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  • Every year, some 30,000 new consumer products are launched,

    每年大約有三萬種新產品上市,

  • and 90% of them fail.

    但 90% 的產品都賣得不好。

  • A key reason is what the late Harvard Business School

    主要原因就是「行銷短視」,

  • professor Theodore Levitt famously

    這是哈佛商學院的西奥多·莱维特教授提出的,

  • termed marketing myopia--

    是很有名的專業術語 --

  • a nearsighted focus on selling products and services

    只專注於銷售產品和服務,

  • rather than seeing the big picture

    而不是顧全大局,

  • of what consumers really want.

    忽略了消費者真正想要的東西。

  • As he used to tell his students, people

    他曾經告訴他的學生,

  • don't want to buy a quarter inch drill.

    人們不是想買四分之一英吋的鑽頭,

  • They want to buy a quarter inch hole.

    而是想要有一個四分之一英吋的洞。

  • The railroad lines are a classic case study.

    鐵路線是一個經典的研究。

  • They fell into a steep decline because they

    鐵路業經濟急遽下滑,

  • thought they were in the rail business,

    因為他們認為自己只是鐵路業者,

  • rather than being providers of transportation.

    而不是大眾運輸工具的供應商。

  • Instead of branching out into cars, trucks, or airplanes,

    他們沒有擴展業務到汽車、卡車或飛機,

  • they let other companies steal away their passenger

    他們卻讓其他公司搶走乘客

  • and freight traffic.

    和貨物運輸。

  • Or take oil and gas companies.

    或是搶走石油和天然氣公司的生意。

  • They belatedly started to think of themselves

    他們身為能源供應商,

  • as energy providers.

    太晚才意識到這些問題。

  • But they still devote most of their resources to petroleum.

    但他們仍然將大部分資源用於石油。

  • If they fail to develop alternative fuels,

    如果他們不能開發替代燃料的話,

  • they risk becoming companies without an industry.

    他們就可能成為沒有產業的公司。

  • Many others have made, and continue to make,

    其他許多人已經且持續犯

  • the same mistake.

    相同的錯誤。

  • Organizations invest so much time, energy, and money

    組織投入了大量的時間、力量和金錢,

  • in what they currently do that they're blind to the future.

    在他們目前工作過程中看不到未來。

  • They get lulled into thinking they're in a growth industry,

    他們沉溺以為自己身處在新興的產業中,

  • rather than continuously capitalizing

    而不是持續

  • on growth opportunities.

    利用機會成長。

  • To avoid the same fate, leaders should ask themselves--

    為了避免同樣的命運發生,領導者必須自我提問 --

  • what business are we really in?

    我們真正從事的業務是什麼?

  • They need to understand that the goal isn't to sell things,

    他們必須了解其目標並不是銷售東西,

  • it's to satisfy customers, and accept the fact

    而是為了滿足消費者,

  • that most existing products and services can and will

    而且必須接受一個現實,

  • be replaced by competitive alternatives.

    大部分的產品和服務都是可以被競爭對手取代的。

  • Then, they can identify new offerings

    明白這點後,

  • that meet consumers' needs sooner than any existing

    他們可以比任何現有或潛在的兢爭對手,

  • or potential competitor.

    更快地找出消費者需要的東西。

  • That's the cure for marketing myopia.

    這就是預防「行銷短視」的方法。

Every year, some 30,000 new consumer products are launched,

每年大約有三萬種新產品上市,

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B1 中級 中文 美國腔 產品 消費者 供應商 搶走 行銷 石油

解釋者。不要只賣東西--滿足需求。 (The Explainer: Don’t Just Sell Stuff — Satisfy Needs)

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    jbsatvtac1 發佈於 2021 年 01 月 14 日
影片單字