Companies are losing control. What happens on Wall Street no longer stays on Wall Street. What happens in Vegas ends up on YouTube. (Laughter) Reputations are volatile. Loyalties are fickle. Management teams seem increasingly disconnected from their staff. (Laughter) A recent survey said that 27 percent of bosses believe their employees are inspired by their firm. However, in the same survey, only four percent of employees agreed. Companies are losing control of their customers and their employees. But are they really?
许多公司正在丧失控制权 发生在华尔街的事 已从华尔街日报上消失 发生在拉斯维加斯的事却荣登YouTube(笑声) 名声和忠诚变得反覆无常 管理层似乎与他们的员工 背道而驰。(笑声) (图中文字:“高盛将有良知的员工关在单独的格子间里办公”洋葱网) 最近一项调查显示,27%的老板觉得 其员工受到了公司的激励 结果呢,同样还是这个调查称 只有4%的员工这么想 许多公司正在失去对 顾客和员工的控制 不过他们真的失去了么?
I'm a marketer, and as a marketer, I know that I've never really been in control. Your brand is what other people say about you when you're not in the room, the saying goes. Hyperconnectivity and transparency allow companies to be in that room now, 24/7. They can listen and join the conversation. In fact, they have more control over the loss of control than ever before. They can design for it. But how?
我是个营销人员,作为一个营销人员,我知道自己 从来没有真正地控制过什么 谚语说:你的品牌是你不房间里的时候 别人对你的评价 网络的超连通性和高透明度让公司 全天24小时都在那个房间里 他们可以聆听并参与谈话 实际上,公司通过"失控",反而拥有了 前所未有的掌控力 他们可以自己来设计。但是怎么做呢?
First of all, they can give employees and customers more control. They can collaborate with them on the creation of ideas, knowledge, content, designs and product. They can give them more control over pricing, which is what the band Radiohead did with its pay-as-you-like online release of its album "In Rainbows." Buyers could determine the price, but the offer was exclusive, and only stood for a limited period of time. The album sold more copies than previous releases of the band. The Danish chocolate company Anthon Berg opened a so-called "generous store" in Copenhagen. It asked customers to purchase chocolate with the promise of good deeds towards loved ones. It turned transactions into interactions, and generosity into a currency. Companies can even give control to hackers. When Microsoft Kinect came out, the motion-controlled add-on to its Xbox gaming console, it immediately drew the attention of hackers. Microsoft first fought off the hacks, but then shifted course when it realized that actively supporting the community came with benefits. The sense of co-ownership, the free publicity, the added value, all helped drive sales.
首先,他们能给予顾客和员工更多的控制权 公司可以在理念、知识、 内容、设计以及产品的创造上跟他们合作 公司还可以给顾客更多定价权 就像电台司令乐队使用 “买者定价”的方式在网上发布新专辑 “在彩虹中”时一样,顾客可以自行决定价格 不过商品的数量和销售时间则是有限的 而这张唱片比之前的几张卖的都要好 丹麦巧克力公司Anthon Berg在哥本哈根 开了一家“慷慨商店” 它要求顾客对所爱的人做出“善行承诺” 然后用这个承诺作为货币来“购买”巧克力 这使得交易变成了互动 慷慨变成了货币 公司甚至还可以给黑客一些权利 当微软发布Kinect时 这种用动作操控Xbox的设备 很快吸引了大量黑客的目光 微软起初极力遏制黑客,后来却反其道而行之 因为它意识到主动支持这些家伙 利大于弊 共同拥有的感觉、免费的宣传 附加的价值,都帮助Kinect提升了销量
The ultimate empowerment of customers is to ask them not to buy. Outdoor clothier Patagonia encouraged prospective buyers to check out eBay for its used products and to resole their shoes before purchasing new ones. In an even more radical stance against consumerism, the company placed a "Don't Buy This Jacket" advertisement during the peak of shopping season. It may have jeopardized short-term sales, but it builds lasting, long-term loyalty based on shared values.
给消费者的终极权利 是叫他们不要买 户外服装品牌Patagonia鼓励潜在顾客 在买新货之前先上eBay找找他们的二手货 或者给旧鞋换个鞋底就行了 为抵制消费主义,该公司还发起更激进的活动 大打"别买这件外套"的广告 而且还是在购物季正如火如荼的时候 这种手法也许有损短期销量 但能在共同的价值观基础上 建立长久的品牌忠诚度
Research has shown that giving employees more control over their work makes them happier and more productive. The Brazilian company Semco Group famously lets employees set their own work schedules and even their salaries. Hulu and Netflix, among other companies, have open vacation policies.
研究显示,如果员工对自己的工作有更多掌控 他们就会更开心、更有效 巴西Semco集团的出名之处 就是让员工自定工作计划 甚至自定薪水 其他例子还有Hulu和Netflix公司的 开放休假政策
Companies can give people more control, but they can also give them less control. Traditional business wisdom holds that trust is earned by predictable behavior, but when everything is consistent and standardized, how do you create meaningful experiences? Giving people less control might be a wonderful way to counter the abundance of choice and make them happier. Take the travel service Nextpedition. Nextpedition turns the trip into a game, with surprising twists and turns along the way. It does not tell the traveler where she's going until the very last minute, and information is provided just in time. Similarly, Dutch airline KLM launched a surprise campaign, seemingly randomly handing out small gifts to travelers en route to their destination. U.K.-based Interflora monitored Twitter for users who were having a bad day, and then sent them a free bouquet of flowers.
公司可以释放权力 也可以收回权力 传统的商业智慧认为 信任的基础是可预测的行为 但是当一切都一致化、标准化时 要如何创造有意义的经历? 减少人们的控制权也许是个 抵消过量选择的好方法 也可以让人们更开心 例如Nextpedition这家旅行社 就把旅行变成游戏 一路上都有意想不到的惊奇 旅行社会一直卖关子,旅客要到最后 才知道自己要去哪,并得到相关信息 同样,丹麦航空公司KLM也用类似的手法 推出惊喜之旅 随机送出小礼物给旅客 到达目的地之前都惊喜不断 总部位于英国的Interflora花店利用Twitter 锁定走了一天霉运的用户 免费送他们一束鲜花
Is there anything companies can do to make their employees feel less pressed for time? Yes. Force them to help others. A recent study suggests that having employees complete occasional altruistic tasks throughout the day increases their sense of overall productivity. At Frog, the company I work for, we hold internal speed meet sessions that connect old and new employees, helping them get to know each other fast. By applying a strict process, we give them less control, less choice, but we enable more and richer social interactions.
公司有没有什么办法 减少员工的时间压力?有 就是强迫他们帮助别人 最近一项研究显示,如果员工在一天内 能抽点时间进行些有利他人的活动 他们对整体生产率的感知就会得到提升 我工作的公司Frog 会举行快速见面会,在新老员工之间搭起一座桥梁 帮助他们迅速了解彼此 通过建立一套严密的体系,员工的控制权减少了 选择虽然少了,但社交互动更丰富了
Companies are the makers of their fortunes, and like all of us, they are utterly exposed to serendipity. That should make them more humble, more vulnerable and more human. At the end of the day, as hyperconnectivity and transparency expose companies' behavior in broad daylight, staying true to their true selves is the only sustainable value proposition. Or as the ballet dancer Alonzo King said, "What's interesting about you is you." For the true selves of companies to come through, openness is paramount, but radical openness is not a solution, because when everything is open, nothing is open. "A smile is a door that is half open and half closed," the author Jennifer Egan wrote. Companies can give their employees and customers more control or less. They can worry about how much openness is good for them, and what needs to stay closed. Or they can simply smile, and remain open to all possibilities. Thank you. (Applause) (Applause)
公司是自身财富的创造者 和我们所有人一样,他们随时会遇到突发状况 这使他们更卑微、更脆弱 也更具人性 说到底,网络的超连通性和透明度 让公司的行为 暴露在光天化日之下,而忠于自我 是创造持久价值的唯一方法 正如芭蕾演员阿隆索‧金恩所说 "你的有趣之处就是你自己" 要让公司的本色外显于世 开诚布公是不二法门 但是彻底公开不能解决问题 因为公开一切等于什么都没公开 "微笑是一扇半开半关的门" 这是作家珍妮佛‧伊根写的 公司可以让员工和客户 有更多或更少的控制权 可以评估公开多少对自己有利以及什么不能公开 或者他们也可以微微一笑, 以开放的姿态 接受各种可能 谢谢各位(掌声) (掌声)