外文翻译
赠范晔古诗题 目： 区域旅游品牌建设初探 儿童学画简笔画
阮氏三兄弟一、外文原文
标题：The One Thing You Must Get Right When Building a Brand
原文：
瑞士简介
As usual, marketers are turning hype into hyperventilation. This time, it’s about the suppod end of marketing as we know it, thanks to the ri of social media and the shift of power to consumers. But it’s wrong to think we’re entering a world in which traditional marketing activities, and brands themlves, will become irrelevant. In fact, the opposite is true. Social media make it more urgent than ever that companies get the basics right, developing and reliably delivering on a compelling brand promi.
We’ve long worked on marketing strategy with companies across industries; over the past 1
5 years we’ve focud on new media, and recently on social media marketing. And we’ve been directly involved in successful new-media start-ups, including one specializing in customer advisory panels and online brand communities. Our conclusion? The companies that will succeed in this environment are exploiting the many opportunities prented by social media while keeping an unwavering eye on their brand promi, and they are judiciously revising the marketing playbook rather than trying to rewrite it.
Leverage Social Media
Most companies have cottoned on to social media as tools for engagement and collaboration. Marketers at leading companies have created lively exchanges with and among customers on sites such as OPEN Forum (American Express), (Procter & Gamble), myPlanNet (Cisco), and Fiesta Movement (Ford), tapping into participants’ experti and creativity for product development. Of cour, social media can also boost brand awareness, trial, and ultimately sales, especially when a campaign goes viral. More important for most companies, however, is that through social media they can gain rich, unmediated customer insights, faster than ever before.
成功的女人
This reprents a profound shift. Historically, market rearch was product- rather than customer centric: Marketers asked questions about attitudes and behaviors relevant to their brands. More recently we have en the ri of ethnographic rearch to help them understand how both a brand and its wider product category fit into people’s lives. Social net-works take this a step further by providing powerful new ways to explore consumers’ lives and opinions.
P&G recently encountered firsthand the dark side of social media—the speed with which they can spread damaging messages. After the company introduced Dry Max technology into its Pampers product line last year, promising extra protection and a less bulky diaper, Rosana Shah, an angry customer who child had developed diaper rash, created a Facebook page dedicated to putting pressure on the firm to withdraw the product. Other reports of rashes and blisters followed, and by May 7,000 parents had joined Shah’s campaign.
Confident in its product’s performance, P&G stood firm. Its long experience in the categor
y had taught it that some proportion of babies will always suffer from rashes, and the frequency of such problems hadn’t changed after the introduction of Dry Max. Aided by its well-established social media network, Pampers Village, and its Pampers Facebook page, the company made its ca sympathetically but clearly. It responded to all complaints, offered advice to parents, and explained why the product wouldn’t be withdrawn. In September the U.S. Consumer Product Safety Commission reported that it could find no link between Dry Max and the occurrence of diaper rash.
赵沙沙Far from curbing P&G’s enthusiasm for social media, this incident helped the company hone its approach. It plans to u greater prelaunch engagement through the channels in future to clarify expectations and enable an even faster and more effective respon to any unexpected backlash.
Toyota, too, deftly ud social media as part of its crisis management during the sudden-acceleration recall. It t up a team to monitor and respond with facts to rumors on Facebook and elwhere, and created a Twitter prence for COO Jim Lentz. The team i
dentifi开运风水ed online fans and sought permission to distribute their statements through Toyota channels. Drawing on the company’s brand reputation—the rervoir of goodwill earned over decades of delivering on its promi of quality, reliability, and durability—it ud social and other new media ef纪律意识淡薄fectively to neutralize much of the hostility. By March 2010, when the recall was in full swing, Toyota sales were rebounding, with Camry and Corolla topping the list of all pasnger-car sales.
Enhance the Playbook
Although any company’s decision about whether and how to u a new tool is situation-specific, all companies should incorporate social media into their marketing playbooks. But what’s the best approach? Our analysis of the strategies and performance of a diver range of companies suggests that great brands share four fundamental qualities:
• They offer and communicate a clear, relevant customer promi.
• They build trust by delivering on that promi.
• They drive the market by continually improving the promi.
• They ek further advantage by innovating be-yond the familiar.
The basics don’t sound like rocket science, but we’ve been surprid by how many companies still fail to get them right. Social media can be ud to reinforce all four, even as they make them more urgent. Look at how Virgin Atlantic Airways has ud social media to buttress the branding basics.
