1、 毕业设计 (论文 )外文文献翻译 2013 届 译文一： 建立一个品牌 必须做对的一件事 译文二： 如何建立一个有效的社会化 媒体 品牌 1 THE ONE THING YOU MUST GET RIGHT WHEN BUILDING A BRAND Patrick Barwise and Sean Meehan Yes, new media give us powerful tools and speed but thats not enough. As usual, marketers are turning hype into hyperventilation. This time,
2、its about the supposed end of marketing as we know it, thanks to the rise of social media and the shift of power to consumers. But its wrong to think were entering a world in which traditional marketing activities, and brands themselves, will become irrelevant. In fact, the opposite is true. Social
3、media make it more urgent than ever that companies get the basics right, developing and reliably delivering on a compelling brand promise. It has always been risky for companies to disappoint customers, at least over the long term. But today the scale and speed of social media can make falling short
4、 instantly painful. Consider the internet-fueled backlash against Kryptonites expensive but easily picked lock and Dells flammable laptops. By the same token, companies that consistently deliver what they promise benefit mightily when social media amplify their reputation. The obvious danger is fail
5、ing to keep pace with social media developments. But an equal, less obvious danger is getting distracted by them and losing sight of the fundamentals. Weve long worked on marketing strategy with companies across industries； over the past 15 years weve focused on new media, and recently on social med
6、ia marketing. And weve 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 presented by social media wh
7、ile keeping an unwavering eye on their brand promise, 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 create
8、d lively exchanges with and among customers on sites such as OPEN Forum(American Express), B(Procter& Gamble), myPlanNet(Cisco), and Fiesta Movement(Ford), tapping into participants expertise 2 and creatively for product development. Of course, social media can also boost brand awareness, trial, and
9、 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. This represents a profound shift. Historically, market research was product-rather than custom
10、er centric: Marketers asked questions about attitudes and behaviors relevant to their brands. More recently we have seen the rise of ethnographic research to help them understand how both a brand and its wider product category fit into peoples lives. Social networks take this a step further by provi
11、ding powerful new ways to explore consumers lives and opinions. Procter&Gamble was an early adopter of social media； now all its business have sites aimed at specific markets and communities. Its feminine care group, appreciating the need to listen to rather than talk at customers, made sure that Be
12、inggirl was less about its products than about the tribulations of 11-to-14-year-old embarrassing moments, hygiene concerns, boy trouble. The sites main value to P&G is not that it drives product sales but that it illuminates the target consumers world. Similarly, Amex uses OPEN Forum to lean about
13、small-business owners, and Cisco uses myPlanNet to better understand the new generation of developers. These sites work because participants are engaged with the brands, find the platforms authentic, and trust one another. The companies create active communities by ceding some control in our experie
14、nce often the hardest adjustment for marketers. P&G recently encountered firsthand the dark side of social media the speed with they can spread damaging messages. After the company introduce Dry Max technology into its Pampers produce line last year, promising extra protection and a less bulky diape
15、r, Ronsana Shah, an angry customer whose 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 Shahs campaign. Confident in its products performanc
16、e, P&G stood firm. Its long experience in the category had taught it that some proportion of babies will always suffer from rashes, and the frequency of such problems hadnt changed after the introduction of Dry Max. Aided by its well-established social media network, Pampers Village, and its Pampers
17、 Facebook page, the company made its case sympathetically but clearly. It responded to all complaints, offered advice to parents, and explained why the produce wouldnt 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. Far from curbing P&Gs enthusiasm for social media, this incident helped the company
