CMU (1965-69), head of Marketing (1961-69) and taught Economics, Marketing and Business Policy at GSIA/CMU from 1954-69 while also lecturing in the US, Europe & Canada. His ARF Michael Naples Research Industry Leadership Award” (2000), recognized his innovations and international leadership in marketing and advertising research and technology, noting that many marketing, advertising and media research leaders began their career as Dr. Kuehn’s students, employees or clients.
APPLICATION OF MARKET SCIENCE AND TECHNOLOGY
市场科学和技术的各种应用
Abstract
Management Science Associates, Inc. (MSA) was incorporated as Market Science Associates, Inc. in 1963. “Management” replaced the “Market” narrower business term in 1967, but MSA Market Science Associates has continued as an MSA subsidiary as most of MSA’s R&D involves marketing and media.
MSA’s focus has always been upon integrating and analysing data rather than its collection. Innovation in market science, however, must collect new data and develop new metrics, so MSA pursues that with both global and local market research firms. All models have not proven to be adaptable to all cultures.
Forecasting Brand Choice and Purchasing Behavior – Studying sequences of consumer purchases enables us to predict probabilities of consumers purchasing different brands, and to relate deviations in “outcomes” to those predictions and marketing events. Probabilities, which sum to 1.0, reflect likelihood of a consumer buying each brand, and in matrix form can show shifts in a consumer’s orientation to buy individual brands over time, providing the greater analytic potential of such a metric versus commonly used classifications to describe consumers’ brand preference structures: loyal, low price, etc. Research of this type can be done with survey, consumer diary panel, and/ot electronic point-of-sale data.
Survey, Diary and Electronic Point of Sale Information – Until 27 years ago there was no electronic POS data, so our focus was on maximizing value of surveys, diary panel data, warehouse withdrawal data and other market information. MSA had a major effect on R&D practices beginning in the 1970s by predicting Nielsen brand shares a month before Nielsen published them. To this day, faster access to information, in greater detail, for analyses has led to improved forecasts and greater understanding and value of knowledge about the effects of pricing and promotion strategies. Access to detailed data is very valuable in being able to improve the accuracy, validity and value of market insights from sophisticated analyses.
Planning & Managing Product Introductions – New product market simulations began in the 1980s. MSA’s Market ImpactTM service, provided independent of fieldwork, enables MSA clients to have the freedom of choosing how they collect data or to subcontract for data collection. MSA assists the data collectors to assure that proper controls are in place to collect the data that are required. BASES, the firm reporting the largest revenue for such services, collects all of the field data that it uses in analyses, and data collection costs are often the major cost of its services. MSA provides its services directly to end users, or in conjunction with local and global full service market research firms.
Marketing Drivers and Brand Competition - Understanding and measuring the impact of the factors influencing buying behavior, which in turn impact the ROI of marketing programs, has been using more sophisticated technology in the U.S. A relatively new, successful technology that offers a metric for both comparing the strength of marketing drivers and determining the degree of competition between brands will be discussed in this presentation.
Z. John Zhang (张忠)
Z. John Zhang is Associate Professor of Marketing at the Wharton School, University of Pennsylvania. Professor Zhang's research focuses on targeted pricing and other pricing strategies, competitive strategies, market entry and channel and retail management. Recent work probed the complex, unintended pitfalls of targeted pricing - the process of targeting a competitor's customers with lower prices - in the fast-moving Internet age. Zhang's research suggested that while this approach isn't for every business, it can be an effective tool under the right circumstances. Zhang also provided guidelines to help companies understand when targeted pricing might play an effective role in their marketing strategy.
Professor Zhang's research has been published in top-tier academic journals including Marketing Science, Management Science and the Journal of Marketing Research. He also serves as Area Editor for Marketing Science and Quantitative Marketing and Economics, and on the Editorial Board for the Journal of Marketing, and the Journal of Interactive Marketing and has won numerous academic and teaching awards.
Professor Zhang currently teaches Marketing Management to Executive MBA students, and Pricing Strategies to undergraduate and MBA. He also teaches pricing strategies to executives in China in Chinese.
Professor Zhang received a PhD and MA in economics from the University of Michigan, a PhD and MA in History and Sociology of Science and Technology from the University of Pennsylvania, and a BA in Engineering Automation from Huazhong University of Science and Technology in Hubei, China.
Targeted Pricing and Game Theory
(博弈论与目标定价法)
Abstract
This research stream examines a firm's pricing decision when it can offer individual specific discounts. In practice, if a firm sets a high price to go after customers with high willingness-to-pay, or to pursue a high margin strategy, it has to forego profitable sales from customers whose willingness-to-pay is not as high. However, if a firm sets a low price to pursue a high volume strategy, it will under-charge customers with high willingness-to-pay. This tradeoff between margin vs. volume is what prevents a firm from capturing much of its product value. What targeted pricing allows a firm to do is to minimize or avoid this tradeoff and hence to capture enormous additional value. This explains why firms are willing to invest heavily in their targeting capabilities in order to implement this pricing concept. However, targeted pricing based on past behavior of consumers or revealed preferences does not fit into the textbook classifications of price discrimination and needs more theoretical attention. This presentation provides a brief review of the literature in this research area.
Jinhong Xie (谢劲红)
Jinhong Xie is Professor of Marketing and Beall Faculty Fellow at the Warrington College of Business Administration, University of Florida. She received her Ph.D. and M.S. in Engineering and Public Policy from Carnegie Mellon University, M.S. in Optimal Control from the Second Academy of the Ministry of Astronautics (China), and B.S. in Automatic Control from Tsinghua University. Dr. Xie has taught Executive MBA and MBA programs in the USA, Japan and China. She is a recipient of the University of Florida's University Teaching Award.
Professor Xie’s current research includes the impact of emerging technology on pricing strategy, service marketing, product innovation strategy in markets with network effects, and firms' strategic response to product reviews. She has conducted extensive cross-culture studies on product innovation management using data collected from thousands of firms in Japan, the United States, Great Britain, and China. Her research has won awards from INFORMS (Institute for Operations Research and the Management Sciences), MSI (Marketing Science Institute) and PDMA (Product Development and Management Association). She has published in leading academic marketing journals including Marketing Science, Management Science, Journal of Marketing Research, Journal of Marketing, Journal of Product Innovation Management, and Journal of Service Research. Currently, she is Associate Editor of Management Science, Area Editor of Marketing Science, and on the editorial board of the Journal of Service Research.
Emerging Technology and Marketing Strategy:
Managing Network Effects
(新技术与营销战略：运用和管理网络效应)
Abstract
With the rapid development of information technology and the digital revolution, network effects (i.e., the dependence of the consumption utility of a product/service on the number of users who have adopted that product/service) and standards wars (i.e., competition between incompatible “networks”) influence the success of growing numbers of new products/services. I will discuss the unique characteristics of markets with network effects (NE), identify a set of important issues in such markets, and review some recent developments in NE research. I will present some of my own work in this area, which uses theoretical and empirical approaches to analyze strategic issues in NE markets from both firm and consumer perspectives. Specific topics include technology compatibility, dynamic pricing, product line, advertising, market entry, and competition in the presence of NE.
Jeongwen Chiang (蒋炯文)
Jeongwen Chiang is a Professor of Marketing at Cheung Kong Graduate School of Business (CKGSB), China. Before joining CKGSB, Jeongwen was a marketing professor at the University of Rochester, Washington University in St. Louis, Hong Kong University of Science & Technology, and National University of Singapore. He holds a PhD in economics from University of Minnesota, with a specialization in micro-econometrics. His research interests include competition in the telecommunication industry, database marketing, consumer choice, promotion effect assessment, new product/service development, and customer satisfaction. His research has appeared in Marketing Science, Marketing Letters, Strategy Management Journal, and other premier academic journals in the fields of business and economics. He serves as associate editor for International Journal of Research in Marketing and is on the editorial board of International Journal of Marketing Education. He has also frequently reviews papers for leading academic business journals. He has been awarded grants by the Research Grant Council of Hong Kong to fund his research on the telecommunications industry.
Professor Chiang has also worked as a consultant for corporations including Xerox, Merck Sharp & Dohme (Asia) and HSBC Bank alike and has participated in many corporate-sponsored projects with Samsung (Asia), among others. He currently serves as marketing advisor for Chongqing China Mobile Communications on CRM and Brand Management projects. He teaches Executive Education Programs for CKGSB, NUS, Hong Kong University of Science & Technology, and for Asia-info, China Telecom, China Mobile, Johnson & Johnson (China), Hainan Airline and other companies across Great China.
Predicting Customer Defection:
An Application to Mobile Phone Service
(基于使用行为的顾客流失预测：以中国移动为例)
Abstract
The objective this study is to find usage based antecedents to customer defection. The problem of minimizing customer defection has intrigued CRM experts and practitioners ever since the advent of real time tracking of customer usage behavior. However, little is know about factors which drive customer defection, and whether it is possible to accurately forecast customer defection likelihood. We study these issues in the context of a telecommunications-based service provider, using data collected from China Mobile. Our proposed study is unique in that we look in detail at a number of covariates based on customers’ usage behavior prior to defection. Our study adds two key contributions:
· Develop a theoretical understanding of the usage-based factors which drive customers to defect service providers.
· Test and implement a system that can pre-empt customer defection, with the goal of reducing annual “churn” rates.
Michael K. Hui (许敬文)
Professor Michael K. Hui is Associate Pro-Vice-Chancellor and Professor of Marketing at The Chinese University of Hong Kong (CUHK). He was Associate Dean and BBA Program Director of the Faculty of Business Administration at CUHK from 1999 to 2002. Professor Hui obtained his BBA from CUHK in 1980, CAAE from the University of Aix-Marseille, Aix-en-Provence in France in 1983 and Ph.D. from London Business School in 1988. Prior to joining CUHK in 1996, he held academic appointments with the London Business School, Concordia University (Canada), the Hong Kong University of Science and Technology. Professor Hui’s primary teaching and research interests include services marketing and cross-cultural marketing. His articles have appeared in among others, Journal of Consumer Research, Journal of Marketing, Journal of International Business Studies, Journal of Experimental Social Psychology and Journal of Cross-Cultural Psychology. He is currently the editorial board member of Journal of Retailing, Journal of Business Research, Australasian Journal of Marketing, Academy of Marketing Science Revie, Journal of Retailing and Consumer Services and Journal of Marketing Science (Chinese). On the teaching side, Professor Hui has won a number of teaching awards at CUHK including the Outstanding Teacher Award presented by the Faculty of Business Administration in 2003 and the campus wide Vice-Chancellor Exemplary Teaching Award in 2005. Besides teaching and research, Professor Hui also renders consultancy and training services to the business sector and the Hong Kong SAR Government.
Service Relationship and Consumer Reaction to Service Failure:
A Cross-Cultural Study
（服务关系与顾客对服务失误的反应：一项跨文化研究）
Abstract
This study examines cross-cultural variations in the effects of service relationship length on consumers’ reactions to a service failure. It is hypothesized that service relationship length should mitigate the negative consequences of a service failure and that the mitigating effects should be more pronounced (a) in cultures that foster interdependent self-construal than in cultures that foster independent self-construal, and (b) when the service outcome is uncertain than when the service outcome is certain. A total of 208 (104 Canadians and 104 Chinese) undergraduate students participate in a scenario experiment which adopts a 2 (culture: Canadians vs. Chinese) x 2 (outcome uncertainty: uncertain vs. certain) x 2 (relationship: short vs. long) factorial design. Results indicate that service relationship length significantly reduces the negative impact of a service failure on repatronage intention but in contrast with our prediction, the mitigating effect is more pronounced in the condition of low outcome uncertainty than in the condition of high outcome uncertainty. Moreover, service relationship length significantly reduces complaint intention for the Chinese participants but not for the Canadian participants.
Shi Zhang (张实)
Shi Zhang is an Associate Professor with tenure in the marketing group at the UCLA’s Anderson Graduate School of Management. He holds a Ph.D. in Marketing from Columbia University (1997) and a Ph.D. in Linguistics from the University of Arizona (1990). He has served on the faculty at the University of Arizona (1989-1990), Duke University (1990-1993) and UCLA (1997- ). He has also been a short-term visiting faculty at New York University (fall of 2000), Columbia University (fall of 2000), Hong Kong University of Science and Technology (summer of 2004), and Cheung Kong Graduate School of Business in Beijing (summer of 2004, and fall of 2005).
Dr. Zhang is an expert in consumer behavior and marketing strategy. He is known for his work in the area of using comparison and feature alignability to form strategies for market entry and marketing communications, as well as in the area of brand naming and positioning in the international market. He is a frequent speaker at various conferences and seminars in North American and Asia and has published articles in the leading journals of marketing, consumer psychology and decision-making.
Innovative Approaches to Branding Research: Insights and Opportunities
(品牌研究的新方法与新视野)
Abstract
I will present and discuss latest developments in theoretical approaches to branding research. These developments include brand extension studies and sub-branding. In addition, I present some of my own studies on how different segments of consumers (e.g., adults vs. children) evaluate brands, how consumers of different cultural backgrounds (e.g., languages) evaluate brand names, as well as how brand names may have become an unique class of words in consumer cognition. I conclude by outlining research opportunities such as combining experimental research on brand evaluations (e.g., consumer attitudes and preferences) and econometric modeling on return of marketing.
Baohong Sun(孙宝红)
Baohong Sun is an associate professor of marketing at Carnegie Mellon University. She also taught at University of California at Berkeley and University of North Carolina at Chapel Hill.
She holds a Ph.D. from University of Southern California. She develops empirical models to study consumer choice behavior. Her research interests are rational consumer choice and dynamic structural model, evaluation of promotion effect and impact on consumer choice, new product forecasting and survey design, choice models in CRM. Her recent work focus on developing dynamic structural models to investigate consumer response to cross-selling campaigns, loyalty programs, call allocation in service centers, new service channels, optimal design of pricing structures in subscription industry, dynamic and proactive customer relationship management. Her research papers have been published at Marketing Science, Journal of Marketing Science, Journal of Econometrics, Journal of Business in Economics and Statistics etc. She serves on the editorial boards of Marketing Science and Journal of Marketing. In 2006, she won CART Research Frontier Award for Innovative Research at CMU.
She has been actively involved in teaching Executive Education, Open Enrollment programs, Executive MBA, MBA, PhD and undergraduate programs in a few countries. Her favorite courses to teach are Marketing Management, Pricing, Global Marketing, Marketing Research, Marketing Consulting. She won All Star Teaching Awards and was selected Master of MBA teaching. She also won George Leland Bach Teaching Award at CMU.
She contributes articles and comments to business journals in China and also participates media discussions on business issues. She developed case studies on Chinese Enterprises. She was consultant to IBM, International Paper, PNC Bank, Bell South, John Deere and TsingTao Beer, etc. She served on the Board of Directors Chinese Economists Society.
Adaptive Learning and Proactive Customer Relationship Management
（自适应学习与主动的顾客关系管理）
Abstract
CRM is about introducing the right product to the right customer at the right time through the right channel to satisfy the customer’s evolving demands. Ideally, it should follow the development of each individual customer and develop integrated multi-segment, multi-stage, and multi-channel CRM decisions in order to maximize the total customer lifetime profit. However, most existing CRM practice and academic research focuses on methods to select the most profitable customers for a scheduled CRM intervention. This campaign-centric approach deviates from the goal of customer-centric CRM.
In this article, we discuss the two-step procedure (“adaptive” learning and “proactive” CRM decisions) and three-components for customer-centric CRM, adaptive learning (of customer individual preference), forward-looking (into future marketing consequences of current CRM interventions), and optimization (to optimally balance cost and benefit). We then formulate CRM interventions as solutions to a stochastic dynamic programming problem under demand uncertainty in which the company learns about the evolution of customer demand as well as the dynamic effect of its marketing interventions, and make optimal CRM decisions to balance off the cost of interventions and the long-term payoff with the goal of maximizing each customer’s “long-term” profit. The framework allows us to integrate all the inter- and state-dependent factors that drive the CRM decisions and results in inter-temporally related path of CRM solutions that are consistent with customer-centric CRM. Finally, we choose two examples to demonstrate the input, output, and benefit of “adaptive” learning and “proactive” CRM.
The proposed solution meets the recent trends of companies seeking real-time solutions for integrating database and CRM decisions, that are empowered by the advancement of technology.
Shibo Li (李世波)
Shibo Li is an Assistant Professor of Marketing at Kelly Business School, Indiana University. He received a Ph.D. in Industrial Administration (Marketing) from Carnegie Mellon University. His research interests include clickstream data analysis, quantitative models in marketing, analytical and empirical analysis of signaling models, pharmaceutical marketing, and services marketing. He received John A. Howard AMA Doctoral Dissertation Award, the William Cooper Dissertation Award and the Best Student Teacher Award from the Graduate School of Industrial Administration, Carnegie Mellon University. His research has been published in Marketing Science and Journal of Marketing Research.
Online Shopping Cart Abandonment
(在线购物中途放弃购物车现象研究)
Christopher Hsee (奚恺元)
Born and raised in China, Christopher Hsee immigrated to the U.S. after high school. In 1993 he received his doctoral degree in psychology from Yale University, and since then he has been on the faculty of the University of Chicago Graduate School of Business. He is now professor of behavioral science and marketing and holds the Theodore O. Yntema chair professorship. His research interests include behavioral decision theory, behavioral economics, consumer behavior, and the relationship between wealth and happiness. He has published in a wide range of international academic journals, including Marketing Science, Journal of Consumer Research, Psychological Bulletin, Psychological Science, Organizational Behavioral and Human Decision Processes, and he has also served on many editorial boards. Professor Hsee often returns to China and conducts research related to consumer behavior and happiness.
Consumer Behavior and Hedonomics
(消费者行为与幸福学)
Abstract
Virtually all consumers want to maximize the happiness from consumption. However, consumers do not always know how to do so. For example, will people be happier if they live in a pleasant city (e.g., Chengdu) most of the time and occasionally visit a boring city (you name it), or live in a boring city most of the time and occasionally visit Chengdu? Will consumers be more satisfied if they own an 8-megapixel non-portable camera or a 4-megapixel portable camera? In this talk I will briefly review relevant recent hedonomics (happiness) research and explain how consumers can maximize their consumption experience with limited resource and when and why consumers fail to do so.
Yubo Chen (陈煜波)
Yubo Chen is Assistant Professor of Marketing at the Eller College of Management, University of Arizona. He received his Ph.D. in Marketing from the University of Florida, M.E. in Systems Engineering and B.E. in Industrial Management Engineering from Southeast University, Nanjing, China. His current research investigates strategic implications of consumer social interactions and how various product reviews are changing the landscape of marketing strategy. His research has been published in leading academic marketing journals such as Marketing Science and Marketing Letters.
Consumer Social Interactions and Firm Marketing Strategy
（消费者的社会互动和企业营销战略）
Abstract
With the development of information technology and Internet, consumers growingly interact with each other. Two types of product information are becoming increasingly accessible and important for consumer purchase decision: product reviews from third-party professionals and other consumers and product recommendations by sellers based on other consumers’ purchase behavior. These two information sources correspond to two types of consumer social interactions during their purchase process: word-of-mouth learning from others’ words or observational learning from others’ purchase action. This talk addresses three important marketing issues related to these two types of social interactions: 1) what are the functional distinctions between third-party professional and consumer reviews? 2) how should a firm design its pricing, advertising and marketing communication strategies to best respond to these reviews? 3) how do word-of-mouth learning from reviews and observational learning from purchase actions jointly influence consumer purchase behavior and product sales?
Ying Zhao (赵鹰)
Ying Zhao is an Assistant Professor of Marketing at the Hong Kong University of Science and Technology. She received her PhD from University of California, Berkeley. Her research interests include empirical modeling of competitive strategies, pricing, consumer choice models and consumer decision-making. Her papers have appeared in Journal of Marketing Research, Journal of Business, and Marketing Letters.
Modeling Consumer Brand Choice accounting for Price Negotiation
(考虑协商定价的消费者品牌选择模型)
Abstract
In this paper, we enrich the standard choice-modeling framework by developing an approach to jointly modeling consumer brand choice and buying price in a context when buyers are allowed to negotiate with sellers on prices. Specifically, consumer brand choices are modeled as outcomes of utility maximization. The individual consumer-level transaction prices are modeled to be consistent with the Nash Bargaining outcome. We apply the proposed model to two datasets on consumer automobile purchases. The empirical results show that the proposed approach not only fits the data of consumer choice and negotiated price better, but also provides additional insights on the buyer and seller’s behavior, compared to models that only study consumer choice or the negotiated price, but not the two simultaneously.
Rongrong Zhou (周蓉蓉)
Rongrong Zhou is Assistant Professor in Marketing at the Hong Kong University of Science and Technology. She received a B.S. in Management Information System from Fudan University, China, and a PhD in Marketing from Columbia University. Professor Zhou’s research interests lie in the area of consumer decision making. Her work has appeared in Journal of Consumer Research, Journal of Marketing Research, and Organizational Behavior and Human Decision Processes.
Self-regulation and Consumer Decision Making
(自律与消费者决策)
Abstract
Consumers’ decisions can be usefully studied from a self-regulation perspective; that is, these decisions can be examined in light of generic systems and processes that individuals rely on to fulfill their goals (e.g., Carver and Scheier 1998). In this presentation, the author reviews work which reveals the substantial influences that self-regulatory systems known as promotion and prevention (Higgins 1997, 1998) exert on various aspects of consumer decision-making. First, the author presents evidence suggesting differential reliance on visual versus verbal information in decision-making under different regulatory focuses. Specifically, promotion focus is associated with greater emphasis on visual information (e.g., pictures) whereas prevention focus is associated with greater emphasis on verbal information (e.g., attributes). Second, difference in regulatory focus is also shown to be one of the mechanisms underlying implusives’ unhealthy eating choices. In particular, it is suggested that eating impulsives (vs. non-impulsives) spontaneously develop a promotion focus upon exposure to hedonically tempting food and their subsequent decision to consume the food is guided by this promotion orientation. Collectively, findings from the two research seem to be consistent with the view that promotion focus is more in line with a “hot” processing system and prevention focus with a “cool” processing system.
Jianmin Jia (贾建民)
Jianmin Jia is Professor in Marketing at the Chinese University of Hong Kong, Chaired Professor of Chang Jiang Scholars, and Dean of the School of Economics and Management at Southwest Jiaotong University in China. He also serves as a member of the National MBA Education Supervisory Committee of China and a panel member of the National Natural Science Foundation of China.
Jianmin Jia received his Ph.D. from the McCombs School of Business at the University of Texas at Austin. He spent three years as a Visiting Scholar at Carnegie Mellon University and Duke University. He was the prize winner of the 1994 Decision Analysis Student Paper Competition sponsored by the Decision Analysis Society of INFORMS (USA). His dissertation received Honorable Mention Award from the University of Texas at Austin in the 1995/96 academic year. His research and teaching interests include consumer choice, decision making, and China marketing. Professor Jia is an Associate Editor of Operations Research, and has published in Management Science, Marketing Science, Journal of Consumer Research, Operations Research and other leading international journals.
The Effect of Uncertainty on Service Quality Evaluation
（不确定性对服务质量评价的影响)
Abstract
This paper investigates the uncertainty effect of customer satisfaction on the evaluation of service quality based on two surveys from managers. In practice, many firms measure service quality using customer satisfaction surveys, which typically yield a distribution of rating results due to variation in service delivery and differences between customers and serving employees. However, considering only the average value of customer satisfaction ratings is not sufficient to understand consumer evaluation and firm performance. From our surveys, we find that there is a “reflection effect” in the evaluation of service quality. When customer satisfaction ratings are in the positive domain, managers are averse to uncertainty in evaluating service quality and prefer those service firms that can keep performance consistent and dependable. On the other hand, when customer satisfaction ratings are in the negative domain (dissatisfied), managers favor uncertainty and prefer those firms that have more possibilities and opportunities for making a change. There is also an asymmetric effect such that the managers’ evaluation of service quality is more sensitive to customer dissatisfaction than customer satisfaction. Based on prospect theory and risk-value theory, we propose a model that captures these empirical findings. Finally, we illustrate an application of our results for the service quality evaluation of Chinese retail banks.
How to Improve Your Customer Reference Program -- 2 New Data Charts Plus Sample Slides
How to Improve Your Customer Reference Program -- 2 New Data Charts Plus Sample Slides
SUMMARY: According to new benchmark data out today, B-to-B companies spend just 0.1% of budget acquiring and managing customer references, a mission that is critical to landing new accounts.
Do you have enough Case Studies and testimonials to satisfy your sales force’s needs? How about big-name clients who will discuss their experiences happily with your key prospects?
Here's useful data from the new study, plus a sample PowerPoint presentation you can use to give your own pitch to management for more resources to improve the reference program: The Phelon Group just published their fifth annual Customer Referencing Benchmark Study, and MarketingSherpa has exclusive charts and insights for you.
B-to-B companies' customer reference programs (CRPs) run the gamut from as little as a list of testimonials to as much as a full department with half a dozen staffers who manage a library of everything from Case Studies to client-speaking gigs and audio interviews.
Phelon studied the details of CRPs from 40 large companies, including Adobe, EMC, Oracle, Siemens and Xerox, to discover what's working and where the problems lie for 2007.
Biggest finding? Demand is increasing -- especially from the sales department who want more customer references and want them now! Yet, companies studied dedicate only one-tenth of 1 percent of annual budget to CRP, including related staffing and technology. And, budgets aren't increasing to meet demand.
Three types of CRPs companies invest in:
#1. Recorded and written materials
Many smaller companies focus their CRP resources in this front, and the marketing department is often in charge of gathering them. These reusable assets include:
o Permission to use client's names/logos/images in marcomo Written testimonials and quotes for general publicationo Agreement to be quoted in a press releaseo Case Studies with named clientso Archived webinarso Taped audio and/or video testimonialso Taped third-party, in-depth interviews to be revealed with permission during the discovery process sometimes in lieu of a one-on-one conversation with a prospect. (See Case Study below about this.)
#2. Clients who’ll make live, mass-audience presentations
Generally, these are not reusable. A client may agree to do a few, not countless presentations. But, at least they reached a fairly large audience.
o Agree to be interviewed by journalists and/or analysts who'll distribute the information to otherso Sit on a panel at a trade showo Attend a prospect networking event (breakfast or other smaller high-level gathering)o Speeches at trades shows or webinars
#3. Clients who'll speak one-on-one with prospects
Again, these are not reusable. They are generally reserved for special occasions, helping to land the most important prospects. Unfortunately, your sales team probably wants to use them like crazy!
o Agree to speak on the phone with individual prospects (serving as a reference)
o Allow prospects to visit in person for a tour
Five most common CRP mistakes to avoid:
According to Phelon Senior Consultant Whitney Wood, who authored the study, many CRPs make at least one of five mistakes:
A. Lack of strategic mapping
Don't just focus on your biggest-name clients or on your volume of references alone. Having a testimonial from someone very famous or having a giant stack of Case Studies won't be as useful as having the right type of reference at the right time.
So, first map out your needs based on categories that are most important to (and frequently used by) the sales team. This might include references in particular geographic regions, or in particular vertical industries, or running on particular technology, or experiencing particular challenges that your offering solves.
You may also find that you have more than enough Case Studies but a dearth of client-side trade show speakers. Or, plenty of written testimonials, but no audio interviews.
B. Offering compensation for references
40% of studied firms compensate potential references in one way or another. These incentives might range from logo-ed materials, points and rewards systems and discounts. "There's not much payoff in doing this and a huge payoff in not doing it," advises Wood.
Why are incentives a bad idea? Two reasons: Prospects and industry analysts alike distrust references potentially obtained through bribes. Plus, clients rarely find these types of compensation enormously attractive. No one needs another logo-ed hat and, if a client really needs discounts or additional consulting hours, they can ask for them as part of their regular contract.
Many marketers rely on the promise of publicity to clients as their main incentive. However, if your client is a bigger brand than you or PR-shy, they may not bite. Also, the most valuable references of all -- one-on-one phone calls between top clients and prospects -- are inherently private.
What do most clients *really* want in exchange for referencing? Wood says it often boils down to two simple things:
o Insider access to your company, which might include personal meetings with top management, advisory board invitations, and private previews of your R&D roadmap.
o Connections with their peers at other client organizations -- to join, network with, and learn from a private community of like-minded executives.
C. Inadequate technology
"Everyone recognizes the power of customer references but marketing is not investing in the infrastructure." According to Wood's research, only 25% of companies Phelon studied had integrated their reference databases with any other company CRM systems or marketing and sales databases. "CRP systems range from a spreadsheet to a really fancy custom built system."
Unfortunately, in most cases, the systems aren't built with adequate capacity, flexibility or usability. "The hassle of running one of those systems is a nightmare," Wood says. "People are not happy with the technology they have, nor would they recommend the system they use to a colleague. However, most expect to stick with it for years to come."
Why? "CRP system spending slips down very low compared on IT's list compared to lead generation systems," she explains, "even though CRP is a huge tool in the sales arsenal. There is nothing more powerful than a customer telling their own story in their own words."
D. Inadequate staffing
"It's not uncommon to find a CRP team of four or five servicing a sales force in the tens of thousands. Customer reference departments are facing increasing demand but operating with substandard systems and staffing."
E. Not enough meetings with stakeholders
"What's shocking to me is that 30% of CRP staff say they rarely or never take a meeting with key stakeholders," exclaims Wood. (See link to chart below detailing this data.)
She's not in love with meetings for the sake of meetings, but rather meetings for two critical purposes:
o Internal market research
How can you know which types of references you need to build up your library of if you don't know which are really used or would be considered useful?
Tip: Don't ask, "How do you like our references?" or, "Do you want more videos or Case Studies?" Instead, ask, "Where do you have hang-ups in the sales cycle? How could customer evidence help you?" Once you know what problem the sales department needs you to solve, you can build resources to address it. They won't know if a video would be better or worse than a PR blitz, but they do know banking industry customers are concerned about security issues. …
o Internal promotion
To get the budget you need, you have to get the sales department, as well as any other stakeholders (PR, investor relations, marketing, etc.) to become your evangelists. In effect, your most important CRP activities may sometimes be the cones you conduct on your own behalf.
Consider: when was the last time you got a sales rep to give a testimonial on behalf of your own department?
How to get a bigger CRP budget approved:
First, figure out what you plan to spend the funds on and how it will help you improve services… and ultimately what the bottom line improvement would be for the organization. Woods shared a chart with us (see hotlink below) showing what the studied companies thought their biggest program issues were.
Then, gather anecdotal evidence from your own internal clients. Did the right reference at the right time help land a big deal? Did that airport billboard campaign with the big-name client spokesperson help lift brand perception?
And then put together the most powerful presentation you can for the management. Be sure to include user stats and results data. Sherpa asked Wood to create a short sample presentation so you'll have an idea of the types of slides you might include. (See link below.)
Good luck! Here's hoping next year's Benchmark Guide reflects your success.
Useful links related to this article
Two charts and a suggested PowerPoint presentation (in PDF format) from the Benchmark Guide from Phelon:http://www.marketingsherpa.com/cs/crpdata/study.html
Two related past Sherpa Case Studies: #1. How to Get Fortune 500 Clients to Evangelize with Press, Analysts & Sales Prospects on Your Behalfhttps://www.marketingsherpa.com/article.html?ident=2322
#2. How to Create & Use an Audio Testimonial Library to Shorten Your Sales Cyclehttp://www.marketingsherpa.com/article.html?ident=24010
The Phelon Grouphttp://www.phelongroup.com
SUMMARY: According to new benchmark data out today, B-to-B companies spend just 0.1% of budget acquiring and managing customer references, a mission that is critical to landing new accounts.
Do you have enough Case Studies and testimonials to satisfy your sales force’s needs? How about big-name clients who will discuss their experiences happily with your key prospects?
Here's useful data from the new study, plus a sample PowerPoint presentation you can use to give your own pitch to management for more resources to improve the reference program: The Phelon Group just published their fifth annual Customer Referencing Benchmark Study, and MarketingSherpa has exclusive charts and insights for you.
B-to-B companies' customer reference programs (CRPs) run the gamut from as little as a list of testimonials to as much as a full department with half a dozen staffers who manage a library of everything from Case Studies to client-speaking gigs and audio interviews.
Phelon studied the details of CRPs from 40 large companies, including Adobe, EMC, Oracle, Siemens and Xerox, to discover what's working and where the problems lie for 2007.
Biggest finding? Demand is increasing -- especially from the sales department who want more customer references and want them now! Yet, companies studied dedicate only one-tenth of 1 percent of annual budget to CRP, including related staffing and technology. And, budgets aren't increasing to meet demand.
Three types of CRPs companies invest in:
#1. Recorded and written materials
Many smaller companies focus their CRP resources in this front, and the marketing department is often in charge of gathering them. These reusable assets include:
o Permission to use client's names/logos/images in marcomo Written testimonials and quotes for general publicationo Agreement to be quoted in a press releaseo Case Studies with named clientso Archived webinarso Taped audio and/or video testimonialso Taped third-party, in-depth interviews to be revealed with permission during the discovery process sometimes in lieu of a one-on-one conversation with a prospect. (See Case Study below about this.)
#2. Clients who’ll make live, mass-audience presentations
Generally, these are not reusable. A client may agree to do a few, not countless presentations. But, at least they reached a fairly large audience.
o Agree to be interviewed by journalists and/or analysts who'll distribute the information to otherso Sit on a panel at a trade showo Attend a prospect networking event (breakfast or other smaller high-level gathering)o Speeches at trades shows or webinars
#3. Clients who'll speak one-on-one with prospects
Again, these are not reusable. They are generally reserved for special occasions, helping to land the most important prospects. Unfortunately, your sales team probably wants to use them like crazy!
o Agree to speak on the phone with individual prospects (serving as a reference)
o Allow prospects to visit in person for a tour
Five most common CRP mistakes to avoid:
According to Phelon Senior Consultant Whitney Wood, who authored the study, many CRPs make at least one of five mistakes:
A. Lack of strategic mapping
Don't just focus on your biggest-name clients or on your volume of references alone. Having a testimonial from someone very famous or having a giant stack of Case Studies won't be as useful as having the right type of reference at the right time.
So, first map out your needs based on categories that are most important to (and frequently used by) the sales team. This might include references in particular geographic regions, or in particular vertical industries, or running on particular technology, or experiencing particular challenges that your offering solves.
You may also find that you have more than enough Case Studies but a dearth of client-side trade show speakers. Or, plenty of written testimonials, but no audio interviews.
B. Offering compensation for references
40% of studied firms compensate potential references in one way or another. These incentives might range from logo-ed materials, points and rewards systems and discounts. "There's not much payoff in doing this and a huge payoff in not doing it," advises Wood.
Why are incentives a bad idea? Two reasons: Prospects and industry analysts alike distrust references potentially obtained through bribes. Plus, clients rarely find these types of compensation enormously attractive. No one needs another logo-ed hat and, if a client really needs discounts or additional consulting hours, they can ask for them as part of their regular contract.
Many marketers rely on the promise of publicity to clients as their main incentive. However, if your client is a bigger brand than you or PR-shy, they may not bite. Also, the most valuable references of all -- one-on-one phone calls between top clients and prospects -- are inherently private.
What do most clients *really* want in exchange for referencing? Wood says it often boils down to two simple things:
o Insider access to your company, which might include personal meetings with top management, advisory board invitations, and private previews of your R&D roadmap.
o Connections with their peers at other client organizations -- to join, network with, and learn from a private community of like-minded executives.
C. Inadequate technology
"Everyone recognizes the power of customer references but marketing is not investing in the infrastructure." According to Wood's research, only 25% of companies Phelon studied had integrated their reference databases with any other company CRM systems or marketing and sales databases. "CRP systems range from a spreadsheet to a really fancy custom built system."
Unfortunately, in most cases, the systems aren't built with adequate capacity, flexibility or usability. "The hassle of running one of those systems is a nightmare," Wood says. "People are not happy with the technology they have, nor would they recommend the system they use to a colleague. However, most expect to stick with it for years to come."
Why? "CRP system spending slips down very low compared on IT's list compared to lead generation systems," she explains, "even though CRP is a huge tool in the sales arsenal. There is nothing more powerful than a customer telling their own story in their own words."
D. Inadequate staffing
"It's not uncommon to find a CRP team of four or five servicing a sales force in the tens of thousands. Customer reference departments are facing increasing demand but operating with substandard systems and staffing."
E. Not enough meetings with stakeholders
"What's shocking to me is that 30% of CRP staff say they rarely or never take a meeting with key stakeholders," exclaims Wood. (See link to chart below detailing this data.)
She's not in love with meetings for the sake of meetings, but rather meetings for two critical purposes:
o Internal market research
How can you know which types of references you need to build up your library of if you don't know which are really used or would be considered useful?
Tip: Don't ask, "How do you like our references?" or, "Do you want more videos or Case Studies?" Instead, ask, "Where do you have hang-ups in the sales cycle? How could customer evidence help you?" Once you know what problem the sales department needs you to solve, you can build resources to address it. They won't know if a video would be better or worse than a PR blitz, but they do know banking industry customers are concerned about security issues. …
o Internal promotion
To get the budget you need, you have to get the sales department, as well as any other stakeholders (PR, investor relations, marketing, etc.) to become your evangelists. In effect, your most important CRP activities may sometimes be the cones you conduct on your own behalf.
Consider: when was the last time you got a sales rep to give a testimonial on behalf of your own department?
How to get a bigger CRP budget approved:
First, figure out what you plan to spend the funds on and how it will help you improve services… and ultimately what the bottom line improvement would be for the organization. Woods shared a chart with us (see hotlink below) showing what the studied companies thought their biggest program issues were.
Then, gather anecdotal evidence from your own internal clients. Did the right reference at the right time help land a big deal? Did that airport billboard campaign with the big-name client spokesperson help lift brand perception?
And then put together the most powerful presentation you can for the management. Be sure to include user stats and results data. Sherpa asked Wood to create a short sample presentation so you'll have an idea of the types of slides you might include. (See link below.)
Good luck! Here's hoping next year's Benchmark Guide reflects your success.
Useful links related to this article
Two charts and a suggested PowerPoint presentation (in PDF format) from the Benchmark Guide from Phelon:http://www.marketingsherpa.com/cs/crpdata/study.html
Two related past Sherpa Case Studies: #1. How to Get Fortune 500 Clients to Evangelize with Press, Analysts & Sales Prospects on Your Behalfhttps://www.marketingsherpa.com/article.html?ident=2322
#2. How to Create & Use an Audio Testimonial Library to Shorten Your Sales Cyclehttp://www.marketingsherpa.com/article.html?ident=24010
The Phelon Grouphttp://www.phelongroup.com
传统广告代理对精准营销的看法和实践经验[转载]
传统广告代理对精准营销的看法和实践经验
[ 2007-3-29 16:55:00 ]5推荐本文 用完全覆盖的策略来解决大众营销的问题，这是央视黄金段的精准策略。在我们参加招标的十年中，从几千万到几十个亿，尤其最近三年在央视招标过程中采用的较多。我们深切体会到国内众多领导品牌在进行市场传播时，采用一些大家了解不太多的策略。这些策略并不复杂，主要利用央视品牌加屏幕全覆盖，取得非常显著的成效。
这里作为广告代理，我想跟大家分享我们对精准营销的一些看法和经验，先是传统营销是如何看待精准营销的，然后拿一些案例给大家分享。
精准营销的看法
其实，传统加覆盖网络平面的平台，整个营销链条上各环节他们之间相互作用才能完成整个行销的目标。对于广大的广告主来讲他们是不是有时间，或者是否有耐心，是否有钱来做这些事情，这需要大家仔细思考。毫无疑问精准营销的概念已经出来，而且很多团队已经在积极努力地实践，其所存在的价值以及现有技术已经能够在一定程度上满足客户的需求。
1.先考虑客户需求
先看例子：美国、英国现在拥有600多客户，他利用低价在3000多家网站还没有售出的前提下给买下来，自己买下来处理。这3000家网站包括领先20位网站的前12家，这12家是他购买的对象，投入1.2亿元来进行他的投放。他的策略很准确，自己买然后卖。
因此，目前精准营销应考虑客户的需求，把客户的需求作为衡量比如代理商能否体现客户价值，为客户实现媒体投资最佳回报的能力。
2.跟踪高附加值的目标用户
在我看来，精准营销的意义在于目标用户主动，然后在其投入以后进行跟踪。这种说法可能显得比较投机，但的确在我们做尝试时，发现消费者是主动点他需要的信息。在做搜索过程中，我公司其中一大部分客户是医药公司，医药广告国家监管非常严格，但是在GOOGLE、百度上做推广的时候，很可能发现目标消费者。比如网民搜索完出现有关需要信息的某个标题，可是点开以后会变成一个药品。你说这是广告吗？精准营销的意义在于目标客户是主动联系的，我们把他所有的行为记录在案，接下来进入更深层的对话，这样来加强我们对精准营销的动作。
精准营销的客户应该是高附加值，以及使用成本比较高的品牌、产品、服务。比如：大家都会开车，现在很多车比较昂贵，这时一家小修理厂如果在服务上做得好，他的杀伤力就会非常强，能把所有品牌店的客户都抢光。像类似情况也可以说是非常精准的形势，仅仅是例子。
3.以数字证明效果
对绝大多数广告商来说，他们非常喜欢按效果付费，但这不等于没有问题。这里存在三个问题：第一他不知道效果究竟能达到什么程度？第二，支出的平台够不够主流，如果不够主流，影响力不够的话，会影响我们的推广；第三，对快速消费品来说，数据库的建设，即达到有效客户群所需时间代价存在未知性。
作为代理商时时刻刻讲，要弄清楚客户究竟怎么想的，然后给他成功案例，这个案例能满足他的任何需求。
对于精准营销，客户考虑的不很专业，他的问题都很直白，比如他们承认这种精准营销的概念很喜欢，但是更看重精准营销的应用是否实际以及应用成果，比如如何解决覆盖问题。对广告主以及代理商来说都会非常看重这些问题，如果没有得以解决，投钱是不实际的。对于范围更广的网络媒体来说，大多数客户、广告主也会有同样题，比如他们听了不少方案，但绝大多数反馈提供的方案与自己的市场销售方案结合不起来。
这实际上也是作为代理商在努力探索的问题：究竟什么样的精准行销方式能取得满意的效果？精准行销的模式可能会有很多，但更重要的是现在客户认为精准是什么概念。客户需要我们通过实践，给他确定的数据、花费、区域，最后得出的结果也是有数字量化的。他会认为这才是一个精准的推广。
精准营销的探索
作为代理商来讲，我们从六个方面来分享我们的探索：
第一，品牌营销。其中包括到达率，必须要有到达率，无论采取哪种媒体品牌，采取什么手段，必须要有覆盖率才能做品牌营销。
第二，行为营销。我们提出这些观点有一定的前瞻性，同时也需要有富媒体支撑平台，同时还要定向营销。行为营销在网上推广后，我们对代理商也要进行行为研究，通过对消费者、客户、网民访问的研究给大家提供服务，同时让他的推广活动更精准。
第三，搜索营销。搜索营销并不是简简单单为了排名，而是要提供更丰富的服务，而目前很多数据服务代理商们都不能提供。
第四，数据库营销。最常用通过各种各样的网站、注册信息为客户搜集到数据库，应用起来会更得心应手。
第五，促销营销。我们的实践主要是常规方式，我们发现在与客户沟通时，如果有数据库、电子通话、游戏、电子杂志等各种各样的手段进行互动，客户会喜欢的。反之，如果告诉他们通过逐步建立数据库，他就不明白为什么需要建立一个很大的数据库，这需要多沟通。此外，跟客户谈到数据库的结构也非常关键。
第六，视频营销。国内传统电视媒体非常贵，恨不得5秒钟、15秒钟就把大部分的内容播出来，而我们希望用50秒。
精准营销推广的体会
第一，如果客户没有理解数据库的意义，他就不会花钱，也没有耐心去做。不过如果进一步向客户推荐，数据库可能会有助于提供精准销售的建议，他听了就会觉得不错而会采取。同时，帮客户在网络上进行各式各样的测试。
第二，建立公司及用户的使用渠道也是客户喜欢的。大部分客户都想做网络互动，而真正如何互动实际上是不太清楚的。所以需要告诉客户说精准营销模式能让任何推广模式更精彩，同时还要努力把我们的手段跟他的需求结合起来，因为缺乏这个会与初衷背道而驰。
第三，关于为客户省钱的说法，我不赞同。从代理商的角度可以告诉客户有更精准的广告投放方式和技巧，这使广告更有效，但不要说更省钱，因为这可能会违背初衷。
第四，从精准营销的推广过程看，应该建立完善的商业模式、商业价值评估体系。所有客户都会在第一时间想行不行，花的钱值不值。但既然在与新媒体、新广告合作做新项目，就必须有新模式，否则这个不圆满。首先，计费和检测系统要让客户知道和信任。然后，关于新模式要跟客户的决策层进行沟通，其他的沟通渠道困难大效果差。此外，既然是新东西就要让客户一些体验。
分享一些案例
案例1：这是一个只做一天的大活动，宝洁的漂流品牌把大楼打成墙体广告。活动的发起是户外媒体，想以创新引起一些轰动。而在网站会如何做？在新浪上会有一个流动性的图像，结果客户当天就会要完整的数据库，如点击率、人群，并且要在里边做抽奖等各种各样的活动。
案例2：所有客户在网络媒体上的推广都很小，因为他们还找不到充足的理由，所以目前精准营销还处在更小、更精彩的市场推广活动阶段。
对于露露这个很久的品牌，我们做了一个小程序。页上所有平面包装都是通过其他途径找设计师做的，把所有设计作品经初选后放在网上，网民通过注册对所爱的设计进行投票，投票前在双击平面时会看到非常好玩的效果图。就是通过这种方法跟消费者共同建数据库，让客户拿到几万个甚至几十万个数据库，即使客户不会用这个数据库也会很高兴。
案例3：在做网络上的营销时，我们会给客户开发低级的网络游戏，因为太高级操作不了。大家记得民生小金维他和湖南卫视举行了叫“阳光行动”的活动。换到网络上呢？我们会在网络上开发两个小游戏，吃到维生素片就会跑的快。这种看似简单的游戏开发但效果会很大，旁边是阳光行动的日志，把具体的产品信息放在上面。把这作为客户信息的网络传播是很有益的，这会产生一定的互动。
（节选自2006中国广告精准营销高峰论坛演讲内容）
“订单供货”试点工作跟踪报道 [转载]
“订单供货”试点工作跟踪报道 来源：东方烟草报社 总期数：2116 出版日期：2007-3-29
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打牢八个基础 突出两项重点
西安市局（公司）全面提高适应市场能力 本报西安讯 通讯员王萍、邓金宇报道：陕西省西安市烟草专卖局（公司）近日对全市系统市场经理、客户经理进行了“按客户订单组织货源”工作培训，并由此拉开了2007年全面实施“订单供货”工作的序幕。 2005年底，西安市局（公司）就组织人员系统采集了全市零售客户的详细资料，对其诚信度、成长度、贡献度等认真进行分析评价，核定了每位客户的卷烟月需求总量、各品牌卷烟的月需求量、日均销量及合理周转量，为“订单供货”工作的开展提供了第一手资料。2006年，他们积极探索，采取先试点、后铺开的方案，先在城区第三营销部实施“订单供货”试点工作，后推广至城区4个营销部，总体实施情况较好。 今年，西安市局（公司）将试点工作由城区营销部推广至各县区营销部，并结合西安烟草实际，要求全市系统着重打牢“八个基础”：提高全员开展“订单供货”的积极性、主动性和创造性，打牢开展“订单供货”工作的思想基础。全面掌握“订单供货”的指导思想、主要任务、工作目标和实施步骤，进一步创新管理模式和工作方法，打牢知识基础。完善体制机制，对“订单供货”工作的主流程和子流程进行改进完善，确保订单预测流程、采购流程、供货流程、订单优化流程科学合理、切实可行，打牢制度基础。整合营销力量，提高营销水平，加大工作执行力度，打牢工作基础。建立以市场为取向的需求分析体系，准确把握市场的真实需求，加强货源采购能力，有效组织货源，保持市场稳定，打牢市场基础。加大品牌培育力度，完善“全面合作、共同发展”的工商战略合作机制、工商协同机制和品牌培育机制，打牢货源基础。继续提升网建水平，把客户服务作为考核网建工作和“订单供货”工作的重要内容，打牢网络基础。建立科学的激励约束机制和用工分配机制，打牢人力资源基础。 下一步，西安市局（公司）将通过进一步开展市场调研，提高订单预测能力，突出有效组织货源和培育名优品牌“两项重点”，积极将网上配货、数据挖掘、数据库营销等先进的管理方式和技术手段应用到“订单供货”工作中，力争使“订单供货”工作进一步取得实效。
优化业务流程 提高预测准确率
南昌市局（公司）努力提升经营市场化水平 本报南昌讯 通讯员章凤英报道：今年年初，江西省南昌市烟草专卖局（公司）打破运行多年的按调拨计划分配客户货源的做法，出台《“按客户订单组织货源”工作实施方案》，推进了“订单供货”工作在全市系统的全面落实。据2月份数据显示：客户满意率达90%，市场预测准确率90%，卷烟销售增长率15%，全市系统呈现持续健康发展的良好势头。 2006年，南昌市局（公司）开始着手准备“订单供货”工作，努力提升经营的市场化水平。他们本着“务实求真、创新提高”的思想，以国家局对“订单供货”工作的总体要求和江西省局（公司）确定的全省系统三年网建规划为标准，着力使资源配置优化到位、经营模式统一到位、客户关系管理体系中的营销业务流程规范到位，以进一步解决卷烟产供销环节出现的问题，满足市场需要，提升客户满意度，推动网建工作深入开展。 他们先后开展了客户基本情况摸底调查、消费者真实需求市场调研、客户订单大讨论等一系列活动，积极推进了预约订单协议计划、明码标价与明码实价指导管理、协同培育重点品牌以及分析预测准确率考核考评等工作。同时，成立了专门的领导机构，设立了客户关系管理课题调研组，选定“订单供货”试点单位。在试点过程中，他们采取“按需分析、预测计划、按单供货、工商协调、互动营销”的办法，并实行“订单供货”一户一码制。目前共制定客户入网、退网等工作流程近30个，健全了《紧俏卷烟使用报告制度》，制定了《按客户订单供货工作细则》、《零订单客户工作细则》、《特供卷烟管理办法》及《客户超量供应报批程序规定》等规范性文件20余个。 此外，南昌市局（公司）还根据客户经理、市场经理、品牌经理定期上报的卷烟销售情况及客户库存情况，及时进行归纳整理，编发成“南昌烟草销售工作动态”，每月一期，提供给决策管理层参考。并将预测分析准确率、客户满意率与员工工资考核挂钩，每月严格进行考评。 下一步，南昌市局（公司）将牢固确立市场化经营理念，着力建立自下而上的“订单供货”业务流程；初步建立需求预测体系，提高预测准确率；初步建立品牌引进与退出规则，确保客户订单满足率不断提高；进一步提升网建水平和品牌培育能力，继续扩大名优品牌卷烟的市场份额，为今年8月在全市推广“订单供货”工作打下坚实的基础。
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打牢八个基础 突出两项重点
西安市局（公司）全面提高适应市场能力 本报西安讯 通讯员王萍、邓金宇报道：陕西省西安市烟草专卖局（公司）近日对全市系统市场经理、客户经理进行了“按客户订单组织货源”工作培训，并由此拉开了2007年全面实施“订单供货”工作的序幕。 2005年底，西安市局（公司）就组织人员系统采集了全市零售客户的详细资料，对其诚信度、成长度、贡献度等认真进行分析评价，核定了每位客户的卷烟月需求总量、各品牌卷烟的月需求量、日均销量及合理周转量，为“订单供货”工作的开展提供了第一手资料。2006年，他们积极探索，采取先试点、后铺开的方案，先在城区第三营销部实施“订单供货”试点工作，后推广至城区4个营销部，总体实施情况较好。 今年，西安市局（公司）将试点工作由城区营销部推广至各县区营销部，并结合西安烟草实际，要求全市系统着重打牢“八个基础”：提高全员开展“订单供货”的积极性、主动性和创造性，打牢开展“订单供货”工作的思想基础。全面掌握“订单供货”的指导思想、主要任务、工作目标和实施步骤，进一步创新管理模式和工作方法，打牢知识基础。完善体制机制，对“订单供货”工作的主流程和子流程进行改进完善，确保订单预测流程、采购流程、供货流程、订单优化流程科学合理、切实可行，打牢制度基础。整合营销力量，提高营销水平，加大工作执行力度，打牢工作基础。建立以市场为取向的需求分析体系，准确把握市场的真实需求，加强货源采购能力，有效组织货源，保持市场稳定，打牢市场基础。加大品牌培育力度，完善“全面合作、共同发展”的工商战略合作机制、工商协同机制和品牌培育机制，打牢货源基础。继续提升网建水平，把客户服务作为考核网建工作和“订单供货”工作的重要内容，打牢网络基础。建立科学的激励约束机制和用工分配机制，打牢人力资源基础。 下一步，西安市局（公司）将通过进一步开展市场调研，提高订单预测能力，突出有效组织货源和培育名优品牌“两项重点”，积极将网上配货、数据挖掘、数据库营销等先进的管理方式和技术手段应用到“订单供货”工作中，力争使“订单供货”工作进一步取得实效。
优化业务流程 提高预测准确率
南昌市局（公司）努力提升经营市场化水平 本报南昌讯 通讯员章凤英报道：今年年初，江西省南昌市烟草专卖局（公司）打破运行多年的按调拨计划分配客户货源的做法，出台《“按客户订单组织货源”工作实施方案》，推进了“订单供货”工作在全市系统的全面落实。据2月份数据显示：客户满意率达90%，市场预测准确率90%，卷烟销售增长率15%，全市系统呈现持续健康发展的良好势头。 2006年，南昌市局（公司）开始着手准备“订单供货”工作，努力提升经营的市场化水平。他们本着“务实求真、创新提高”的思想，以国家局对“订单供货”工作的总体要求和江西省局（公司）确定的全省系统三年网建规划为标准，着力使资源配置优化到位、经营模式统一到位、客户关系管理体系中的营销业务流程规范到位，以进一步解决卷烟产供销环节出现的问题，满足市场需要，提升客户满意度，推动网建工作深入开展。 他们先后开展了客户基本情况摸底调查、消费者真实需求市场调研、客户订单大讨论等一系列活动，积极推进了预约订单协议计划、明码标价与明码实价指导管理、协同培育重点品牌以及分析预测准确率考核考评等工作。同时，成立了专门的领导机构，设立了客户关系管理课题调研组，选定“订单供货”试点单位。在试点过程中，他们采取“按需分析、预测计划、按单供货、工商协调、互动营销”的办法，并实行“订单供货”一户一码制。目前共制定客户入网、退网等工作流程近30个，健全了《紧俏卷烟使用报告制度》，制定了《按客户订单供货工作细则》、《零订单客户工作细则》、《特供卷烟管理办法》及《客户超量供应报批程序规定》等规范性文件20余个。 此外，南昌市局（公司）还根据客户经理、市场经理、品牌经理定期上报的卷烟销售情况及客户库存情况，及时进行归纳整理，编发成“南昌烟草销售工作动态”，每月一期，提供给决策管理层参考。并将预测分析准确率、客户满意率与员工工资考核挂钩，每月严格进行考评。 下一步，南昌市局（公司）将牢固确立市场化经营理念，着力建立自下而上的“订单供货”业务流程；初步建立需求预测体系，提高预测准确率；初步建立品牌引进与退出规则，确保客户订单满足率不断提高；进一步提升网建水平和品牌培育能力，继续扩大名优品牌卷烟的市场份额，为今年8月在全市推广“订单供货”工作打下坚实的基础。
“呼叫广告”能带来网络广告革命？[转载]
“呼叫广告”能带来网络广告革命？2007-03-29 18:48 作者： 张行舟 来源： eNet硅谷动力 [收藏到E起摘]
商用宽屏仅5700元 多普达830降价 索爱也出美女机 森海塞尔仅150
在3月22日举行的第三届互联网创新论坛社区分论坛上，蚂蚁互动董事长高红冰高调推出号称“第三代网络广告”的PPC呼叫广告。尽管他半带调侃地自谦为“web0.5”，然而在随后的演讲中却尽显其对web2.0的雄心壮志。
所谓PPC，就是Pay－Per－Call，每次呼叫付费，Ebay收购Skype就是对这项应用的整合，而去年下半年Google与Ebay公布了一项为期多年的广告合作计划，点击呼叫（Click to call）与文字广告一道成为合作的主要部分。微软也唯恐落在后面，它与Ingenio搭档在移动版本MSN的Windows Live Search中植入可呼叫广告，使用户可以直接与餐馆、商店等服务提供商通话。
看起来一场网络广告的新战役已经打响。
相对于以往的网络广告形式，“呼叫广告”是否真的能带来所谓革命性变革？它又能给市场带来什么样的变化？作为有着多年IDC经营经验的蚂蚁互动，究竟靠什么法宝在国内竞争启动之初就迅速取得绝对领先地位？它又将如何才能确保自己在未来的竞争中立于不败之地？这都是值得业界关注的重要问题。
“呼叫广告”高在哪里？
按照蚂蚁互动给“呼叫广告”作出的诠释，它是继门户广告、搜索引擎广告之后的第三代网络广告。它的基本原理是广告商在网站免费为厂家投放广告，消费者点击广告并输入自己电话号码，由呼叫中心免费接通厂家，费用由厂家根据来电效果（数量和质量）支付给广告商和网站。
门户广告是Web1.0的产物，国外的雅虎、AOL，国内的新浪、搜狐、网易还有腾讯，凭借其经营多年的业界品牌和庞大用户群，使得门户广告成为其最重要的收入之一。
根据以往的调研资料，门户广告的最大问题就是虽然它的覆盖率很高，但是目标受众的到达率却很低，作为面向一般受众的品牌推广固然不错，作为面向目标受众就力所不及了。以Google、百度为代表的点击付费广告，一定程度上解决了目标受众的到达率问题，满足了“一对一”精准营销的需求，而且让世人第一次见识了长尾市场的神奇威力。
然而众所周知，无论是Google也好还是百度也好，其点击付费广告从一开始就在“点击欺诈”的质疑声中官司缠身。尽管搜索引擎商看上去对此并没有掉以轻心而是动用了相当的技术力量对恶意点击进行屏蔽和过滤，但从业界的反馈来看收效甚微，这个痼疾的存在成为点击付费广告挥之不去的硬伤。
比按点击付费更进一步的是按效果付费，即CPA（Cost per Action），或者P4P（Pay for Performance），是当用户完成消费或者至少作出消费表示广告主才付费。“呼叫广告”可以说正是如此，它的革命性就在于极大程度上克服了点击付费广告的“点击欺诈”问题，比点击付费广告更加精准，更加安全，成本更低。以蚂蚁互动为例，通过其互动平台自动将潜在消费者的需求和商家广告进行匹配，并且与日益成熟的呼叫中心相结合，引导消费者采取购买行动，自动结算有效销售的广告成本，从而实现了广告客户、媒体平台、广告受众群体三方共嬴。而最关键的就是它是互联网与电信网“二网合一”的产物，多年经营IDC打下的与基础电信服务商的良好关系使其得以从基础电信业务层面对“点击欺诈”进行监控甚至杜绝它。
“呼叫广告”路在何方？
从高红冰在创新领袖论坛社区分论坛的高调亮相以及蚂蚁互动与此相配合的相关业务活动我们可以看到，其剑锋直指web2.0，说得更直接一点，就是日益为业界关注的长尾市场。
众所周知，web2.0的商业模式、尤其是收入模式一直是一个让人头疼的问题。而蚂蚁互动此番以一个第三方平台的身份出场，号称要将网下的广告客户、甚至个人客户拉上网，网上客户则涵盖博客、电子商务、网络社区、电子杂志等不同形态，可谓“此其志不在小也”。用互联网实验室新近推出的《中国电子商务生态研究报告2007》的观点，这是一个基于商业生态观的战略应用，成为一个新的商业生态系统的核心构建者是其根本目的。
然而有个问题是它不能不加以重视的。“二网合一”和依托互联网建立的电信级IDC和骨干网使它在监控管理上得天独厚，然而在平台技术上是否有足够的先进性则是其核心竞争力不可缺少的另一个重要部分。呼叫中心这几年的发展已经相当成熟，它不仅应用到在线客服、交互网站等许多方面，更由于与数据库营销、直复营销相结合方能尽显其价值，只有能充分挖掘用户价值并将其实现的模式才是能够成功的模式。
不能说蚂蚁互动扮演着web2.0救世主的角色，但它却确实将自己置于一个商业生态系统的创建者的地位，由此它必然要面对像《中国电子商务生态研究报告2007》中所分析的新的主体角色、新的关系冲突、新的演化趋势，它必须对此作出审慎的抉择。倘若通过此举它真能推动中小企业网络营销的升级换代，推动网站由信息型、媒体型向营销型转变，由此带来新的盈利模式也未可知。
商用宽屏仅5700元 多普达830降价 索爱也出美女机 森海塞尔仅150
在3月22日举行的第三届互联网创新论坛社区分论坛上，蚂蚁互动董事长高红冰高调推出号称“第三代网络广告”的PPC呼叫广告。尽管他半带调侃地自谦为“web0.5”，然而在随后的演讲中却尽显其对web2.0的雄心壮志。
所谓PPC，就是Pay－Per－Call，每次呼叫付费，Ebay收购Skype就是对这项应用的整合，而去年下半年Google与Ebay公布了一项为期多年的广告合作计划，点击呼叫（Click to call）与文字广告一道成为合作的主要部分。微软也唯恐落在后面，它与Ingenio搭档在移动版本MSN的Windows Live Search中植入可呼叫广告，使用户可以直接与餐馆、商店等服务提供商通话。
看起来一场网络广告的新战役已经打响。
相对于以往的网络广告形式，“呼叫广告”是否真的能带来所谓革命性变革？它又能给市场带来什么样的变化？作为有着多年IDC经营经验的蚂蚁互动，究竟靠什么法宝在国内竞争启动之初就迅速取得绝对领先地位？它又将如何才能确保自己在未来的竞争中立于不败之地？这都是值得业界关注的重要问题。
“呼叫广告”高在哪里？
按照蚂蚁互动给“呼叫广告”作出的诠释，它是继门户广告、搜索引擎广告之后的第三代网络广告。它的基本原理是广告商在网站免费为厂家投放广告，消费者点击广告并输入自己电话号码，由呼叫中心免费接通厂家，费用由厂家根据来电效果（数量和质量）支付给广告商和网站。
门户广告是Web1.0的产物，国外的雅虎、AOL，国内的新浪、搜狐、网易还有腾讯，凭借其经营多年的业界品牌和庞大用户群，使得门户广告成为其最重要的收入之一。
根据以往的调研资料，门户广告的最大问题就是虽然它的覆盖率很高，但是目标受众的到达率却很低，作为面向一般受众的品牌推广固然不错，作为面向目标受众就力所不及了。以Google、百度为代表的点击付费广告，一定程度上解决了目标受众的到达率问题，满足了“一对一”精准营销的需求，而且让世人第一次见识了长尾市场的神奇威力。
然而众所周知，无论是Google也好还是百度也好，其点击付费广告从一开始就在“点击欺诈”的质疑声中官司缠身。尽管搜索引擎商看上去对此并没有掉以轻心而是动用了相当的技术力量对恶意点击进行屏蔽和过滤，但从业界的反馈来看收效甚微，这个痼疾的存在成为点击付费广告挥之不去的硬伤。
比按点击付费更进一步的是按效果付费，即CPA（Cost per Action），或者P4P（Pay for Performance），是当用户完成消费或者至少作出消费表示广告主才付费。“呼叫广告”可以说正是如此，它的革命性就在于极大程度上克服了点击付费广告的“点击欺诈”问题，比点击付费广告更加精准，更加安全，成本更低。以蚂蚁互动为例，通过其互动平台自动将潜在消费者的需求和商家广告进行匹配，并且与日益成熟的呼叫中心相结合，引导消费者采取购买行动，自动结算有效销售的广告成本，从而实现了广告客户、媒体平台、广告受众群体三方共嬴。而最关键的就是它是互联网与电信网“二网合一”的产物，多年经营IDC打下的与基础电信服务商的良好关系使其得以从基础电信业务层面对“点击欺诈”进行监控甚至杜绝它。
“呼叫广告”路在何方？
从高红冰在创新领袖论坛社区分论坛的高调亮相以及蚂蚁互动与此相配合的相关业务活动我们可以看到，其剑锋直指web2.0，说得更直接一点，就是日益为业界关注的长尾市场。
众所周知，web2.0的商业模式、尤其是收入模式一直是一个让人头疼的问题。而蚂蚁互动此番以一个第三方平台的身份出场，号称要将网下的广告客户、甚至个人客户拉上网，网上客户则涵盖博客、电子商务、网络社区、电子杂志等不同形态，可谓“此其志不在小也”。用互联网实验室新近推出的《中国电子商务生态研究报告2007》的观点，这是一个基于商业生态观的战略应用，成为一个新的商业生态系统的核心构建者是其根本目的。
然而有个问题是它不能不加以重视的。“二网合一”和依托互联网建立的电信级IDC和骨干网使它在监控管理上得天独厚，然而在平台技术上是否有足够的先进性则是其核心竞争力不可缺少的另一个重要部分。呼叫中心这几年的发展已经相当成熟，它不仅应用到在线客服、交互网站等许多方面，更由于与数据库营销、直复营销相结合方能尽显其价值，只有能充分挖掘用户价值并将其实现的模式才是能够成功的模式。
不能说蚂蚁互动扮演着web2.0救世主的角色，但它却确实将自己置于一个商业生态系统的创建者的地位，由此它必然要面对像《中国电子商务生态研究报告2007》中所分析的新的主体角色、新的关系冲突、新的演化趋势，它必须对此作出审慎的抉择。倘若通过此举它真能推动中小企业网络营销的升级换代，推动网站由信息型、媒体型向营销型转变，由此带来新的盈利模式也未可知。
从群雄逐鹿网络社区看互联网商业生态启示[转载]
从群雄逐鹿网络社区看互联网商业生态启示
2007-03-29 14:02:32 来源: eNet硅谷动力(北京) 网友评论 0 条 进入论坛
文/互联网实验室 张行舟 豪雄之间的对话总是很有趣的，在刚刚结束的2007互联网创新领袖论坛上就不乏看点。我们可以看到中搜COO陈波与Google工程技术总监刘骏叫板，可以看到瑞星副总裁毛一丁出现在电子商务分论坛，可以看到阿里巴副总裁金建杭大谈社区商务，可以看到蚂蚁互动董事长高红冰和天下互联CEO张向宁向猫扑等社区网站频频示好。 无疑，社区已经成为观点交锋、竞争与合作的焦点。社区的发展在很大程度上主导着互联网未来的发展方向，并将给互联网商业生态的建构带来越来越多的启示。 互联网商业生态观的发展 1993年，美国麻省剑桥大学战略思考和投资模式合作研究中心的创立者和总裁詹姆斯•弗•穆尔在《哈佛商业评论》上发表文章“掠食者与猎物：新的竞争生态”，首次提出了商业生态系统概念,随后在1996年《竞争的衰亡》一书中对此作出进一步阐释。按照他的观点,商业生态系统是指以组织和个人的相互作用为基础的经济联合体，这种经济联合体不是企业之间简单的结合，而是企业之间以互利的方式共同进化。 在国内去年出版的《共赢：商业生态系统对企业战略、创新和可持续性的影响》一书中，哈佛商学院企业管理系教授马尔科•扬西蒂从微观层面探讨了商业生态系统对企业战略的影响，并引发了持续的讨论。 而中国互联网实验室新近推出的《中国电子商务生态研究报告2007》，则从中观层面审视、分析和研究中国电子商务生态的环境、系统和演化，探求企业等电子商务生态主体之间，以及由企业有机聚合而成的子生态系统之间的生态关系。在Web2.0与电子商务日益紧密结合的当今中国，这个对互联网战略的又一次探索性研究究竟能给业界带来哪些新的启示，值得我们期待。 实际上，互联网飞速发展的这10余年正是互联网商业生态从无到有、从简单零星到系统化复杂化发展的10余年。从ISP网络接入到ICP内容提供再到综合服务；从邮件服务到门户服务再到电子商务；从web1.0的单向信息到web2.0的个性化、互动化。各种产品服务还有服务提供商宛如匆匆过客来来去去，又似满天星辰起起落落，即便是网民与10余年前相比也是天上人间，其需求更迭之快、关系之复杂令人有一日三秋之感。 当今的互联网已经是一个物种空前庞大、关系空前复杂的社会形态，它吞噬一切的强大威力让我们毫不怀疑它终将把世界上的一切都虚拟化，都纳入它庞大的商业生态系统。随着行业界限被打破，国际分工和扁平化趋势的日益明显，任何企业都再不能脱离生态观来考虑其战略发展。正如微软的操作系统和办公系统产品关系到数百家企业的生存、无数就业机会的提供，Google搜索引擎的ADWords和ADsense救活了Ask Jeeves及一大批依靠广告生存的网站，当今的互联网企业，不论大小，都不得不考虑这样一个问题：我正处在怎样一个商业生态系统里？我怎样才能帮助整个商业生态系统获得发展，并且从中获得应分享的利益？ 从本文开头提到的互联网领袖论坛的场景我们看到，尽管对web2.0的看法各有不同，不同企业对此所做出的选择也各异，但它们都不约而同地看到了社区正在深刻地改变着互联网发展这一事实，并纷纷以更加积极活跃的态度投身到新用户、新市场的挖掘中，一方面在核心竞争力方面展开竞争，另一方面又展开协同与合作，希望通过对用户价值的共同开发达成做大市场的共嬴格局。 对互联网商业生态的启示 从互联网发展的现状我们可以得到一些启示： 长尾市场 在互联网研究专家姜奇平的新书《长尾战略》里将“蚂蚁互动”作为长尾理论的成功案例。其实在当今互联网发展中，长尾应用正日益得到重视，大热门、次热门尽管收入仍占到全部收入的80％，但其利润则与由无数冷门构成的长长的尾巴相比却差不多，大约各占三分之一。 用户价值 互联网营销已经进入精准营销的时代，Web2.0的价值不在于表面的平台服务价值，而在于用户价值的开发和利用。基于用户数据挖掘和数据分析的数据库营销和直复营销对此拥有更为广阔的前景。 平台创新 平台创新的体现除了对用户价值的挖掘外，更重要的就在于基于完善的用户体验的平台技术的集成和创新，在电子商务领域就是诚信体系、交易平台、电子支付、商务管理、物流配送等平台技术的集成和融合，完善的流程管理是平台创新的目的。 协同商务 互联网的社区化发展趋势将带来商务的协同化发展，一方面第三方平台的专业化、专门化分工将得到深化，另一方面第三方平台与专业商务平台的协同合作的形式将日趋多样和深入，通过这种方式双方实现现金流和盈利的分享，达到共嬴的目的。 借用互联网实验室《中国电子商务生态研究报告2007》的观点，不论是中国电子商务，还是更广大意义上的中国互联网，由于其参与主体的更迭变化必然导致其相互关系发生相应变化，谁能够率先对此作出反应，谁就能够在未来的互联网生态中占据核心地位。从社区成为平台再中介化和协同商务的关注焦点，从企业2.0的星星春草，从新媒体与协同商务的小试牛刀，我们已经听到了阵阵春雷。
2007-03-29 14:02:32 来源: eNet硅谷动力(北京) 网友评论 0 条 进入论坛
文/互联网实验室 张行舟 豪雄之间的对话总是很有趣的，在刚刚结束的2007互联网创新领袖论坛上就不乏看点。我们可以看到中搜COO陈波与Google工程技术总监刘骏叫板，可以看到瑞星副总裁毛一丁出现在电子商务分论坛，可以看到阿里巴副总裁金建杭大谈社区商务，可以看到蚂蚁互动董事长高红冰和天下互联CEO张向宁向猫扑等社区网站频频示好。 无疑，社区已经成为观点交锋、竞争与合作的焦点。社区的发展在很大程度上主导着互联网未来的发展方向，并将给互联网商业生态的建构带来越来越多的启示。 互联网商业生态观的发展 1993年，美国麻省剑桥大学战略思考和投资模式合作研究中心的创立者和总裁詹姆斯•弗•穆尔在《哈佛商业评论》上发表文章“掠食者与猎物：新的竞争生态”，首次提出了商业生态系统概念,随后在1996年《竞争的衰亡》一书中对此作出进一步阐释。按照他的观点,商业生态系统是指以组织和个人的相互作用为基础的经济联合体，这种经济联合体不是企业之间简单的结合，而是企业之间以互利的方式共同进化。 在国内去年出版的《共赢：商业生态系统对企业战略、创新和可持续性的影响》一书中，哈佛商学院企业管理系教授马尔科•扬西蒂从微观层面探讨了商业生态系统对企业战略的影响，并引发了持续的讨论。 而中国互联网实验室新近推出的《中国电子商务生态研究报告2007》，则从中观层面审视、分析和研究中国电子商务生态的环境、系统和演化，探求企业等电子商务生态主体之间，以及由企业有机聚合而成的子生态系统之间的生态关系。在Web2.0与电子商务日益紧密结合的当今中国，这个对互联网战略的又一次探索性研究究竟能给业界带来哪些新的启示，值得我们期待。 实际上，互联网飞速发展的这10余年正是互联网商业生态从无到有、从简单零星到系统化复杂化发展的10余年。从ISP网络接入到ICP内容提供再到综合服务；从邮件服务到门户服务再到电子商务；从web1.0的单向信息到web2.0的个性化、互动化。各种产品服务还有服务提供商宛如匆匆过客来来去去，又似满天星辰起起落落，即便是网民与10余年前相比也是天上人间，其需求更迭之快、关系之复杂令人有一日三秋之感。 当今的互联网已经是一个物种空前庞大、关系空前复杂的社会形态，它吞噬一切的强大威力让我们毫不怀疑它终将把世界上的一切都虚拟化，都纳入它庞大的商业生态系统。随着行业界限被打破，国际分工和扁平化趋势的日益明显，任何企业都再不能脱离生态观来考虑其战略发展。正如微软的操作系统和办公系统产品关系到数百家企业的生存、无数就业机会的提供，Google搜索引擎的ADWords和ADsense救活了Ask Jeeves及一大批依靠广告生存的网站，当今的互联网企业，不论大小，都不得不考虑这样一个问题：我正处在怎样一个商业生态系统里？我怎样才能帮助整个商业生态系统获得发展，并且从中获得应分享的利益？ 从本文开头提到的互联网领袖论坛的场景我们看到，尽管对web2.0的看法各有不同，不同企业对此所做出的选择也各异，但它们都不约而同地看到了社区正在深刻地改变着互联网发展这一事实，并纷纷以更加积极活跃的态度投身到新用户、新市场的挖掘中，一方面在核心竞争力方面展开竞争，另一方面又展开协同与合作，希望通过对用户价值的共同开发达成做大市场的共嬴格局。 对互联网商业生态的启示 从互联网发展的现状我们可以得到一些启示： 长尾市场 在互联网研究专家姜奇平的新书《长尾战略》里将“蚂蚁互动”作为长尾理论的成功案例。其实在当今互联网发展中，长尾应用正日益得到重视，大热门、次热门尽管收入仍占到全部收入的80％，但其利润则与由无数冷门构成的长长的尾巴相比却差不多，大约各占三分之一。 用户价值 互联网营销已经进入精准营销的时代，Web2.0的价值不在于表面的平台服务价值，而在于用户价值的开发和利用。基于用户数据挖掘和数据分析的数据库营销和直复营销对此拥有更为广阔的前景。 平台创新 平台创新的体现除了对用户价值的挖掘外，更重要的就在于基于完善的用户体验的平台技术的集成和创新，在电子商务领域就是诚信体系、交易平台、电子支付、商务管理、物流配送等平台技术的集成和融合，完善的流程管理是平台创新的目的。 协同商务 互联网的社区化发展趋势将带来商务的协同化发展，一方面第三方平台的专业化、专门化分工将得到深化，另一方面第三方平台与专业商务平台的协同合作的形式将日趋多样和深入，通过这种方式双方实现现金流和盈利的分享，达到共嬴的目的。 借用互联网实验室《中国电子商务生态研究报告2007》的观点，不论是中国电子商务，还是更广大意义上的中国互联网，由于其参与主体的更迭变化必然导致其相互关系发生相应变化，谁能够率先对此作出反应，谁就能够在未来的互联网生态中占据核心地位。从社区成为平台再中介化和协同商务的关注焦点，从企业2.0的星星春草，从新媒体与协同商务的小试牛刀，我们已经听到了阵阵春雷。
Demand Insight and the Data Value Chain[]
Demand Insight and the Data Value Chain
By Gavin Finn
ON DEMAND WEBINAR--THE ROI OF RELEVANCE ON DEMAND WEBINAR--INFORMATION HERE AND NOW: How to manage your marketing content across multiple countries and offices ON DEMAND WEBINAR--THIS WEBINAR IS JUST FOR YOU: How to personalize offers and increase your online conversions ON DEMAND WEBINAR--2006 Ecommerce Benchmarks: What’s working in E-Retail
Recent Articles from COLLOQUY Corner: Building Loyalty, Building a Database x+1 promo E-commerce: Meet the New Boss Three Trends That Will Transform Your Loyalty Strategy Unleash the Power of Events, Gift Bags, and Celebrities Analytics in Perspective: Keep It Simple and Relevant An engineer has been defined as “someone who measures with a micrometer, marks with chalk, and cuts with an ax.” The message of this quip is simple: If the tool to take action is blunt, fine measurement means little. It’s a lesson that holds true for marketers as well as engineers.
In today’s data-rich environments, precise measurement can be useful, of course, but only when there’s an understanding as to why you’re analyzing the data and which actions can result from an analysis. Rather than looking at whether enough data exist, ask “What’s the point of collecting the data?” After all, it’s the why that will help you to understand what actions to take.
The data value chainCollecting all the data in the world does not make for success. In any business setting, to make use of measurements, you need to consider five elements:
1) Data --the raw numeric or alphanumeric values associated with specific measured events.2) Information--the data collected into tables or other organized areas so that they can be used in a meaningful way.3) Analytics--information that has been sorted through, using a range of algorithms and programs, so that aggregated trends or results are visible.4) Insights--key learnings from the analytics, identified in terms of meaningful business conclusions that can be drawn.5) Actions--based on insights, business actions are taken to correct or exploit the results of all the work done in the data/information/analytics/insights value chain so far.
While there is a story in the data somewhere, without a well-understood process of uncovering the relationships between the data and the context in which they were collected the story will most likely remain hidden. The very first step is to identify what the intended use of the information may be. For example, in a retail setting you might look to improve response to consumer demand or fight competitive pressures such as price deflation and eroding gross margins. Only after you’ve identified the objective can you look at what’s possible to measure, and that, in turn, can lead to actions.
Capturing—and using—demand insightBrick-and-mortar retailers can capture all sorts of illuminating data, such as customer demographics, transaction history, merchandise turns, and promotional tie-ins. Online marketers, however, have access to an additional critical category of data. Often underutilized, these data are prepurchase customer behaviors: where a Website visitor has been; what search terms he used; how long he spent looking at products, doing comparisons, and exploring features. Think of these data as “demand insight.”
If in-store retailers could better understand what drives demand (specifically, product demand) and how a customer’s prepurchase behavior affects (or even predicts) such demand, they could make highly accurate merchandising decisions to improve customer satisfaction, yielding much better inventory turn rates and improving overall margins.
While making better merchandising decisions is inherently good for the retailer, it is, by implication, also better for the consumer. If it were possible to see, through prepurchase behavior, what moved the consumer--learning to change the batteries? feeling a product’s weight? realizing how easy the product is to clean?--retailers and other marketers could better reflect those areas of interest and highlight them. The transfer of knowledge naturally leads to better-informed consumers who are more apt to buy.
So what data could be captured--both online and offline--that would lead to information, facilitate analytics, and drive insights around prepurchase customer behavior? Here are some suggestions:
* Which products a customer looked at before purchasing the selected model?* Which product features were important to the customer in his selection? (For example, do customers who care more about ease of use choose product A over product B?) * How many products a customer looked at before purchasing his selection?* How long the customer spent making his decision>* Which channels the customer used for research prior to purchasing?
Analysis on these data might show trends. For example, customers who buy high-end digital camcorders tend to focus more on user features and product capabilities, whereas customers who purchase lower-end models focus more on size and weight. Insights and actions that would follow could include merchandising products based on price category; demonstrating key feature differentiation at the high end; and focusing on in-store marketing that highlights size and weight benefits/differences at the lower end. In some cases, the merchant might decide to reduce or increase the product variety at one or another end of the price spectrum to be able to drive purchase behavior based on insights obtained in this process.
While measuring this kind of raw prepurchase data is easy online, with today’s cutting-edge technology it can also be accomplished in an in-store environment. Innovative in-store interactive appliances such as kiosks and interactive computer screens not only create compelling customer experiences but also capture key customer prepurchase behavior data. No longer will the cross-channel analysis be limited to conversion and traffic comparisons; it can now take into account what customers look for, how they evaluate products, and whether their actions differ when they are shopping online or offline.
Being able to use the data you’ve collected is more important than simply aggregating enormous amounts of data and not knowing what to do with them. If decisions are to be made on the basis of insights, ensure that the data collected, and the analyses performed, lead to the conclusions that will allow for meaningful business insights.
Gavin Finn is president/CEO of Kaon Interactive, a Maynard, MA-based provider of three-dimensional interactive marketing solutions.
By Gavin Finn
ON DEMAND WEBINAR--THE ROI OF RELEVANCE ON DEMAND WEBINAR--INFORMATION HERE AND NOW: How to manage your marketing content across multiple countries and offices ON DEMAND WEBINAR--THIS WEBINAR IS JUST FOR YOU: How to personalize offers and increase your online conversions ON DEMAND WEBINAR--2006 Ecommerce Benchmarks: What’s working in E-Retail
Recent Articles from COLLOQUY Corner: Building Loyalty, Building a Database x+1 promo E-commerce: Meet the New Boss Three Trends That Will Transform Your Loyalty Strategy Unleash the Power of Events, Gift Bags, and Celebrities Analytics in Perspective: Keep It Simple and Relevant An engineer has been defined as “someone who measures with a micrometer, marks with chalk, and cuts with an ax.” The message of this quip is simple: If the tool to take action is blunt, fine measurement means little. It’s a lesson that holds true for marketers as well as engineers.
In today’s data-rich environments, precise measurement can be useful, of course, but only when there’s an understanding as to why you’re analyzing the data and which actions can result from an analysis. Rather than looking at whether enough data exist, ask “What’s the point of collecting the data?” After all, it’s the why that will help you to understand what actions to take.
The data value chainCollecting all the data in the world does not make for success. In any business setting, to make use of measurements, you need to consider five elements:
1) Data --the raw numeric or alphanumeric values associated with specific measured events.2) Information--the data collected into tables or other organized areas so that they can be used in a meaningful way.3) Analytics--information that has been sorted through, using a range of algorithms and programs, so that aggregated trends or results are visible.4) Insights--key learnings from the analytics, identified in terms of meaningful business conclusions that can be drawn.5) Actions--based on insights, business actions are taken to correct or exploit the results of all the work done in the data/information/analytics/insights value chain so far.
While there is a story in the data somewhere, without a well-understood process of uncovering the relationships between the data and the context in which they were collected the story will most likely remain hidden. The very first step is to identify what the intended use of the information may be. For example, in a retail setting you might look to improve response to consumer demand or fight competitive pressures such as price deflation and eroding gross margins. Only after you’ve identified the objective can you look at what’s possible to measure, and that, in turn, can lead to actions.
Capturing—and using—demand insightBrick-and-mortar retailers can capture all sorts of illuminating data, such as customer demographics, transaction history, merchandise turns, and promotional tie-ins. Online marketers, however, have access to an additional critical category of data. Often underutilized, these data are prepurchase customer behaviors: where a Website visitor has been; what search terms he used; how long he spent looking at products, doing comparisons, and exploring features. Think of these data as “demand insight.”
If in-store retailers could better understand what drives demand (specifically, product demand) and how a customer’s prepurchase behavior affects (or even predicts) such demand, they could make highly accurate merchandising decisions to improve customer satisfaction, yielding much better inventory turn rates and improving overall margins.
While making better merchandising decisions is inherently good for the retailer, it is, by implication, also better for the consumer. If it were possible to see, through prepurchase behavior, what moved the consumer--learning to change the batteries? feeling a product’s weight? realizing how easy the product is to clean?--retailers and other marketers could better reflect those areas of interest and highlight them. The transfer of knowledge naturally leads to better-informed consumers who are more apt to buy.
So what data could be captured--both online and offline--that would lead to information, facilitate analytics, and drive insights around prepurchase customer behavior? Here are some suggestions:
* Which products a customer looked at before purchasing the selected model?* Which product features were important to the customer in his selection? (For example, do customers who care more about ease of use choose product A over product B?) * How many products a customer looked at before purchasing his selection?* How long the customer spent making his decision>* Which channels the customer used for research prior to purchasing?
Analysis on these data might show trends. For example, customers who buy high-end digital camcorders tend to focus more on user features and product capabilities, whereas customers who purchase lower-end models focus more on size and weight. Insights and actions that would follow could include merchandising products based on price category; demonstrating key feature differentiation at the high end; and focusing on in-store marketing that highlights size and weight benefits/differences at the lower end. In some cases, the merchant might decide to reduce or increase the product variety at one or another end of the price spectrum to be able to drive purchase behavior based on insights obtained in this process.
While measuring this kind of raw prepurchase data is easy online, with today’s cutting-edge technology it can also be accomplished in an in-store environment. Innovative in-store interactive appliances such as kiosks and interactive computer screens not only create compelling customer experiences but also capture key customer prepurchase behavior data. No longer will the cross-channel analysis be limited to conversion and traffic comparisons; it can now take into account what customers look for, how they evaluate products, and whether their actions differ when they are shopping online or offline.
Being able to use the data you’ve collected is more important than simply aggregating enormous amounts of data and not knowing what to do with them. If decisions are to be made on the basis of insights, ensure that the data collected, and the analyses performed, lead to the conclusions that will allow for meaningful business insights.
Gavin Finn is president/CEO of Kaon Interactive, a Maynard, MA-based provider of three-dimensional interactive marketing solutions.
At eTail, the customer is always first
At eTail, the customer is always first
It seems like the customer experience is an unavoidable issue in multichannel retailing these days. It should be no different at the eTail 2007 conference Feb. 13-16 at J.W. Marriott Desert Springs in Palm Desert, CA.In conversations with several of the show’s exhibitors, “the customer experience” was one topic they all predicted would be on attendees’ minds.“Market pressures demand that the customer experience online continue to get better,” said Gavin Finn, president/CEO of Kaon Interactive, Maynard, MA. Kaon, which creates photo-realistic 3-D models of products for e-commerce, will be a first-time exhibitor at eTail.The online playing field has leveled between early movers and traditional retailers, which means “everyone is challenged with finding ways to create customer loyalty because there is a plethora of outlets to purchase from,” Mr. Finn said. In this environment, creating positive customer experiences at every point along the way becomes essential.Mr. Finn predicts that retailers will use the online channel for testing and innovating the customer experience - such as how they differentiate merchandise and keep customers loyal and excited - and then bring what they learn offline.Using Web 2.0 technology to create rich Internet interfaces will be another topic of discussion, said Phil Braden, director of customer-facing solutions for Endeca, Cambridge, MA. Such dressed-up interfaces “are top of mind with a lot of our customers these days,” he said.Retailers also are looking at how to use proprietary content to enrich the customer experience while differentiating themselves from the competition, Mr. Braden said. He cited Home Depot’s do-it-yourself tutorials and Walgreens’ health-related information as examples of this strategy. Categorizing user-generated content such as product reviews in ways that are meaningful to shoppers is another.“Being able to promote highly rated products is effective in driving conversions,” Mr. Braden said.Kelly O’Neill, commerce product marketing manager for ATG, Cambridge, said marketers are looking at how to leverage consumer-generated content and wondering whether its relationship with commerce is direct or indirect.Another hot topic will be how to incorporate the contact center into the multichannel customer experience in more meaningful ways, Ms. O’Neill said. Retailers are trying to figure out how the contact center can be a core piece of their strategy. The idea is to “make sure [contact center staff are] informed so they can reach out to customers in a way that makes sense and is appropriate.”Retailers also are wondering how search engine optimization and search engine marketing affect the customer experience.“The ongoing convergence of search, merchandising and analytics and how to leverage it” is a major issue, Ms. O’Neill said.Endeca is working with retailers to reduce “bounce,” the practice of consumers clicking on a Web site after doing a search and then immediately returning to the search engine because they didn’t find what they were looking for.“Rather than take them to the home page, deep-link them to a page that is relevant to their search,” Mr. Braden said.Exhibitors expect to see more multichannel merchants, mid-market and smaller retailers than in previous years.“We expect to get to meet a lot more companies that we’ve never met before that are starting to come into their own in the e-commerce space,” he said.Adding several focused tracks at the end of the show is a good step, Ms. O’Neill said. On Feb. 16, eTail will hold Post-Day Forums on Personalization & Segmentation, Merchandising & Visualization and Events Marketing/Holiday Knowledge.“People are looking for ways to have that conversation at a deeper level,” she said. “Some of the breakout groups enable that.”
It seems like the customer experience is an unavoidable issue in multichannel retailing these days. It should be no different at the eTail 2007 conference Feb. 13-16 at J.W. Marriott Desert Springs in Palm Desert, CA.In conversations with several of the show’s exhibitors, “the customer experience” was one topic they all predicted would be on attendees’ minds.“Market pressures demand that the customer experience online continue to get better,” said Gavin Finn, president/CEO of Kaon Interactive, Maynard, MA. Kaon, which creates photo-realistic 3-D models of products for e-commerce, will be a first-time exhibitor at eTail.The online playing field has leveled between early movers and traditional retailers, which means “everyone is challenged with finding ways to create customer loyalty because there is a plethora of outlets to purchase from,” Mr. Finn said. In this environment, creating positive customer experiences at every point along the way becomes essential.Mr. Finn predicts that retailers will use the online channel for testing and innovating the customer experience - such as how they differentiate merchandise and keep customers loyal and excited - and then bring what they learn offline.Using Web 2.0 technology to create rich Internet interfaces will be another topic of discussion, said Phil Braden, director of customer-facing solutions for Endeca, Cambridge, MA. Such dressed-up interfaces “are top of mind with a lot of our customers these days,” he said.Retailers also are looking at how to use proprietary content to enrich the customer experience while differentiating themselves from the competition, Mr. Braden said. He cited Home Depot’s do-it-yourself tutorials and Walgreens’ health-related information as examples of this strategy. Categorizing user-generated content such as product reviews in ways that are meaningful to shoppers is another.“Being able to promote highly rated products is effective in driving conversions,” Mr. Braden said.Kelly O’Neill, commerce product marketing manager for ATG, Cambridge, said marketers are looking at how to leverage consumer-generated content and wondering whether its relationship with commerce is direct or indirect.Another hot topic will be how to incorporate the contact center into the multichannel customer experience in more meaningful ways, Ms. O’Neill said. Retailers are trying to figure out how the contact center can be a core piece of their strategy. The idea is to “make sure [contact center staff are] informed so they can reach out to customers in a way that makes sense and is appropriate.”Retailers also are wondering how search engine optimization and search engine marketing affect the customer experience.“The ongoing convergence of search, merchandising and analytics and how to leverage it” is a major issue, Ms. O’Neill said.Endeca is working with retailers to reduce “bounce,” the practice of consumers clicking on a Web site after doing a search and then immediately returning to the search engine because they didn’t find what they were looking for.“Rather than take them to the home page, deep-link them to a page that is relevant to their search,” Mr. Braden said.Exhibitors expect to see more multichannel merchants, mid-market and smaller retailers than in previous years.“We expect to get to meet a lot more companies that we’ve never met before that are starting to come into their own in the e-commerce space,” he said.Adding several focused tracks at the end of the show is a good step, Ms. O’Neill said. On Feb. 16, eTail will hold Post-Day Forums on Personalization & Segmentation, Merchandising & Visualization and Events Marketing/Holiday Knowledge.“People are looking for ways to have that conversation at a deeper level,” she said. “Some of the breakout groups enable that.”
At eTail, the customer is always first
At eTail, the customer is always first
It seems like the customer experience is an unavoidable issue in multichannel retailing these days. It should be no different at the eTail 2007 conference Feb. 13-16 at J.W. Marriott Desert Springs in Palm Desert, CA.In conversations with several of the show’s exhibitors, “the customer experience” was one topic they all predicted would be on attendees’ minds.“Market pressures demand that the customer experience online continue to get better,” said Gavin Finn, president/CEO of Kaon Interactive, Maynard, MA. Kaon, which creates photo-realistic 3-D models of products for e-commerce, will be a first-time exhibitor at eTail.The online playing field has leveled between early movers and traditional retailers, which means “everyone is challenged with finding ways to create customer loyalty because there is a plethora of outlets to purchase from,” Mr. Finn said. In this environment, creating positive customer experiences at every point along the way becomes essential.Mr. Finn predicts that retailers will use the online channel for testing and innovating the customer experience - such as how they differentiate merchandise and keep customers loyal and excited - and then bring what they learn offline.Using Web 2.0 technology to create rich Internet interfaces will be another topic of discussion, said Phil Braden, director of customer-facing solutions for Endeca, Cambridge, MA. Such dressed-up interfaces “are top of mind with a lot of our customers these days,” he said.Retailers also are looking at how to use proprietary content to enrich the customer experience while differentiating themselves from the competition, Mr. Braden said. He cited Home Depot’s do-it-yourself tutorials and Walgreens’ health-related information as examples of this strategy. Categorizing user-generated content such as product reviews in ways that are meaningful to shoppers is another.“Being able to promote highly rated products is effective in driving conversions,” Mr. Braden said.Kelly O’Neill, commerce product marketing manager for ATG, Cambridge, said marketers are looking at how to leverage consumer-generated content and wondering whether its relationship with commerce is direct or indirect.Another hot topic will be how to incorporate the contact center into the multichannel customer experience in more meaningful ways, Ms. O’Neill said. Retailers are trying to figure out how the contact center can be a core piece of their strategy. The idea is to “make sure [contact center staff are] informed so they can reach out to customers in a way that makes sense and is appropriate.”Retailers also are wondering how search engine optimization and search engine marketing affect the customer experience.“The ongoing convergence of search, merchandising and analytics and how to leverage it” is a major issue, Ms. O’Neill said.Endeca is working with retailers to reduce “bounce,” the practice of consumers clicking on a Web site after doing a search and then immediately returning to the search engine because they didn’t find what they were looking for.“Rather than take them to the home page, deep-link them to a page that is relevant to their search,” Mr. Braden said.Exhibitors expect to see more multichannel merchants, mid-market and smaller retailers than in previous years.“We expect to get to meet a lot more companies that we’ve never met before that are starting to come into their own in the e-commerce space,” he said.Adding several focused tracks at the end of the show is a good step, Ms. O’Neill said. On Feb. 16, eTail will hold Post-Day Forums on Personalization & Segmentation, Merchandising & Visualization and Events Marketing/Holiday Knowledge.“People are looking for ways to have that conversation at a deeper level,” she said. “Some of the breakout groups enable that.”
It seems like the customer experience is an unavoidable issue in multichannel retailing these days. It should be no different at the eTail 2007 conference Feb. 13-16 at J.W. Marriott Desert Springs in Palm Desert, CA.In conversations with several of the show’s exhibitors, “the customer experience” was one topic they all predicted would be on attendees’ minds.“Market pressures demand that the customer experience online continue to get better,” said Gavin Finn, president/CEO of Kaon Interactive, Maynard, MA. Kaon, which creates photo-realistic 3-D models of products for e-commerce, will be a first-time exhibitor at eTail.The online playing field has leveled between early movers and traditional retailers, which means “everyone is challenged with finding ways to create customer loyalty because there is a plethora of outlets to purchase from,” Mr. Finn said. In this environment, creating positive customer experiences at every point along the way becomes essential.Mr. Finn predicts that retailers will use the online channel for testing and innovating the customer experience - such as how they differentiate merchandise and keep customers loyal and excited - and then bring what they learn offline.Using Web 2.0 technology to create rich Internet interfaces will be another topic of discussion, said Phil Braden, director of customer-facing solutions for Endeca, Cambridge, MA. Such dressed-up interfaces “are top of mind with a lot of our customers these days,” he said.Retailers also are looking at how to use proprietary content to enrich the customer experience while differentiating themselves from the competition, Mr. Braden said. He cited Home Depot’s do-it-yourself tutorials and Walgreens’ health-related information as examples of this strategy. Categorizing user-generated content such as product reviews in ways that are meaningful to shoppers is another.“Being able to promote highly rated products is effective in driving conversions,” Mr. Braden said.Kelly O’Neill, commerce product marketing manager for ATG, Cambridge, said marketers are looking at how to leverage consumer-generated content and wondering whether its relationship with commerce is direct or indirect.Another hot topic will be how to incorporate the contact center into the multichannel customer experience in more meaningful ways, Ms. O’Neill said. Retailers are trying to figure out how the contact center can be a core piece of their strategy. The idea is to “make sure [contact center staff are] informed so they can reach out to customers in a way that makes sense and is appropriate.”Retailers also are wondering how search engine optimization and search engine marketing affect the customer experience.“The ongoing convergence of search, merchandising and analytics and how to leverage it” is a major issue, Ms. O’Neill said.Endeca is working with retailers to reduce “bounce,” the practice of consumers clicking on a Web site after doing a search and then immediately returning to the search engine because they didn’t find what they were looking for.“Rather than take them to the home page, deep-link them to a page that is relevant to their search,” Mr. Braden said.Exhibitors expect to see more multichannel merchants, mid-market and smaller retailers than in previous years.“We expect to get to meet a lot more companies that we’ve never met before that are starting to come into their own in the e-commerce space,” he said.Adding several focused tracks at the end of the show is a good step, Ms. O’Neill said. On Feb. 16, eTail will hold Post-Day Forums on Personalization & Segmentation, Merchandising & Visualization and Events Marketing/Holiday Knowledge.“People are looking for ways to have that conversation at a deeper level,” she said. “Some of the breakout groups enable that.”
2007年3月28日星期三
Educating Marketers on Online Lead Gen › › › Online Lead-Gen
Advice & Opinions. By & for Marketers
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ArticlesE-mailBio
Educating Marketers on Online Lead Gen › › › Online Lead-Gen
By Dan Felter March 5, 2007
This past week, I spoke at the Return On Marketing Investment (ROMI) conference in Miami sponsored by the Institute for International Research. Given the topic and my role as chairman of the Online Lead Generation Association (OLGA), I discussed how online lead generation is a perfect fit for marketing ROI (define). There were people from all over the world in attendance, even a gent from Uganda.
Shortly into my presentation, I noticed about half of the audience had a deer-in-the-headlights look. Many international delegates had no idea what I was talking about. Needless to say, this made for some entertaining Q and A with some very nice folks from Asia (can you say "language barrier"?). Afterward, some colleagues said things like, "Oh no, you must have wanted to just get out of there!" and, "What a waste of time that must have been." Actually, I had the opposite reaction. We aren't even close to scratching the surface of lead generation's potential yet. The opportunities out there are more immense than I ever imagined.
We do a significant amount of international business at my day job, but I still couldn't believe how raw the international market is. It's important to mention the audience didn't comprised meatball representatives. I'm talking about a room of some pretty significant companies. My presentation, however unintentionally, helped me take a step back and walk through Online Lead Generation 101.
One challenge in understanding online lead gen is that, unlike other forms of online advertising, there's almost no barrier to entry. Sure, it takes some level of knowledge, but think of it this way: John Smith briefly worked for a relatively large online media company and saw the different advertisers looking for leads or customers online and had kept records of them. He also attended a lot of the industry parties and trade shows (which are free for the most part) and managed to get names and business cards of quite a few industry people relatively quickly, admittedly not a difficult task.
After a while, John thinks, "Hey, a bunch of those contacts were looking to run any lead-generation offers for which I was looking for distribution. Why would I share that piece of the pie? I'll just start my own company." John gets a home office set up and starts calling the advertisers he knew from his previous job. He gets a couple of deals signed, then shoots out an e-mail: "Here are some offers for you to get leads at X price" and takes a cut. He gives his company a fancy name, East River Affiliate/Broker Network, "experts in lead generation."
What value proposition does John bring to the table? Not a whole lot. Believe me, there are a ton of companies out there like John Smith's. Some have even grown into pretty sizable organizations. Scenarios like this make sorting through online lead generation companies such a monumental task for advertisers.
If you look at all the advertising forms that have taken off, there are specific skill sets and technology involved: search, banner ads, behavioral marketing, and so on. You can't just whip one of those puppies up in your apartment, add water, and, pow!, instant company. There's work, money, expertise, and time involved. The companies in those sectors offer products and services that have taken a long time to develop.
A new research report from GP Bullhound predicts online lead gen will be a $1 billion global business this year. According to the report, "The lucrative nature of lead generation has seen a flood of providers entering the market, driving down prices and sometimes causing disturbance to the market as aggressive tactics are deployed by opportunistic vendors." We need to ensure "aggressive" and "opportunistic" don't translate into "dishonest." Educating marketers in online lead gen is one way to achieve this.
print this article e-mail a colleague send feedback read feedback
Daniel C. Felter is CEO of Opt-Intelligence, Inc. (OI) and chairman of Online Lead Generation Association (OLGA). Dan co-founded OI in June 2003. Prior to OI, Dan was VP of online services at Cross Media Marketing. Under his leadership, Cross Media built a lead-generation platform and restructured a unprofitable division into a profitable $10 million division. Prior to Cross Media, Dan worked at GetRelevant, where he was head of East Coast sales. His entry into online lead generation began at Hotsocket in 1999. Dan has a BS in operations management from Boston University.
Article Archives by Dan Felter: ›› The Maturation of Online Lead-Gen March 19, 2007›› Educating Marketers on Online Lead Gen March 05, 2007›› Online Lead Generation: Sifting Through the Digital Junkyard February 05, 2007›› Practicing the Best in Online Lead Gen January 22, 2007›› What's 2007 Generating? January 08, 2007›› Online Lead Gen: The Year's Hits and Misses December 11, 2006›› Twelve Months of Lead Gen November 27, 2006MORE ...
print this article e-mail a colleague send feedback read feedback
ArticlesE-mailBio
Educating Marketers on Online Lead Gen › › › Online Lead-Gen
By Dan Felter March 5, 2007
This past week, I spoke at the Return On Marketing Investment (ROMI) conference in Miami sponsored by the Institute for International Research. Given the topic and my role as chairman of the Online Lead Generation Association (OLGA), I discussed how online lead generation is a perfect fit for marketing ROI (define). There were people from all over the world in attendance, even a gent from Uganda.
Shortly into my presentation, I noticed about half of the audience had a deer-in-the-headlights look. Many international delegates had no idea what I was talking about. Needless to say, this made for some entertaining Q and A with some very nice folks from Asia (can you say "language barrier"?). Afterward, some colleagues said things like, "Oh no, you must have wanted to just get out of there!" and, "What a waste of time that must have been." Actually, I had the opposite reaction. We aren't even close to scratching the surface of lead generation's potential yet. The opportunities out there are more immense than I ever imagined.
We do a significant amount of international business at my day job, but I still couldn't believe how raw the international market is. It's important to mention the audience didn't comprised meatball representatives. I'm talking about a room of some pretty significant companies. My presentation, however unintentionally, helped me take a step back and walk through Online Lead Generation 101.
One challenge in understanding online lead gen is that, unlike other forms of online advertising, there's almost no barrier to entry. Sure, it takes some level of knowledge, but think of it this way: John Smith briefly worked for a relatively large online media company and saw the different advertisers looking for leads or customers online and had kept records of them. He also attended a lot of the industry parties and trade shows (which are free for the most part) and managed to get names and business cards of quite a few industry people relatively quickly, admittedly not a difficult task.
After a while, John thinks, "Hey, a bunch of those contacts were looking to run any lead-generation offers for which I was looking for distribution. Why would I share that piece of the pie? I'll just start my own company." John gets a home office set up and starts calling the advertisers he knew from his previous job. He gets a couple of deals signed, then shoots out an e-mail: "Here are some offers for you to get leads at X price" and takes a cut. He gives his company a fancy name, East River Affiliate/Broker Network, "experts in lead generation."
What value proposition does John bring to the table? Not a whole lot. Believe me, there are a ton of companies out there like John Smith's. Some have even grown into pretty sizable organizations. Scenarios like this make sorting through online lead generation companies such a monumental task for advertisers.
If you look at all the advertising forms that have taken off, there are specific skill sets and technology involved: search, banner ads, behavioral marketing, and so on. You can't just whip one of those puppies up in your apartment, add water, and, pow!, instant company. There's work, money, expertise, and time involved. The companies in those sectors offer products and services that have taken a long time to develop.
A new research report from GP Bullhound predicts online lead gen will be a $1 billion global business this year. According to the report, "The lucrative nature of lead generation has seen a flood of providers entering the market, driving down prices and sometimes causing disturbance to the market as aggressive tactics are deployed by opportunistic vendors." We need to ensure "aggressive" and "opportunistic" don't translate into "dishonest." Educating marketers in online lead gen is one way to achieve this.
print this article e-mail a colleague send feedback read feedback
Daniel C. Felter is CEO of Opt-Intelligence, Inc. (OI) and chairman of Online Lead Generation Association (OLGA). Dan co-founded OI in June 2003. Prior to OI, Dan was VP of online services at Cross Media Marketing. Under his leadership, Cross Media built a lead-generation platform and restructured a unprofitable division into a profitable $10 million division. Prior to Cross Media, Dan worked at GetRelevant, where he was head of East Coast sales. His entry into online lead generation began at Hotsocket in 1999. Dan has a BS in operations management from Boston University.
Article Archives by Dan Felter: ›› The Maturation of Online Lead-Gen March 19, 2007›› Educating Marketers on Online Lead Gen March 05, 2007›› Online Lead Generation: Sifting Through the Digital Junkyard February 05, 2007›› Practicing the Best in Online Lead Gen January 22, 2007›› What's 2007 Generating? January 08, 2007›› Online Lead Gen: The Year's Hits and Misses December 11, 2006›› Twelve Months of Lead Gen November 27, 2006MORE ...
Next Net 25 [转载]
Next Net 25
數位時代 2007/03/07
Web2.0風潮持續發展，美國著名科技雜誌《Business 2.0》繼去年首度評選值得關注的25家Web2.0名單，其中Digg、Trulia、Technorati、JotSpot和Writely都分別被高價收購或是在市場上取得優勢地位，近期《Business 2.0》再度選出2007年25家Web2.0潛力網站公司，快睜大眼發現明星吧！
2007年將是Web2.0發展的關鍵年，《Business 2.0》報導中指出，雖然創投資金持續看好，硬體及寬頻等科技應用越來普及，但由於創業門檻低，競爭者也相對爆增，以網路影音類的為例，目前就有近兩百家的公司，因此能否快速回應需求、立即針對使用行為分析、以及和使用者協同合作將會是勝出的關鍵。
在這份名單中，由Skype創辦人詹士莊(Niklas Zennstrom)，設立的Joost，讓網友透過網路下載電視節目，在電腦營幕或外接到電視機上看，還可以將自己的最愛節目表在網路上發布，與同好進行分享，當然，秉持他開發Skype的理念，一切還是免費。美國知名娛樂公司Viacom就選擇與Joost合作，同時要求Youtube撤下未經授權的十萬個Viacom影片檔案。目前正在做Beta版測試，預計一兩個月會正式對外發表。以詹士莊過去的戰績，這回，成功機率真的很大。
Meebo這家公司有頗有趣。《數位時代雙周》去年曾越洋至矽谷拜訪這家公司，本來在史丹福大學就讀MBA碩士課程的史汀伯格(Seth Sternberg)決定休學，把他與好友伊蓮及珊蒂共同開發出來跨平台即時通訊網路平台「Meebo」。
創業的辦公室，就在史丹福大學校園外圍的街道上，一層樓高的小平房，裝磺簡單卻不失特色，進門處，擺著一台帶有復古風味的棕色鋼琴，琴譜架上未收攏的琴譜，顯然鋼琴不只是個空間擺設的家具，「工作壓力太大的時候，我會來彈一下鋼琴，舒緩心情」小留學生背景，父母仍居住台灣的珊蒂笑說，科技與人文是推脫離不了關係的。辦公室屋頂上的三把彩色雨傘，也可以看出他們的巧思，「原本是因為每到下午，陽光直射屋頂，工作起來不太舒服，所以我們就想到掛上雨傘，既可以達到遮陽效果，有增加辦公室的美觀。」
而來自西班牙的Fon，構想是打造一個無線連網的互助社群，由歐洲的駭客群聯合撰寫而成，甚至是FON的識別標誌，也都是採用網友設計的原型修正而來。創辦人還特地來台與生產無線上網設備的公司智邦談合作，第一波FON無線基地台「La Fonera」，已經在台灣正式上市。軟硬體的緊密整合，對以硬體生產為主力的台灣資訊業，倒是一個值得注意的例子。
在這25個名單中，誰會在今年成為目光焦點？趕快連上網親自玩玩看囉！ 社群交誼類 www.stumbleupon.com www.slide.com www.bebo.com www.meebo.com www.wikia.com
影音視訊類 www.joost.com www.dabble.com www.metacafe.com www.revision3.com www.blip.tv
行動服務www.fon.com www.loopt.com www.getmobio.com www.tinypictures.us www.soonr.com
廣告 www.turn.com www.adify.com www.admob.com www.spotrunner.com www.vitrue.com
企業應用www.successfactors.com www.janrain.com www.logoworks.com www.reardencommerce.com www.simulscribe.com
※ 本文經授權轉載自數位時代 2007/03/07 ，版權為數位時代 所有，未經數位時代 同意，請勿擅自使用。
數位時代 2007/03/07
Web2.0風潮持續發展，美國著名科技雜誌《Business 2.0》繼去年首度評選值得關注的25家Web2.0名單，其中Digg、Trulia、Technorati、JotSpot和Writely都分別被高價收購或是在市場上取得優勢地位，近期《Business 2.0》再度選出2007年25家Web2.0潛力網站公司，快睜大眼發現明星吧！
2007年將是Web2.0發展的關鍵年，《Business 2.0》報導中指出，雖然創投資金持續看好，硬體及寬頻等科技應用越來普及，但由於創業門檻低，競爭者也相對爆增，以網路影音類的為例，目前就有近兩百家的公司，因此能否快速回應需求、立即針對使用行為分析、以及和使用者協同合作將會是勝出的關鍵。
在這份名單中，由Skype創辦人詹士莊(Niklas Zennstrom)，設立的Joost，讓網友透過網路下載電視節目，在電腦營幕或外接到電視機上看，還可以將自己的最愛節目表在網路上發布，與同好進行分享，當然，秉持他開發Skype的理念，一切還是免費。美國知名娛樂公司Viacom就選擇與Joost合作，同時要求Youtube撤下未經授權的十萬個Viacom影片檔案。目前正在做Beta版測試，預計一兩個月會正式對外發表。以詹士莊過去的戰績，這回，成功機率真的很大。
Meebo這家公司有頗有趣。《數位時代雙周》去年曾越洋至矽谷拜訪這家公司，本來在史丹福大學就讀MBA碩士課程的史汀伯格(Seth Sternberg)決定休學，把他與好友伊蓮及珊蒂共同開發出來跨平台即時通訊網路平台「Meebo」。
創業的辦公室，就在史丹福大學校園外圍的街道上，一層樓高的小平房，裝磺簡單卻不失特色，進門處，擺著一台帶有復古風味的棕色鋼琴，琴譜架上未收攏的琴譜，顯然鋼琴不只是個空間擺設的家具，「工作壓力太大的時候，我會來彈一下鋼琴，舒緩心情」小留學生背景，父母仍居住台灣的珊蒂笑說，科技與人文是推脫離不了關係的。辦公室屋頂上的三把彩色雨傘，也可以看出他們的巧思，「原本是因為每到下午，陽光直射屋頂，工作起來不太舒服，所以我們就想到掛上雨傘，既可以達到遮陽效果，有增加辦公室的美觀。」
而來自西班牙的Fon，構想是打造一個無線連網的互助社群，由歐洲的駭客群聯合撰寫而成，甚至是FON的識別標誌，也都是採用網友設計的原型修正而來。創辦人還特地來台與生產無線上網設備的公司智邦談合作，第一波FON無線基地台「La Fonera」，已經在台灣正式上市。軟硬體的緊密整合，對以硬體生產為主力的台灣資訊業，倒是一個值得注意的例子。
在這25個名單中，誰會在今年成為目光焦點？趕快連上網親自玩玩看囉！ 社群交誼類 www.stumbleupon.com www.slide.com www.bebo.com www.meebo.com www.wikia.com
影音視訊類 www.joost.com www.dabble.com www.metacafe.com www.revision3.com www.blip.tv
行動服務www.fon.com www.loopt.com www.getmobio.com www.tinypictures.us www.soonr.com
廣告 www.turn.com www.adify.com www.admob.com www.spotrunner.com www.vitrue.com
企業應用www.successfactors.com www.janrain.com www.logoworks.com www.reardencommerce.com www.simulscribe.com
※ 本文經授權轉載自數位時代 2007/03/07 ，版權為數位時代 所有，未經數位時代 同意，請勿擅自使用。
小貼紙、大革命[转载]
小貼紙、大革命
數位時代 2007/03/15 第149期 作者：謝光萍
部落格貼紙簡單清楚的特性，成為網路世界消息發布的首要手段。各色五花八門的小貼紙，大小不超過1公分，但它的影響力，有時候更勝於一篇文情並茂的文章，這種特性宣示了個人力量的時代來臨，挑戰主流的訊息傳播規則。
二○○四年，聖誕節的歡樂氣氛尚未結束，印尼蘇門達臘附近海域，發生芮氏約八．七級大地震，隨即引發全球百年來最大海嘯，各國政府與非官方組織也陸續發起大型賑災籌款活動，極力避免傷亡數字持續攀升。現實世界出錢的出錢、救人的救人，虛擬世界更是不遑多讓。網友的各種聲援，在部落格上串連、匯流。而一種部落格貼紙（Blog sticker）發揮極大的效用，確保不同形式的聲援與關懷，源源不絕送入災區。 新的訊息傳播方式逐漸形成，部落格貼紙簡單清楚的特性，成為網路世界消息發布的首要手段，整個環境氛圍，不僅代表個人力量的時代來臨，亦直接挑戰主流的媒體傳播規則。 從這種角度來觀察，相較於主流媒體的「大」，部落格貼紙顯得相當「小」。它只是一個放在部落格邊欄裡的小小圖示（icon），用圖像來表達網友對某事件的態度或立場，有時甚至傳遞個人的憤怒、喜悅等情緒。 智邦生活館總經理陳豐偉，曾在部落格上撰文評論凱洛的南亞海嘯貼紙，認為凱洛製作貼紙雖只是一個簡單又順手的動作，卻是一個關鍵性的動作。他進一步說明：「以我的經驗，我可以大膽地說，這個動作別說是農村裡的社區產業組織做不出來，台北市大部份的人民團體也都做不出來。很多團體在做這類事情時，恐怕得花上許多功夫，但完全沒有效果。」 陳豐偉解釋，這是一個好看的貼紙，放在邊欄會讓人注意，又不會太搶眼、太占空間，以致於網站主人不想放上邊欄。有了這個貼紙，方便放在各網站聯播，網路串連才能夠順利推展。 羅慧夫顱顏基金會就是一個善用貼紙行銷的案例，透過部落格貼紙，宣傳「讓愛走出去，國際園丁」的活動，進而引發各種串聯、參與、分享。另外，「行無礙」部落格，則以部落格貼紙串連，鼓勵網友反應台灣二十大障礙地點，藉由網友的監督，提醒政府、店家正視身心障礙者的需求，達成讓身心障礙者走出戶外、毫無障礙參加社會活動的目標。 公益性質的活動，讓網友相信自己正在做一件有意義的事，想要協助的網友，只要將活動發起者提供的小貼紙複製起來，貼到自己的部落格即可，方法簡便，即時沒有時間寫文章，都能夠達到聲援協助的效果。 除了宣示個人立場、傳播訊息之外，部落格貼紙也可以展示網友的個性或品味。例如部落格重要推手Jedi（林克寰）在個人部落格的邊欄上擺了好幾張Ｗ３Ｃ的認證貼紙，說明了這個網頁的設計，符合網頁親和力（accessibility），凸顯個人重視網頁親和力的態度。溝通、串連，進而促成行動，超連結的行銷效應，正在散播影響力。參考網址： 珍惜台灣，小心輕放 傅瑞德繼續貼
※ 本文經授權轉載自數位時代2007/03/15 第149期，版權為數位時代 所有，未經數位時代 同意，請勿擅自使用。
數位時代 2007/03/15 第149期 作者：謝光萍
部落格貼紙簡單清楚的特性，成為網路世界消息發布的首要手段。各色五花八門的小貼紙，大小不超過1公分，但它的影響力，有時候更勝於一篇文情並茂的文章，這種特性宣示了個人力量的時代來臨，挑戰主流的訊息傳播規則。
二○○四年，聖誕節的歡樂氣氛尚未結束，印尼蘇門達臘附近海域，發生芮氏約八．七級大地震，隨即引發全球百年來最大海嘯，各國政府與非官方組織也陸續發起大型賑災籌款活動，極力避免傷亡數字持續攀升。現實世界出錢的出錢、救人的救人，虛擬世界更是不遑多讓。網友的各種聲援，在部落格上串連、匯流。而一種部落格貼紙（Blog sticker）發揮極大的效用，確保不同形式的聲援與關懷，源源不絕送入災區。 新的訊息傳播方式逐漸形成，部落格貼紙簡單清楚的特性，成為網路世界消息發布的首要手段，整個環境氛圍，不僅代表個人力量的時代來臨，亦直接挑戰主流的媒體傳播規則。 從這種角度來觀察，相較於主流媒體的「大」，部落格貼紙顯得相當「小」。它只是一個放在部落格邊欄裡的小小圖示（icon），用圖像來表達網友對某事件的態度或立場，有時甚至傳遞個人的憤怒、喜悅等情緒。 智邦生活館總經理陳豐偉，曾在部落格上撰文評論凱洛的南亞海嘯貼紙，認為凱洛製作貼紙雖只是一個簡單又順手的動作，卻是一個關鍵性的動作。他進一步說明：「以我的經驗，我可以大膽地說，這個動作別說是農村裡的社區產業組織做不出來，台北市大部份的人民團體也都做不出來。很多團體在做這類事情時，恐怕得花上許多功夫，但完全沒有效果。」 陳豐偉解釋，這是一個好看的貼紙，放在邊欄會讓人注意，又不會太搶眼、太占空間，以致於網站主人不想放上邊欄。有了這個貼紙，方便放在各網站聯播，網路串連才能夠順利推展。 羅慧夫顱顏基金會就是一個善用貼紙行銷的案例，透過部落格貼紙，宣傳「讓愛走出去，國際園丁」的活動，進而引發各種串聯、參與、分享。另外，「行無礙」部落格，則以部落格貼紙串連，鼓勵網友反應台灣二十大障礙地點，藉由網友的監督，提醒政府、店家正視身心障礙者的需求，達成讓身心障礙者走出戶外、毫無障礙參加社會活動的目標。 公益性質的活動，讓網友相信自己正在做一件有意義的事，想要協助的網友，只要將活動發起者提供的小貼紙複製起來，貼到自己的部落格即可，方法簡便，即時沒有時間寫文章，都能夠達到聲援協助的效果。 除了宣示個人立場、傳播訊息之外，部落格貼紙也可以展示網友的個性或品味。例如部落格重要推手Jedi（林克寰）在個人部落格的邊欄上擺了好幾張Ｗ３Ｃ的認證貼紙，說明了這個網頁的設計，符合網頁親和力（accessibility），凸顯個人重視網頁親和力的態度。溝通、串連，進而促成行動，超連結的行銷效應，正在散播影響力。參考網址： 珍惜台灣，小心輕放 傅瑞德繼續貼
※ 本文經授權轉載自數位時代2007/03/15 第149期，版權為數位時代 所有，未經數位時代 同意，請勿擅自使用。
CSR 企業21世紀的新競爭力[转载]
CSR 企業21世紀的新競爭力
大企業，大責任 不是做善事，而是發揮影響力 社會責任帶動創新成長
天下雜誌 2007,3,14 第367期 作者：吳韻儀
CSR 企業21世紀的新競爭力全球企業紛紛熱情擁抱CSR，管理大師波特強調，將社會責任與經營策略結合，將是企業未來新競爭力的來源。
無論是公司治理、企業承諾、社會參與或環境保護，台灣沒有條件自外於全球的趨勢，而必須加快腳步趕上。
現在是企業領軍的時代。
在全球百大經濟體中，五十一個是企業。
全球工作人口中，九○％是為私人企業工作。
在各種世界領袖級會議中，微軟董事長比爾蓋茲等企業家的身影，已經與英國首相布萊爾、德國總理梅克爾一樣熟悉。他與妻子梅琳達成立的基金會已經捐出超過一百三十億美元，尤其致力於防治愛滋與落後國家兒童接種疫苗。
去年亞太經合會ＡＰＥＣ領袖級會議，請台積電董事長張忠謀代表台灣出席。
「他一看到我，就跟別人介紹這是德州來的，」張忠謀談起他與布希互動自然愉快，像老朋友一樣，眼睛也笑開了。
很顯然，今天企業在社會上的角色，已經不只是經濟的引擎，而是願意參與、發揮影響的企業公民。
很難想像，台灣已經有一千所學校、八十五萬小孩，都上過麥當勞專為台灣設計的「洗手課」；從小學到中學，花旗銀行每年為未來主人翁開八十堂財富教育。這些小到家庭可能都忽略了、變化快到政府都不及處理的項目，企業都可以提供專業，補上漏洞。
還有政府違反社會期望的，企業也帶頭反制，扮演正義之師。
美國布希政府不簽署抑制二氧化碳排放量的「京都議定書」，反對最積極的，是由美國企業發起的「美國氣候行動伙伴」。包括杜邦、奇異等與環境高度相關的企業，現在提出兼具經濟與環境的政策建言，敦促美國政府在全球議題上，繼續扮演領導性角色。
台灣半導體與光電這兩兆產業，也開始溫室氣體減量，雖然台灣還沒有產業減量政策，他們主動承諾到二○一○年底，減少二四○○噸二氧化碳排放量。
大企業，大責任
現在企業征戰全球，視野、格局不輸政府。「我們持續在全球擴張，」全球第二大企業沃爾瑪總裁史考特在《BusinessWeek》說，「環境問題，就是我們的問題。」
話說起來很豪氣，也帶出了企業面對的龐大壓力。
資本主義加上全球化，創造空前的財富，但也對環境造成前所未有的破壞與貧富差距。人權與環保團體開始反撲。
全球最富有的一％的人，掌握世界四○％的財富。無節制的生產、消費，在今年初，使地球毀滅時鐘又撥快了兩分鐘。
市場經濟下，大企業，大責任。聯合國、綠色和平組織等國際組織與非營利組織聯手，緊盯著企業不能只顧獲利，不負責任。企業不能不改變。
運動用品大廠耐吉（Nike）被貼上血汗工廠的標籤後，破天荒地把全球七百多家供應商全數公布，其中很多是知名台商，帶動產業一起盡社會責任。
電子產品大廠SONY被查出來供應商生產電線含有重金屬，不但全數回收產品，還徹底檢討生產供應鏈。
從全球代工起家的台灣企業，開始跟著世界大廠做企業公民。製鞋大廠寶成開始重視勞工條件、科技龍頭華碩開始綠色採購。
新公民運動開始。企業除了有辦公室、有產品，還要在社會上扮積極角色。
日用品巨人聯合利華把流動醫院開到孟加拉，紓解一萬人只有二十名醫師的窘境；在台灣，微軟協助婦女運用科技小額創業，台積電帶著偏遠地區的小孩到台北來看故宮。除了追求獲利，企業開始踏入社區、參與社會，給弱勢機會，豐富小康的世界。
企業逐漸了解，做為企業公民，不是解道德包袱，不是做善事，而是發揮影響力，提升社會。而且，企業有錢、有人才、有專業，影響力日增，還有官僚體系沒有的執行力，在關鍵的議題上尤其重要。當前迫切的全球暖化議題，就是最好的證明。
不是做善事，而是發揮影響力
全球第二大金融集團匯豐銀行一啟動「碳排放管理計劃」，全球近八十個國家的據點就一起節能；奇異提出「生態想像」行動，投入研發環境科技的經費就增加了十五億美元。
裕隆汽車是台灣的元老級企業集團，四十二年前成立籃球隊，開啟體育風氣，十年前開始要把三義木雕街轉型為台灣未來文化藝術產業聚落。
最近，裕隆總經理陳國榮又多了個頭銜──台灣環境會計協會理事長，不僅在裕隆推行綠色會計，帶協力廠商加入，甚至要結合環境會計協會與車輛公會合作電動車引擎的環境影響研究，希望可以搶先把全球的問題，變成台灣的機會。
陳國榮期望，投入環境的挑戰與機會，「未來甚至可以形成台灣的產業政策、國家願景。」
台灣據點最密集的統一超商也開始行動，與工研院合作節能計劃，四千多家7-ELEVEN的燈管、冰箱更換為節能型，一年就減少上萬度用電量，相當於六公噸的二氧化碳排放量。這只是起步而已。就像完成年度目標一樣，總經理徐重仁馬上丟出節能新任務。
企業經營與企業公民看來是兩個角色，蘊含的卻同樣是企業創新的精神。而且是相輔相成的雙贏。
社會責任帶動創新成長
全球各地的企業公民正在領先改寫企業的創新策略與競爭優勢。
企業公民的角色，拉高了企業的形象，另一方面，因為參與，讓企業的觸角與社會的需求愈結愈深，領先發現辦公室、實驗室沒有的創新能量。
「未來，社會責任就是企業經營，」聯合利華執行長塞思科認為，社會責任也與創新、成長有關，只是過去CEO總把企業對社會與環境的影響放在道德責任的架構下思考，沒有思考社會責任可能帶來的新成長機會。
「社會責任就是企業核心事業策略的一部份，」管理大師波特在《天下雜誌》的專訪中也強調，將社會責任與經營策略結合，將是企業未來新競爭力的來源。
企業公民蔚為風潮，也開啟了「責任投資」熱。落實治理、服務顧客、重視環境影響，都是降低風險的指標。華爾街的投資也開始流向企業公民。
在美國，現在每十塊美元的投資中，就有一塊美元是流向符合社會責任的企業公民。
高盛、花旗、摩根士丹利等成立專門研究團隊，美國道瓊集團與英國《金融時報》也分別發展出社會責任指數。大家評量的面向，可以歸納為公司治理、企業對員工的承諾、社會參與、環境保護四個面向。
美國前副總統高爾與高盛投資銀行前執行長共同成立「世代投資管理公司」（Generation Investment Management）要結合社會責任與投資的研究。
「透明、創新、培育與激勵員工、投資社區、有效運用能源，」高爾指出，「整合起來就是企業持續創造價值的能力。」這也是企業公民四大面向很好的說明。
公司治理，強調運作透明，才能對員工與股東負責；企業承諾，強調創新與培育員工，不斷提升員工的價值與提供消費者有益的服務；社區參與，就是以人力、物力、知識、技能投入社區；環境保護，強調有目標、有方法地使用與節約能源，減少污染。
台灣企業站在什麼位置？
當世界已轉向，對企業的評價方式已有新的標準時，台灣的企業今天是站在甚麼樣的位置？
這是有壓力的問題，因為鄰近的競爭者、合作伙伴，已經起跑。
新加坡政府成立「企業社會責任三邊行動」，中國大陸監督三千八百家紡織公司的中國紡織工業協會發起企業社會責任計劃。
中國全國人大副委員長成思危更警告將懲處忽視社會責任的企業，「資本無道德，財富非倫理，為富可以不仁的行為，不僅國際社會難以接受，中國社會也已經不能容忍。」
大陸努力的背後，也有台商的影子。今年過年，德勤永華會計師事務所北京分所合夥人顏漏有從北京回到台灣，指出中國大陸最近積極推行企業社會責任，他不但上電視分享國際組織的經驗，還與奧美的莊淑芬一起加入ＮＰＰ（Not for Profit Partner），這是個協助企業如何更有效參與公益的非營利組織。主要負責人是前行政院長陳履安的兒子陳宇廷，他辭去了麥肯錫的顧問工作，全力投入。
企業社會責任這最新的世界趨勢，對大多數的台灣企業而言卻仍然顯得陌生。
看台灣社會，一位科技大老不客氣地說，如果真的用公司治理的標準來評價台灣企業，「九五％都會out（出局）。」主要因為家族、集團交叉持股，不透明的問題很嚴重。也就是將社會的財富置於風險之中，近年層出不窮的財團弊端可見一斑。如果國家信用平等低，企業國際募資都會有問題。
但依賴全球貿易生存的台灣，沒有條件自外於全球的趨勢，而必須加快腳步趕上，無論是公司治理、企業承諾、社會參與或環境保護。
台灣是全球代工的重要鏈節，銷售的市場、合作的伙伴都在海外。達不到環境責任要求，產品就進不了世界市場，甚至錯失與先進伙伴合作的機會。在台灣開環境會計先河的永光化學，就是為了與歐洲大廠合作，逼著自己進步。這樣的企業正默默地在增加。
「台灣企業在全球佈局受重視，但是在台灣的社會不是如此，」前行政院長蕭萬長感嘆，「原因是沒有形成一股社會力量，表揚好的企業。」
《天下雜誌》決定在此時舉辦「天下企業公民獎」，開始匯聚提升的力量。
也出任此次「天下企業公民獎」評審團團長的蕭萬長相信，如果這股力量形成，台灣企業除了在經濟上，還將在社會、文化、政治上都發揮影響。企業領導人，也將成為社會領導人。
本期《天下》特別將燈光照在那些領先跨出大步的台灣企業公民身上，也期待他們前進的步伐，帶動台灣跟上世界的腳步。
※ 本文經授權轉載自天下雜誌 2007,3,14 第367期，版權為天下雜誌所有，未經天下雜誌同意，請勿擅自使用。
大企業，大責任 不是做善事，而是發揮影響力 社會責任帶動創新成長
天下雜誌 2007,3,14 第367期 作者：吳韻儀
CSR 企業21世紀的新競爭力全球企業紛紛熱情擁抱CSR，管理大師波特強調，將社會責任與經營策略結合，將是企業未來新競爭力的來源。
無論是公司治理、企業承諾、社會參與或環境保護，台灣沒有條件自外於全球的趨勢，而必須加快腳步趕上。
現在是企業領軍的時代。
在全球百大經濟體中，五十一個是企業。
全球工作人口中，九○％是為私人企業工作。
在各種世界領袖級會議中，微軟董事長比爾蓋茲等企業家的身影，已經與英國首相布萊爾、德國總理梅克爾一樣熟悉。他與妻子梅琳達成立的基金會已經捐出超過一百三十億美元，尤其致力於防治愛滋與落後國家兒童接種疫苗。
去年亞太經合會ＡＰＥＣ領袖級會議，請台積電董事長張忠謀代表台灣出席。
「他一看到我，就跟別人介紹這是德州來的，」張忠謀談起他與布希互動自然愉快，像老朋友一樣，眼睛也笑開了。
很顯然，今天企業在社會上的角色，已經不只是經濟的引擎，而是願意參與、發揮影響的企業公民。
很難想像，台灣已經有一千所學校、八十五萬小孩，都上過麥當勞專為台灣設計的「洗手課」；從小學到中學，花旗銀行每年為未來主人翁開八十堂財富教育。這些小到家庭可能都忽略了、變化快到政府都不及處理的項目，企業都可以提供專業，補上漏洞。
還有政府違反社會期望的，企業也帶頭反制，扮演正義之師。
美國布希政府不簽署抑制二氧化碳排放量的「京都議定書」，反對最積極的，是由美國企業發起的「美國氣候行動伙伴」。包括杜邦、奇異等與環境高度相關的企業，現在提出兼具經濟與環境的政策建言，敦促美國政府在全球議題上，繼續扮演領導性角色。
台灣半導體與光電這兩兆產業，也開始溫室氣體減量，雖然台灣還沒有產業減量政策，他們主動承諾到二○一○年底，減少二四○○噸二氧化碳排放量。
大企業，大責任
現在企業征戰全球，視野、格局不輸政府。「我們持續在全球擴張，」全球第二大企業沃爾瑪總裁史考特在《BusinessWeek》說，「環境問題，就是我們的問題。」
話說起來很豪氣，也帶出了企業面對的龐大壓力。
資本主義加上全球化，創造空前的財富，但也對環境造成前所未有的破壞與貧富差距。人權與環保團體開始反撲。
全球最富有的一％的人，掌握世界四○％的財富。無節制的生產、消費，在今年初，使地球毀滅時鐘又撥快了兩分鐘。
市場經濟下，大企業，大責任。聯合國、綠色和平組織等國際組織與非營利組織聯手，緊盯著企業不能只顧獲利，不負責任。企業不能不改變。
運動用品大廠耐吉（Nike）被貼上血汗工廠的標籤後，破天荒地把全球七百多家供應商全數公布，其中很多是知名台商，帶動產業一起盡社會責任。
電子產品大廠SONY被查出來供應商生產電線含有重金屬，不但全數回收產品，還徹底檢討生產供應鏈。
從全球代工起家的台灣企業，開始跟著世界大廠做企業公民。製鞋大廠寶成開始重視勞工條件、科技龍頭華碩開始綠色採購。
新公民運動開始。企業除了有辦公室、有產品，還要在社會上扮積極角色。
日用品巨人聯合利華把流動醫院開到孟加拉，紓解一萬人只有二十名醫師的窘境；在台灣，微軟協助婦女運用科技小額創業，台積電帶著偏遠地區的小孩到台北來看故宮。除了追求獲利，企業開始踏入社區、參與社會，給弱勢機會，豐富小康的世界。
企業逐漸了解，做為企業公民，不是解道德包袱，不是做善事，而是發揮影響力，提升社會。而且，企業有錢、有人才、有專業，影響力日增，還有官僚體系沒有的執行力，在關鍵的議題上尤其重要。當前迫切的全球暖化議題，就是最好的證明。
不是做善事，而是發揮影響力
全球第二大金融集團匯豐銀行一啟動「碳排放管理計劃」，全球近八十個國家的據點就一起節能；奇異提出「生態想像」行動，投入研發環境科技的經費就增加了十五億美元。
裕隆汽車是台灣的元老級企業集團，四十二年前成立籃球隊，開啟體育風氣，十年前開始要把三義木雕街轉型為台灣未來文化藝術產業聚落。
最近，裕隆總經理陳國榮又多了個頭銜──台灣環境會計協會理事長，不僅在裕隆推行綠色會計，帶協力廠商加入，甚至要結合環境會計協會與車輛公會合作電動車引擎的環境影響研究，希望可以搶先把全球的問題，變成台灣的機會。
陳國榮期望，投入環境的挑戰與機會，「未來甚至可以形成台灣的產業政策、國家願景。」
台灣據點最密集的統一超商也開始行動，與工研院合作節能計劃，四千多家7-ELEVEN的燈管、冰箱更換為節能型，一年就減少上萬度用電量，相當於六公噸的二氧化碳排放量。這只是起步而已。就像完成年度目標一樣，總經理徐重仁馬上丟出節能新任務。
企業經營與企業公民看來是兩個角色，蘊含的卻同樣是企業創新的精神。而且是相輔相成的雙贏。
社會責任帶動創新成長
全球各地的企業公民正在領先改寫企業的創新策略與競爭優勢。
企業公民的角色，拉高了企業的形象，另一方面，因為參與，讓企業的觸角與社會的需求愈結愈深，領先發現辦公室、實驗室沒有的創新能量。
「未來，社會責任就是企業經營，」聯合利華執行長塞思科認為，社會責任也與創新、成長有關，只是過去CEO總把企業對社會與環境的影響放在道德責任的架構下思考，沒有思考社會責任可能帶來的新成長機會。
「社會責任就是企業核心事業策略的一部份，」管理大師波特在《天下雜誌》的專訪中也強調，將社會責任與經營策略結合，將是企業未來新競爭力的來源。
企業公民蔚為風潮，也開啟了「責任投資」熱。落實治理、服務顧客、重視環境影響，都是降低風險的指標。華爾街的投資也開始流向企業公民。
在美國，現在每十塊美元的投資中，就有一塊美元是流向符合社會責任的企業公民。
高盛、花旗、摩根士丹利等成立專門研究團隊，美國道瓊集團與英國《金融時報》也分別發展出社會責任指數。大家評量的面向，可以歸納為公司治理、企業對員工的承諾、社會參與、環境保護四個面向。
美國前副總統高爾與高盛投資銀行前執行長共同成立「世代投資管理公司」（Generation Investment Management）要結合社會責任與投資的研究。
「透明、創新、培育與激勵員工、投資社區、有效運用能源，」高爾指出，「整合起來就是企業持續創造價值的能力。」這也是企業公民四大面向很好的說明。
公司治理，強調運作透明，才能對員工與股東負責；企業承諾，強調創新與培育員工，不斷提升員工的價值與提供消費者有益的服務；社區參與，就是以人力、物力、知識、技能投入社區；環境保護，強調有目標、有方法地使用與節約能源，減少污染。
台灣企業站在什麼位置？
當世界已轉向，對企業的評價方式已有新的標準時，台灣的企業今天是站在甚麼樣的位置？
這是有壓力的問題，因為鄰近的競爭者、合作伙伴，已經起跑。
新加坡政府成立「企業社會責任三邊行動」，中國大陸監督三千八百家紡織公司的中國紡織工業協會發起企業社會責任計劃。
中國全國人大副委員長成思危更警告將懲處忽視社會責任的企業，「資本無道德，財富非倫理，為富可以不仁的行為，不僅國際社會難以接受，中國社會也已經不能容忍。」
大陸努力的背後，也有台商的影子。今年過年，德勤永華會計師事務所北京分所合夥人顏漏有從北京回到台灣，指出中國大陸最近積極推行企業社會責任，他不但上電視分享國際組織的經驗，還與奧美的莊淑芬一起加入ＮＰＰ（Not for Profit Partner），這是個協助企業如何更有效參與公益的非營利組織。主要負責人是前行政院長陳履安的兒子陳宇廷，他辭去了麥肯錫的顧問工作，全力投入。
企業社會責任這最新的世界趨勢，對大多數的台灣企業而言卻仍然顯得陌生。
看台灣社會，一位科技大老不客氣地說，如果真的用公司治理的標準來評價台灣企業，「九五％都會out（出局）。」主要因為家族、集團交叉持股，不透明的問題很嚴重。也就是將社會的財富置於風險之中，近年層出不窮的財團弊端可見一斑。如果國家信用平等低，企業國際募資都會有問題。
但依賴全球貿易生存的台灣，沒有條件自外於全球的趨勢，而必須加快腳步趕上，無論是公司治理、企業承諾、社會參與或環境保護。
台灣是全球代工的重要鏈節，銷售的市場、合作的伙伴都在海外。達不到環境責任要求，產品就進不了世界市場，甚至錯失與先進伙伴合作的機會。在台灣開環境會計先河的永光化學，就是為了與歐洲大廠合作，逼著自己進步。這樣的企業正默默地在增加。
「台灣企業在全球佈局受重視，但是在台灣的社會不是如此，」前行政院長蕭萬長感嘆，「原因是沒有形成一股社會力量，表揚好的企業。」
《天下雜誌》決定在此時舉辦「天下企業公民獎」，開始匯聚提升的力量。
也出任此次「天下企業公民獎」評審團團長的蕭萬長相信，如果這股力量形成，台灣企業除了在經濟上，還將在社會、文化、政治上都發揮影響。企業領導人，也將成為社會領導人。
本期《天下》特別將燈光照在那些領先跨出大步的台灣企業公民身上，也期待他們前進的步伐，帶動台灣跟上世界的腳步。
※ 本文經授權轉載自天下雜誌 2007,3,14 第367期，版權為天下雜誌所有，未經天下雜誌同意，請勿擅自使用。
擋不住的吸引力－部落格行銷案例[转载]
擋不住的吸引力－部落格行銷案例
作者：功典資訊行銷企劃處
部落格行銷案例 - 【進行新產品推廣】克蘭詩「小S性感媽咪日記」與電影「刺青」 - 【傾聽消費者聲音】通用汽車「Fastlane Blog」與西南航空「Nuts About Southwest」 - 【經營社群，溝通產品概念】30雜誌「30雜誌部落格」與波音公司「Randy’s Journal」 - 【增近企業與顧客之距離】ThinkEquity「Thinkblog」與南山人壽「愛的依學院」 真誠傾聽消費者的聲音是企業未來持續發展的關鍵
隨著部落格(Blog)驚人的速度成長，企業也越來越重視網路上消費者自主發表、回應、引用與串連所產生的力量。越來越多的企業已經開始嘗試利用部落格進行行銷，而部落格行銷的手法也越來越多樣化。以下我們將分享幾個國內外企業部落格行銷的案例。
部落格行銷案例
【進行新產品推廣】克蘭詩「小S性感媽咪日記」與電影「刺青」
實務上將試用品或是產品活動放到部落格上，是最常被企業用來做部落格行銷的方式之一。企業可透過特定主題的發表，吸引消費者來參與及討論。由於部落格特殊的引用連結機制，資訊可以在部落格上快速傳遞及擴散，達成產品或試用的推廣目的。而企業也可以參考引用通告被引述文章的統計數字，得知消費者最有興趣的討論方向，進一步分析消費者的喜好。
小S性感媽咪日記
克蘭詩與蕃薯藤合作推出的「小S性感媽咪日記」部落格，透過小S的性感形象，讓她用辛辣率直的口吻分享懷孕過程中的心得點滴，並穿插孕婦可能關心的相關議題及產品介紹，成功結合代言人及部落格行銷，進而帶動實體門市買氣。
資料來源：http://blog.yam.com/clarins/
刺青
利用部落格進行新產品推廣的行銷方式，最常被使用在新電影宣傳上。尤其國片常受制於行銷預算，運用部落格行銷不但成本較低，同時透過部落格的引用機制，可以快速將活動訊息散佈出去，也可即時得到觀眾朋友的回應。
資料來源：http://www.wretch.cc/blog/spiderlily
【傾聽消費者聲音】通用汽車「Fastlane Blog」與西南航空「Nuts About Southwest」
透過部落格的回應與引用的機制，消費者針對某一品牌或產品所發表的使用經驗及意見，可以快速散佈出去，進而影響他人對此產品的感受。因此實務上已有企業藉由設立部落格，成立公司專屬與顧客交流之平台，收集消費者對其產品的心得與意見，並以正面的態度面對網路上消費者對其產品的言論，做為公司及產品未來發展之參考。
Fastlane Blog
即便是傳統產業，也可以享受部落格所帶來的好處。通用汽車成立部落格Fastlane，作為與顧客交流的平台；副董事長Bob Lutz更是每天都會親自觀看或回應每一篇網友的文章，傾聽顧客的建議與抱怨。
資料來源：http://fastlane.gmblogs.com/
Nuts About Southwest
一向以創新服務流程的西南航空公司(Southwesr Airlines)當然也會有專屬公司的部落格。其在部落格的使用說明中，即表達歡迎顧客發表任何評論、問題與想法。
資料來源：http://www.blogsouthwest.com/
【經營社群，溝通產品概念】30雜誌「30雜誌部落格」與波音公司「Randy’s Journal」
部落格透過互相連結，可以將具有相同興趣或是對特定議題有興趣的消費者串連起來。對於企業而言，最大的好處即為，可快速接觸到主要的目標客群，與其進行對話、溝通產品概念，藉由了解目標顧客的想法，進一步提供消費者想要的產品。
30雜誌部落格
30雜誌的30雜誌部落格─交換30筆記，提供身為社會砥柱的30世代其工作、職場上關心的議題與資訊；並不定時在部落格公佈演講或贈票活動；消費者亦可在參與座談會後，透過部落格繼續發表心得感想，及與其他參與者互動。而30雜誌則可藉由部落格，更加了解其目標族群的需求與想法，進而在雜誌中提供消費者最為關心的資訊。
資料來源：http://blog.roodo.com/30blog/
Randy's Journal
原本波音的部落格僅是要行銷副總裁Randy Baseler分享他的商務旅遊見聞及行銷上的知識。然在部落格開始經營後，波音發現了航空迷社群的存在，他們向Randy Baseler請教航空專業知識。透過雙方的互動，波音獲得了開發787夢幻客機(Dreamliner)的概念。
資料來源：http://boeingblogs.com/randy/
【增近企業與顧客之距離】ThinkEquity「Thinkblog」與南山人壽「愛的依學院」
除了前述產品面的行銷效益外，美日企業也開始嘗試經營企業部落格。這與企業官方網站最大不同之處，誠如微軟董事長Bill Gates所說，「部落格的精神，就是『開放』(openness）…它反應一種開放和願意溝通的文化，表示我們不怕自我批判」。而消費者經由部落格，了解企業開放溝通的誠心，反而更拉進企業與顧客間的距離。
Thinkblog
銀行給予社會大眾多為較冰冷、嚴謹的形象。然而透過部落格上的溝通，投資銀行ThinkEquity適度坦承公開公司原本應該保密的發展策略，反而增進顧客與銀行間的信任關係。
資料來源：http://www.thinkequity.com/blog/
愛的依學院
南山人壽邀請林依晨代言，為即將踏入社會的新鮮人打氣。網路上除了請林依晨分享學生時期的回憶，引請共鳴外，也提供理財的簡單知識。此外，透過舉辦「畢業大點名」與「畢業封神榜」的活動，一起與同學留下畢業前夕最後的美好回憶，也拉近了與這群「潛在顧客」的距離。
資料來源：http://blog.yam.com/nanshanlife
真誠傾聽消費者的聲音是企業未來持續發展的關鍵
部落格做為Web2.0時代下的產物，與其他媒體最大不同之處，在於它提供了一個溝通的管道，它讓消費者有了表達意見並進而發揮影響力的機會。誠如「商業裸體革命」作者Robert Scoble and Shel Israel所說，「部落格終結了一個時代，也開啟了另一個時代。在這個新時代，企業光靠與顧客對話是不會成功的，還必須傾聽顧客的聲音」。從行銷到經營，部落格對企業的影響愈來愈深，認真傾聽並真誠面對消費者的聲音，將是企業未來持續發展的致勝關鍵！
參考資料：(In alphabet order)1.李欣岳(2005)。席捲企業的新勢力！Blog Inc.。e天下雜誌，2005年7月2.李欣岳(2005)。把比爾蓋茲擋在門外的部落格。e天下雜誌，2005年7月3.胡文豐(2006)。部落格－新行銷公關模式。工業雜誌，2006年3月4. Scoble, Robert and Shel Israel(2006), Naked Conversations: How Blogs are Changing the Way Businesses Talk with Customers, John Wiley & Sons Inc5. Wright, Jeremy(2005), Blog Marketing, McGraw-Hill
作者：功典資訊行銷企劃處
部落格行銷案例 - 【進行新產品推廣】克蘭詩「小S性感媽咪日記」與電影「刺青」 - 【傾聽消費者聲音】通用汽車「Fastlane Blog」與西南航空「Nuts About Southwest」 - 【經營社群，溝通產品概念】30雜誌「30雜誌部落格」與波音公司「Randy’s Journal」 - 【增近企業與顧客之距離】ThinkEquity「Thinkblog」與南山人壽「愛的依學院」 真誠傾聽消費者的聲音是企業未來持續發展的關鍵
隨著部落格(Blog)驚人的速度成長，企業也越來越重視網路上消費者自主發表、回應、引用與串連所產生的力量。越來越多的企業已經開始嘗試利用部落格進行行銷，而部落格行銷的手法也越來越多樣化。以下我們將分享幾個國內外企業部落格行銷的案例。
部落格行銷案例
【進行新產品推廣】克蘭詩「小S性感媽咪日記」與電影「刺青」
實務上將試用品或是產品活動放到部落格上，是最常被企業用來做部落格行銷的方式之一。企業可透過特定主題的發表，吸引消費者來參與及討論。由於部落格特殊的引用連結機制，資訊可以在部落格上快速傳遞及擴散，達成產品或試用的推廣目的。而企業也可以參考引用通告被引述文章的統計數字，得知消費者最有興趣的討論方向，進一步分析消費者的喜好。
小S性感媽咪日記
克蘭詩與蕃薯藤合作推出的「小S性感媽咪日記」部落格，透過小S的性感形象，讓她用辛辣率直的口吻分享懷孕過程中的心得點滴，並穿插孕婦可能關心的相關議題及產品介紹，成功結合代言人及部落格行銷，進而帶動實體門市買氣。
資料來源：http://blog.yam.com/clarins/
刺青
利用部落格進行新產品推廣的行銷方式，最常被使用在新電影宣傳上。尤其國片常受制於行銷預算，運用部落格行銷不但成本較低，同時透過部落格的引用機制，可以快速將活動訊息散佈出去，也可即時得到觀眾朋友的回應。
資料來源：http://www.wretch.cc/blog/spiderlily
【傾聽消費者聲音】通用汽車「Fastlane Blog」與西南航空「Nuts About Southwest」
透過部落格的回應與引用的機制，消費者針對某一品牌或產品所發表的使用經驗及意見，可以快速散佈出去，進而影響他人對此產品的感受。因此實務上已有企業藉由設立部落格，成立公司專屬與顧客交流之平台，收集消費者對其產品的心得與意見，並以正面的態度面對網路上消費者對其產品的言論，做為公司及產品未來發展之參考。
Fastlane Blog
即便是傳統產業，也可以享受部落格所帶來的好處。通用汽車成立部落格Fastlane，作為與顧客交流的平台；副董事長Bob Lutz更是每天都會親自觀看或回應每一篇網友的文章，傾聽顧客的建議與抱怨。
資料來源：http://fastlane.gmblogs.com/
Nuts About Southwest
一向以創新服務流程的西南航空公司(Southwesr Airlines)當然也會有專屬公司的部落格。其在部落格的使用說明中，即表達歡迎顧客發表任何評論、問題與想法。
資料來源：http://www.blogsouthwest.com/
【經營社群，溝通產品概念】30雜誌「30雜誌部落格」與波音公司「Randy’s Journal」
部落格透過互相連結，可以將具有相同興趣或是對特定議題有興趣的消費者串連起來。對於企業而言，最大的好處即為，可快速接觸到主要的目標客群，與其進行對話、溝通產品概念，藉由了解目標顧客的想法，進一步提供消費者想要的產品。
30雜誌部落格
30雜誌的30雜誌部落格─交換30筆記，提供身為社會砥柱的30世代其工作、職場上關心的議題與資訊；並不定時在部落格公佈演講或贈票活動；消費者亦可在參與座談會後，透過部落格繼續發表心得感想，及與其他參與者互動。而30雜誌則可藉由部落格，更加了解其目標族群的需求與想法，進而在雜誌中提供消費者最為關心的資訊。
資料來源：http://blog.roodo.com/30blog/
Randy's Journal
原本波音的部落格僅是要行銷副總裁Randy Baseler分享他的商務旅遊見聞及行銷上的知識。然在部落格開始經營後，波音發現了航空迷社群的存在，他們向Randy Baseler請教航空專業知識。透過雙方的互動，波音獲得了開發787夢幻客機(Dreamliner)的概念。
資料來源：http://boeingblogs.com/randy/
【增近企業與顧客之距離】ThinkEquity「Thinkblog」與南山人壽「愛的依學院」
除了前述產品面的行銷效益外，美日企業也開始嘗試經營企業部落格。這與企業官方網站最大不同之處，誠如微軟董事長Bill Gates所說，「部落格的精神，就是『開放』(openness）…它反應一種開放和願意溝通的文化，表示我們不怕自我批判」。而消費者經由部落格，了解企業開放溝通的誠心，反而更拉進企業與顧客間的距離。
Thinkblog
銀行給予社會大眾多為較冰冷、嚴謹的形象。然而透過部落格上的溝通，投資銀行ThinkEquity適度坦承公開公司原本應該保密的發展策略，反而增進顧客與銀行間的信任關係。
資料來源：http://www.thinkequity.com/blog/
愛的依學院
南山人壽邀請林依晨代言，為即將踏入社會的新鮮人打氣。網路上除了請林依晨分享學生時期的回憶，引請共鳴外，也提供理財的簡單知識。此外，透過舉辦「畢業大點名」與「畢業封神榜」的活動，一起與同學留下畢業前夕最後的美好回憶，也拉近了與這群「潛在顧客」的距離。
資料來源：http://blog.yam.com/nanshanlife
真誠傾聽消費者的聲音是企業未來持續發展的關鍵
部落格做為Web2.0時代下的產物，與其他媒體最大不同之處，在於它提供了一個溝通的管道，它讓消費者有了表達意見並進而發揮影響力的機會。誠如「商業裸體革命」作者Robert Scoble and Shel Israel所說，「部落格終結了一個時代，也開啟了另一個時代。在這個新時代，企業光靠與顧客對話是不會成功的，還必須傾聽顧客的聲音」。從行銷到經營，部落格對企業的影響愈來愈深，認真傾聽並真誠面對消費者的聲音，將是企業未來持續發展的致勝關鍵！
參考資料：(In alphabet order)1.李欣岳(2005)。席捲企業的新勢力！Blog Inc.。e天下雜誌，2005年7月2.李欣岳(2005)。把比爾蓋茲擋在門外的部落格。e天下雜誌，2005年7月3.胡文豐(2006)。部落格－新行銷公關模式。工業雜誌，2006年3月4. Scoble, Robert and Shel Israel(2006), Naked Conversations: How Blogs are Changing the Way Businesses Talk with Customers, John Wiley & Sons Inc5. Wright, Jeremy(2005), Blog Marketing, McGraw-Hill
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