文本编辑 | 郑颖
视觉设计 | 陆志强
本文为技企学社原创文章
Harness Customer Networks
利用客户网络
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.
当Bobby Gruenewald 加入俄克拉荷马州的生命教会担任牧师时，他刚大学毕业两年，但是已经建立并出售了两家网络企业。在生命教会中，他专注于一个别样的社区。Gruenewald被任命为创新领袖，协助成立仅三年的福音派教会摸索到吸引当受众的新方法，并让他们融入基督教。
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.”
当下，在人们通勤期间、家中或者任何能够收听的地方，许多教堂都会使用播客或每周布道的流媒体广播将信息传达给教区居民。生命教会如今已获得突飞猛进的发展，肩负起"数字使命"，其中包括LifeChurch.tv以及一个其他教会同样会使用的技术平台都要提供点播和直播视频服务。在Second Life在线社区的鼎盛时期，Gruenewald建立了一个虚拟教堂，以3D的形式展现给信徒。他购买了谷歌的广告，利用广告来引导搜索色情内容的人去教堂参与体验。正如他在推特上所说的，"除了做犯罪的事之外，我们将竭尽全力地影响那些不了解基督的人。我们将敢为天下先，去影响那些无视的人们。"
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.”
不过，Gruenewald最大的影响可能是开发了YouVersion，这是智能手机端，全球最受欢迎的《圣经》应用。下载量超1.68亿次的YouVersion可以和一些大型手机游戏和社交网络同台竞技。YouVersion已经将《圣经》翻译成700多种语言，从北极东部的因纽特语到夏威夷英语克里奥尔语都涵盖在内；它是世界上唯一包含玻利维亚瓜拉尼语等晦涩语言的手机应用程序。在特定的语言中，有无数种翻译，英文译本就有《钦定版圣经》、《新国际》，再到超现代的《讯息》等30个版本。读者可以挑选一种翻译，找寻任何的段落、短语、亮点，将其标记下来并把正在阅读的内容分享给他人。读者每天从应用里直接分享10多万首诗。用户Jen Sears是俄克拉荷马城的一名人力资源经理，她说，当想要祈祷的时候，她会拿出手机。自从安装了YouVersion，她表示:"我已经把印刷版本的《圣经》放在了家里的梳妆台上，并且再也没有触碰过它。"
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个使用YouVersion进行服务的教堂里，教区居民手中的屏幕都在发光。作为牧师布道，LifeChurch.tv的服务器每分钟跟踪60万次请求，并记录不同社区最流行的诗句。这帮助生命教会为1.68亿用户选择每日经文。其他的牧师，从Megachurch的创始人Rick Warren到Billy Graham牧师，都在使用YouVersion向世界各地的追随者们传达他们自己的定制阅读计划。"Geoff Dennis，YouVersion"上的一位译文出版商，他表示：“他们已经定义了在移动设备上使用上帝的话语意味着什么。”
Rethinking Customers
重新思考客户
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、连接、共享——LifeChurch.tv为数字时代的教区居民所提供的同等品质正是当今客户想从各个企业那里得到的东西。
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 .
当开始构建数字化转型手册时，我们需要重新思考的第一个战略领域便是客户。客户作为商品和服务的购买者，对每个企业来说都是必不可少的。为了实现增长，各公司设计了大众营销工具，以影响、告知、激励和说服客户购买。但是在数字化时代，客户与企业的关系正在发生巨大变化。
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.
另一个发生明显变化的行业是音乐行业。不久前，客户的唯一角色是购买最新的产品（CD或LP）。为了销售他们的产品，唱片公司依靠一些大众渠道进行宣传（比如电台播放，音乐电视）和分销（连锁唱片店，沃尔玛）。如今，客户希望在各种设备上的各种服务中随时都能收听到任意歌曲。他们通过搜索引擎、社交媒体以及朋友和算法的推荐来发现音乐。音乐人可能会跳过唱片公司，直接去找客户本人。他们甚至在录制唱片之前就要求客户帮助筹资，从而能在在他们的播放列表上分享，并将他们喜爱的乐队与其社交网络中的同伴联系起来。
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.
数字时代的客户不是被动的消费者，而是动态网络中的节点——能互动并塑造品牌、市场以及彼此。企业需要认识到这一新的现实，并相应地对待客户。他们需要了解客户网络如何重新定义营销漏斗？如何重塑客户的购买路径？以及如何开辟与客户共创价值的新途径？企业需要了解五个核心行为—访问、参与、自定义、连接和协作—从而推动客户的数字体验和互动。他们需要利用这些行为来发明新的通信、产品或为业务-客户关系双方增加价值的经验。
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.
本章探讨了在每个行业中，与客户的关系发生变化的方式和原因，以及在大众传媒时代，企业的挑战是什么。这为理解客户的网络行为和动机提供了框架。本章还介绍了客户网络战略生成器，这是一种构思工具，可用于开发突破性战略，以吸引网络客户并实现特定的业务目标。
Let’s start by looking more closely at how and why the relationship of customers to businesses is changing so fundamentally.
让我们以更雪亮的眼光看看客户与企业之间的关系到底如何以及为什么发生了如此根本性的变化。
The Customer Network Paradigm
客户网络范例
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，客户的行为——他们如何在生活中寻找、访问、使用、分享和影响产品、服务和品牌——与现代商业实践兴起的时代有着根本的不同。
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.
在二十世纪，各个企业都是建立在大众市场模式之上的。在这种模式中，客户是被动的，并被综合考虑着。他们唯一重大作用是判断是否购买，与此同时，公司也在寻求着能够满足尽量多的潜在顾客需求的产品或服务。通过大众媒体和大规模生产与尽可能多的客户进行交付以及宣传公司产品。大众市场模式的成功取决于规模效益。几十年来，它奏效了。在整个二十世纪，这种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，我们正向一种可称为客户网络模式的新范式的深刻转型之中。在这一模式中，企业仍然是创造和促进商品和服务的核心角色。但客户的新角色带来了更复杂的关系。他们不再被降级为"购买"或"不购买"的二元角色。在客户网络模型中，当前客户和潜在客户可以接触各式数字平台，使得他们得以互相影响、出版、传播和创新——从而实现对品牌、声誉和市场的塑造。客户之间相互联系和彼此影响的可能性与他们受公司直接通信影响的可能性是一样的。借鉴网络科学的丰富理论（它可以追溯到18世纪的数学并被应用于语言和疾病的传播以及铁路和神经系统的结构的模型中）我们可将客户视为网络中的节点，通过各种工具和平台将其数字化地连接在一起，并进行动态交互。
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.
在一个由客户网络定义的市场中，各公司的角色也截然不同。当然，公司依然是产品和服务创新的最大引擎，同样，它也仍旧是品牌和声誉的管理者。但是，在向客户传递价值时，公司还要与其客户网络建立联系。IT需要监听、观察客户的网络互动，并对他们的看法、反应和未能满足的需求了如指掌。这需要辨别和培养出那些可能成为品牌拥护者、布道者、营销伙伴或与公司共创价值的人。
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.
客户网络模型的要点之一是，"客户"可以作为被服务和依赖的任何关键社群。客户可以是购买产品的终端客户，也可以是购买专业服务的企业。对于非营利组织而言，他们可能相当于捐赠者或基层志愿者。多数情况下，要重点关注客户网络中一系列相互关联的利益群体:终端客户、商业伙伴、投资者、媒体、政府监管机构，甚至雇员。所有这类人群对公司业务都是至关重要的，而且他们都展现出动态的、与公司和彼此相关的网络化行为。
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