Buying in
Introduction
1. This book is about: the secret dialogue between what we buy and who we are, and how it is changing. (P6)
2. Murketing= murky+ marketing (P17)
1) Murky: the increasingly sophisticated tactics of marketers who blur the line between branding channels and everyday life.
2) Marketing: consumer behavior has been the primary beat
Part one the desire code
Chapter one: the desire code: meaning
1. 4.5 rational factors:price, convenience, quality, pleasure,( ethics) (P16)
2. The pretty good problem (P17)
3. The commodity t: (P19)
The less differences there are in different types of products, the more a brand has to do to distinguish itself.
4. Ecko unltd.’s cul-de-sac cred (Ecko Unltd的街头信条)(P21)
品牌的形成建立于“真实性authenticity”的实现之上。
5. The “projectability” of hello kitty (P24)
Not only can logos have meaning, and not only can that meaning be manufactured—it can be manufactured by consumers.
6. The hundreds (Hundreds 公司)
Maybe we live in a world riddled with logos because symbols are something that we enjoy, desire, and even need.
Chapter two: the straw man in the gray flannel suit: balancing individuality and belonging.
1. The fundamental tension of modern life
What the Desire Code do for us: (P20)
1) Individuality: We all want to feel like individuals
2) Belonging: We all want to feel like a part of something bigger than ourselves
2. Outlaws and outcasts (反叛者与弃儿)
Each one of us is unique
3. Joining is over
Feeling like part of something bigger
4. Oh, dotage—up yours! (P36)
Using symbols of leisure activities and material culture to help us feel as if we have resolved the tension between individuality and belonging.
5. Identity leisure
The symbols aren’t defined by rational rules; they’re flexible and open to individual interpretation. (P39)
Chapter three: rational thinking: how the Desire Code plays out in the individuals
1. where to find the desire code: to figure out the consumers
2. the interpreter: (P43)
1) the interpreter is the name for the functions of the mind that enable us to make sense of the world and construct a coherent narrative of our lives.
2) “cognitive dissonance” 认知失调 “the confirmation bias” 确认性偏见
3. eat popcorn:
Much of our consumer decision making plays out somewhere below the level of explicit, conscious thought. They are irrational.
4. Remember the magic?
强调“非理性消费因素”
5. Pattern invention(创造模式)
We can be affected by influences that we are not directly aware of; in some cases, rational thinking gets replaced by rationale thinking.
Chapter four: ignoring the joneses(无视攀比)
1. Rational success: ipod 的故事 (P52)
2. The object (产品本身):
As impressive as the ipod’s technical specs and design elements are, these rational factors alone were not quite enough to explain its success. (P57)
3. Salience and relevance:: 显现性与实用性 (P57)
1) Salience: we have to know about something, be familiar with it, have it easily accessible in our mind.
Salience is such a big part of what the commercial persuasion industry aims to achieve.
2) Relevance: what’s relevant to us becomes salient to us.
Relevance can also be invented. E.g. Listerine.
4. A not-so-rational success story: Live Strong腕带的故事
人们的购买行为had little to do with any particular property of the object; it had everything to do with us consumers.
5. Multiple choice: (P62)
The ipod succeeded not because of any specificity, but b ecause of multiplicity. It fit into many disparate personal narratives, by way of many disparate rationales.
6. Who we’re telling stories to:
7. “We want actions”
Understanding how your interpreter might affect your decisions—understanding the difference between rational thinking and rationale thinking—matters.
Part two marketing
The click does not mediate experience; it mediates media. It makes the clicker feel unpassive and free form control.
Gone are the days when the big guys order consumers around and forcing us to buy their products and content. The consumer is in control.
Thanks to all of this, rationality will triumph in the marketplace of ideas and the marketplace itself.
This is the new world of marketing: aiming to blur the rules of the traditional sales pitch—to make marketing more murky.
Consumer empowerment消费者权力理论
Chapter five chuck taylor was a salesman (collaboration and brand meaning)
1. Official meanings
2. Where timbs come from: the story of Timberland boots
Swartz(founder) had made a fundamental mistake. It was that he quite clearly believed that could have the last say on what his brand really stood for—on what Timberland really means.
3. Roots of marketing: the 1980s (P79)
The problem of potential customers:
Through Dapper Dan’s creations, luxury brands were given, against their will, a fresh significance to a new consumer who had never been those brands’ intended target.
4. Pink boots: Timberland’s turning point
5. Owning converse
Who is responsible for defining converse’s meaning.
6. Chucks for the masses 大众的查克
It also hardly matters whether those consumers were what the brand owners had in mind. Consumers can give a brand a whole new set of meanings.
Collaboration and brand meaning:
It was possible for consumers to “collaborate” in, or simply invent, brand meaning long before corporations started talking about letting them do so.
Timberland
Converse
PBR (P93)
Chapter six rebellion, unsold. 乱,未售出
1. The militant consumer 激进的消费: listening to consumers
2. Bike messenger polo: introduction of PBR
3. The mysterious return of PBR
The consumers of PBR can’t be fooled by marketing and in fact tend to detest it.
4. Newfangled youth: they are individuals, not followers.
5. The protest brand: PBR (P93)
PBR’s fan base grew not despite the lack of marketing support, but because of the lack of marketing support.
PBR’s brand meaning could be filled in by consumers.
6. Roots of marketing: the 1930s: the importance of young people
7. See through this: people’s identity with brands (P98)
1) Everybody sees right through traditional advertising.
2) The youth can see through it, but the take for granted the idea that a brand is as good a piece of raw identity material as anything else.
8. Making things up 编造故事
Chapter seven click (本部分引言还有一些内容)(P69/70/103/105/110/105)
1. In every living room
The internet and other new technologies—the click breaks up the passive media audience of the past.
Traditional advertising has no authority—no control—over the new forms of public in the postclick world.
2. Things that can’t be tivoed out: a new advertising strategy
3. New publics:
The tivo’s strategy: to build its own team of gamers and insert them into the game community.
4. In every pocket: our clicky new world will be defined by more commercial messages, not fewer.
5. Deodorant as culture 除臭剂文化:
The click world is not a place where marketers have lost control. It’s a world where they have gained new freedom—to be practically everywhere.
Chapter eight very real
1. What scion understands
Scion wasn’t a brand whose meaning originated with consumers and was subsequently amped or nurtured by a company; it seemed to be going exactly according to Toyota’s plans.
2. The big idea: Murketed
3. “keeping everything very real”: authenticity was the core of the brand
4. Rickety bridges 摇摇晃晃的桥 (P121)
1) Experiment: Men& beauties& a rickety bridge
2) Ultimately it’s your consumer’s perception, the way they feel about the brand, that really affects how the brand does.
3) Apart from a logo projected on one wall, all the marketing material had been shoved aside.
Chapter nine the murkiest common denominator 混沌营销者的共同点
1. The unknown publicity stunt 未知的宣传鳌头
2. Explaining Red Bull
1) Red Bull was not following what had been the dominant strategy of the dot-com era—a big explosion onto the scene, epitomized by something like a Super Bowl ad.
2) Street vibe strategy.
3) The company never offered any rational explanation of what Red Bull is and who is the target. It never sent a clear message to the masses.
3. The murkiest common denominator (P132)
Murky: let the rationale thinkers spot the pattern that works for them and fill in all the blanks.
4. Roots of marketing: the 1890s
5. The interesting effects of energy drinks
6. All about marketing
Chapter ten the commercialization of chitchat 商品化闲谈
1. Unhidden persuaders: ourselves
BzzAgent, word-of-mouth strategy
An act of civility was converted into a branding event.
2. What motivates the agents:
1) Rewards: some kind of quasi-financial motivation
2) The desire to talk
3) The feel of a bit like an insider
4) Sharing and altruism(利他主义)
3. Magic people:
4. Non-magic people(P146-152)
Bzz Agent and word-of-mouth marketing.
Are their opinions “honest”? Yes. (P154)
Is it necessary to be magic? No
Are Bzz agent’s paid? No
5. The “mere ownership” effect 单纯拥有效应
Why would the volunteers work so hard to get other people excited about these products?
1) Most people tend to join campaigns for things that interest them.
2) Once something has been given to us , we value it more, even they are equal.
3) In the “social market”, we are likely to get a better effort out of our friends under the social market scenario than by offering the cash equivalent of the pizza.
6. Honest opinions
Since the agents were not being paid, they tended to see themselves as not being involved in marketing at all. So they will give their honest opinion.
7. Stronger than persuasion
The volunteers want to be part of something, and they need belonging, connection, and believing.
Chapter eleven the brand underground
Part three invisible badges 无形的徽章
Nowadays, with the development of the society, consumer spending is driven by desire, not need.
In the murketing era, what seems new is rather the degree to which they have embraced branded material culture as an acceptable way to quench those thirsts. Thus commercial persuasion is more thoroughly integrated into our lives than ever. Thus consumers have not resisted branding and marketing.
The “consumer is in control” theorizing seems so counterproductive to me because it merely panders to rationale thinking.
Consumption ethics: if there is one thing we really ought to be “in control” of, it’s our own behavior.
Chapter twelve murketing ethics
1. Consumer ethics(P178)
1) Ethical consumption is on the rise:
“green” or eco-conscious, or sustainable& “sweat free”& global trade
2) What many of us tell pollsters has very little to do with our actual behavior
3) Murketing makes that kind of near universal consensus harder to attain.
2. “it fucking failed”:
Charney, American Apparel, SweatX
得到的经验教训:building a brand solely around a company’s ethical practices was not a good strategy for reaching masses of consumers, which was why American Apparel was moving away from the ethical sell to something very different.
3. Externalities
Although consumers concern about ethics, the clatter of externalities can affect their behavior.
Perhaps this is why so many big companies and brands are not so much changing their products as simply adding new alternatives to their existing lines or in some cases just carving a small donation to charity out of their profit margins.
4. Sexy t-shirt for young people: the turning of American Apparel: youth and sex
Charney had concluded that ethical consumers were a niche, and he doesn’t think trumpeting work conditions will help him compete.
5. Other rationales
Packaging徽章:most brand owners simply make the most they can of their best practices, rather than doing anything to change their worst ones.
Chapter thirteen what’s the matter with wal-mart shoppers?
Chapter fourteen beyond the thing itself
贡献英文版buying in 阅读笔记
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