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粉絲的力量:5個(gè)品牌的創(chuàng)意海選故事

粉絲的力量:5個(gè)品牌的創(chuàng)意海選故事

Kurt Wagner 2013年07月08日
有時(shí),,最好的創(chuàng)意來自于普通大眾,。因此,越來越多的品牌開始向顧客,、球迷,、車迷征集創(chuàng)意,,借助粉絲的參與來提高品牌的影響力,提高產(chǎn)品和服務(wù)的質(zhì)量,。

????菲多利(Frito-Lay)在打造土豆片的最新口味時(shí),,智囊團(tuán)把這項(xiàng)工作交給了最具創(chuàng)造力和最為重要的美食評(píng)論家們,,也就是該公司的顧客。這家公司發(fā)起了一個(gè)活動(dòng)——“請(qǐng)幫我們一個(gè)忙”(Do us a Flavor),。作為活動(dòng)的一部分,,菲多利食品愛好者們提出了380萬個(gè)有關(guān)薯片口味的想法(下文將進(jìn)一步介紹勝出者的有關(guān)情況)。這種眾包技巧對(duì)于母公司百事可樂(PepsiCo)來說并不新鮮,。百事的眾包歷史可以追溯到2007年,,當(dāng)時(shí)它的“激浪民主”(DEWmocracy)活動(dòng)催生了激浪(Mountain Dew)的最新口味Voltage。菲多利首席營銷官安?穆克吉說:“它真正開創(chuàng)了我稱之為消費(fèi)者參與和消費(fèi)者掌控的新潮流,?!?2007年以來,百事可樂旗下的所有品牌總共從消費(fèi)者那里得到了2,000多萬個(gè)涉及產(chǎn)品口味的建議,。

????和百事可樂(財(cái)富500強(qiáng)企業(yè))一樣,,很多著名品牌更加愿意把重要決定交到粉絲們的手中。這不是巧合,。社交媒體數(shù)據(jù)分析公司Mass Relevance的CEO山姆?德克爾說,,這股潮流在很大程度上來源于社交媒體整合的崛起,。這家公司把社交媒體體驗(yàn)融入客戶網(wǎng)站,通過突顯網(wǎng)站上的內(nèi)容來幫助耐克(Nike),、美國全國廣播公司(NBC)和NBA等品牌與用戶進(jìn)行溝通,。眾多的粉絲們都愿意、也渴望在社交媒體上分享他們的想法,,因此企業(yè)開始更加仔細(xì)地傾聽他們的聲音就不足為奇了,。“觀眾就在那里,。他們已經(jīng)習(xí)慣了參與和創(chuàng)造內(nèi)容,,”德克爾說?!敖柚缃痪W(wǎng)站可以得到這樣的好處:把他們的參與擴(kuò)大到他們?cè)谏缃痪W(wǎng)站上的粉絲,,從而吸引到更多的人?!?/p>

????從土豆片口味到NBA球服,,下面是近期幾個(gè)非常引人矚目的眾包和粉絲投票活動(dòng)。

1. 百事可樂

????這家飲料和零食生產(chǎn)商是眾包領(lǐng)域的先驅(qū),,旗下的很多品牌都借助顧客的創(chuàng)造力來開發(fā)新口味,。百事可樂最近為菲多利開展了名為“幫我們一個(gè)忙”的活動(dòng),收到了近400萬個(gè)涉及薯片最新口味的建議,。包括鐵人廚師邁克爾?西蒙和女演員兼餐廳老板伊娃?朗格利亞等名人在內(nèi)的一個(gè)食品專家組從中選出3條建議,,然后由粉絲們投票決定優(yōu)勝者。這3條建議包括雞肉華夫餅和拉差辣椒醬,,但起司蒜蓉面包占據(jù)頭名(其他值得注意的建議是瑪格麗塔和韓國燒烤),。

????穆克吉說,起司蒜蓉面包將在2013年底正式加入菲多利的產(chǎn)品陣營,,但第二三名因?yàn)閭涫芮嗖A也將進(jìn)行小批量生產(chǎn),。投票總數(shù)超過了100萬張。她說:“(活動(dòng)期間)我們?yōu)檫@個(gè)品牌創(chuàng)造了空前的輿論價(jià)值,?!?/p>

????When it came time to create the newest flavor of Frito-Lay potato chips, the brand's brain trust turned things over to its most creative and important food critics: its customers. As part of the brand's "Do us a Flavor" contest, Frito-Lay lovers sent in 3.8 million chip flavor ideas (more on the winner to come). This crowdsourcing technique is nothing new to parent company PepsiCo. Its history with crowdsourcing dates back to 2007 when its "DEWmocracy" promotion generated the newest Mountain Dew flavor: Voltage. "It really started what I'll call a wave of consumer engagement and consumer control," says Frito-Lay chief marketing officer Ann Mukherjee. Since 2007, PepsiCo has received more than 20 million flavor suggestions from customers across all brands.

????Like PepsiCo (PEP, Fortune 500), many prominent brands are a lot more willing to place important decisions in the hands of their fans. And it's no coincidence. Much of the movement stems from the rise of social media integration, says Sam Decker, CEO of Mass Relevance, which builds social media experiences into client websites, helping brands -- including Nike, NBC, and the National Basketball Association -- engage users by highlighting content on their sites. And with so many fans eager and willing to share their thoughts over social media, it's no surprise that companies are beginning to listen more closely. "The audience is there. They're used to participating and creating content," says Decker. "By doing it through a social network, you get the benefit of amplifying their participation out to their followers and then pulling in more people."

1. PepsiCo

????The beverage and snack maker has been a crowdsourcing pioneer, utilizing the creativity of customers to come up with new flavors across a number of its brands. Pepsico's most recent "Do us a Flavor" campaign for Frito-Lay, garnered nearly four million submissions for its newest flavor of potato chips. A panel of food experts, including celebrities like Iron Chef Michael Simon and actress and restaurateur Eva Longoria, helped narrow submissions down to the final three, and a fan vote determined the winner. Finalists included Chicken and Waffles and Sriracha, but Cheesy Garlic Bread took the top spot. (Other notable submissions were Margarita and Korean BBQ.)

????Cheesy Garlic Bread will become a Frito-Lay regular later in 2013, but the top two runners-up will also be brought back for a limited run due to popularity, says Mukherjee. In total, more than one million votes were cast. "What we got in total talk value for the brand [during the campaign]," she says, "was unprecedented."

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