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Siêu phẩm Galaxy S9+
28 Jun, 2018
đợi điện thoại đời mới ra, rồi đi mua điện thoại đời cũ
-> thế là đúng ý của họ rồi,
ví dụ dưới đây, những năm 1990, công ty đồ gia dụng Williams-Sonoma tăng gấp đôi doanh số bán máy làm bánh mỳ, bằng đúng thủ thuật như vậy, tung ra dòng máy đời mới hơn :)
đặt 2 máy đứng cạnh nhau, người tiêu dùng sẽ tự nghĩ: 'tôi chẳng cần máy xịn như thế làm gì, như này bla bla là vừa đủ'
-> tưởng là 'người tiêu dùng thông thái', hóa ra đều bị manipulated hết :D
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Imagine that you sell bread-making machines. Your task is complicated by the fact that most people have only a hazy grasp of what a bread-making machine does, let alone the joys and sorrows of owning one.
Nevertheless, there is a simple trick that will help these machines to fly off your shelves: next to what seems to be a perfectly adequate $150 bread-maker, place a $250 bread-maker with a long list of bewildering extra functions. Customers will think to themselves: “I don’t need all that nonsense. The cheaper, simpler bread maker is the better option.” Some of them will buy it, even though they would not have otherwise.
Itamar Simonson, a marketing professor at Stanford University, attests that the kitchenware company Williams-Sonoma doubled their sales of bread-makers in the early 1990s using this sort of technique. Mr Simonson, along with Amos Tversky, one of the fathers of behavioural economics, demonstrated similar preference reversals in a laboratory setting.
Mr Simonson and Tversky showed that when people are wavering between two options, you can change what they choose by offering a third, unattractive option. A $1,000 camera might seem extravagant unless there’s a $5,000 camera sitting next to it. The grande sized cup at Starbucks seems restrained when put next to the venti, a Brobdingnagian vat of flavoured warm milk.
Bài trước: Quá nhanh quá nguy hiểm
Tags: economics
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Marketing sauerkraut // Seth Godin
The story goes that James Cook brought fermented german cabbage with him on a long voyage, an innovative way to combat scurvy (bệnh máu thiếu vitamin c).
He knew that getting his sailors to eat this strange and stinky food was going to be difficult, particularly since scurvy is a long-term problem, not something you want to try to solve after you get it.
His answer was based on recognizing the power of status roles and is widely applicable:
For the first two weeks of the journey, only the captain and the officers were allowed to eat sauerkraut (dưa món của đức).
Demand creation through status roles has a long history, apparently.