2062 본문읽기 20
카테고리 없음2023. 5. 16. 11:03
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2062-35
Marketing management is concerned not only with finding and increasing demand but also with changing or even reducing it. For example, Uluru (Ayers Rock) might have too many tourists wanting to climb it, and Daintree National Park in North Queensland can become overcrowded in the tourist season. Power companies sometimes have trouble meeting demand during peak usage periods. In these and other cases of excess demand, the needed marketing task, called demarketing, is to reduce demand temporarily or permanently. The aim of demarketing is not to completely destroy demand, but only to reduce or shift it to another time, or even another product. Thus, marketing management seeks to affect the level, timing, and nature of demand in a way that helps the organisation achieve its objectives.
2062-36
The invention of the mechanical clock was influenced by monks who lived in monasteries that were the examples of order and routine. They had to keep accurate time so that monastery bells could be rung at regular intervals to announce the seven hours of the day reserved for prayer. Early clocks were nothing more than a weight tied to a rope wrapped around a revolving drum. Time was determined by watching the length of the weighted rope. The discovery of the pendulum in the seventeenth century led to the widespread use of clocks and enormous public clocks. Eventually, keeping time turned into serving time. People started to follow the mechanical time of clocks rather than their natural body time. They ate at meal time, rather than when they were hungry, and went to bed when it was time, rather than when they were sleepy. Even periodicals and fashions became "yearly." The world had become orderly.
2062-37
Since we know we can't completely eliminate our biases, we need to try to limit the harmful impacts they can have on the objectivity and rationality of our decisions and judgments. It is important that we are aware when one of our cognitive biases is activated and make a conscious choice to overcome that bias. We need to be aware of the impact the bias has on our decision making process and our life. Then we can choose an appropriate de‒biasing strategy to combat it. After we have implemented a strategy, we should check in again to see if it worked in the way we had hoped. If it did, we can move on and make an objective and informed decision. If it didn't, we can try the same strategy again or implement a new one until we are ready to make a rational judgment.
2062-38
It is important to remember that computers can only carry out instructions that humans give them. Computers can process data accurately at far greater speeds than people can, yet they are limited in many respects ―most importantly, they lack common sense. However, combining the strengths of these machines with human strengths creates synergy. Synergy occurs when combined resources produce output that exceeds the sum of the outputs of the same resources employed separately. A computer works quickly and accurately; humans work relatively slowly and make mistakes. A computer cannot make independent decisions, however, or formulate steps for solving problems, unless programmed to do so by humans. Even with sophisticated artificial intelligence, which enables the computer to learn and then implement what it learns, the initial programming must be done by humans. Thus, a human‒ computer combination allows the results of human thought to be translated into efficient processing of large amounts of data.
2062-39
For hundreds of thousands of years our hunter‒gatherer ancestors could survive only by constantly communicating with one another through nonverbal cues. Developed over so much time, before the invention of language, that is how the human face became so expressive, and gestures so elaborate. We have a continual desire to communicate our feelings and yet at the same time the need to conceal them for proper social functioning. With these counterforces battling inside us, we cannot completely control what we communicate. Our real feelings continually leak out in the form of gestures, tones of voice, facial expressions, and posture. We are not trained, however, to pay attention to people's nonverbal cues. By sheer habit, we fixate on the words people say, while also thinking about what we'll say next. What this means is that we are using only a small percentage of the potential social skills we all possess.
Marketing management is concerned not only with finding and increasing demand but also with changing or even reducing it. For example, Uluru (Ayers Rock) might have too many tourists wanting to climb it, and Daintree National Park in North Queensland can become overcrowded in the tourist season. Power companies sometimes have trouble meeting demand during peak usage periods. In these and other cases of excess demand, the needed marketing task, called demarketing, is to reduce demand temporarily or permanently. The aim of demarketing is not to completely destroy demand, but only to reduce or shift it to another time, or even another product. Thus, marketing management seeks to affect the level, timing, and nature of demand in a way that helps the organisation achieve its objectives.
2062-36
The invention of the mechanical clock was influenced by monks who lived in monasteries that were the examples of order and routine. They had to keep accurate time so that monastery bells could be rung at regular intervals to announce the seven hours of the day reserved for prayer. Early clocks were nothing more than a weight tied to a rope wrapped around a revolving drum. Time was determined by watching the length of the weighted rope. The discovery of the pendulum in the seventeenth century led to the widespread use of clocks and enormous public clocks. Eventually, keeping time turned into serving time. People started to follow the mechanical time of clocks rather than their natural body time. They ate at meal time, rather than when they were hungry, and went to bed when it was time, rather than when they were sleepy. Even periodicals and fashions became "yearly." The world had become orderly.
2062-37
Since we know we can't completely eliminate our biases, we need to try to limit the harmful impacts they can have on the objectivity and rationality of our decisions and judgments. It is important that we are aware when one of our cognitive biases is activated and make a conscious choice to overcome that bias. We need to be aware of the impact the bias has on our decision making process and our life. Then we can choose an appropriate de‒biasing strategy to combat it. After we have implemented a strategy, we should check in again to see if it worked in the way we had hoped. If it did, we can move on and make an objective and informed decision. If it didn't, we can try the same strategy again or implement a new one until we are ready to make a rational judgment.
2062-38
It is important to remember that computers can only carry out instructions that humans give them. Computers can process data accurately at far greater speeds than people can, yet they are limited in many respects ―most importantly, they lack common sense. However, combining the strengths of these machines with human strengths creates synergy. Synergy occurs when combined resources produce output that exceeds the sum of the outputs of the same resources employed separately. A computer works quickly and accurately; humans work relatively slowly and make mistakes. A computer cannot make independent decisions, however, or formulate steps for solving problems, unless programmed to do so by humans. Even with sophisticated artificial intelligence, which enables the computer to learn and then implement what it learns, the initial programming must be done by humans. Thus, a human‒ computer combination allows the results of human thought to be translated into efficient processing of large amounts of data.
2062-39
For hundreds of thousands of years our hunter‒gatherer ancestors could survive only by constantly communicating with one another through nonverbal cues. Developed over so much time, before the invention of language, that is how the human face became so expressive, and gestures so elaborate. We have a continual desire to communicate our feelings and yet at the same time the need to conceal them for proper social functioning. With these counterforces battling inside us, we cannot completely control what we communicate. Our real feelings continually leak out in the form of gestures, tones of voice, facial expressions, and posture. We are not trained, however, to pay attention to people's nonverbal cues. By sheer habit, we fixate on the words people say, while also thinking about what we'll say next. What this means is that we are using only a small percentage of the potential social skills we all possess.
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