評論
打印
The rough guide to marketing success used to be that you got what you paid for.
過去，市場營銷的成功訣竅簡而言之就是一分錢一分貨。
No longer. While traditional "paid" media-such as television commercials and print advertisements-still play a major role, companies today can exploit many alternative forms of media.
然而時過境遷。雖然傳統的"付費"媒介，比如電視和廣播廣告、平面廣告和路邊廣告牌等，仍然扮演著重要角色，但企業如今還可以利用許多其他形式的媒介。
Consumers passionate about a product may create "earned" media by willingly promoting it to friends and a company may leverage "owned" media by sending e-mail alerts about products and sales to customers registered with its Web site.
癡迷于某種產品的消費者，可能會樂意將之推薦給朋友，從而為企業創造因產品的優良品質帶來的"無償"媒介。企業還可以利用"自有"媒介，通過郵件向其網站的注冊用戶發送產品和銷售提示。
The way consumers now approach the process of making purchase decisions means that marketing's impact stems from a broad range of factors beyond conventional paid media.
事實上，如今消費者作出購買決定的方式，意味著市場營銷的影響力來自于傳統付費媒介之外的廣泛因素。
Paid and owned media are controlled by marketers promoting their own products. For earned media, such marketers act as the initiator for users' responses.
營銷人員通過付費和自有媒介推銷其產品，而在"無償"媒介方面，營銷人員就像是觸發用戶響應的初始催化劑。
But in some cases, one marketer's owned media become another marketer's paid media-for instance, when an e-commerce retailer sells ad space on its Web site.
在某些情況下，某營銷者的自有媒介會成為另一個營銷者的付費媒介。
We define such sold media as owned media whose traffic is so strong that other organizations place their content or e-commerce engines within that environment.
比如，當某電子商務零售商出售其網站的廣告空間時，我們就將這種"售出"媒介定義為擁有巨大流量、以致其他機構紛紛前來投放內容或電子商務引擎的自有媒介。
This trend, which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further.
我們認為，這種趨勢已蓬勃發端于零售商和航空、酒店等旅游供應商，雖然還處于初始階段，但無疑可以走得更遠。
Johnson & Johnson, for example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive products.
比如，強生公司創建了著名網站BabyCenter，借以推廣互補性乃至競爭性產品，
Besides generating income, the presence of other marketers makes the site seem objective, gives companies opportunities to learn valuable information about the appeal of other companies' marketing, and may help expand user traffic for all companies concerned.
而其他營銷者的出現不僅帶來了收入，還令該網站看起來公正客觀，并且使企業有機會從其他公司的營銷活動中獲得可貴的信息，最后還有助于擴大所有相關企業的用戶流量。
The same dramatic technological changes that have provided marketers with more (and more diverse) communications choices have also increased the risk that passionate consumers will voice their opinions in quicker, more visible, and much more damaging ways.
劇烈的技術變革使營銷人員獲得了數量更多、種類更廣的溝通選擇，但同時也帶來了更高的風險，因為激動的消費者能夠以更迅速、更明顯、更有害的方式來表達他們的意見。
Such hijacked media are the opposite of earned media: an asset or campaign becomes hostage to consumers, other stakeholders, or activists who make negative allegations about a brand or product.
這就是與"無償"媒介相對的"劫持"媒介：某項資產或活動變成了對某個品牌或產品不滿的消費者、其他股東或積極分子的劫持物。
Members of social networks, for instance, are learning that they can hijack media to apply pressure on the businesses that originally created them.
比如，社交網絡用戶正領悟到，他們可以通過"劫持"媒介來對最初創建該媒介的企業施加壓力。
If that happens, passionate consumers would try to persuade others to boycott products, putting the reputation of the target company at risk.
如果那種事情發生，激動的消費者試圖勸服其他人共同抵制兩家公司的產品，從而危及企業聲譽。
In such a case, the company's response may not be sufficiently quick or thoughtful, and the learning curve has been steep.
當這種事情發生的時候，如果企業的回應不夠快或不夠好，那么就可能釀成悲劇。
Toyota Motor, for example, alleviated some of the damage from its recall crisis earlier this year with a relatively quick and well-orchestrated social-media response campaign, which included efforts to engage with consumers directly on sites such as Twitter and the social-news site Digg.
比如，在今年較早前發生的召回危機中，豐田汽車公司采取了較快且較有序的社交媒體回應行動，包括在Twitter和社會新聞網站Digg等網站上與客戶進行直接交流，從而挽回了部分損失。
