When we talked about the future of automotive industry 3 to 5 years ago, most people could think of nothing else but “electric vehicle” or sharing economic business model, “Uber”. Within a few years, electric vehicles have stepped into our everyday life from the laboratory. It is not unfamiliar for Taiwanese people to see e-scooters, Gogoro, weaving in between cars and streets and Tesla charging stations expand to hypermarket, hotel, and other public areas.
We have seen that greater brand salience is accompanied by a greater number of positive associations and fewer negative associations but have yet to examine the specific nature of these associations. What do these positive and negative associations consist of? Are brand associations emotional or more functional? To shed light on the answers to these questions, we share our findings for three market leaders: Apple, Bud Light and the market leader in an oral care category.
We are entering the Fifth Age of Audience Measurement. It is an age where methodologies are being re-calibrated in response to a fast-changing media environment and where the quest for total understanding of audiences is higher than it has ever been. It is also an era where politics and economics are far greater barriers to progress than technical concerns.
As much as we would like our decisions to be thoughtful and fully considered, the large amount of information, lack of time and our limited mental capacity make it difficult to do so. To consider all the available information would not be practical or possible. Instead, we base our decisions on singular pieces of information.
The promise of online advertising was to deliver more relevant, timely and targeted communications for the mutual benefit of consumers and advertisers. People would only be exposed to ads appropriate to their desires and at the moments when they were most receptive, while advertisers would cut waste and deliver hyper-efficient campaigns through laser-guided audience targeting and personalised messages.
面對它風靡市場的情勢，大一點的品牌迅速反應，收購較小的啤酒製造商，然後發行自己的「手工」產品。較小的製造商因此開始質疑，如果大品牌有能力生產「手工」啤酒，那「手工」啤酒到底是什麼？它對整個產業的意義又是什麼？Bigger brands are reacting swiftly, buying up smaller breweries and launching their own ‘craft’ products. But it’s driving smaller producers to question; if large brands have the capability to create ‘craft’ beer, what actually is ‘craft’ beer, and what does this mean for the industry as a whole?
拜倫．夏普（Byron Sharp）特別主張影響品牌成功的關鍵是市場滲透成長，而非品牌忠誠。雖然他的建議聚焦在如何讓既有品牌成長，但行銷人應該要想想，他的法則是否能應用在新產品開發上？也就是說，行銷人是否能夠利用夏普的法則發行成功的新產品？Byron Sharp asserts that it is penetration growth and not loyalty that is critical to brand success. While Sharp’s advice focuses on how to grow existing brands, marketers should be asking if his principles apply to new product development as well. In other words, can marketers use Sharp’s principles to help them launch successful innovations?
Many enterprises in Taiwan have conducted years of research on customer satisfaction. Every year, thousands of customers with an interaction in the past one year are sampled to conduct an around 30-minute telephone interview. However, this kind of traditional survey method has gradually raised skeptical voices within enterprises.
即時訊息替零售業者（或品牌）與它們的消費者開啟了新的溝通管道。根據Facebook，在美妝零售業者Sephora開始透過Messenger提供預約服務後，它的店內美容預約成長11%。而Whole Foods是另一個快速跟上Messenger使用潮流的零售業者。去年夏天它發行了食譜聊天機器人，消費者只要在Facebook Messenger輸入食材或料理類型，就能夠得到主廚機器人的建議，讓消費者隨時隨地都能輕易發掘食譜。
Chat is opening up new channels of communication between retailers (or brands) and their customers. According to Facebook, after Sephora, the beauty products retailer, launched its appointment schedule service via Messenger, its in-store makeover bookings increased by 11%. Whole Foods was another retailer quick to pick up on the use of Messenger. In summer last year, it launched a recipe chatbot, where shoppers could get recommendations from a robot chef through Facebook Messenger, by texting ingredients or cuisine type, to inspire shoppers anywhere, anytime and make recipe-discovery easy.
With help of technology, the premiums may also be priced individually. In the future, it is possible that insurance products become more tailored to meet individuals. At the moment, premiums are based on gender and age. With big data, the cost of premium can be calculated by past averages associated with personal behaviors and risks. In another word, for the same policy, each of the insured pays a different fee.