【正文】 oice When a default option isn’t 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 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 instore assortments work against marketers in at least two ways. 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 bee imbued with a “negative halo”—a heightened awareness that every option requires you to fo desirable features 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 higher than mine, but each of us has a maximum price we’d 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 wasn’t selling. Displaying it more prominently didn’t achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x189?！?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 items—and sold the In this case, shoppers almost certainly didn’t base their purchases on an absolute maximum price. Instead, they made inferences from the price about the jewelry’s quality, which generated a contextspecific willingness to pay. The power of this kind of relative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Even if they don’t sell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the secondmostexpensive bottle of wine is very popular—and so is the secondcheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if there is a more expensive option—but not if they are the most expensive option on offer. Another way to position choices relates not to the products a pany offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, flavor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on price—allowing retailers to sell higherpriced, highermargin products. (This explains why aisles are rarely anized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different. Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that irrationality more predictable. Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant value—often at very low cost. 營(yíng)銷(xiāo)人員的行為經(jīng)濟(jì)學(xué)指南 多年來(lái)，營(yíng)銷(xiāo)商一直在運(yùn)用行為經(jīng)濟(jì)學(xué)，但往往是不自覺(jué)地運(yùn)用。 早在行為經(jīng)濟(jì)學(xué)成為一門(mén)學(xué)說(shuō)之前，營(yíng)銷(xiāo)者就已經(jīng)在使用它了。然而，盡管營(yíng)銷(xiāo)在運(yùn)用行為經(jīng)濟(jì)學(xué)原理方面無(wú)意間走到了前頭，但卻很少有商家能夠以系統(tǒng)的方法來(lái)運(yùn)用這些原理。 1. 減輕人們花錢(qián)買(mǎi)產(chǎn)品時(shí)的心痛感 幾乎在每一項(xiàng)購(gòu)買(mǎi)決策中，消費(fèi)者都可以選擇不買(mǎi)：他們總是可以把錢(qián)留下來(lái)，改日再買(mǎi)。根據(jù)經(jīng)濟(jì)學(xué)原理，對(duì) 于我們花出的每一元錢(qián)，支付的痛感應(yīng)該都是同樣的劇烈。 零售商都知道，讓消費(fèi)者推遲付款的安排能極大地提高買(mǎi)家的購(gòu)買(mǎi)意愿。但這種現(xiàn)象的背后，還有另外一個(gè)不是那么理性的原因。但此時(shí)此刻的情感體驗(yàn)是極其重要的。 另一個(gè)能夠最大程度地減輕付款痛苦的方法是，了解 “心理會(huì)計(jì) ”影響購(gòu)買(mǎi)決策的各種方式。常見(jiàn)的 “心理賬戶 ”有意外之財(cái)、零花錢(qián)、收入和儲(chǔ)蓄等。收入不太容易花出去，而花掉儲(chǔ)蓄是最難的。例如，信用卡營(yíng)銷(xiāo)商可以提供一項(xiàng)基于互聯(lián)網(wǎng)或移動(dòng)設(shè)備的應(yīng)用，向消費(fèi)者實(shí)時(shí)反 饋支 出與預(yù)先確定的預(yù)算及收入類別的比較情況，比如說(shuō)，綠色表示低于預(yù)算，紅色表示超出預(yù)算等等。這樣，不僅能增加發(fā)卡公司的交易費(fèi)收入和融資收益，還能讓發(fā)卡公司更好地了解其客戶的總體財(cái)務(wù)狀況。 2. 利用默認(rèn)選擇的力量 有壓倒多數(shù)的證據(jù)表明，如果提供一種選擇作為默認(rèn)選擇，會(huì)提高這種選擇被選中的可能性。當(dāng)我們被默認(rèn)地 “給予 ”某樣?xùn)|西時(shí)，它就變得比原來(lái)沒(méi)有被 “給予 ”時(shí)更有價(jià)值，因此，我們更不愿意失去它。例如，一家意大利電信公司在顧客打電話要取消服務(wù)時(shí)，卻成功地提高了向顧客提供該服務(wù)的接受率。后來(lái)，這段錄音改為： “我們已經(jīng)向您的賬戶贈(zèng)送 100 次電話 ，您打算如何使用呢？ ”結(jié)果，許多顧客不想放棄他們覺(jué)得自己已經(jīng)擁有的免費(fèi)通話時(shí)間。在一個(gè)充斥著大量選擇的世界里，這個(gè)原理尤其有用，一項(xiàng)默認(rèn)選擇可以讓人們不必再費(fèi)力作出決定。如果試圖誤導(dǎo)顧客，最后只會(huì)適得其反，導(dǎo)致顧客的不信任。在一個(gè)經(jīng)典的現(xiàn)場(chǎng)實(shí)驗(yàn)中，某家食品店的顧客可以 品嘗 24種果醬，而另一些食品店的顧客只可以品嘗 6 種。相比之下，雖然停下來(lái)品嘗 6種果醬的顧客相對(duì)較少，但該群體貢獻(xiàn)的銷(xiāo)售額卻高出 5倍以上。首先，太多的選擇讓消費(fèi)者更 難找到自己喜歡的品種，對(duì)購(gòu)買(mǎi)造成潛在阻礙。減少選擇的數(shù)量不僅會(huì)提高人們做出決定的可能性，而且會(huì)讓人 們對(duì)自己的選擇感覺(jué)更滿意。然而，營(yíng)銷(xiāo)商定位一個(gè)產(chǎn)品的方式卻有可能打破這個(gè)公式。把這款珠寶放在顯著位置也沒(méi)有起什么作用，銷(xiāo)售人員努力推銷(xiāo)也無(wú)濟(jì)于事。當(dāng)她回來(lái)時(shí)，她發(fā)現(xiàn)銷(xiāo)售經(jīng)理看錯(cuò)了她留下的便條，陰差陽(yáng)錯(cuò)地把價(jià)格調(diào)高了一倍，結(jié)果把這批珠寶都賣(mài)掉了。相反，他們根據(jù)價(jià)格來(lái)推斷珠寶的質(zhì)量，從而產(chǎn)生特定環(huán)境下的一種花錢(qián)意愿。即使這些品種賣(mài)得不好，但它們可以增加那些稍微好一些產(chǎn)品的銷(xiāo)量，而后者正是商店想要賣(mài)出去的品種。購(gòu)買(mǎi)前者的顧客覺(jué)得自己得到某種特別的東西，但又不至于太過(guò)分。索尼公司在耳機(jī)產(chǎn)品 上也發(fā)現(xiàn)了同樣的現(xiàn)象：如果還有另一種更貴的產(chǎn)品，消費(fèi)者就會(huì)按照特定價(jià)格購(gòu)買(mǎi)這些產(chǎn)品，然而，同樣是這種特定價(jià)格，如果這些產(chǎn)品是最貴的，消費(fèi)者就不會(huì)購(gòu)買(mǎi)。例如，我們的研究表明，食品超市里的冰淇淋購(gòu)買(mǎi)者首先看品牌，然后看口味，最后才是看價(jià)格。這解釋了為什么貨架很少按照商品價(jià)格來(lái)布置。因此，這種商品的布置應(yīng)采取截然不同的方式。行為經(jīng)濟(jì)學(xué)能夠提高非理性因素的可預(yù)測(cè)性。 A new way to measure wordof mouth marketing ? Jacques Bughin, Jonathan Doogan, and Ole Jrgen Vetvik ? McKinsey Quarterly Consumers have always valued opinions expressed directly to them. Marketers may spend millions of dollars on elaborately conceived advertising campaigns, yet often what really makes up a consumer’s mind is not only simple but also free: a wordofmouth remendation from a trusted source. As consumers overwhelmed by product choices tune out the evergrowing barrage of traditional marketing, word of mouth cuts through the noise quickl