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别只会卖东西,去满足需求

The Explainer: Don’t Just Sell Stuff — Satisfy Needs

Every year, some 30,000 new consumer products are launched,
每年大约有3万种新消费商品推出
and 90% of them fail.
其中90%以失败告终
A key reason is what the late Harvard Business School
关键原因在于营销短视
professor Theodore Levitt famously termed marketing myopia
这是哈佛商学院已故教授西奥多• 莱维特的著名理论
a nearsighted focus on selling products and services
营销短视只专注于销售产品和服务
rather than seeing the big picture of what consumers really want.
而不去全面了解消费者真正想要的东西
As he used to tell his students,
他曾经告诉自己的学生
people don’t want to buy a quarter inch drill.
人们其实不想买一个四分之一英寸的钻头
They want to buy a quarter inch hole.
他们只是需要一个四分之一英寸的孔
The railroad lines are a classic case study.
铁路运输公司就是一个经典的案例
They fell into a steep decline because they thought they were in the rail business,
因公司定位于提供铁路业务而非运输服务
rather than being providers of transportation.
因而业务量遭到滑坡严重
Instead of branching out into cars, trucks, or airplanes,
公司业务没能拓展至汽车 卡车或飞机
they let other companies steal away their passenger and freight traffic.
反倒被其他公司撬走了客运和货运业务
Or take oil and gas companies.
再看一下石油和天然气公司
They belatedly started to think of themselves as energy providers.
他们较迟才意识到自己是能源供应者
But they still devote most of their resources to petroleum.
但公司仍然把大部分资源用于石油开发
If they fail to develop alternative fuels,
如果他们不能开发出新燃料
they risk becoming companies without an industry.
公司将面临失去支撑产业的风险
Many others have made,
许多人犯了这错误
and continue to make, the same mistake.
而且还继续犯着同样的错误
Organizations invest so much time, energy, and money
组织在当前的事情上投入了大量的时间
in what they currently do
精力和金钱
that they’re blind to the future.
却对未来发展视而不见
They get lulled into thinking they’re in a growth industry,
他们误以为自己正处于行业上升期
rather than continuously capitalizing on growth opportunities.
而不去持续地利用成长的机会
To avoid the same fate, leaders should ask themselves
要避免相同命运 领导者应该扪心自问
what business are we really in?
我们究竟在干嘛?
They need to understand that the goal isn’t to sell things,
他们需要明白 目标并不是卖东西
it’s to satisfy customers, and accept the fact
而是满足客户需求 并接受这个事实
that most existing products and services can and will
即大多数现有产品和服务都可以
be replaced by competitive alternatives.
并随时可能被具有竞争力的产品给替代掉
Then, they can identify new offerings that meet consumers’ needs
替代品能比现有或潜在的竞争者更快地
sooner than any existing or potential competitor.
识别并满足消费者的需求
That’s the cure for marketing myopia.
那正是治疗营销短视症的良方

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视频概述

为什么众多新产品失败率居高不下?本视频将为你揭开“营销短视症”的神秘面纱

听录译者

收集自网络

翻译译者

Anne.C

审核员

审核员YQ

视频来源

https://www.youtube.com/watch?v=hw8FfogTUhU

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