Al navegar por el sitio web, los lectores suelen pensar en conteni- do exclusivo disponible solo para clientes de American Express. Las salidas eventualmente fueron adquiridas de American Express por Time Inc. Al igual que los anuncios, el contenido debe colocarse en los medios correctos. Llamamos a esto un canal de medios ganado. En este escenario, la ruta del cliente se detiene abruptamente porque la marca no garantiza la disponibilidad.
Por lo tanto, la capa- cidad de observar el compromiso del cliente depende de la disponibilidad del canal y la capacidad de ofrecer una experiencia superior. Los vendedores necesitan romper estos silos y ponerse en el lugar del cliente. Los clientes tienen un mayor compromiso cuando pueden realizar compras en el momento que lo desean. Walgreens es otro ejemplo. Las ofer- tas oportunas y relevantes hacen que los clientes realicen compromisos y visiten las tiendas cerca- nas para realizar compras.
En consecuencia, los profesionales del marketing pueden derivar la vida del cliente y el valor de referencia de los clientes. Rompe las barreras entre empresas y clientes y les permite interactuar como amigos. Los padres se vieron obligados a decir a sus hijos una mentira piadosa, diciendo que la jirafa estaba de vacaciones. Una encuesta realizada por J. Han utilizado las redes sociales de una empresa para fines de servicio. Debido a que los juegos son divertidos, adictivos y competitivos, fomentan de forma subconsciente el comportamiento de ciertos clientes.
El objetivo es motivar a los clientes para aumentar las transacciones y mejorar su estado. En esencia, PAR y BAR permiten a los profesionales del marketing medir la productividad de sus actividades de marketing.
El mercado en el que juegan las marcas influye en la complejidad de la ruta del cliente. Ver figura 7. Por lo tanto, los clientes ya tienen expectativas y prefe- rencias con respecto a ciertas marcas de experiencias pasadas. Esta tendencia a menudo inicia guerras de marca entre los principales rivales que persiguen una mayor cuota de mercado. Al final, los jugadores de la competencia suelen ofrecer solu- ciones agrupadas similares. El proceso de compra suele ser muy largo e involucra a numerosas partes interesadas con intere- ses diferentes.
En muchos casos, la intimidad del cliente se convierte en el factor decisivo. Un ejemplo de esto es la industria de viajes. Incluso cuando puedan pagar las marcas en una etapa posterior, es posible que no tengan acceso a ellas. En los medicamen- tos OTC, por otro lado, algunos defensores no compran sus propios medicamentos recomendados simplemente porque no necesitan los medicamentos en este momento.
Solo defienden si han experimentado el producto ellos mismos. Superponer la pajarita en uno de los cuatro patrones principales revela lagunas y oportunidades de mejora. En este tipo de industria, el marketing de boca en boca y el marketing en redes sociales generalmente no funcionan bien.
En este caso, el marketing de boca en boca y el marketing en redes sociales son muy efectivos. Este grupo de industrias se caracteriza por marcas locales de nicho o grandes jugadores igualmen- te fuertes en un mercado altamente fragmentado.
La experiencia del cliente a menudo se polariza con la misma cantidad de clientes fe- lices y frustrados. Sin embargo, los especialistas en marketing a menudo olvidan el lado huma- no de los clientes, lo que se manifiesta claramente en la era digital; no son perfectos y se sienten vulnerables a las estratagemas de marketing. Por lo tanto, construyen comunidades para fortalecer sus posiciones. Una vez que se ha descubierto el lado humano de los clientes, es hora de que las marcas descubran su lado humano.
Las marcas deben demostrar los atributos humanos que pueden atraer clientes y construir conexiones de persona a persona.
Pero las aplicaciones re- cientes para descubrir las perspectivas del mercado han impulsado su popularidad entre los espe- cialistas en marketing.
Cuando los profesionales del marketing rastrean las conversaciones sociales sobre sus marcas y las marcas de sus competidores, la escu- cha social puede convertirse en una herramienta efectiva para la inteligencia competitiva.
De hecho, no siempre son capaces de articular lo que realmente piensan y hacen, incluso si lo desean. Los miembros del equipo suelen salir y sumer- girse en las comunidades de los clientes y observar sus frustraciones y comportamientos sorpren- dentes. Por lo tanto, los miembros del equipo deben reunir y sintetizar sus hallazgos con una serie de sesiones de lluvia de ideas.
La sociedad de Grownups es un ejemplo. Igualmente importante es revelar el lado humano de las marcas que pueden atraer clientes. Cuando las marcas quieren influir en los clientes como amigos sin dominarlos, deben poseer estos seis atributos humanos. Google modifica continuamente su logotipo para celebrar momentos especiales o personas con su Google Doodle. Considera a Apple como un ejemplo. La interfaz de usuario de Apple a menudo se considera muy simple e inimitable incluso para usuarios no expertos.
Intelectualidad La intelectualidad es la capacidad humana de tener conocimiento, pensar y generar ideas. Las marcas con una fuerte intelectualidad son inno- vadoras y tienen la capacidad de lanzar productos y servicios no concebidos previamente por otros jugadores y por los clientes. La intelectualidad de Tesla crea un fuerte atractivo de marca, aunque no publicita. Del mismo modo, las marcas con una fuerte socia- bilidad no temen tener conversaciones con sus clientes.
Contestan preguntas y resuelven quejas en forma receptiva. Comparten contenido interesante en las redes sociales que atrae a sus clientes. Los clientes pueden conversar con los agentes de call center de Zappos durante horas discutiendo sobre zapatos y otros asuntos como amigos.
Las marcas que evocan emociones pueden impulsar acciones favorables del cliente. Se conectan con los clientes en un nivel emocional con mensajes inspiradores. Dove es una marca con fuerte emotividad. El anuncio resulta ser polarizante; algunas personas lo consideran hilarante, mientras que otros lo ven como desagradable. Pero estas marcas tampoco temen mostrar sus defectos y asumir la responsabilidad total de sus acciones.
Patagonia, por ejemplo, significa sostenibilidad social y ambiental. Su objetivo es minimizar el impacto social y ambiental adverso de sus actividades comerciales.
Con su Footprint Chronicles, Patagonia permite a los clientes rastrear el origen de cualquier producto que compran y ver la hue- lla social y ambiental del producto. Del mismo modo, las marcas con una fuerte moralidad son impulsadas por los valores. Las marcas cumplen sus promesas aunque los clientes no se mantengan al tanto. Para abordar de manera efec- tiva estas ansiedades y deseos, los especialistas en marketing deben construir el lado humano de sus marcas. Las marcas que implementan un buen marketing de contenidos brindan a los clientes acceso a contenido original de alta calidad mientras cuentan historias interesantes sobre sus marcas en el proceso.
El marketing de contenido cambia el rol de los publicistas de los promocionales de marca a los narradores de historias. Las empresas de B2B gastaron un el promedio del 28 por ciento de su presupuesto de marketing en marketing de contenidos y las empresas B2C gastaron un promedio del 32 por ciento.
La transparencia que trajo Internet ha dado lugar a la idea del marketing de contenidos. La conectividad a Internet les permite a los clientes conversar y descubrir la verdad sobre las marcas. Prefieren preguntar amigos y familiares para obtener opiniones honestas sobre las marcas. El papel clave de los marketers es transmitir las propuestas de valor que ofrecen sus marcas.
Pero el hecho es que los clientes de hoy a menudo consideran que las propuestas de valor de una mar- ca son irrelevantes y descartables. Las redes sociales han jugado un papel importante en este cambio. Las redes sociales cambiaron todo eso. En las redes sociales, los anuncios no pueden interrumpir significativamente a los clientes mientras consumen contenido. Esto ha sentado un precedente de que un anuncio es descartable si al especta- dor no le gusta.
Las marcas que implementan un buen mar- keting de contenidos brindan a los clientes acceso a un contenido original de alta calidad mientras que cuenta historias interesantes sobre sus marcas en el proceso. La conectividad a Internet permite a los clientes conversar y descubrir la verdad sobre las marcas.
El papel clave de los vendedores es transmitir las propuestas de valor que ofrece sus marcas. Las redes sociales han visto un papel importante en este cambio. Esto tiene un precedente de que un anuncio es descartable si al espectador no le gusta. En cada paso, los especialistas en marketing deben marcar todas las casillas correc- tas antes de pasar a la siguiente. Ver figura 9. El segmento de audiencia claramente definido ayuda a Airbnb a desarrollar contenido relevante y convincente. Primero, el gran contenido tiene una clara relevancia para la vida de los clientes.
Debe aliviar sus ansiedades y ayudarlos a perseguir sus deseos. Esto significa que el contenido debe convertirse en el puente que conecta las historias de la marca con las ansiedades y deseos de los clientes. El contenido puede ser el medio para que las marcas marquen la diferencia y dejen un legado: el objetivo final de Marketing 3. Algunas marcas eligen crear el contenido ellos mismos. El grupo editorial finalmente fue vendido a Time Inc, cuando las regulaciones bancarias limitaban su capacidad de crecimiento.
Es un proceso continuo que requiere consistencia. Light Novel Vol. Generate your hidden energy….. Rise Up! Jackson Brown. Live a new life….. Live in your new world…. Adams Ph. Finally Revealed by Heather Rose. Francis de Sales. III Robert. Chris Anderson's long tail hypothesis could not be truer today. The market is shifting away from high-volume mainstream brands into low-volume niche ones. With the internet, physical logistical constraints no longer exist for smaller companies and brands.
This inclusivity now enables companies to enter industries that they would not otherwise have entered in the past. This provides opportunities for companies to grow but poses significant competitive threats. Because distinctions between industries are blurring, it will be highly challenging for companies to keep track of their competitors. Competitors in the future will come from the same industry as well as from other relevant and connected industries. To spot latent competitors, companies should start with the customers' objectives and consider potential alternatives that customers might accept to achieve their objectives.
Companies should also track competitors from outside their home markets. These competitors are not necessarily multinational corporations. In recent years, we have observed the rise of great companies from emerging markets such as Xiaomi and Oppo. These companies innovate out of necessity and were created in challenging home markets.
They match the quality of major brands but with significantly lower prices. This is made possible by the online go-to-market option.
Highly innovative and resilient, these companies have all the necessary ingredients to expand their markets globally. The concept of customer trust is no longer vertical; it is now horizontal. Customers in the past were easily influenced by marketing campaigns.
They also sought for and listened to authority and expertise. But recent research across industries show that most customers believe more in the f-factor friends, families, Facebook fans, Twitter followers than in marketing communications. Most ask strangers on social media for advice and trust them more than they do advertising and expert opinions.
In recent years, the trend has spurred the growth of communal rating systems such as TripAdvisor and Yelp. In such a context, a brand should no longer view customers as mere targets.
In the past, it was common for companies to broadcast their message through various advertisement media. Some companies even invented a not-so- authentic differentiation to be able to stand out from the crowd and support their brand image. Consequently, the brand is often treated as outer-shell packaging, which allows for a fake representation of its true value. This approach will no longer be effective because with the help of their communities, customers guard themselves against bad brands that target them.
A relationship between brands and customers should no longer be vertical but instead it should be horizontal. Customers should be considered peers and friends of the brand. The brand should reveal its authentic character and be honest of its true value. Only then will the brand be trustworthy. From Individual to Social When making purchase decisions, customers have typically been driven by individual preference as well as by a desire for social conformity. The level of importance for each of these two factors varies from one person to another.
It also varies across industries and categories. Given the connectivity we live in today, the weight of social conformity is increasing across the board. Customers care more and more about the opinions of others. They also share their opinions and compile massive pools of reviews.
Together, customers paint their own picture of companies and brands, which is often very different from the image that companies and brands intend to project. The internet, especially social media, has facilitated this major shift by providing the platform and tools.
This trend will continue. Virtually everyone on earth will be connected very soon. It turns out that the solution for the internet laggards was not cheap laptops but rather cheap smartphones.
In fact, it is projected by the UMTS Forum that mobile data traffic will jump by a factor of 33 from to With such vast connectivity, market behavior will become significantly different. For example, in many countries in-store research using mobile phones to compare prices and check reviews is trending.
Mobile connectivity allows customers to access the wisdom of the crowd and to make better purchase decisions. In such an environment, customers conform more to social opinions. In fact, most personal purchase decisions will essentially be social decisions. Customers communicate with one another and converse about brands and companies.
From a marketing communications point of view, customers are no longer passive targets but are becoming active media of communications. A beauty products brand—Sephora —has been exploring communities as a new form of media assets. Sephora has built a social media community in which all community-generated content is incorporated into the Beauty Talk platform.
It has become a trusted medium for customers who are trying to consult with other members of the community. Embracing this trend is not easy. With community-generated content, companies have no control over the conversation.
Censoring content will weaken credibility. They must also be prepared for massive social backlash when something goes wrong. That being said, companies and brands that have strong reputations and honest claims about their products should have nothing to worry about. But those who make false claims and have poor products will not survive. It is practically impossible to hide flaws or isolate customer complaints in a transparent, digital world.
Summary: Horizontal, Inclusive, and Social Marketers need to embrace the shift to a more horizontal, inclusive, and social business landscape. The market is becoming more inclusive. Social media eliminate geographic and demographic barriers, enabling people to connect and communicate and companies to innovate through collaboration. Customers are becoming more horizontally oriented.
They are becoming increasingly wary of marketing communications from brands and are relying instead on the f-factor friends, families, fans, and followers.
Finally, the customer buying process is becoming more social than it has been previously. Customers are paying more attention to their social circle in making decisions. They seek advice and reviews, both online and offline. Reflection Questions What are the trends in your respective industry that demonstrate the shifts toward a more horizontal, inclusive, and social business landscape? What are your plans to embrace these shifts in the marketplace?
Offline Interaction, Informed vs. Distracted Customer, and Negative vs. Positive Advocacy We have always believed that the word marketing should be written as market-ing. Writing it that way reminds us that marketing is about dealing with the ever-changing market, and that to understand cutting-edge marketing, we should understand how the market has been evolving in recent years.
The clues and trends are there for us to see. A new breed of customer, the one that will be the majority in the near future, is emerging globally—young, urban, middle-class with strong mobility and connectivity. While the mature markets are dealing with an aging population, the emerging market is enjoying the demographic dividend of a younger, more productive population. They are not only young, they are also rapidly migrating to urban areas and embracing a big-city lifestyle.
The majority of them are in the middle class or above and thus have a sizable income to spend. Moving up from a lower socio-economic status, they aspire to accomplish greater goals, experience finer things, and emulate behaviors of people in higher classes.
These traits make them a compelling market for marketers to pursue. But what distinguishes this new type of customer from other markets we have seen before is their tendency to be mobile. They move around a lot, often commute, and live life at a faster pace. Everything should be instant and time-efficient. When they are interested in things they see on television, they search for them on their mobile devices.
When they are deciding whether to buy something in-store, they research price and quality online. Being digital natives, they can make purchase decisions anywhere and anytime, involving a wide range of devices. Despite their internet savvy, they love to experience things physically.
They value high-touch engagement when interacting with brands. In fact, they trust their network of friends and family more than they trust corporations and brands. In short, they are highly connected.
Breaking the Myths of Connectivity Connectivity is arguably the most important game changer in the history of marketing. Granted, it can no longer be considered a new buzzword, but it has been changing many facets of marketing and is not showing signs of slowing down.
Connectivity has made us question many mainstream theories and major assumptions that we have learned about customer, product, and brand management.
Connectivity significantly reduces the costs of interaction among companies, employees, channel partners, customers, and other relevant parties. This in turn lowers the barriers to entering new markets, enables concurrent product development, and shortens the time frame for brand building. There have been various cases of how connectivity quickly disrupted long- established industries with seemingly high entry barriers. Amazon has disrupted the brick-and-mortar bookstores and later the publishing industry.
Likewise, Netflix has disturbed the brick-and-mortar video rental stores and, along with the likes of Hulu, has shaken up the satellite and cable TV services. In a similar fashion, Spotify and Apple Music have changed the way music distribution works.
Connectivity also changes the way we see the competition and customers. Today, collaboration with the competitors and co-creation with customers are central. Competition is no longer a zero-sum game. Customers are no longer the passive receivers of a company's segmentation, targeting, and positioning moves. Connectivity accelerates market dynamics to the point where it is virtually impossible for a company to stand alone and rely on internal resources to win.
A company must face the reality that to win it must collaborate with external parties and even involve customer participation. Partner companies such as Kaz and Bissell launched Honeywell scented fans and odor-removing vacuum bag filters that carry the Febreze brand. Seeing connectivity from a technological viewpoint alone would often be misleading.
In the context of strategy, many marketers view connectivity simply as an enabling platform and infrastructure that support the overall direction. A bigger-picture view of connectivity allows marketers to avoid this trap. A survey by Google reveals that 90 percent of our interactions with media are now facilitated by screens: smartphone, tablet, laptop, and television screens. Screens are becoming so important in our lives that we spend more than four hours of our leisure time daily to use multiple screens sequentially and simultaneously.
And behind these screen-based interactions, the internet has been the backbone. Global internet traffic has grown by a factor of 30 from to , connecting four out of ten people in the world.
According to a Cisco forecast, we will see another ten-fold jump of global internet traffic by , powered by more than 11 billion connected mobile devices. With such a massive reach, connectivity transforms the way customers behave. When shopping in-store, most customers would search for price comparison and product reviews. Google research shows that eight out of ten smartphone users in the United States do mobile research in-store. Even when watching television advertising, more than half of the TV audience in Indonesia conducts mobile search.
This is a trend affecting customers globally. Derivative products of the internet also enable transparency. Social media such as Twitter and Instagram enable customers to show and share their customer experience, which further inspires other customers from the same or a lower class to emulate and pursue a similar experience.
Communal rating sites such as TripAdvisor and Yelp empower customers to make informed choices based on the wisdom of the crowd. Thus, to fully embrace connectivity we need to view it holistically. While mobile connectivity—through mobile devices—is important, it is the most basic level of connectivity, in which the internet serves only as a communications infrastructure. In this stage, we are no longer concerned only about the width but also about the depth of the connectivity.
The ultimate level is social connectivity, which is about the strength of connection in communities of customers. Since connectivity is closely related to the youth segment, it is also often considered relevant only for the younger generation of customers. It is true that being digital natives, younger customers are the first to adopt connectivity, but they inspire their seniors to adopt connectivity as well. Moreover, as the world population ages over time, digital natives will become the majority and connectivity eventually will become the new normal.
The importance of connectivity will transcend technology and demographic segment. Connectivity changes the key foundation of marketing: the market itself. Paradox No. While online businesses have taken up a significant portion of the market in recent years, we do not believe that they will completely replace offline businesses.
In fact, we believe that they need to coexist to deliver the best customer experience. Here is why: in an increasingly high-tech world, high-touch interaction is becoming the new differentiation. Birchbox, an online-first beauty product retailer, opened its brick-and-mortar store to complement its existing e- commerce business.
The retailer provides iPads to make personalized recommendations, mimicking its online personalization scheme. Zappos, an online shoe and clothing retailer, relies heavily on very personal call-center interactions as a winning formula. Buying shoes online can be a daunting task for many customers, but a touch of personal consultation from the call-center agents reduces the psychological barrier. When making transactions on ATMs in these centers, customers can video-chat with a personal teller for assistance.
The service combines ATM convenience with a personalized human touch. On the other hand, a high-tech interface can also enhance a predominantly high-touch interaction, making it more compelling.
Macy's shopBeacon project is an example of this. With Apple's iBeacon transmitters installed in various locations within a Macy's store, customers will be alerted with highly targeted offerings throughout their journey in-store. When walking past a certain department, customers might be reminded of their shopping list, receive discount notifications, and get gift recommendations through an iPhone app.
As transaction data accumulate over time, the offerings will become more personalized to each shopper profile. Another example is John Lewis's sofa studio, which allows customers to select a sofa model from 3-D- printed miniatures. By placing a miniature alongside a selection of fabric in front of a computer screen, customers can see what their sofa will look like on the screen.
It gives a very playful customer experience when choosing sofa model and fabric. As it turns out, the online and offline world will eventually coexist and converge. Technology touches both the online world and the offline physical space, making it possible for the ultimate online—offline convergence. Sensor technologies, such as near field communication NFC and location-based iBeacon, provide a far more compelling customer experience.
In the engine room, big-data analytics enables the personalization that new customers are longing for. All of these complement the traditional human interface that was the backbone of marketing before the rise of the internet.
Traditional and contemporary media for marketing communications such as television and social media will also complement each other. Many people go to Twitter for breaking news but eventually return to television and watch CNN for more credible and deeper news coverage.
On the other hand, watching television is often a trigger for people to pursue online activities on their smartphones. For example, a movie showing on television might trigger an online review search. A television commercial can also be a call to action for people to buy products online. The characters of the new customers prompt us to realize that the future of marketing will be a seamless blend of online and offline experiences across customer paths.
In the beginning, brand awareness and appeal will come from a mix of analytics-powered marketing communications, past customer experiences, and recommendations from friends and family, both online and offline. Customers will then follow up through series of further research, utilizing the reviews from other customers—again online and offline.
If customers decide to make a purchase, they will experience a personalized touch from both the machine and the human interface. Experienced customers will in turn become advocates for inexperienced customers. Entire experiences are recorded, which further improves the accuracy of the analytics engine. In a highly connected world, a key challenge for brands and companies is to integrate online and offline elements into the total customer experience. It is valid to say that most of them actively search for information on brands.
They make more informed purchase decisions. But despite their higher level of curiosity and knowledge, they are not in control of what they want to buy. In making purchase decisions, customers are essentially influenced by three factors. First, they are influenced by marketing communications in various media such as television ads, print ads, and public relations. Second, they are persuaded by the opinions of their friends and family.
Third, they also have personal knowledge and an attitude about certain brands based on past experiences. The truth is that today's customers have become highly dependent on the opinions of others. In many cases, others' words have even outweighed both personal preference and marketing communications.
The reason for this is none other than the connectivity itself. On the bright side, connectivity brings a lot of protection and confidence. In the customers' minds, their inner circle of friends and family provides protection against bad brands and companies.
But connectivity, along with the presence of multiple devices and screens, also brings distractions. It hampers the customers' ability to focus and often limits their ability to decide.
Thus, many customers make their decisions by following the wisdom of the crowd. This is further fueled by the low level of trust that customers put in advertising and the limited time they have to compare qualities and prices. Further, because it is very convenient to receive advice from others, the importance of word of mouth is growing in the final purchase decision.
This is the portrait of the future customers—connected yet distracted. A survey by the National Center for Biotechnological Information shows that the average human attention span has dropped from 12 seconds in to 8 seconds in This can be attributed to the massive and overwhelming volume of messages that constantly bombard our connected mobile devices and demand instant attention.
The challenge for marketers going forward is twofold. First, marketers need to win customer attention. It would be hard for a brand manager to get a customer to sit through a second advertisement and for a salesperson to engage a customer using a second elevator pitch. In the future, it will be more difficult to get a brand message across. Customer attention will be scarce; thus, only brands with WOW!
Second, marketers need to create brand conversations in customer communities despite not having much control over the outcome. Marketers need to make sure that when customers ask others about a brand, there will be loyal advocates who sway the decision in the brand's favor. It changes the mindset of customers to admit that advice from strangers might be more credible than a recommendation from celebrity brand endorsers. Thus, connectivity creates a perfect environment for customer advocacy of brands.
Advocacy itself is not a new concept in marketing. Customers who are considered loyal to a brand have the willingness to endorse and recommend the brand to their friends and family. The most famous measurement of brand advocacy is arguably the Net Promoter Score designed by Frederick Reichheld. The Net Promoter Score is measured by the percentage of promoters subtracted from the percentage of detractors.
The key argument is that the ill effect of negative word of mouth reduces the good effect of positive word of mouth. While the concept has proven to be useful for tracking loyalty, the simple subtraction might leave behind some important insights.
When a brand stays true to its DNA and consistently pursues its target segment, the brand polarizes the market. Some become lovers and others become haters of the brand. But in the context of connectivity, a negative advocacy might not necessarily be a bad thing. In reality, sometimes a brand needs negative advocacy to trigger positive advocacy from others.
We argue that in many cases, without negative advocacy, positive advocacy might remain dormant. Like brand awareness, brand advocacy can be spontaneous or it can prompted. Spontaneous brand advocacy happens when a customer, without being prompted or asked, actively recommends a particular brand. In truth, this type of advocacy is rare. One needs to be a die-hard fan to be an active advocate. Another form of advocacy is the prompted advocacy—a brand recommendation that results from a trigger by others.
This type of advocacy, while very common, is dormant. When a brand has strong prompted advocacy, it needs to be activated by either customer enquiries or negative advocacy. It is true that the balance between lovers and haters must be managed. Still, great brands do not necessarily have significantly more lovers than haters. In fact, YouGov BrandIndex reveals an interesting fact. McDonald's, for example, has 33 percent lovers and 29 percent haters, a near balanced polarization.
Starbucks has a similar profile: 30 percent lovers and 23 percent haters. From the Net Promoter Score point of view, two of the biggest brands in the food and beverage industry would have very low scores because they have too many haters. But from an alternative viewpoint, the group of haters is a necessary evil that activates the group of lovers to defend McDonald's and Starbucks against criticisms.
Without both positive and negative advocacy, the brand conversations would be dull and less engaging. But what these brands should aim to have is the ultimate sales force: an army of lovers who are willing to guard the brand in the digital world. Summary: Marketing Amid Paradoxes The changing landscape creates a set of paradoxes for marketers to deal with, one of which is online versus offline interaction.
Both are meant to coexist and be complementary, with a common aim of delivering superior customer experience. Furthermore, there is a paradox of the informed versus the distracted customer. Even as connectivity empowers customers with abundant information, customers have also become overly dependent on others' opinions, which often outweigh personal preferences. Finally, with connectivity come enormous opportunities for brands to earn positive advocacies.
Still, they are also prone to attracting negative advocacies. That may not necessarily be bad because negative advocacies often activate positive advocacies. Reflection Questions What are some of the cases in your industry that capture the paradoxical nature of connected customers?
How do you plan to embrace the paradoxes? Some segments rely on their own personal preferences and what they hear from advertising; thus advocacy does not matter to them. Moreover, they do not share their experience with everyone else.
Other segments have a greater tendency to ask for and give recommendations on brands. They are the ones who are more likely to be loyal brand advocates. For increased probability of getting advocacy, marketers should place their bets on youth, women, and netizens YWN. Many topics related to these three major segments have been researched and explored separately.
In terms of size, each of these is a very lucrative segment. Thus, the marketing approach has been tailored specifically to cater to them. But here is the bigger picture. There is a common thread that connects them: YWN are the most influential segments in the digital era. It is perhaps not surprising that most subcultures—groups that have sets of norms and beliefs outside of the mainstream culture e. They were, in many parts of the world, considered minorities and on the periphery of society.
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