文本編輯 | 鄭穎

視覺設(shè)計 | 陸志強

本文為技企學(xué)社原創(chuàng)文章

Harness Customer Networks

利用客戶網(wǎng)絡(luò)

When he joined Life Church in Oklahoma as a pastor, Bobby Gruenewald was only two years out of college, but he had already built and sold two Web-based businesses, including an online community for fans of professional wrestling. At Life Church, he focused on a community of a different kind. He was brought on as Innovation Leader to help the three-year-old evangelical church find new ways to reach a contemporary audience and engage them in Christianity.

當(dāng)Bobby Gruenewald 加入俄克拉荷馬州的生命教會擔(dān)任牧師時，他剛大學(xué)畢業(yè)兩年，但是已經(jīng)建立并出售了兩家網(wǎng)絡(luò)企業(yè)。在生命教會中，他專注于一個別樣的社區(qū)。Gruenewald被任命為創(chuàng)新領(lǐng)袖，協(xié)助成立僅三年的福音派教會摸索到吸引當(dāng)受眾的新方法，并讓他們?nèi)谌牖浇獭?/span>

Many churches today use podcasts or streaming broadcasts of their weekly sermons to reach parishioners on their commute, at home, or wherever they can listen. Life Church has gone much further, building a “digital mission” that includes on-demand and live-streaming video services at LifeChurch.tv and a platform of technology tools for other churches to use as well. During the heyday of the Second Life online community, Gruenewald built a virtual church to reach believers in their 3D avatar forms.He has bought Google ads to reach people searching for pornography and steer them to a church experience instead. As he tweeted, “We’ll do anything short of sin 2reach ppl who don’t know Christ. 2reach ppl no one is reaching we’ll do things no one is doing.”

當(dāng)下，在人們通勤期間、家中或者任何能夠收聽的地方，許多教堂都會使用播客或每周布道的流媒體廣播將信息傳達給教區(qū)居民。生命教會如今已獲得突飛猛進的發(fā)展，肩負起"數(shù)字使命"，其中包括LifeChurch.tv以及一個其他教會同樣會使用的技術(shù)平臺都要提供點播和直播視頻服務(wù)。在Second Life在線社區(qū)的鼎盛時期，Gruenewald建立了一個虛擬教堂，以3D的形式展現(xiàn)給信徒。他購買了谷歌的廣告，利用廣告來引導(dǎo)搜索色情內(nèi)容的人去教堂參與體驗。正如他在推特上所說的，"除了做犯罪的事之外，我們將竭盡全力地影響那些不了解基督的人。我們將敢為天下先，去影響那些無視的人們。"

Gruenewald’s biggest impact, though, may be in creating YouVersion,the world’s most popular Bible app for smartphones. With more than 168 million downloads, the app rivals some of the biggest mobile games and social networks. YouVersion allows users to read the Bible in over 700 languages, from Eastern Arctic Inukitut to Hawaiian English Creole;it is the only mobile app in the world that includes such obscure languages as Bolivian Guarani. Within a given language, there are numerous translations, including 30 versions in English—from the King James Bible, to the New International, to the ultramodern “The Message.” Readers can pick and choose a translation, search for any passage or phrase, and highlight,bookmark, and share what they are reading with others. Readers share more than a hundred thousand verses a day, directly from the app. User Jen Sears, a human resources manager in Oklahoma City, says that when she wants to pray, she now reaches for her mobile phone. Since she installed YouVersion, she says, “I have my print Bible sitting on my dresser at home, but it hasn’t moved.”

不過，Gruenewald最大的影響可能是開發(fā)了YouVersion，這是智能手機端，全球最受歡迎的《圣經(jīng)》應(yīng)用。下載量超1.68億次的YouVersion可以和一些大型手機游戲和社交網(wǎng)絡(luò)同臺競技。YouVersion已經(jīng)將《圣經(jīng)》翻譯成700多種語言，從北極東部的因紐特語到夏威夷英語克里奧爾語都涵蓋在內(nèi)；它是世界上唯一包含玻利維亞瓜拉尼語等晦澀語言的手機應(yīng)用程序。在特定的語言中，有無數(shù)種翻譯，英文譯本就有《欽定版圣經(jīng)》、《新國際》，再到超現(xiàn)代的《訊息》等30個版本。讀者可以挑選一種翻譯，找尋任何的段落、短語、亮點，將其標記下來并把正在閱讀的內(nèi)容分享給他人。讀者每天從應(yīng)用里直接分享10多萬首詩。用戶Jen Sears是俄克拉荷馬城的一名人力資源經(jīng)理，她說，當(dāng)想要祈禱的時候，她會拿出手機。自從安裝了YouVersion，她表示:"我已經(jīng)把印刷版本的《圣經(jīng)》放在了家里的梳妝臺上，并且再也沒有觸碰過它。"

Every Sunday, screens are aglow in the hands of parishioners at nearly 2,000 churches that use YouVersion to conduct their services. As ministers preach, LifeChurch.tv’s servers track 600,000 requests per minute and register which verses are most popular in different communities. That helps Life Church choose the daily Bible verse that is sent out to all 168 million users of the app. Other preachers, from megachurch founder Rick Warren to Reverend Billy Graham, use YouVersion to distribute their own custom reading plans to followers anywhere around the world. Geoff Dennis, one of the publishers whose translation appears on YouVersion, says, “They have defined what it means to access God’s word on a mobile device.”

每周日，在近2000個使用YouVersion進行服務(wù)的教堂里，教區(qū)居民手中的屏幕都在發(fā)光。作為牧師布道，LifeChurch.tv的服務(wù)器每分鐘跟蹤60萬次請求，并記錄不同社區(qū)最流行的詩句。這幫助生命教會為1.68億用戶選擇每日經(jīng)文。其他的牧師，從Megachurch的創(chuàng)始人Rick Warren到Billy Graham牧師，都在使用YouVersion向世界各地的追隨者們傳達他們自己的定制閱讀計劃。"Geoff Dennis，YouVersion"上的一位譯文出版商，他表示：“他們已經(jīng)定義了在移動設(shè)備上使用上帝的話語意味著什么?！?/p>

Rethinking Customers

重新思考客戶

On-demand, customizable, connected, shareable—the same qualities that LifeChurch.tv offers to engage its digital-age parishioners are what customers seek from every business today.

按需、定制、連接、共享——LifeChurch.tv為數(shù)字時代的教區(qū)居民所提供的同等品質(zhì)正是當(dāng)今客戶想從各個企業(yè)那里得到的東西。

As we begin to build our playbook for digital transformation, the first domain of strategy that we need to rethink is customers. Customers have always been essential to every business as the buyers of goods and services.In order to grow, companies have targeted them with mass-marketing tools designed to reach, inform, motivate, and persuade them to buy. But in the digital age, the relationship of customers to businesses is changing dramatically .

當(dāng)開始構(gòu)建數(shù)字化轉(zhuǎn)型手冊時，我們需要重新思考的第一個戰(zhàn)略領(lǐng)域便是客戶?？蛻糇鳛樯唐泛头?wù)的購買者，對每個企業(yè)來說都是必不可少的。為了實現(xiàn)增長，各公司設(shè)計了大眾營銷工具，以影響、告知、激勵和說服客戶購買。但是在數(shù)字化時代，客戶與企業(yè)的關(guān)系正在發(fā)生巨大變化。

Another industry where this changed relationship is crystal clear is the music business. Not long ago, the only role of the customer was to buy a copy of the latest product (a CD or an LP). To sell their products, record labels relied on a few mass channels for promotion (radio airplay, MTV) and distribution (chain record stores, Walmart). Today, customers expect to listen to any song at any time, streaming from a variety of services on a variety of devices. They discover music through search engines, social media, and the recommendations of both friends and algorithms. Musicians may skip the record label and go directly to the customers themselves. They ask customers to help fundraise for an album before it is even recorded, to share it on their playlists, and to connect their favorite bands to peers in their social networks.

另一個發(fā)生明顯變化的行業(yè)是音樂行業(yè)。不久前，客戶的唯一角色是購買最新的產(chǎn)品（CD或LP）。為了銷售他們的產(chǎn)品，唱片公司依靠一些大眾渠道進行宣傳（比如電臺播放，音樂電視）和分銷（連鎖唱片店，沃爾瑪）。如今，客戶希望在各種設(shè)備上的各種服務(wù)中隨時都能收聽到任意歌曲。他們通過搜索引擎、社交媒體以及朋友和算法的推薦來發(fā)現(xiàn)音樂。音樂人可能會跳過唱片公司，直接去找客戶本人。他們甚至在錄制唱片之前就要求客戶幫助籌資，從而能在在他們的播放列表上分享，并將他們喜愛的樂隊與其社交網(wǎng)絡(luò)中的同伴聯(lián)系起來。

Customers in the digital age are not passive consumers but nodes within dynamic networks—interacting and shaping brands, markets, and each other. Businesses need to recognize this new reality and treat customers accordingly. They need to understand how customer networks are redefining the marketing funnel, reshaping customers’ path to purchase,and opening up new ways to co-create value with customers. Businesses need to understand the five core behaviors—access, engage, customize,connect, and collaborate—that drive customers in their digital experiences and interactions. And they need to leverage these behaviors to invent new communications, products, or experiences that add value to both sides of the business-customer relationship.

數(shù)字時代的客戶不是被動的消費者，而是動態(tài)網(wǎng)絡(luò)中的節(jié)點——能互動并塑造品牌、市場以及彼此。企業(yè)需要認識到這一新的現(xiàn)實，并相應(yīng)地對待客戶。他們需要了解客戶網(wǎng)絡(luò)如何重新定義營銷漏斗？如何重塑客戶的購買路徑？以及如何開辟與客戶共創(chuàng)價值的新途徑？企業(yè)需要了解五個核心行為—訪問、參與、自定義、連接和協(xié)作—從而推動客戶的數(shù)字體驗和互動。他們需要利用這些行為來發(fā)明新的通信、產(chǎn)品或為業(yè)務(wù)-客戶關(guān)系雙方增加價值的經(jīng)驗。

This chapter explores how and why the relationship to customers is changing in every industry and what the challenges are for enterprises that developed in the mass-media era. It presents a framework for understanding customers’ networked behaviors and motivations. And it introduces the Customer Network Strategy Generator, an ideation tool for developing breakthrough strategies to engage your networked customers and achieve specific business objectives.

本章探討了在每個行業(yè)中，與客戶的關(guān)系發(fā)生變化的方式和原因，以及在大眾傳媒時代，企業(yè)的挑戰(zhàn)是什么。這為理解客戶的網(wǎng)絡(luò)行為和動機提供了框架。本章還介紹了客戶網(wǎng)絡(luò)戰(zhàn)略生成器，這是一種構(gòu)思工具，可用于開發(fā)突破性戰(zhàn)略，以吸引網(wǎng)絡(luò)客戶并實現(xiàn)特定的業(yè)務(wù)目標。

Let’s start by looking more closely at how and why the relationship of customers to businesses is changing so fundamentally.

讓我們以更雪亮的眼光看看客戶與企業(yè)之間的關(guān)系到底如何以及為什么發(fā)生了如此根本性的變化。

The Customer Network Paradigm

客戶網(wǎng)絡(luò)范例

Today, customers’ behavior—how they find, access, use, share, and influence the products, services, and brands in their lives—is radically different than in the era in which modern business practices arose.

如今，客戶的行為——他們?nèi)绾卧谏钪袑ふ?、訪問、使用、分享和影響產(chǎn)品、服務(wù)和品牌——與現(xiàn)代商業(yè)實踐興起的時代有著根本的不同。

In the twentieth century, businesses of all kinds were built on a mass-market model (see figure 2.1). In this paradigm, customers are passive and are considered in aggregate. Their only significant role is to either purchase or not purchase, and companies seek to identify the product or service that will suit the needs of as many potential customers as possible. Mass media and mass production are used to deliver and promote a company’s offerings to as many customers as possible. Success in the mass-market model hinges on efficiencies of scale. And for decades, it worked! Throughout the twentieth century, this approach built the world’s largest and most successful companies.

在二十世紀，各個企業(yè)都是建立在大眾市場模式之上的。在這種模式中，客戶是被動的，并被綜合考慮著。他們唯一重大作用是判斷是否購買，與此同時，公司也在尋求著能夠滿足盡量多的潛在顧客需求的產(chǎn)品或服務(wù)。通過大眾媒體和大規(guī)模生產(chǎn)與盡可能多的客戶進行交付以及宣傳公司產(chǎn)品。大眾市場模式的成功取決于規(guī)模效益。幾十年來，它奏效了。在整個二十世紀，這種方法成就了世界上最大和最成功的公司。

Today, however, we are in the midst of a profound shift toward a new paradigm that I call the customer network model . In this model, the firm is still a central actor in the creation and promotion of goods and services. But the new roles of customers create a more complex relationship. No longer are they relegated to a binary role of “buy” or “do not buy.” In the customer network model, current and potential customers have access to a wide variety of digital platforms that allow them to interact, publish, broadcast, and innovate—and thereby shape brands,reputations, and markets. Customers are just as likely to connect with and influence each other as they are to be influenced by the direct communications from a firm. Borrowing from the rich theories of network science (which date back to eighteenth-century mathematics and have been applied to model the spread of language and disease and the structures of railroads and nervous systems), we can see customers as nodes in a network, linked together digitally by various tools and platforms and interacting dynamically.

然而，如今，我們正向一種可稱為客戶網(wǎng)絡(luò)模式的新范式的深刻轉(zhuǎn)型之中。在這一模式中，企業(yè)仍然是創(chuàng)造和促進商品和服務(wù)的核心角色。但客戶的新角色帶來了更復(fù)雜的關(guān)系。他們不再被降級為"購買"或"不購買"的二元角色。在客戶網(wǎng)絡(luò)模型中，當(dāng)前客戶和潛在客戶可以接觸各式數(shù)字平臺，使得他們得以互相影響、出版、傳播和創(chuàng)新——從而實現(xiàn)對品牌、聲譽和市場的塑造。客戶之間相互聯(lián)系和彼此影響的可能性與他們受公司直接通信影響的可能性是一樣的。借鑒網(wǎng)絡(luò)科學(xué)的豐富理論（它可以追溯到18世紀的數(shù)學(xué)并被應(yīng)用于語言和疾病的傳播以及鐵路和神經(jīng)系統(tǒng)的結(jié)構(gòu)的模型中）我們可將客戶視為網(wǎng)絡(luò)中的節(jié)點，通過各種工具和平臺將其數(shù)字化地連接在一起，并進行動態(tài)交互。

In a market defined by customer networks, the roles of companies are dramatically different as well. Yes, the firm is still the greatest single engine for innovation of products and services, and still the steward of its brand and reputation. But while delivering value outward to customers and communicating to them, the firm also needs to engage with its customer net-work. It needs to listen in, observe the customers’ networked interactions,and understand their perceptions, responses, and unmet needs. It needs to identify and nurture those customers who may become brand champions,

evangelists, marketing partners, or cocreators of value with the firm.

在一個由客戶網(wǎng)絡(luò)定義的市場中，各公司的角色也截然不同。當(dāng)然，公司依然是產(chǎn)品和服務(wù)創(chuàng)新的最大引擎，同樣，它也仍舊是品牌和聲譽的管理者。但是，在向客戶傳遞價值時，公司還要與其客戶網(wǎng)絡(luò)建立聯(lián)系。IT需要監(jiān)聽、觀察客戶的網(wǎng)絡(luò)互動，并對他們的看法、反應(yīng)和未能滿足的需求了如指掌。這需要辨別和培養(yǎng)出那些可能成為品牌擁護者、布道者、營銷伙伴或與公司共創(chuàng)價值的人。

One of the main points in the model of customer networks is that a“customer” can be any key constituency that the organization serves and relies on. Customers may be end consumers purchasing a product or businesses purchasing professional services. For a nonprofit, they may be donors or grassroots volunteers. In many cases, it is important to look at a range of interconnected constituencies that are all within an organization’s customer network: end consumers, business partners, investors, press, government regulators, even employees. All of these types of customers are critical to the business of a firm, and all of them now exhibit dynamic,networked behaviors in relating to the firm and to each other.

客戶網(wǎng)絡(luò)模型的要點之一是，"客戶"可以作為被服務(wù)和依賴的任何關(guān)鍵社群?？蛻艨梢允琴徺I產(chǎn)品的終端客戶，也可以是購買專業(yè)服務(wù)的企業(yè)。對于非營利組織而言，他們可能相當(dāng)于捐贈者或基層志愿者。多數(shù)情況下，要重點關(guān)注客戶網(wǎng)絡(luò)中一系列相互關(guān)聯(lián)的利益群體:終端客戶、商業(yè)伙伴、投資者、媒體、政府監(jiān)管機構(gòu)，甚至雇員。所有這類人群對公司業(yè)務(wù)都是至關(guān)重要的，而且他們都展現(xiàn)出動態(tài)的、與公司和彼此相關(guān)的網(wǎng)絡(luò)化行為。