網(wǎng)站設(shè)計(jì)外文翻譯---社交網(wǎng)站：定義、歷史以及內(nèi)涵-其他專業(yè)-免費(fèi)閱讀
【正文】 下一步，我們目前合作的互聯(lián)網(wǎng)社交網(wǎng)絡(luò)站店，并提供理論和管理人員的影響數(shù)據(jù)的實(shí)證分析。 首先，我們首次直接觀察到的是口碑鏈接和新客戶獲取。 ”因此，重要的是要了解口碑營銷是否是真正有效的，如果是的話，又如何與傳統(tǒng)的 營銷活動(dòng)的影響相比較。 Effects of WordofMouth Versus Traditional Marketing: Findings from an Inter Social Networking Site Michael Trusov,Randolph E. Bucklin,Koen Pauwels. Networking Site. Journal of Marketing, Volume 73, No. 5, pages 90102. Wordofmouth munication strategies are appealing because they bine the prospect of overing consumer resistance with significantly lower costs and fast delivery—especially through technology, such as the Inter. Unfortunately, empirical evidence is currently scantregarding the relative effectiveness of WOM marketing in increasing firm performance over time. This raises the need to study how firms can measure the effects of WOM munications and how WOM pares with other forms of marketing munication. Wordofmouth marketing is a particularly prominent feature on the Inter. The Inter provides numerous venues for consumers to share their views, preferences, or experiences with others, as well as opportunities for firms to take advantage of WOM marketing. As one mentator stated, ―Instead of tossing away millions of dollars on Superbowl advertisements, fledgling dot panies are trying to catch attention through much cheaper marketing strategies such as blogging and [WOM] campaigns‖ (Whitman 2021, p. B3A). Thus, it is important to understand whether WOM is truly effective and, if so, how its impact pares with traditional marketing activities. One of the fastestgrowing arenas of the World Wide Web is the space of socalled social working sites. A social working site is typically initiated by a small group of founders who send out invitations to join the site to the members of their own personal works. In turn, new members send invitations to their works, and so on. Thus, invitations (., WOM referrals) have been the foremost driving force for sites to acquire new members. As social working sites mature, they may begin to increase their use of traditional marketing tools. Therefore, management may begin to question the relative effectiveness of WOM at this stage. The objective of this research is to develop and estimate a model that captures the dynamic relationships among new member acquisition, WOM referrals, and traditional marketing activities. In doing so, we offer several contributions. First, we are among the first to link observed WOM directly to new customer acquisition. Second, we show how toincorporate both the direct effects and the indirect effects of WOM and traditional marketing actions (., a marketing action increases WOM activity, which in turn increase
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