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    Customers Are Irrational, and It’s Time You Embraced It

    顾客是非理性的,是时候接受它了

     

    Welcome to Why Customers Buy, my weekly LinkedIn Newsletter series that explores how customers really make decisions. It reveals ways to unlock what customers really want with new concepts and practical tips that drive value ($). Subscribe today right here.

    欢迎来到Why Customers Buy,我的每周领英简讯系列,探讨客户如何真正作出决定。它揭示了如何通过新的概念和实用的建议来释放客户真正想要的价值($)。今天就在这里订阅吧。

    Here is your first surprise:

    这是你的第一个惊喜:

    Your customers are people.

    你的顾客是人。

    Here comes the second surprise:

    接下来是第二个惊喜:

    People are irrational.

    人是非理性的。

    We do things all the time that make no sense at all. Customers say one thing and then do another. In this newsletter, we will look at why and, more importantly, give you practical tips on what to do if you are in marketing, sales, service or any area that is focused on improving your Customer Experience.

    我们总是做一些毫无意义的事情。顾客说一件事,然后做另一件事。在这篇通讯中,我们将探讨原因,更重要的是,如果您从事市场营销、销售、服务或任何致力于改善客户体验的领域,我们将为您提供实用的建议。

    Consider these examples of irrational behavior:

    想想这些非理性行为的例子:

    How many times have you...

    你有多少次…

    … hit an appliance with your fist that wasn’t working, to see if it will fix it?

    …用拳头打一个坏了的电器,看看能不能修好?

    … pressed the walk signal a bunch of times to make the light change faster?

    …多次按下行走信号灯,使信号灯变化更快?

    … yelled at the ref from the stadium seats to overturn the play call?

    …在体育场座位上对裁判大喊大叫以推翻比赛决定?

    As a customer, how many times have you...

    作为顾客,你有多少次…

    … said you were going to buy solely the least expensive but then bought something more expensive, and then justified why your decision was correct?

    …说你打算只买最便宜的,却买了更贵的,然后证明你的决定是正确的?

    … bought something to “bring yourself good luck?” (Luck is not a rational concept.)

    …买点东西“给自己带来好运?“(运气不是一个理性的概念。)

    … chose a supplier because you like them best?

    …选择供应商是因为你最喜欢他们?

    I have done all of the above. However, this wasn’t rational behavior; it was irrational. I am irrational, and, unless you are a robot, deep down in your heart, you know you are, too.

    以上我都做过了。然而,这不是理性的行为,而是非理性的。我是不理智的,除非你是一个机器人,在你内心深处,你也知道你是。

    That brings me to your third surprise:

    这让我想到你的第三个惊喜:

    We buy emotionally and then justify with logic.

    我们从情感上购买,然后用逻辑来判定。

    Of course, we can be rational. We are not just impulses and reactions. We have a logical mind that helps us when necessary.

    当然,我们可以保持理性。我们不仅仅是冲动和反应。我们有一个逻辑思维,在必要时帮助我们。

    However, the part of our mind that controls our irrational thinking is a lot more accessible than the rational thinking part is. We will take a deeper dive into this two-ways-of-thinking concept in a future issue, so, for now, suffice it to say, more often than not, we are irrational because it’s easier.

    然而,我们大脑中控制我们非理性思维的部分要比理性思维的部分容易得多。在未来的问题中,我们将更深入地探讨这两种思维方式的概念,因此,就目前而言,可以说,我们之所以不理性,是因为这更容易。

    I am sympathetic to those of you that are disappointed by all these surprises. Everybody likes to think they make logical decisions all the time. However, we don’t and that is quite apparent when we are behaving as customers.

    我同情你们中那些对这些意外感到失望的人。每个人都喜欢认为自己总是做出合乎逻辑的决定。然而,我们没有,这在我们作为客户的行为中是很明显的。

    In this weekly newsletter, we will delve into the world of why customers buy and how they really make decisions. Our objective is to introduce you to some advanced strategy to help you drive more value in your organization, whatever that means to your company. More value might be more sales, more loyalty, more satisfaction, or even more leads.

    在这个每周的简讯中,我们将深入了解客Why Customers Buy以及他们如何真正做出决定。我们的目标是向您介绍一些先进的战略,以帮助您在组织中创造更多的价值,无论这对您的公司意味着什么。更多的价值可能是更多的销售,更多的忠诚,更多的满意度,甚至更多的线索。

    In other words, we want to help you have more of everything you are working toward using psychology and behavioral economics to optimize your Customer Experience.

    换句话说,我们想帮助你拥有更多的东西,你正在努力利用心理学和行为经济学来优化你的客户体验。

    You Don’t Always Listen to What Customers Tell You

    你不总是听顾客的话

    I have a bonus surprise for you today: you can’t always listen to what your customers tell you. You can’t because they don’t always know what they want.

    我今天给你一个惊喜:你不能总是听顾客的话。你不能,因为他们并不总是知道自己想要什么。

    There is a story I like to tell about Disney theme park guests and their dining preferences. Disney was working to improve concessions years ago. They asked what people would like to see on the menu. Customers told Disney that a salad option would be nice.

    有一个故事我想讲讲迪斯尼主题公园的客人和他们的用餐偏好。迪斯尼多年前就在努力改善特许经营权。他们问人们想在菜单上看到什么。顾客们告诉迪斯尼,沙拉可以是很好的选择。

    Now, Disney knows that customers don’t eat salads at the parks. Customers eat hot dogs, hamburgers, and those mounds of steaming turkey legs. Hence, that’s what you will find at most of the food venues — although they did add salads at some of their restaurants, too!

    现在,迪斯尼知道顾客在公园里不吃沙拉。顾客们吃热狗、汉堡包和那堆热气腾腾的火鸡腿。因此,你会发现在大多数食品场所-虽然他们确实也在他们的一些餐厅添加沙拉!

    This story is an example of the difference between what customers tell you they want, and what customers really want. Often, these two things are quite different. If Disney had listened to Customers and stocked the theme park full of salads, they would have thrown the salads away at the end of the day, uneaten.

    这个故事是关于你客户告诉你他们想要什么和客户真正想要什么之间区别的一个例子。通常,这两件事是完全不同的。如果迪斯尼听了顾客的话,在主题公园里摆满了色拉,他们会在一天结束时把色拉扔掉,没人吃过的。

    From a business perspective, this example of salads is essential. The problem is if you take customers at their word, you could miss out on discovering what actually drives value for your organization. Therefore, sometimes you shouldn’t listen to Customers. In this newsletter, we will tell you when that is the case.

    从商业角度来看,这个沙拉的例子是必不可少的。问题是,如果你听信客户的话,你可能会错过发现真正为你的组织带来价值的东西。因此,有时候你不应该听顾客的话。在这个简讯中,我们会告诉你什么时候是这样。

    Why Should You Embrace Irrationality?

    你为什么要接受非理性?

    When deployed, using these tools to enhance your Customer Experience to influence customer behavior has an outstanding effect. We helped one of our clients, RICOH Printers in Canada improve their Net Promoter Score® by 34 points over a 30-month period that led to a 10% increase in printer sales. Not only that, RICOH achieved these results in a declining printer market.

    在部署时,使用这些工具来增强您的客户体验以影响客户行为具有显著的效果。我们帮助我们的一个客户,加拿大理光打印机公司在30个月的时间内将他们的净推广分数提高了34分,这导致打印机销售增长了10%。不仅如此,理光是在不断下滑的打印机市场取得了这些成绩。

    We spoke with CEO Glenn Laverty in a recent podcast and he said they knew they needed to do something. The product RICOH sold was a commodity by this point. Since hardware couldn’t distinguish them from the competition, they decided to try another tack. They chose to compete by offering an outstanding Customer Experience.

    我们在最近的一个播客中采访了首席执行官Glenn Laverty,他说他们知道他们需要做些什么。到目前为止,理光出售的产品是一种商品。由于硬件无法将他们与竞争对手区分开来,他们决定尝试另一种策略。他们选择通过提供卓越的客户体验来竞争。

    “We felt that we would be tapping into that emotional component of a decision that customers were involved in,” Laverty explains.

    拉弗蒂解释说:“我们觉得,我们会利用客户参与决策的情感成分。”

    Perhaps most importantly, our content is designed to be useful in the real world. The theories behind customer behavior are fascinating, but useless if you don’t have a practical application for them.

    也许最重要的是,我们的内容被设计成在现实世界中有用。客户行为背后的理论是迷人的,但如果你没有一个实际的应用则对他们无用。

    This concept of practical application is near and dear to my heart. We named the company Beyond Philosophy because we wanted to say that having a philosophy is a fantastic start, but you have to go beyond the thinking and do something.

    这一实际应用的概念对我的心来说是贴近和亲近的。我们之所以将这家公司命名为“超越哲学”,是因为我们想说,拥有哲学是一个美妙的开始,但你必须超越思考,有所作为。

    For all of these reasons, we will not only give you the theory behind why customers do what they do but also the practical tips for implementation. Best of all, we know they work as we've done these hundreds of times with different organizations all over the world.

    基于所有这些原因,我们不仅将为您提供客户为什么要做他们所做的事情背后的理论,还将为您提供实用的实施技巧。最重要的是,我们知道他们的工作方式就像我们在世界各地的不同组织做了数百次那样。

    In our next issue of Why Customers Buy, we will explore the four parts of a Customer Experience and the significance of emotions on your bottom line. It turns out that squishy stuff like feelings can result in some cold hard cash.

    在我们下一期的Why Customers Buy中,我们将探讨顾客体验的四个部分以及情感在你的底线上的重要性。事实证明,像感情这样的软弱无力的东西会终结在一些冷冰冰的现金面前。

    There you have it. No promotions, no gimmicks, just good information.

    没有促销,没有噱头,只有好消息。

    We hope you enjoyed this issue of Why Customers Buy. If you have, please forward it to a friend or colleague.

    我们希望你喜欢Why Customers Buy的这个议题。如果有,请转发给朋友或同事。

    Think reading is for chumps? Try my podcast, The Intuitive Customer instead. We explore the many reasons why customers do what they do—and what you should do about it.

    Subscribe today right here.

    你认为读书是给笨蛋的吗?试试我的播客,The Intuitive Customer。我们探讨了客户为什么做他们该做的事情以及您应该做什么。

     

    今天就在这里订阅。

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    非常有帮助


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    。。。。。。。。。。。。。。。。。。。。。。。。。。。




  • Customers Are Irrational, and It’s Time You Embraced It

    顾客是非理性的,是时候接受它了

     

    Welcome to Why Customers Buy, my weekly LinkedIn Newsletter series that explores how customers really make decisions. It reveals ways to unlock what customers really want with new concepts and practical tips that drive value ($). Subscribe today right here.

    欢迎来到Why Customers Buy,我的每周领英简讯系列,探讨客户如何真正作出决定。它揭示了如何通过新的概念和实用的建议来释放客户真正想要的价值($)。今天就在这里订阅吧。

    Here is your first surprise:

    这是你的第一个惊喜:

    Your customers are people.

    你的顾客是人。

    Here comes the second surprise:

    接下来是第二个惊喜:

    People are irrational.

    人是非理性的。

    We do things all the time that make no sense at all. Customers say one thing and then do another. In this newsletter, we will look at why and, more importantly, give you practical tips on what to do if you are in marketing, sales, service or any area that is focused on improving your Customer Experience.

    我们总是做一些毫无意义的事情。顾客说一件事,然后做另一件事。在这篇通讯中,我们将探讨原因,更重要的是,如果您从事市场营销、销售、服务或任何致力于改善客户体验的领域,我们将为您提供实用的建议。

    Consider these examples of irrational behavior:

    想想这些非理性行为的例子:

    How many times have you...

    你有多少次…

    … hit an appliance with your fist that wasn’t working, to see if it will fix it?

    …用拳头打一个坏了的电器,看看能不能修好?

    … pressed the walk signal a bunch of times to make the light change faster?

    …多次按下行走信号灯,使信号灯变化更快?

    … yelled at the ref from the stadium seats to overturn the play call?

    …在体育场座位上对裁判大喊大叫以推翻比赛决定?

    As a customer, how many times have you...

    作为顾客,你有多少次…

    … said you were going to buy solely the least expensive but then bought something more expensive, and then justified why your decision was correct?

    …说你打算只买最便宜的,却买了更贵的,然后证明你的决定是正确的?

    … bought something to “bring yourself good luck?” (Luck is not a rational concept.)

    …买点东西“给自己带来好运?“(运气不是一个理性的概念。)

    … chose a supplier because you like them best?

    …选择供应商是因为你最喜欢他们?

    I have done all of the above. However, this wasn’t rational behavior; it was irrational. I am irrational, and, unless you are a robot, deep down in your heart, you know you are, too.

    以上我都做过了。然而,这不是理性的行为,而是非理性的。我是不理智的,除非你是一个机器人,在你内心深处,你也知道你是。

    That brings me to your third surprise:

    这让我想到你的第三个惊喜:

    We buy emotionally and then justify with logic.

    我们从情感上购买,然后用逻辑来判定。

    Of course, we can be rational. We are not just impulses and reactions. We have a logical mind that helps us when necessary.

    当然,我们可以保持理性。我们不仅仅是冲动和反应。我们有一个逻辑思维,在必要时帮助我们。

    However, the part of our mind that controls our irrational thinking is a lot more accessible than the rational thinking part is. We will take a deeper dive into this two-ways-of-thinking concept in a future issue, so, for now, suffice it to say, more often than not, we are irrational because it’s easier.

    然而,我们大脑中控制我们非理性思维的部分要比理性思维的部分容易得多。在未来的问题中,我们将更深入地探讨这两种思维方式的概念,因此,就目前而言,可以说,我们之所以不理性,是因为这更容易。

    I am sympathetic to those of you that are disappointed by all these surprises. Everybody likes to think they make logical decisions all the time. However, we don’t and that is quite apparent when we are behaving as customers.

    我同情你们中那些对这些意外感到失望的人。每个人都喜欢认为自己总是做出合乎逻辑的决定。然而,我们没有,这在我们作为客户的行为中是很明显的。

    In this weekly newsletter, we will delve into the world of why customers buy and how they really make decisions. Our objective is to introduce you to some advanced strategy to help you drive more value in your organization, whatever that means to your company. More value might be more sales, more loyalty, more satisfaction, or even more leads.

    在这个每周的简讯中,我们将深入了解客Why Customers Buy以及他们如何真正做出决定。我们的目标是向您介绍一些先进的战略,以帮助您在组织中创造更多的价值,无论这对您的公司意味着什么。更多的价值可能是更多的销售,更多的忠诚,更多的满意度,甚至更多的线索。

    In other words, we want to help you have more of everything you are working toward using psychology and behavioral economics to optimize your Customer Experience.

    换句话说,我们想帮助你拥有更多的东西,你正在努力利用心理学和行为经济学来优化你的客户体验。

    You Don’t Always Listen to What Customers Tell You

    你不总是听顾客的话

    I have a bonus surprise for you today: you can’t always listen to what your customers tell you. You can’t because they don’t always know what they want.

    我今天给你一个惊喜:你不能总是听顾客的话。你不能,因为他们并不总是知道自己想要什么。

    There is a story I like to tell about Disney theme park guests and their dining preferences. Disney was working to improve concessions years ago. They asked what people would like to see on the menu. Customers told Disney that a salad option would be nice.

    有一个故事我想讲讲迪斯尼主题公园的客人和他们的用餐偏好。迪斯尼多年前就在努力改善特许经营权。他们问人们想在菜单上看到什么。顾客们告诉迪斯尼,沙拉可以是很好的选择。

    Now, Disney knows that customers don’t eat salads at the parks. Customers eat hot dogs, hamburgers, and those mounds of steaming turkey legs. Hence, that’s what you will find at most of the food venues — although they did add salads at some of their restaurants, too!

    现在,迪斯尼知道顾客在公园里不吃沙拉。顾客们吃热狗、汉堡包和那堆热气腾腾的火鸡腿。因此,你会发现在大多数食品场所-虽然他们确实也在他们的一些餐厅添加沙拉!

    This story is an example of the difference between what customers tell you they want, and what customers really want. Often, these two things are quite different. If Disney had listened to Customers and stocked the theme park full of salads, they would have thrown the salads away at the end of the day, uneaten.

    这个故事是关于你客户告诉你他们想要什么和客户真正想要什么之间区别的一个例子。通常,这两件事是完全不同的。如果迪斯尼听了顾客的话,在主题公园里摆满了色拉,他们会在一天结束时把色拉扔掉,没人吃过的。

    From a business perspective, this example of salads is essential. The problem is if you take customers at their word, you could miss out on discovering what actually drives value for your organization. Therefore, sometimes you shouldn’t listen to Customers. In this newsletter, we will tell you when that is the case.

    从商业角度来看,这个沙拉的例子是必不可少的。问题是,如果你听信客户的话,你可能会错过发现真正为你的组织带来价值的东西。因此,有时候你不应该听顾客的话。在这个简讯中,我们会告诉你什么时候是这样。

    Why Should You Embrace Irrationality?

    你为什么要接受非理性?

    When deployed, using these tools to enhance your Customer Experience to influence customer behavior has an outstanding effect. We helped one of our clients, RICOH Printers in Canada improve their Net Promoter Score® by 34 points over a 30-month period that led to a 10% increase in printer sales. Not only that, RICOH achieved these results in a declining printer market.

    在部署时,使用这些工具来增强您的客户体验以影响客户行为具有显著的效果。我们帮助我们的一个客户,加拿大理光打印机公司在30个月的时间内将他们的净推广分数提高了34分,这导致打印机销售增长了10%。不仅如此,理光是在不断下滑的打印机市场取得了这些成绩。

    We spoke with CEO Glenn Laverty in a recent podcast and he said they knew they needed to do something. The product RICOH sold was a commodity by this point. Since hardware couldn’t distinguish them from the competition, they decided to try another tack. They chose to compete by offering an outstanding Customer Experience.

    我们在最近的一个播客中采访了首席执行官Glenn Laverty,他说他们知道他们需要做些什么。到目前为止,理光出售的产品是一种商品。由于硬件无法将他们与竞争对手区分开来,他们决定尝试另一种策略。他们选择通过提供卓越的客户体验来竞争。

    “We felt that we would be tapping into that emotional component of a decision that customers were involved in,” Laverty explains.

    拉弗蒂解释说:“我们觉得,我们会利用客户参与决策的情感成分。”

    Perhaps most importantly, our content is designed to be useful in the real world. The theories behind customer behavior are fascinating, but useless if you don’t have a practical application for them.

    也许最重要的是,我们的内容被设计成在现实世界中有用。客户行为背后的理论是迷人的,但如果你没有一个实际的应用则对他们无用。

    This concept of practical application is near and dear to my heart. We named the company Beyond Philosophy because we wanted to say that having a philosophy is a fantastic start, but you have to go beyond the thinking and do something.

    这一实际应用的概念对我的心来说是贴近和亲近的。我们之所以将这家公司命名为“超越哲学”,是因为我们想说,拥有哲学是一个美妙的开始,但你必须超越思考,有所作为。

    For all of these reasons, we will not only give you the theory behind why customers do what they do but also the practical tips for implementation. Best of all, we know they work as we've done these hundreds of times with different organizations all over the world.

    基于所有这些原因,我们不仅将为您提供客户为什么要做他们所做的事情背后的理论,还将为您提供实用的实施技巧。最重要的是,我们知道他们的工作方式就像我们在世界各地的不同组织做了数百次那样。

    In our next issue of Why Customers Buy, we will explore the four parts of a Customer Experience and the significance of emotions on your bottom line. It turns out that squishy stuff like feelings can result in some cold hard cash.

    在我们下一期的Why Customers Buy中,我们将探讨顾客体验的四个部分以及情感在你的底线上的重要性。事实证明,像感情这样的软弱无力的东西会终结在一些冷冰冰的现金面前。

    There you have it. No promotions, no gimmicks, just good information.

    没有促销,没有噱头,只有好消息。

    We hope you enjoyed this issue of Why Customers Buy. If you have, please forward it to a friend or colleague.

    我们希望你喜欢Why Customers Buy的这个议题。如果有,请转发给朋友或同事。

    Think reading is for chumps? Try my podcast, The Intuitive Customer instead. We explore the many reasons why customers do what they do—and what you should do about it.

    Subscribe today right here.

    你认为读书是给笨蛋的吗?试试我的播客,The Intuitive Customer。我们探讨了客户为什么做他们该做的事情以及您应该做什么。

     

    今天就在这里订阅。




  • 非常有帮助




  • 感谢雷男神的分享,很实用呢!




  • 选择题会比填空题好做多了




  • 。。。。。。。。。。。。。。。。。。。。。。。。。。。



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