不过这或许是因为我是英国人。英国人至今仍不习惯“喜欢企业的东西,这让我为英国感到骄傲,比我们似乎成功地举办了奥运会更骄傲。因此,当总部位于约克郡的First Direct银行在其页面发布一幅其呼叫中心的员工穿着鲜艳的芭蕾舞短裙、与一名芭蕾舞女演员摆拍的拙劣照片时,猜猜有多少人“喜欢?很可怜,只有27人。
Not all companies feel the need to compete in this grim popularity contest. Indeed, some seem to be doing the reverse, behaving as if they were trying to make themselves as unappealing as possible to the dim, over-appreciative online masses.
并非所有的公司都感到有必要参与这场令人生厌的人气比赛。实际上,有人似乎反其道而行,尽量努力让自己受到这群愚笨、过度表达欣赏的网民的排斥。
Take McKinsey. Instead of posting pictures of cute animals on its wall, it has gone for complex graphs instead. One plots “value potential against “ease of capture value potential – which strikes me as the social networking equivalent of pepper spray in terms of building popularity. Yet 35,000 brave souls were not deterred. They boldly pressed “like anyway.
以麦肯锡(McKinsey)为例。麦肯锡没有在其页面上发布可爱动物的照片,反而张贴了复杂的图表。有一幅图上画了“价值潜力与“获取价值潜力难易程度的对比图,这让我印象深刻,对于吸引社交网络人气,它就像把人驱走的胡椒喷雾剂。但还是有3.5万勇敢者没有被吓阻。他们无论如何还是大胆地点了“喜欢。
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