華語電影融資,市場與製片管理

"聚焦在題材開發、融資、製片、宣傳、市場行銷與戲院管理等幾個重要環節，再輔以電影電視法規、劇本分析與閱讀工作室等，務求深入闡述產業各部門今時今日正在應用的知識"

這書是幾位電影人的講座, 談影視產業的管理,  "談"所以就直接應用管理理論, 也可以上網查查相關管理研究分析方法, 再讀此書會比較有架構, 尤其談到影視產業的競爭, 各家結盟,購併 垂直整合各個優勢不同,也都在動態變動中, 不需強記, 但每家公司考量的角度可以觀察.

越熱門的行業越亂, 越蓬勃.要以企業管理來思索影視產業, 不是只是聚焦在影視製作環節, 還有很多部分要關注. 港台 影視情況不一樣,但中文都看得懂,  文化上有些差異,  台灣會大賣的片,香港不見的看好. 這行業沒有成功模式. 要不斷創新歸零.

台灣影視融資方面比較弱,  影視產品無形資產鑑價是個問題,滿影響金融放貸意願, 搞影視要對財務金融有理解, 對市場,對消費者要也洞察,會用數據分析與轉化, 能把創意變成利潤.  這需要一個完整的企業思維,  

大陸的影視產業又不一樣, 是壟斷產業,  各省都保護自己的電台, 頻道, 要理解各地方的差異,  針對消費者特性來製作.

影視業是 IP 經濟,粉絲經濟, 要有企劃力,合作力, 跨界的想像力和商業思維. 實力, 機緣, 做人處事都滿影響從業發展. 要多看電影,多讀劇本, 會分析,評價文本,提高自己的文化水平. 好編劇還是奇缺,  尤其現今平台多, 創作不是僅僅是創作, 多理解整體環境和差異是滿重要的.

這書就是編有點雜, 比較沒有理論架構, 但資訊滿多, 橫向的資訊較多, 都是應用管理學相關理論.
    

好利潤

如果是開公司,想導入一些好的企業文化和管理方法, 就讀這本書.

美國的成功企業在觀念和制度設計上,都遠遠超過台灣大多數的平庸企業.

所以我建議直接學,直接模仿就可以了.

華人在企業管理經營上有很多不好的地方, 並不實事求是,也不夠科學. 市場小就是宿命. 根大企業在大市場的思維格局很不一樣.

主要還是在人的思維 價值觀上的差異, 尤其是老闆,一開始心念就不正了, 一切的管理都是空談, Koch Industrues Inc. 善用了自由精神,  是"有原則的創業家精神",

有正確的價值觀, 以市場原理為依歸, 把員工當人看, 當夥伴, 重視知識 轉化應用產生企業價值,又在激勵制度設計上非常用心,讓員工的績效能反映報酬, 訂正確的激勵制度.

對的產業,對的產品才能生偉大的公司, 重視知識, 以市場為導向就不會走錯方向.

領導人很重要,  往往領導人錯了,歪了, 後面都是徒勞. 

內容創業不是內容創作

罗振宇：从媒体人到创业者，我给内容创业者的6大建议

我讀了羅胖這篇文章, 內容創業3個坑,就是說這3個領域不要做,他發現不可行. 
1 U盘化生存 ,自带信息、不装系统，随时插拔、自由协作
2社群
3內容電商

對內容收費不容易.雖然文中沒又解釋為何不可行. 應該是他試過但是沒有辦法產生穩定的營收來源或是不划算, 做不大, 建不起來,模式虛弱.

對內容創業的提示是, 時間短, 極度個人化, 專業分工, 无时无刻不去丢掉存量, 存量變成包袱, 不論是資料, 書,公司規模, 固定成本, 存量少 才會輕, 成本才會低, 一切雲端化,虛擬化. 要割捨不必要的一切. 

內容創業不是內容創作, 創作是作者出發, 創業是用戶為王, 內容創業有點像廣告學,給用戶他需要的資訊,對話,碎片化,但有益,有需要. 短但精準. 用戶不是粉絲,  要尊重用戶的需要與場景, 用戶的注意力很短暫, 

知識服務是服務有很大的機會, 這市場還是可以有再深化的區隔, 求知有很多不同的面向.

• "生产让用户付费的内容，良性循环和发展"

就是有點像每天的買的報紙, 但是形式不同. 認知提升的知識經濟, 還有很多, 學外語, 學財經, 學音樂,或保健養生. 用戶需要每天看,常常讀, 這些需求找的出來的.

經典跨界

歌與酒的連結.這篇文章運用跨領域行銷技巧和新媒體影音圖文結合, 将蘇格蘭威士忌與搖滾經典作結合. Deep Purple 的"Smoke on the water", Led Zepplin的"Immigraant song", FlootwoodMac 的"Go your own way," Queen 的"We are the champion". 樂手, 樂迷應該都熟悉.
同理, 其他產品也可這樣運用連結到不同的消費群.
跨界連結的想像力是機器人做不到的.

Five classic songs to match five classic whiskies

跨領域行銷技巧和新媒體影音文字運用

• Five classic songs to match five classic whiskies

 at: http://foodanddrink.scotsman.com/drink/five-classic-songs-match-five-classic-whiskies/

經典跨界. 歌與酒的連結.這篇文章運用跨領域行銷技巧和新媒體影音圖文結合, 将蘇格蘭威士忌與搖滾經典作結合. Deep Purple 的"Smoke on the water", Led Zepplin的"Immigraant song", FlootwoodMac 的"Go your own way," Queen 的"We are the champion". 樂手, 樂迷應該都熟悉.

同理, 其他產品也可這樣運用連結到不同的消費群.

跨界連結的想像力是機器人做不到的.

场景革命

• http://book.douban.com/subject/26575141/

内容简介  · · · · · ·

How-old如何引爆了朋友圈的全民脑洞狂欢？

Uber是打车软件，还是入口？

为什么“自拍”会成为一个产业？

美团如何成为电影票房冠军的幕后推手？

商业进入了新物种时代，超级平台之后，PC时代以降，IoT（万物互联）崛起之时，到底什么是新的入口？一系列的颠覆使我们开始正视移动互联时代的品类创造方法，一场孕育已久的场景革命正在发生。

《场景革命：重构人与商业的连接》为我们描绘了正在发生的商业革命和支撑场景的四大要素，通过构建场景的“四即”方法论，展现了场景在商业中的应用价值。未来的生活图谱将由场景定义，未来的商业生态也由场景搭建。

有优惠券、有活动入口、视频音频链接和场景推荐。这不是本要死得远远的广告书，近似于流行手绘，接近于一次完整的年轻生活方式洞察。

作者简介  · · · · · ·

吴声，罗辑思维联合创始人，中国电子商务委员会执行秘书长。一九九五年毕业于南京大学，先后在凡客诚品、京东商城、乐蜂网等电子商务企业担任高管、顾问。二零一二年十二月至今，参与创办互联网社群罗辑思维，运用场景思维策划多起互联网商业案例。

目录  · · · · · ·

●　前　　言　后连接时代的造物逻辑
●　第一部分　正在发生的场景革命
○　第一章　长在朋友圈中的碎片化场景
我们用摄影来看待这个世界，用图片来认识这个世界，用自拍来表达我们对世界的看法……微信是基于连接的最大公约数，是这个时代的基础设施。朋友圈几乎是唯一的引爆场景。

○　第二章 共享经济崛起的DNA
租车应用Uber 在6 年时间内估值超过500 亿美元； Airbnb 短租推出餐饮共享服务后，估值迅速从130 亿美元攀升到210 亿美元。为什么这些应用能够实现指数级的增长？共享经济是场景商业的典型演绎。共享经济商业模型隐含了对真实场景的全新定义。

○　第三章　颠覆传统互联网入口的核心逻辑
为什么朋友圈被”足记”、”穹顶之下”刷屏？因为移动终端和移动互联技术将原本静态的场景进行了动态重构，在每一个点赞、评论的动作中，用户被卷入；社交网络状态的更新，让场景快速更迭渠道，场景成为重要的互联网入口。

●　第二部分　支撑场景的核心要素

○　第四章　”体验美学”重塑新的商业价值逻辑
流量放大用户价值已不再适用，价格敏感性的存在不断边缘化。基于价值敏感性的”体验”成为首要法则，

场景解决思路是：为用户创造卓越的体验，建立与消费者的情感连接。

○　第五章　”空间链接”变成了新场景的定义指导

团购场景、打车场景的背后隐含了移动互联时代生活方式和消费形态的升级，O2O 反映的是以人为中心的链接逻辑，网络环境和生活空间正不断融合，带来新的跨界，从而定义全新的场景，也帮助我们创造全新的品类。

○　第六章　”社群”是场景的动力机制

如果场景自身不能具备一种亚文化的力量、亚群落的表征和社群感，就不会拥有大规模用户和商业应用的可能。如果我们理解以人为中心的商业逻辑，就会发现商业就是忘掉生意、忘掉利益，是深入思考我们和拥护者的关系。

○　第七章　”数据”让场景精确匹配用户需求

数据运营时代也是用户经营时代。场景背后是可量化的数据。数据流动性越强，生成的结构性也越多，使用者关系越清晰，新场景的创造也越清晰。

●　第三部分　构建场景的”四即”方法论

○　第八章　产品即场景
微信、知乎、大姨吗、易到用车、美图秀秀……每一个App 就像定位清晰的黑洞，吸附着数量巨大的族群，场景成了虚实交互融合的核心，产品变成了场景的解决方案，手机也作为社交器官重新定义了我们的生活状态。

○　第九章　分享即获取
无数好友自发分享微信红包，让微信支付急速崛起；无数人自动分享”打车优惠券”，让滴滴快的成长为估值破百亿美元的移动入口。分享模式下，资源越用越有价值。分享就是获取，消耗就是积累。

○　第十章　跨界即连接
六度空间理论正在被更多公司和品牌证实并简化——任何两个陌生的企业，通过强商务拓展找到接触点，彼此形成互补的品牌连接。品牌的跨界伴随的是用户群流动，原来井水不犯河水的两群人，通过品牌的跨界，完全打破壁垒，形成了新的用户群。跨界的深度已经成为这个时代的定价关键。

○　第十一章　流行即流量
互联网入口格局被颠覆，商业告别流量时代，消费者对相关的场景需求成为新的入口，也成为新的渠道。品牌不再被策划，而需要更多的引爆；营销需要更多细分的标签，需要窄化成生活方式的共同体。渠道与人的边界持续溶解，流量正全面服从于流行。

●　第四部分　场景的商业应用

○　第十二章　场景重构商业模式

场景时代已经来临，传统商业模式的品牌、营销、渠道、设计、研发、市场、公关、销售和连接方式正被场景重新塑造。移动互联时代的个性化在商业上正呈现出越来越明显的社群化与场景化特征。

○　第十三章　场景在商业应用中的分类（上）

河狸家为什么选择美甲而不是美容、美发切入？在美容、美发和造型之外，结婚纪念日要不要纪念？宝宝的百日要不要跟拍？在这些场景中，哪些是高频场景？哪些是低频场景？高频场景更容易获取用户，低频场景中会有天然不信任关系，却更容易获取高毛利。

○　第十四章　场景在商业应用中的分类（下）

遇上野兽派，遇见的是鲜花心情，还是关于生活美学的想象？连接度高的有情感意义的生活场景是密度场景，产品容易成为场景链接的工具；而广度场景，如咖啡虽然频次高，但连接能力缺失，需要提高附加值，从而不可避免地要向密度场景转变。
○　第十五章　场景成为传统产业转型为数不多的机会

传统产业在场景时代的转型不只是打造简单的互联网平台，也不是销售所谓的极致单品，而是需要真正具备互联网能力的团队，以带动线下、线上渠道，跟用户形成连接，并生成匹配目标人群需求的产品逻辑。

Digital Leader , 數位時代的新生活意義

這本書很適合平常比較忙碌的人閱讀, 書中引用很多暢銷書的觀念,讀這一本就可以掌握到其他書的重點. 是一本數位應用的實用書.

主要是關於數位時代的領導力. 
領導力的特質其實沒太大不同. 

數位時代新生活 

五個面向STAMP,分別是 Simple, True, Act, Map, People. 

對於數位生活的理解也應該是抽象的價值深刻的理解與體認再往下具象化,到操作與部署應用. 

數位的價值建立正確, 其他技術的實際應用就不會有大問題.

數位生活是正向特質的展現, 是簡化, 用更種數位工具讓生活更輕鬆.  太複雜,多工其實有礙身心健康.  

簡化生活,簡化工作,簡化生命, 讓生命價值簡單有意義. 勿讓數位成為抱怨的工具.

建立正直與名聲.  並且能分辨訊息的重要性. 真誠以對, 先內省,再外求,找到自己的熱情, 從自己的熱情出發, 從工作中實現自我.

關於個人化, 學會快捷鍵是個提升效率的有效方法. 
行動至上,不要猶豫不決. 

Online 與 offline 的溝通很接近, 沒什麼差異, 這樣的一致性,連結就能擴展生活領域, 擴大了圈子.

學Twitter的用法, 善用twitter 可以收到很多資訊, 用# 將資訊貼上標籤,  連結是數位貨幣. 是人脈資源. 多理解別人關心什麼信息,而不是你自己.  

提供別人有意義的訊息, 而不是自己有興趣的訊息.  
善用Linked In 連結與社群, 能交到很多益友.
用Face book電話簿也能找到朋友,建立Facebook社群找到志同道合的朋友... 等等, 
這些工具,前提是個人光明磊落, 內外一致,正向陽光, 這些數位工具的應用都會提升生活品質.

西方人用數位工具或社群新媒體,都還是以人的抽象精神價值為標竿, 價值觀念確立了,  其他方面應用都不是大問題.

Your Company's Website Could Perform Better

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  Why Startups See Big Money in Small Business Marketing

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Question: How can I improve the performance of my website? It’s not doing as well as it should be.

Answer: When a company’s website is not doing its job, there could be two problems: 

Either your site is not getting enough traffic—or 

it is, but your visitors are not converting into customers. 

Sometimes, of course, websites face both of these challenges.

Rather than randomly throwing money at your frustration, Roy Chomko, president of Chicago Web developer Adage Technologies, suggests that you conduct a website audit to help uncover inefficiencies in design, development, and marketing that may be hindering your site. “This process will help gauge how effective your online strategy is in demonstrating your brand identity, converting interested visitors, and delivering relevant content to your target audience,” he says.

Start by analyzing the traffic coming to your site, using a free tool such as Google (GOOG)analytics, or asking your website host or administrator do it. The tools show you what city and state your Web visitors originate from, what kind of device they are using (make sure your site is optimized for mobile devices if a large percentage of your visitors are coming from mobile devices), and what they do once they get to your site.

If traffic is just trickling in, your marketing and communications efforts are probably at fault, says Erin Presseau, of New England digital marketing agencySilverTech. The solution is to generate buzz and attract traffic by promoting the site on social media, actively participating in blogging, running promotions on the site, or offering incentives through e-mail marketing. “Identify what your customers or your consumers want most—educational content, a great deal, the ability to ask a question or download a white paper—and then direct them to it,” she says.

Another cause of low traffic: Your website isn’t optimized to be found on search engines. The result is that even if local customers are looking for your services or products, your business website is not coming up near the top of search engine results, says Mike L. Silverman, managing director at Silver Web Solutions in Atlanta. He recommends you use Google’s keyword tool to find out what words or phrases your potential clients are entering into search engines when they are looking for businesses like yours.

The tool helps you think like a website visitor does.

“For instance, you might have a business helping people from other countries work on their accent. That’s commonly called an accent modification or revision company. But someone looking for your service might type ‘speak more American’ or ‘fix my accent’ into a search engine,” Silverman says.

When you’re analyzing keywords, start with words describing your business category and add your geographic location to them, so you can see what terms people in your area are searching. Click “exact” keywords and “local monthly searches” and pay attention to what Silverman calls “long-tail” search terms, which appear lower on the key word ranking results you’ll get but can help you figure out what exactly your customers are looking for and adjust your website accordingly.

You can do some search engine optimization yourself, but it is time-consuming and can be complicated. If you decide to hire a consultant, start with a per-project arrangement and make sure you get references, read online reviews, and look at the consultant’s portfolio, Silverman says. Monthly retainers for ongoing SEO consulting can cost between $100 for a student or offshore contractor and $2,000 for extensive services, including article-writing and obtaining website links, he says.

Perhaps the problem is not lack of traffic but a poor user experience on your website, suggests Gabriel Shaoolian, founder and chief executive of Blue Fountain Media in New York City. Take a look at things like the “bounce” rate on your analytics report, which measures how quickly visitors leave your site after landing on it. A high bounce rate typically means visitors are not engaging with your content.

“There are four critical items every website needs to be effective in converting visitors into leads and bringing back repeat sales and visits,” Shaoolian writes in an e-mail. “Concise and clear messaging, showing value to the visitor; clear calls to action, such as contact us or buy now; 

stickiness factors like fresh content that brings visitors back; and social media integration to help spread word of mouth.”

An informal experiment may help here, Presseau says, starting with determining the primary role of your website. Is it to generate sales leads or generate revenue through e-commerce? Once you’ve settled that question, enlist a few people you trust who generally mirror your target customers and have them run through some of the tasks you want your website visitors to tackle.

“For example, if your site’s primary purpose is to generate business leads, maybe your prospects have to fill out a form on your website to download your white paper. 

Create a few scenarios for your friends and colleagues where you ask them to find XYZ white paper and request to download it, or find XYZ product and then submit an inquiry about it, or add product ABC to the shopping cart,” she says. “Don’t give them any hints on where to find the information or which page it is on. Simply stand back and observe as they start the experience from your home page.”

Make notes on where they look for the requested information, whether they can find their way through the search tools or the navigation on your site, and whether they get confused by the task. Be aware that if the task takes more than a minute or two to perform successfully, you’ll start losing people.

“Many times, just running a few informal user tests can help you uncover potential issue areas of your website that can be modified or enhanced to help users find what they need, quicker, which ultimately improves conversion and makes your site perform better,” Presseau says.

Business Growth and Social Media

If you’re looking for a place to focus your business growth efforts, try social media.

Word-of-mouth marketing has received a technology makeover, and it’s called social media. Hands down, it’s the most powerful tool that any business owner can use to engage customers and drive revenue growth. But here’s the rub. Even though small business owners understand how important social media is to their success, for the most part it’s still a theoretical understanding. They’re not taking advantage of social media’s full potential. So says Steven D. Strauss, small business expert and author of “The Small Business Bible.”

Staples recently released the results of its Small Business and Social Media Study. As Strauss notes in an article at Small Business Computing, given the marketing choice of a Facebook page with 2 million active fans, a Super Bowl ad or a celebrity endorsement, the number one pick among those surveyed was the Facebook page (41 percent).

So while 41 percent wish to win the Facebook marketing lottery, 53 percent struggle to use social media effectively. The good news is that of those who do use social media and track their ROI (return on investment), 76 percent of those small businesses who took part in the survey say they saw a positive return on their social media efforts.

(MORE: The First Step to Real Growth)

Join the Conversation

Strauss points out that today word-of-mouth consists of shares, likes and retweets. Small business owners can’t afford to ignore social media—it drives traffic, growth and revenue. Instead, he offers these tips on how to join the conversation.

1. Start Small

A common small business complaint: they’re overwhelmed at the thought of mounting a marketing presence on a multitude of social media platforms.  So don’t. Run a poll on your website and find out where your customers congregate: Facebook, Pintrest, LinkedIn, Twitter—or maybe even YouTube. Pick one, and focus on it until you’ve mastered that platform. Then, if your customer base warrants it, you can consider expanding to another platform.

2. Meet the Millennials

While anyone can master social media, there’s no question that it’s second nature to the Internet generation. Consider taking advantage of that innate skill set, and tap a younger employee to be your social media intern. “Don’t put them totally in charge of it,” says Strauss. Rather, give them the tools and the go ahead to get the job done, but be sure to oversee their efforts.

3. Mind the Metrics

While social media marketing is one of the most affordable ways to build your business, don’t forget to track your efforts and keep tabs on what your get back on your investment—of both money and time. Common metrics include likes, shares and followers, but remember, all of those social interactions “should be making you more money,” says Strauss. If you’re not getting results—revenues aren’t going up, or worse yet, they’re dropping—it means that you’re not engaging effectively and it’s time to reassess your methods and try a new social approach.

(MORE: Prepare to Impress Investors)

4. Converse, Don’t Advertise

Social media is not a 24-hour broadcast channel, so don’t use it to blast news and updates about your business. Strauss suggests using the 80/20 rule to keep the focus on your customers. “Eighty percent of your tweets or posts should be about them,” he says. The other 20 percent can be about your business, but—and this is essential—make sure it’s worthwhile content that your customers will want to share. Think e-books, videos or contests. Your goal is to provide content that creates positive word-of-mouth online.

Lauren Simonds is the managing editor of Small Business Computing. Follow Lauren on Twitter.

Adapted from Small Business Quick Guide to Social Media, by Pedro Hernandez at Small Business Computing. Follow Small Business Computing on Twitter.

Read more: http://business.time.com/2013/06/28/business-growth-and-social-media/#ixzz2XwdAf8Vf

影响市场的第三势力

　吴现广

　　按经济规模计算，2万多家国际非政府组织（NGO）就有1.3兆亿美元的影响力。这还是霍普金斯大学15年前的统计。它超过了当时中国的GDP。如果把各个国家国内的非营利组织（NPO）也计算在内，那么它们经济活动的总和可以跻身全球十大经济体行列。

　　在NGO/NPO最活跃的美国和加拿大，它们雇用了大约8%的劳工，贡献7%的GDP。政府机构、商业企业、公益组织已经形成经济上三分天下的格局。与前两者相比，NGO/NPO倍速增长。形式上，它们也早已超出传统的慈善救助，并开始直接影响从医药、农业到能源、教育各个行业发展的业态。

　　进入21世纪，它们拥有的“理想资源”吸引着全世界所有的政府和企业。对这种新兴的社会力量，中国企业还未形成系统的合作策略。

　　二十一世纪最稀缺的资源：

　　理想与愿望

　　自开始起，NGO/NPO就善于汲取人们的心性资源。我们熟悉的有国际红十字会，它是瑞士慈善家杜南（Henri Dunant）在1863年创立，用以救助战争中受伤的士兵。到了21世纪，NGO/NPO已经进入社会的各个方面，但依赖志愿者的理想愿望和心性资源这个原则从来没有改变。维基基金会是人类历史上最大的知识组织，它每个月用285种语言为4.7亿使用者免费提供2300万篇文章。完成如此宏大的项目，它依靠的是10万自愿者充满热忱的贡献。BRAC（早先的孟加拉农村发展委员会）向超过1亿人提供自我发展的小微贷款。多年来，它从全球汇集了50亿美元的捐助。

　　这种心性愿望资源正通过NGO/NPO这样的“理想组织”形式影响全世界。非政府组织谷神星联盟（CERES）130个会员组织掌握了11兆亿美元的投资和资产（超过中国2012年的GDP）。它致力于推动可持续发展模式，影响全球各国的能源和环境政策。20多年来，位于澳大利亚的坎比阿（Cambia）持续倡导创新公开、知识公开、版权公开。在众多有影响力的基金会支持下，它已经成为技术标准行业一个不可忽视的社会力量。

　　NGO这种“理想组织”活动最有新闻效果的表现莫过于去年流行全球的“占领华尔街”运动。欧美每个大城市的金融区都汇集了一群对资本垄断势力深恶痛绝的人士。他们自发组织起来，安营扎寨，长期示威，着实让商业金融机构认识到零散的意愿积聚起来后的冲击力。

　　商业市场动员的原动力来自欲望和需求，国家政府动员能力根植于保护和剥夺，非营利组织的驱动力源(600405,股吧)自参与者的理想和愿望。在全球化经济和社交网络技术的武装下，原先零星的个人愿望可以通过NGO/NPO汇涓成流。志愿者的理想与愿望也成为这些组织最大的资源和左右社会的支点。

　　经济全球化的另外一个后果是生产能力过剩。一家跨国汽车企业能让全世界每户门口停一辆车，一个中国的鞋类生产基地可以为70亿人提供四季的鞋。当产品的功能价值充分满足后，优质心理感受价值属于那些懂得创造新的消费理由的企业。它们擅长和NGO/NPO联盟，采集利用那独特的理想与愿望资源。

　　采集“理想资源”的策略

　　马斯洛逝世后，人们从他的未定稿中看到“第六项需求”：理想化的需求。在“自我实现”的第五需要之上，社会的人有追求共同理想的自然需要。NGO/NPO组织的单纯价值观和志愿行为成为“理想活动”的最佳载体。如今，做慈善的商业企业越来越多，但会通其中规律，把慈善、企业社会责任和商业策略有机结合的企业家却很少。

　　我曾经就读的南加州大学紧邻洛杉矶治安最糟糕的社区。长期以来，名校与“恶区”之间格格不入，学生受侵扰，校区被涂鸦。沈伯（Sample）校长上任后，学校全面推进“社区和谐”策略。从雇用当地人做起，为本区学生提供奖学金，还有邀请本区青少年参加夏令营，观看橄榄球队训练等一系列亲善活动。20年来，南加州大学不仅保持“富有社会责任组织”的声誉，而且让周边社区把学校当作友善的一分子。愿望改变观点，影响行为，进而为学校创造了相对安全的社会生态。

　　星巴克咖啡的创始人舒尔兹也深得社会生态的规律。星巴克从社会关系的角度与非营利组织合作，倡导保护中小咖啡豆种植园，推动环保的种植方式。这些注重“社会关系”建设的做法看起来会增加成本，但与公司“关系营销”的策略完全一致。只有购买它的咖啡的时候，有心人才意识到“忽视成本，讲求关系”自然成为说服消费者接受它高价咖啡的潜意识理由。

　　受理想和愿望正面刺激和影响的潜意识左右着消费者的购买行为。懂得这个原理的企业积极与相对应的公益组织合作，力求商业策略和慈善活动的一致与整合。

　　当“崇高”全球化之后

　　在社会概念领先企业推动下，“理想消费”已经成为商品内置价值的一部分。结合产品功能，设计“崇高理想”能力也演变为这类企业的新的核心竞争力。当“崇高”全球化的时候，不强调价值观的企业经常被认为生产“低劣”产品。这已经成为中国出口产品企业的新郁闷。从玩具到通讯设备，竞争已经从生产质量、设计体验升级演变到“环境责任”和“社会价值观”。

　　一方面，国际竞争企业刻意利用全球消费意识的升华和转型，搞“崇高”竞争；另一方面，普通消费者理想需要和价值愿望也在全面改变。代表理想化需要的一些核心概念，责任、关爱、和平、可持续，已经成为不同行业商业意识形态的基本话语。中国企业必须认识到，新一轮国际竞争已经超越了简单的产品性能比较，它最终落在“商业意识形态”的竞争。至此，NGO/NPO就成为必不可少的同盟军。企业必须将与公益组织合作的管理融入日常的生产和营销活动中。策略管理NGO/NPO的“理想与愿望”资源可以从下面的步骤开始。

　　厘清本分与本源。食品企业只要做有助健康的慈善活动就是坚守本分。电子企业为贫困学童送电脑、铺宽带的同时也就是在培育下一代客户。那一定是保本开源的善行。

　　坚守诚心与正义。只要符合本分与本源，就不必在意社会公益活动对具体商业的帮助和回报。实践理想的价值如磁悬浮列车与轨道，只能行于其上，不可落入其中，切忌公益与利润的对价和兑现关系。

　　培养“理想工作者”。企业员工是“理想工作者”最佳的候选人。公益活动的价值观、行为方式和管理过程与企业日常的生产活动都有本质区别。生产的好手不一定是公益的楷模，同理，热忱公益的员工不必是生产的骨干。

　　二十世纪最后10年中，全球公益组织的数量翻了五番。政府组织、商业组织和NGO/NPO为代表的理想组织三分市场的大势已成。因此，追求国际行业话语权的中国企业必须系统建立与全球公益组织合作的新策略。（作者为加拿大莱桥大学管理学院副教授、复旦大学管理学院EMBA特聘教授

“自媒体”就是知识精英商业化

某一个冬夜，网友“花总丢了金箍棒”把我拉出来宵夜。此人因鉴表反腐成为公众人物，那时节他刚好开发了一个独立APP，投放于苹果和安卓的软件市场。下载量不小，可能远超一些创业团队。那次聊天，我第一次听人认真讲“自媒体”。花总说，微博红人都可以做一个APP，比如“作业本”，然后看能不能靠广告赢利。事实上，当时已经有不少广告主跟花总暗送秋波，意味着“自媒体”已经有商业模式了

 

几个月后，科技评论员程苓峰正式开卖“自媒体”广告。此时，微信公众平台已然大火，自媒体发布成本降低，连开发APP的成本都省去了。程的发布平台，无论博客、微博、微信，全部都是免费的，在这些平台上，他拥有至少5万的活跃读者，这个数量已经超过很多杂志了。而一天一万的广告价格，仍然吸引了不少科技界广告主。

微信也把传统媒体人搅得心猿意马。到2月底，一些媒体同行们，也开始和我讨论，办一个自媒体怎么样？其实“自媒体”的概念本身不新，早在博客兴起时，已经蓬勃发展。如今进入微时代。微博和微信取代了博客，成为覆盖面更广、活跃度更高的传播渠道。内容提供者根本不需要报纸、电视台作为发言的平台，他们可以在“两微”上迅速找到自己的读者。

从内容生产者的角度来看，自媒体的优势在于，发布流程短、工作效率高、言论空间稍大。知识精英往往拥有较强的自我把关能力，且经过网络舆论平台的洗礼，所以这方面没有太大问题。

上述三个优势，当然是以思考为业的知识分子求之不得的状态。如果掂量一下，在微博上有10万左右粉丝的知识精英，基本都够格玩一下。而大众用户获得的产品，基本就是一条推送到你手机上的微信、一条图片制作的长微博。用户需求摆在那，只要你内容牛，粉丝会咣咣的涨，因为他们对好的内容仍有需求，何况还是免费的。

但自媒体不是慈善事业，是一门生意，究其本质，不过是知识精英商业化。自媒体的未来，取决于商业模式。目前看来，已经有比较成型的商业模式在支撑自媒体的发展

第一种，自然是广告。在细分市场，如科技、时尚、高尔夫、古玩，这些玩家都有特定的用户需求，如果能够获取海量用户，广告就是一个不错的变现方式。花总和程苓峰的读者都非常清晰，有广告价值。

第二种，是内容的二次开发，比如印刷成书拿版税。李承鹏的新书热销，就与其微博的影响力有直接关系。花总、作业本等微博红人，也都在写书。

第三种，是线下的活动，比如讲座与咨询。这要求作者本人有较高的学术修养，以及出众的口才，要求高，但变现也快。我有朋友是这种玩法，据说比以前做杂志主编还忙，当然收入也不菲。

总而言之，自媒体并不是新鲜事物，只不过是两微（微博、微信）流行之后，一些知识精英影响力得到更大的释放。而其商业模式，依然是传统媒体的复制，并不新鲜。从商业角度而言，也不是一个可以上市的大生意。“自媒体”这个概念的流行，社会价值更大。越来越多的知识精英可以通过内容打造个人影响力，并以此变现，过上独立而体面的生活，并专注于内容的生产和研究。这自然是极好的。

Promote Your Business with Press Releases

Press releases can be a great way to promote your business. They can get your name in the media, improve your search ranking and send you traffic, all without costing you a lot of time or money.

They may not land you on the pages of Time or other national media outlets, but a press release can get you on aggregators like Google News and Yahoo News, and a good one will increase your odds of landing in a publication that’s targeted toward your industry and customers.

Press releases should contain “substantive, timely and relevant information, not thinly veiled advertising,” advises Maryalene LaPonsie at Small Business Computing. They could be about new product launches, events, business milestones, or opinions about major trends in your industry.

Press releases should be well written and professional. If you can avoid jargon and explain the value of your product or service in easily understandable terms, even better. Include contact information so journalists and consumers can reach you, and include a link to your website.

Once you’ve drafted a good press release, you can distribute it via services like 

PR Newswire, Business Wire, PRWeb and eReleases, among others. 

Post it on your website and share the link through your social media accounts and email newsletters. Send it to journalists who cover your industry and offer to help them with any stories on your release or similar topics. With the right message, you could win customers and turn yourself into an expert in the process.

Read more: http://business.time.com/2013/03/07/promote-your-business-with-press-releases/#ixzz2N25jIQWG

Top 10 Sales Trends for 2013

by Steve W. Martin

What are the top business-to-business sales trends for 2013?

Here's my list based upon my experience of studying some of the world's best sales organizations this past year.

1. Sales Force Behavior "Modeling"

Models are verbal descriptions and visual representations of how systems work and processes flow. Models enable repeatable and predictable experiences. More organizations will study their top salespeople in 2013 to understand how they formulate their winning account strategies based upon customer politics, evaluator psychology, and the human nature of executive decision makers that are unique to winning every account.

2. Win-Loss Analysis Studies

All companies and their salespeople are well versed on the logical arguments for selecting their product. However, the decision to make a major purchase is also influenced by internal politics, how the decision-makers receive information along with individual biases and personal desires. Unfortunately many companies don't perform any type of win-loss analysis so they don't understand their customers in these regards. Because of the economy and relentless competition, 2013 will be the year that many companies have to re-discover the lost art of win-loss analysis.

3. Emphasis on Language-Based Interactions

While proponents of the consultative, relationship, and challenger-based sales approaches will continue to argue the merits of their respective philosophies, there is one thing everyone can agree on. For 2013, it's not only what you say, but equally important, how you say it. Sales linguistics is the new field of study about how customers and salespeople use and interpret language during the decision making process. If you are in sales, you make your living by talking. You need to study language and perfect your use of words because your most important competitive weapon is your mouth.

4. Sales Force Verticalization

A "specialist" beats a "generalist" every time. Closely related to Sales Linguistics is the accelerated trend of sales force language specialization based upon the following strategies:

Industry verticalization focus (finance, government, retail, etc.) to promote domain expertise.
Technical application segmented by the different solutions the company offers to promote extremely deep technical knowledge.
Business process improvement as opposed to the recitation of standard "generic" product features and functions to customers.

5. Sales Process Ineffectiveness Many companies have realized that their sales didn't increase even after spending a great deal of money and effort implementing a sales process methodology. The reason for this is because the "black hole" of the sales process is what happens during and at the close of sales calls. Today more than ever, it's the personal interactions with prospective customers that determines winners from losers, not the internal processes of the sales organization. In 2013 more companies will be studying and categorizing these customer interactions so they can improve sales force effectiveness.

6. Organizational Buying Psychology

If you are involved in selling enterprise solutions, you already know the importance of understanding the inner workings of the various departments within the prospective customer's company. Your solution might be purchased by the information technology department and used by accounting and human resources. Therefore, it's critical to map out the interrelationships of the departments within an organization. The essence of successful enterprise sales is understanding not only who to sell to, but how to craft a message that appeals to various departmental constituents. Understanding organizational buying psychology becomes an even more critical topic in 2013.

7. No Decision as the Main Competitor

For sales forces involved with large capital expenditure sales cycles, never before has the mantra "Call High or Die" been so true. Salespeople must reach C-level executive decision makers early in the sales process because the default for organizations today is to maintain the status quo and delay every major purchase.

8. "Intelligent" Territory Management

Salespeople who have to manage hundreds of accounts and vast geographic territories face the perennial problem of where to spend their most precious resource, which is their time. Perhaps the most important "Big Data" application within sales will be the analytics that predict which prospective net-new customers should be called upon and what installed base accounts are most likely to buy next. As opposed to salespeople creating their own action plan for the day's activities, more intelligent territory management systems will direct them to call on certain accounts and prospects in 2013.

9. Technology Fatigue

While technology has profoundly improved the effectiveness of salespeople, there is an interesting trend that has been growing over the past couple of years and will only get worse. Salespeople today are always available to customers via their cell phones, constantly receiving a gargantuan stream of e-mail information, and every account update they make in Salesforce.com is broadcast to sales management. Many long time salespeople are suffering from "Technology Fatigue" and complain they are burning themselves out.

10. Continued Migration from Field to Phone

One final trend that bears mentioning is the accelerated move from field-based sales to phone-based internet sales. Many companies have quickly transitioned the majority of their field reps to be almost exclusively phone based. Therefore, these reps must now be able to create winning relationships with their voices as opposed to how they sold in the past with their physical presence. Understanding and mastering the art of persuasion will become even more important for all salespeople in 2013.


STEVE W. MARTIN
Steve W. Martin teaches sales strategy at the USC Marshall School of Business. 

His new book is titled Heavy Hitter Sales Linguistics: 101 Advanced Sales Call Strategies for Senior Salespeople.

業務銷售應該是一種藝術還是科學?

Ice to the Eskimos

Can the dubious art of selling become more scientific?

Apr 7th 2012 | from the print edition

 

 

Sales Growth: Five Proven Strategies from the World's Sales Leaders. By Thomas Baumgartner, Homayoun Hatami and Jon Vander Ark. Wiley; 236 pages $40 and £26.99. Buy from Amazon.com, Amazon.co.uk

The Art of the Sale: Learning from the Masters about the Business of Life. By Philip Delves Broughton. Penguin Press; 279 pages; $27.95. To be published in Britain in May as “Life's a Pitch: What the World's Best Sales People Can Teach Us All” by Portfolio; £12.99. Buy from Amazon.com, Amazon.co.uk

WITHOUT sales companies would not exist. So it is curious that departments such as strategy or marketing are endlessly analysed by theorists whereas the front-line of business is often ignored. Marc Benioff, founder of salesforce.com, a provider of online services to salespeople, complains that sales are largely ignored by business schools and hardly even considered a management subject. Two new books, both of which cite Mr Benioff's thoughts on sales, are now trying to put that right.

The rise of the internet means that sales are changing. Customers bone up about prices online and are less likely to fall for a seductive pitch. There are still often huge differences in the performance of sales forces both within and between companies. Many Western corporate bosses are trying to turn sales from an art into more of a science. Entrepreneurial salesmen, doing whatever it takes to reach their numbers, can now be tracked and controlled. “Sales Growth: Five Proven Strategies from the World's Sales Leaders”, by three McKinsey consultants, belongs in the selling-as-science school.

The book argues that data, process management and outsourcing can do as much for sales departments as for other areas of the corporation. Firms should not hesitate to re-engineer their peddlers. They should create sales “factories” where sales teams are ministered to by support people from other disciplines, and equip them with computing devices rather than briefcases. Companies still have plenty of Willy Lomans not selling much. They should seek to standardise performance by finding out what the best salespeople do and making sure everyone applies the same techniques (which sounds obvious, but not many people do it).

In emerging markets, on the other hand, selling is still personal—and old-fashioned. So companies that are trying to bring more science to sales at home will still need to master what some call the “steak-and-a-show” method when entering new markets. Industrial sales in China, especially, depend on long, close relationships between salespeople and customers.

Philip Delves Broughton is a British Harvard Business School graduate and author of “The Art of the Sale”, a descriptive account of the selling business rather than a call to science. One of the characters he writes about is Robert McMurry, an industrial psychologist who wrote an influential study of salesmanship in 1961. It said that the prime drivers of salesmen are greed, hostility and immaturity.
Like Mr McMurry, the author is a believer in human skill of selling. He recounts how Seddik Belyamani, the Moroccan-born former head of airline sales for Boeing, nicknamed “the $30 billion man”, once woke up the firm's chief executive, Alan Mulally, in the dead of night to impress a customer who was backing off a purchase. The McKinsey consultants' book offers good advice about tightening up the selling science, but as Mr Delves Broughton likes to point out, today the field is dominated not by the likes of McKinsey but by selling gurus such as Jeffrey Gitomer.

Being a salesman in the internet age is getting harder. Sales forces are being cut and replaced with technology, and the job is losing its appeal. The popularity of the title “sales associate” on LinkedIn, an online network, has fallen dramatically in the past four years. BMW's boss in America, Ludwig Willisch, admitted to the authors of the McKinsey book that it is hard to persuade people to go into sales these days. As Frank Pacetta, a former Xerox salesman described by Mr Delves Broughton, said, “when you're in sales…it's lonely and it's a war.” These two books, which finally give the field some proper attention, are long overdue.

from the print edition | Business books quarterly

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Boost Your Business with an Alliance: As a small business, you don’t have an unlimited marketing and advertising budget, so you’re probably not reaching all the customers or markets you could. That’s where an alliance with a partner can help. We’re not talking joint ventures or formal partnerships, but less formal relationships that can benefit both parties. Let’s say you’re a real estate agent; an alliance with a moving company would make a lot of sense. Ask your customers who else they do business with; you might be able to find a natural partner that way. You may also be able to get an introduction from a current client, or at least drop their name as an icebreaker. Once you’ve settled on an alliance partner, you need to put expectations in writing. Are you offering a package deal, say at a discounted rate, or are you simply referring clients to each other?  And keep communicating with your partner to make the most of your relationship. Adapted from Boost Your Customer Base & Sales with Business Alliances by Maryalene LaPonsie at Small Business Computing.