1、 外文文献及其译稿 题 目 德芙巧克力在中国市场的营销策略分析 姓 名 学 号 专业班级 所在学院 指导教师（职称） 二 壹 年五月十日 外文文献 A marketers guide to behavioral economics Apirl.2010 Ned Welch McKinsey Quarterly Marketers have been applying behavioral economics-often unknowingly for years. A more systematic approach can unlock significant value. Long bef
2、ore behavioral economics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they workednot because marketers had run scientific studies showing that people prefer a supposedly free incentive to an equivalent price dis
3、count or that people often behave irrationally when thinking about future consequences. Yet despite marketings inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic way. In this article, we highlight four practical techniques that should be part o
4、f every marketers tool kit. 1. Make a products cost less painful In almost every purchasing decision, consumers have the option to do nothing: they can always save their money for another day. Thats why the marketers task is not just to beat competitors but also to persuade shoppers to part with the
5、ir money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and how much pain they feel upon spending it. Retailers know that allowing consumer
6、s to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a second, less rational basis for this phenomenon. Payments, like all losses, are
7、viscerally unpleasant. But emotions experienced in the presentnoware especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase. Another way to minimize the pain of payment is to understand the ways “mental
8、 accounting” affects decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Commonly observed mental accounts include windfall gains, pocket money, income, and
9、 savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all. Technology creates new frontiers for harnessing mental accounting to benefit both consumers and marketers. A credit card marketer, for i
10、nstance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categoriesgreen, say, for below budget, red for above budget, and so on. The budget-conscious consumer is likely to find value in such accounts (alt
11、hough they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only increase the issuers interchange fees and financing income but also improve the issuers view of its customers overall financial situation. Finally, of course, such an application w
12、ould make a genuine contribution to these consumers desire to live within their means. 2. Harness the power of a default option The evidence is overwhelming that presenting one option as a default increases the chance it will be chosen. Defaultswhat you get if you dont actively make a choicework par
13、tly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When were “given” something by default, it becomes more valued than it would have been otherwiseand we are more loath to part w
14、ith it. Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed them that they would receive 100 free calls if they kept their plan. The
15、script was reworded to say, “We have already credited your account with 100 callshow could you use those?” Many customers did not want to give up free talk time they felt they already owned. Defaults work best when decision makers are too indifferent, confused, or conflicted to consider their option
16、s. That principle is particularly relevant in a world thats increasingly awash with choicesa default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead customers will ultimately backfire by breeding distrust. 3. Dont overwh
17、elm consumers with choice When a default option isnt possible, marketers must be wary of generating “choice overload,” which makes consumers less likely to purchase. In a classic field experiment, some grocery store shoppers were offered the chance to taste a selection of 24 jams, while others were
18、offered only 6. The greater variety drew more shoppers to sample the jams, but few made a purchase. By contrast, although fewer consumers stopped to taste the 6 jams on offer, sales from this group were more than five times higher. Large in-store assortments work against marketers in at least two wa
19、ys. First, these choices make consumers work harder to find their preferred option, a potential barrier to purchase. Second, large assortments increase the likelihood that each choice will become imbued with a “negative halo”a heightened awareness that every option requires you to forgo desirable fe
20、atures available in some other product. Reducing the number of options makes people likelier not only to reach a decision but also to feel more satisfied with their choice. 4. Position your preferred option carefully Economists assume that everything has a price: your willingness to pay may be highe
21、r than mine, but each of us has a maximum price wed be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry store owner whose consignment of turquoise jewelry wasnt selling. Displaying it more prominently didnt achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x” and departed on a buying trip. On her return, she found that the manager misread the note and had mistakenly doubled the price of the itemsand sold the lot.2 In this case,
