全球疫情下的品牌如何逆势成长
作者:编辑部
2020-07-30
摘要:Bucking the Trend:How Brands Can Grow in the Face of the Global Pandemic.

我们很多人都在想,如何更好地应对这样一场前所未有的危机,以及它将对未来产生什么样的影响。作为一个品牌,我们现在的首要任务是什么?新冠疫情(COVID-19)会怎样影响我们现在和未来的营销策略?在这样的困难时期,我们如何防止营销误区?这就是世界品牌大会的主题“全球疫情下的品牌如何逆势成长”。我们邀请了美国、英国和法国的四位教授参加演讲和互动。他们是:哈佛大学商学院教授约翰·戴腾(Prof. John Deighton)、剑桥大学制造业研究院教授斯蒂芬·埃文斯教授(Prof. Steve Evans)、牛津大学赛德商学院教授斯蒂芬·沃格(Prof. Steve Woolgar)、欧洲工商管理学院学术院长齐夫·卡门教授(Prof. Ziv Carmon)。

 

约翰·戴腾:在这次全球新冠疫情大流行之前的几年里,网购在零售支出中的比例缓慢增长,每年增幅约为5-15%,具体取决于品牌和品类。突然在不到半年的时间里,世界的变化比过去十年还要大。购物者在许多品类的网上购物多了50%,而其他品类的购物量则几乎崩溃为零。在美国,一些本该蓬勃发展的公司却举步维艰,另一些公司则一跃而起。亚马逊的在线零售份额从42%下降到34%,输给了塔吉特百货(Target)、沃尔玛(Walmart)和易题网(Etsy)。

从这场大瘟疫中得到的第一个教训是,敏捷性比以往任何时候都重要。而如果一个品牌拥有最新的信息,敏捷性就会更容易,所以有洞察力的市场研究,而不仅仅是数据,正变得至关重要。尤其是,自下而上的信息被证明是非常宝贵的。零售业重新开业的信息有助于敏捷企业了解消费者在哪些地方重返商店,以及网上购物仍然是购买必需品的唯一途径。第二门学问是改变品牌与消费者的谈话方式。他们不能轻松或幽默或缺乏同情心。人们缺乏安全感,他们希望得到具体的、有用的信息。第三,营销必须反馈给高层领导团队的其他成员。

 

John DeightonIn the years leading up to the global pandemic, online shopping grew slowly to about 5-15% of retail spending, depending on the brand and category. Suddenly in less than half a year the world has changed more than in the past ten years. Shoppers do 50% more shopping online in many categories, while other categories have crashed to near zero. In the United States, some companies that should have flourished have struggled, and others have jumped ahead. Amazon’s share of online retailing fell from 42% to 34% losing to Target, Walmart and Etsy.

The first learning from the pandemic has been that agility matters more than ever. And agility is easier if a brand has up-to-date information, so insightful market research, not just data, is turning out to be vital. In particular, bottom-up information is proving to be invaluable. Information on retail reopenings helps agile firms to see where consumers are coming back to stores, and where online shopping is still the only way to buy essential products. A second learning is to change the way brands talk to consumers. They must not be light or humorous or lacking in empathy. People are insecure. They want specific, helpful information. Third, marketing must feed back to the rest of the senior leadership team.

斯蒂芬·埃文斯:我谈一谈“实验时代”。我们都知道新冠病毒造成的巨大破坏,但更频繁、更大规模的破坏很可能成为常态。企业必须找到一条变得有弹性的道路——做大做强。我一直在与政府、大型企业等合作,帮助他们提高对此类干扰的应变能力。我将简要解释未来25年预计会发生的干扰类型以及企业设计弹性战略(在好的和差的条件下都能发挥作用的战略)所使用的方法。我将解释一些为不久的将来做准备的关键问题。首先,为什么仅靠规模增长不能使企业变得强大;其次,为什么幸福感的增长变得重要;第三,为什么信任将成为未来十年最重要的商业词汇;最后,企业如何加快实验和提高创新能力,作为弹性计划的一部分。

 

Steve EvansI will talk about The Age of Experiments. We are all aware of the great disruption caused by Corona Virus, but more frequent and large disruptions are likely to become normal. Businesses must find a path to become resilient-big and strong. I have been working with governments, large corporations and others to help improve their resilience to such disruptions. I will briefly explain the types of disruptions that are predicted over the next 25 years and the methods used by companies to design resilient strategies (strategies that work under good and poor conditions). I will explain some key issues in preparing for the near future-firstly why growth in size alone will not make a business strong, secondly why growth in well-being is becoming important, thirdly why trust will become the most important business word of the next decade, and lastly, how companies are accelerating their experiments and improving their ability to innovate as part of their plan for resilience.

 

斯蒂芬·沃格:在新冠病毒大流行的情况下,很多企业和品牌都在问:我应该如何在忠于品牌宗旨的前提下采取行动?如果我的品牌宗旨还没有被定义或激活,我能发挥作用吗?我该如何行动和沟通,才能在增加价值的同时不失机会主义?

我还没有遇到过谁上过一堂关于如何在大流行期间进行品牌传播的课。也许这个话题会成为未来大学课程的固定内容,但现在,传统的知识已经被淘汰了,大多数营销人员都在没有规则的情况下航行。我认为,品牌现在能做的最有意义的事情之一就是关注两种品质:乐于助人和同理心。

但特别重要的是,品牌构成了关系的基础,不仅是公司与客户之间的关系,而且是客户本身的群体和网络之间的关系。我们所说的顾客既指实际的顾客,也指潜在的顾客,观察家、评论家、专家、政治家等等。研究表明,最成功的品牌都能发挥这个由潜在顾客组成的庞大社会集体的关注和焦虑。成功的品牌坐拥并加强了他们所能看到的关系网络。

 

Steve WoolgarAmidst the coronavirus pandemic, many businesses and brands are asking How should I help? How can I act while staying true to my own purpose? Can I play a role if my brand purpose has yet to be defined or activated? How can I act and communicate in ways that add value without being opportunistic?I’ve yet to meet anyone who has ever taken a class on how to conduct brand communications during a pandemic.

Maybe this topic will become a fixture in future college courses, but for now, conventional wisdom is out the window and most marketers are navigating without a rule book. I would argue that one of most the meaningful things brands can do right now is focus on two qualities:helpfulness and empathy.

But of particular significance, brands form the basis of relationships, not just between the company and its customers, but between groups and networks of customers themselves. And by customers we mean both actual and potential customers, observes, commentators, experts, politicians and so on. Research shows that the most successful brands play to the concerns and anxieties of this large societal collective of potential customers. Successful brands sit within and strengthen the network of relations which they make visible.   

 

齐夫·卡门:新冠大流行造成了前所未有的经济后果——许多公司损失惨重,有的甚至被推倒破产。然而,其他公司却能在这场危机中蓬勃发展。据《金融时报》报道,在2020年上半年,“新冠赢家”的集体市值增长了约6万亿美元。

除了运气的作用,在正确的时间出现在正确的地点,危机期间成功的关键是深度客户中心化。特别是,品牌必须确定客户的核心痛点,那些给客户带来不便或烦恼的反复出现的问题,了解客户的潜在心理,并制定有效的方法来消除这些问题。虽然这种以客户为中心的做法总是很重要,但重大危机会凸显客户的敏感度,因此减少客户的不良情绪,帮助客户获得良好的品牌体验,就显得比以往更加重要。

我通过讨论在新冠期间取得成功的品牌实例来说明这种方法。值得注意的是,两个例子包括:超越肉类(Beyond Meat),领先的植物性肉类替代品以及Zoom,在COVID-19期间大受欢迎的基于视频电话云的点对点软件平台。我还讨论了另一个有趣的例子,基于INSEAD最近的一个案例研究,即柠檬汁(Lemonad),一个流行的财产和意外险在线保险品牌,最近在纽约证券交易所完成了非常成功的首次公开募股。在大量使用人工智能和深入的客户洞察力的基础上,柠檬汁解决了长期存在的痛点,这些痛点助长了客户对行业的普遍不满,比如以最低的价格提供良好的客户体验,以及典型的保险商业模式中固有的利益冲突,通过拒绝索赔来赚钱的诱惑。

 

Ziv CarmonThe Covid pandemic has caused unprecedented economic falloutmany firms have lost fortunes, some even pushed to bankruptcy. Other firms, however, managed to flourish during this crisis. According to the Financial Times, during first half of 2020, the collective market cap of ‘Covid winners’ increased by a remarkable ~$6 Trillion.

Beyond the role of luck-being at the right place at the right time, key to success during crises is deep customer centricity.In particular, brands must identify central customer pain points-recurring problems that inconvenience or annoy customers, understand the underlying customer psychology, and devise effective approaches to eliminate those. While such customer centricity is always important, major crises accentuate customer sensitivities and make it more important than ever to reduce ill feelings and help customers to experience brands favorably.

I illustrate this approach by discussing instances of brands that succeeded during COVID-19. Notably, two examples include: Beyond Meat, the leading plant-based meat-substitute, and Zoom—the video telephony cloud-based peer-to-peer software platform that has become so popular during COVID-19. I also discuss another interesting example, building on a recent INSEAD case study about Lemonade—the popular property and casualty online-only insurance brand that recently completed a very successful NYSE initial public offering. Building on heavy use of artificial intelligence and deep customer insight, Lemonade resolved long-standing pain points that fuel widespread customer dissatisfaction with the industry, such as offering a great customer experience at rock-bottom prices, and inherent conflict of interest in typical insurance business models-the temptation to make money by denying claims.


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