这一年是1957年,百事可乐 – 就像当时许多年轻人一样 – 处理身份危机。尽管营销人员做出了努力,但百事可乐的最大竞争对手和永久的市场领导者 – 可口可乐公司的销售额仍然低于六比一,即使它以可口可乐价格的一半销售。这不是缺乏的产品,而是百事可乐的品牌风气 – 优柔寡断和无方向性 – 是一个零散的外壳,它需要成为可口可乐。当时,可口可乐是无与伦比的,他成功说服了美国公众,他们在一个玻璃瓶的阴暗范围内捕捉到了美国生活的一切美好和健康。这种竞争的明显超越与苹果公司没有什么不同;就像奉献者在iMessage中对一个绿色的讲话泡沫作出内心反应一样,对于那些接受美国特殊主义,社区意识,当然还有圣诞老人的美国特质的人来说,除了可口可乐之外的其他任何东西都会被认为是异端邪说。

新加坡国立大学商学Essay代写:产品视觉效果

The year was 1957, and Pepsi — like many of the youth at that time — was dealing with an identity crisis. Despite efforts from marketers, Pepsi was being outsold by its biggest competitor and perpetual market leader — Coke — by a factor just shy of six to one, even as it was selling at half of Coke’s price. It wasn’t the product that was lacking, it was that Pepsi’s brand ethos — indecisive and directionless — was a fragmented shell of what it would need to become to take on Coke. At the time, Coke was unrivaled, having succeeded in convincing the American public that they’d captured everything good and wholesome about American life within the murky confines of a glass bottle. This clear transcendence of the competition was not unlike Apple’s; like devotees react viscerally to a green speech bubble in iMessage, so too was it that to anyone who embraced the deeply American traits of exceptionalism, community-mindedness, and of course, Santa Claus, consuming anything other than Coke would’ve been considered heresy.

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