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1、外文文献及其译稿外文文献及其译稿题 目 德芙巧克力在中国市场的营销策略分析 姓 名 谢谢 学 号 2006938046 专业班级 工商管理 0696 班 所在学院 集美大学诚毅学院 指导教师（职称） 黄彩云 二壹年五月十日外文文献外文文献A marketers guide to behavioral economics Apirl.2010 Ned Welch McKinsey QuarterlyMarketers have been applying behavioral economics-often unknowingly for years. A more systematic app
2、roach can unlock significant value. Long before behavioral economics had a name, marketers were using it. “Three for the price of two” offers and extended-payment layaway plans became widespread because they workednot because marketers had run scientific studies showing that people prefer a supposed
3、ly free incentive to an equivalent price discount or that people often behave irrationally when thinking about future consequences. Yet despite marketings inadvertent leadership in using principles of behavioral economics, few companies use them in a systematic way. In this article, we highlight fou
4、r practical techniques that should be part of every marketers tool kit. 1. Make a products cost less painful In almost every purchasing decision, consumers have the option to do nothing: they can always save their money for another day. Thats why the marketers task is not just to beat competitors bu
5、t also to persuade shoppers to part with their money in the first place. According to economic principle, the pain of payment should be identical for every dollar we spend. In marketing practice, however, many factors influence the way consumers value a dollar and how much pain they feel upon spendi
6、ng it. Retailers know that allowing consumers to delay payment can dramatically increase their willingness to buy. One reason delayed payments work is perfectly logical: the time value of money makes future payments less costly than immediate ones. But there is a second, less rational basis for this
7、 phenomenon. Payments, like all losses, are viscerally unpleasant. But emotions experienced in the presentnoware especially important. Even small delays in payment can soften the immediate sting of parting with your money and remove an important barrier to purchase. Another way to minimize the pain
8、of payment is to understand the ways “mental accounting” affects decision making. Consumers use different mental accounts for money they obtain from different sources rather than treating every dollar they own equally, as economists believe they do, or should. Commonly observed mental accounts inclu
9、de windfall gains, pocket money, income, and savings. Windfall gains and pocket money are usually the easiest for consumers to spend. Income is less easy to relinquish, and savings the most difficult of all. Technology creates new frontiers for harnessing mental accounting to benefit both consumers
10、and marketers. A credit card marketer, for instance, could offer a Web-based or mobile-device application that gives consumers real-time feedback on spending against predefined budget and revenue categoriesgreen, say, for below budget, red for above budget, and so on. The budget-conscious consumer i
11、s likely to find value in such accounts (although they are not strictly rational) and to concentrate spending on a card that makes use of them. This would not only increase the issuers interchange fees and financing income but also improve the issuers view of its customers overall financial situatio
12、n. Finally, of course, such an application would make a genuine contribution to these consumers desire to live within their means. 2. Harness the power of a default option The evidence is overwhelming that presenting one option as a default increases the chance it will be chosen. Defaultswhat you ge
13、t if you dont actively make a choice work partly by instilling a perception of ownership before any purchase takes place, because the pleasure we derive from gains is less intense than the pain from equivalent losses. When were “given” something by default, it becomes more valued than it would have
14、been otherwiseand we are more loath to part with it. Savvy marketers can harness these principles. An Italian telecom company, for example, increased the acceptance rate of an offer made to customers when they called to cancel their service. Originally, a script informed them that they would receive
15、 100 free calls if they kept their plan. The script was reworded to say, “We have already credited your account with 100 callshow could you use those?” Many customers did not want to give up free talk time they felt they already owned. Defaults work best when decision makers are too indifferent, con
16、fused, or conflicted to consider their options. That principle is particularly relevant in a world thats increasingly awash with choicesa default eliminates the need to make a decision. The default, however, must also be a good choice for most people. Attempting to mislead customers will ultimately backfire b
