Position your preferred option carefully
[10] Economists assume that everything has a price: your willingness to pay may be higher than mine, but each of us has a maximum price we’d be willing to pay. How marketers position a product, though, can change the equation. Consider the experience of the jewelry store owner whose consignment of turquoise jewelry wasn’t selling. Displaying it more prominently didn’t achieve anything, nor did increased efforts by her sales staff. Exasperated, she gave her sales manager instructions to mark the lot down “x½” and departed on a buying trip. On her return, she found that the manager misread the note and had mistakenly doubled the price of the items—and sold the lot.2 In this case, shoppers almost certainly didn’t base their purchases on an absolute maximum price. Instead, they made inferences from the price about the jewelry’s quality, which generated a context-specific willingness to pay.
[11] The power of this kind of relative positioning explains why marketers sometimes benefit from offering a few clearly inferior options. Even if they don’t sell, they may increase sales of slightly better products the store really wants to move. Similarly, many restaurants find that the second-most-expensive bottle of wine is very popular—and so is the second-cheapest. Customers who buy the former feel they are getting something special but not going over the top. Those who buy the latter feel they are getting a bargain but not being cheap. Sony found the same thing with headphones: consumers buy them at a given price if there is a more expensive option—but not if they are the most expensive option on offer.
[12] Another way to position choices relates not to the products a company offers but to the way it displays them. Our research suggests, for instance, that ice cream shoppers in grocery stores look at the brand first, flavor second, and price last. Organizing supermarket aisles according to way consumers prefer to buy specific products makes customers both happier and less likely to base their purchase decisions on price—allowing retailers to sell higher-priced, higher-margin products. (This explains why aisles are rarely organized by price.) For thermostats, by contrast, people generally start with price, then function, and finally brand. The merchandise layout should therefore be quite different.
[13] Marketers have long been aware that irrationality helps shape consumer behavior. Behavioral economics can make that irrationality more predictable.
[14] Understanding exactly how small changes to the details of an offer can influence the way people react to it is crucial to unlocking significant value—often at very low cost.
翻译
仔细定位你喜欢的选项
【10】经济学家认为一切东西都是有价值的：你愿意支付的钱可能高于我的，但是每个人都有一个最大的价格他们愿意器支付。然而，营销人员怎么去定位产品，从而改变这个等式呢？考虑一下珠宝店老板的经历，他们一批绿宝石不卖。展示它更明显地没有获得什么，也没有增加销售人员的负担。愤怒的是，她给了销售经理指示，要求标“打五折”，然后就开始了购物之行。当她回来后，她发现销售经理误解了这个注解，还错误地把价格提高了两倍。在这个情况下，顾客没有以最大值去购买。相反，他们从珠宝的质量上做出价格的推断，这就产生了一种特定情境的支付意愿。
【11】相对定位地力量解释了为什么市场营销人员能从明显次等的选项中受益。即使他们卖不出去，他们也能增加商店真正想要卖出商品的销量。同样地，许多饭店发现第二贵的瓶装酒是最受欢迎的，第二便宜的酒也是如此。消费者买前者认为买一些特别的，而不是最贵的。买后者的人认为，他们买了一个便宜货而不是最便宜的。索尼在耳机上发现了同样地问题，如果还有更贵的选择，消费者会以给出的价格买下他们，如果他们是最贵的，顾客就不会买。
【12】另一种选择的方式不是公司提供的产品，而是它展示产品的方式。例如，我们的研究人员表明，杂货店里的冰淇淋购物者首先看的是品牌，其次是味道，最后是价格。根据顾客购买特定商品的方式，使超市货架有组织化将会使顾客更开心，更不可能是根据价格买商品，允许零售商销售价格更高、利润率更高的产品（这就解释了货架很少是以价格排列）。相比之下，对于恒温器，人们一般从价格开始，然后是功能，最后是品牌。
因此，商品布局应该是完全不同的。
【13】营销人员早就意识到非理性有助于塑造消费者的行为。行为经济学可以使非理性更容易预测。
【14】消费者要非常理解报价的细微变化将会影响人们会它作出反应的方式，这是重要开放有效值，它们通常是低成本的。
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