【文章內容簡介】 時，利用會員卡或其他活動情況，鼓勵實體店顧客關注微信公眾平臺。 圖3 用戶希望接收公共平臺信息的時段圖4 用戶主要使用的微信功能（4） 科學管理，提高客服目前中小企業(yè)微信營銷的客戶服務質量不高，針對這一情況，做好客戶管理與服務，提高微信客戶微信服務質量變得尤為重要。提高微信客戶服務質量具體的方法有一下幾種：1. 微信的公眾賬號的頭像設置成企業(yè)LOGO，填寫企業(yè)的相關信息，做好企業(yè)的相關介紹，讓用戶能夠全面了解企業(yè)的信息。2. 精選圖片及文字內容，提高推送信息的可讀性，每天根據(jù)用戶希望接受到信息的時段發(fā)送信息，把握信息推送的頻率。3. 微信營銷具有信息交流互動性的特點，客戶和企業(yè)可以隨時進行交流互動，這就要求企業(yè)的微信客服具有良好的可親性[15]，及時回復用戶的詢問，自動回復和人工回復相結合。定義自動回復的時候，避免生硬、冷漠的語言。對于用戶提出的相對復雜的問題，進行及時的人工回復。4. 中小企業(yè)要不斷完善自己的客戶管理系統(tǒng)，針對不同類型、不同地域的顧客推送不同的信息，展現(xiàn)人性化、個性化、特色化的服務。七、結束語（一）結論本文通過對微信及中小企業(yè)微信營銷相關內容進行文獻查閱及經典案例分析，概述了微信的概況、微信營銷的特點及優(yōu)勢，了解中小企業(yè)目前微信營銷的狀況及存在的問題，在此基礎上對中小企業(yè)微信營銷做出相應的建議。微信營銷作為當今社會中小企業(yè)網絡營銷的一種方式，具有眾多的優(yōu)勢。然而，微信營銷發(fā)展到現(xiàn)在還存在著很多不足，需要中小企業(yè)進行不斷完善。中小企業(yè)要充分發(fā)揮微信營銷的優(yōu)勢，有效利用微信營銷這一平臺，還需要進行不斷的探索。只有合理的利用微信營銷，選擇適合企業(yè)特點的營銷模式及營銷方式，精準定位，提供高質量、高滿意度的客戶服務，才能增強企業(yè)營銷效果，增加中小企業(yè)收益。（2） 本文的優(yōu)點本文以客家土樓糯米酒為例，對客家土樓糯米酒的產品特點、微信營銷概況及策略進行研究分析，發(fā)現(xiàn)客家土樓糯米酒在微信營銷中存在的問題。通過對這一案例的深入分析，發(fā)現(xiàn)中小企業(yè)目前在微信營銷上的存在的不足之處，提出關于中小企業(yè)微信營銷的建議，為中小企業(yè)的微信營銷提供借鑒意義及啟示。（3） 本文的不足 中小企業(yè)微信營銷策略研究是一個細分的課題，在本文的研究分析中，缺少一些具體的關于中小企業(yè)微信營銷的數(shù)據(jù)。在后續(xù)的研究中，可以對更多的中小企業(yè)微信營銷進行可行性分析，適當做些問卷調查及訪談，進行嚴謹?shù)臄?shù)據(jù)分析及模型推導，增加研究成果的真實性及可靠性，給中小企業(yè)微信營銷提供更多的啟示。[參考文獻][1] 吳荊棘, 王朝陽. 出版業(yè)微信營銷研究[J]. 中國出版, 2013 (8): 1519.[2] 覃凱. 微信在企業(yè)營銷中的利與弊[J]. 電子商務, 2012 (11): 2829.[3] 克萊 Comes Everybody——The Power Of Organizing Without Organizations未來是濕的——無組織的組織力量[M].胡泳,沈滿琳 ,2009[4] 陳雅靜. 微信, 還能紅多久?——以經濟學 SWOT 理論分析微信[J]. 新聞知識, 2012 (6): 8384.[5] 陸靜雨. 微信, 把精準營銷照進現(xiàn)實[J]. 銷售與市場, 2012 (31): 9294.[6] ！[N].錢江晚報,2013[7] 梁健航. 微信營銷五宗罪[J]. 生活用紙, 2014 (3): 2629.[8] 葛琪明. 我國中小企業(yè)的現(xiàn)狀與發(fā)展對策[J]. 市場周刊, 2005, 3.[9] 劉文洋, 壽莉. 中小企業(yè)營銷現(xiàn)狀分析[J]. 科技信息, 2008 (31): 139139.[10] 解析微信營銷的五種模式[J]. 互聯(lián)網周刊 (34): 5051.[11] 馮海超. 微信營銷驟然爆發(fā), 含金量幾何?[J]. 互聯(lián)網周刊 (17): 4651.[12][14] [J].新聞傳播, 2012, 6: 164.[13] Alt R, 214。sterle H. Electronic Markets on Internet marketing[J]. 2013.[15] 黨俊琦. 微信營銷策略初探[J]. 商品與質量: 學術觀察, 2013 (7): 194194.[16] 戚蕾, 張莉. 企業(yè)微信營銷[J]. 企業(yè)研究, 2013 (6): 5052.23附錄1：外文文獻原文A CONCEPT OF LOCATIONBASED SOCIAL NETWORK MARKETINGIis P. TussyadiahJournal of Travel amp。 Tourism Marketing, 29:205–220, 2012Copyright 169。 Taylor amp。 Francis Group, LLCISSN: 10548408 print / 15407306 onlineDOI: ABSTRACT. A stimulusresponse model of locationbased social network marketing is conceptualized based on an exploratory investigation. Locationbased social network applications are capable of generating marketing stimuli from merchant, petitionbased, and connectionbased rewards resulted from relevance and connectivity. Depending on consumption situations, consumer characteristics, and social network structure, these rewards lead to actual behavior that manifests in variety behavior (., patronage to new places) and loyalty behavior (., increased frequency of patronage to familiar places). This behavior implies changes in patterns of mobility, making this marketing approach particularly relevant for tourism and hospitality businesses. Managerial implications and remendations for further studies are provided.KEYWORDS. Social gaming, social network, locationbased marketingINTRODUCTION Social media and mobile technology have bee important platforms for people’s daily experiences. As people are ever more mobile for work and leisure, they increasingly share information and connect with their social network using mobile devices. Social media facilitate the processes of munication and group formation in various social contexts. Mobile technology enables these connected experiences to be pervasive and immediate. In addition, the development in geographic information systems allows social network platform on mobile devices to bee contextaware, making it possible to obtain and share realtime, contextual information for various decisionmaking processes associated with social and general consumption experiences. Most recently, mobile phone applications integrating social gaming and locationbased technology—such as Foursquare, Gowalla, and SCVNGR—have emerged. These applications encourage the consumption of places (., dining at local restaurants, shopping at local stores, visiting local salons) by broadcasting relevant social and expert remendations and offering special rewards for certain acplishments and/or task fulfillment. This development has led to the growing interest in locationbased social network (LSN) marketing and the recognition of its importance for local businesses, particularly in tourism and hospitality. Tourism destinations and hospitality firms have started leveraging such media for their promotion. For example, the City of Chicago (. ExploreChicago) and the State of Pennsylvania (., VisitPA) in the United States are partnering with Foursquare, encouraging visitors to uncover the history and culture of the areas and unlock special badges associated with the city and state’s lifestyle (Van Grove, 2010a, 2010b). Disney Parks teams up with Gowallato create a branded destination for parkgoers to explore Walt Disney World and Disneyland Resorts (Rao, 2010). These marketing initiatives were developed based on the idea that locationbased social network applications enable tourism destinations to capitalize on the coupling of travelers’ motivation and their enthusiasm for participating in the game to suggest and encourage consumption behavior. Further, the use of such applications also allows tourism destinations to continuously monitor and dynamically respond to visitors’ behavior with customized services and offerings. As this approach to tourism marketing is considered new and considering the investment needed for these initiatives, the issue of assessing the effectiveness of this marketing approach bees important to explore. To date, despite the surge of interest on how to measure the results of social media marketing, studies on this particular area are still scant (see Parent, Plangger, amp。 Bal, 2011). The concepts of willingnesstoparticipate (in place of willingnesstopay) and returnonengagement (as opposed to returnoninvestment) are proposed a