Histoire De La Mode

Social Trends and Generation Cohorts of Bohemian Style

Budaya ini diperjuangkan oleh kebanyakan remaja dan belia negara barat pada era 1960an, dan timbul disebabkan oleh pemberontakan politik, sosial, dan spiritual yang melanda Amerika Serikat pada pertengahan hingga penghujung dekade 1960-an. 

Kebanyakan golongan muda yang terikut dengan budaya ini menentang pemikiran konservatif ibu dan ayah mereka, mengonsumsi ganja, juga dengan melakukan hubungan seks bebas, dengan alasan ia mengembangkan pemikiran spiritual, menyimpan rambut panjang, berpakaian aneh, hidup secara nomad, dan juga berkumpul dengan "hippie" yang lain dalam pesta yang menentang budaya dan pemikiran masyarakat umum. 

Ribuan remaja yang lari dari rumah, pelajar, mahasiswa dan golongan muda berkumpul di Haight-Ashbury untuk menjadi "hippies" yang cinta keamanan, dan kebebasan. Mereka menyimpan bunga di rambut mereka untuk melambangkan keamanan. Meskipun popular, tidak semua golongan masyarakat mempercayai pemikiran hippie ini. Keganasan dan tragedi Perang Vietnam menyebabkan golongan muda bangkit bersama untuk menentang keputusan kerajaan untuk meneruskan pengiriman pasukan Amerika ke Vietnam. 

Protes besar-besaran dan demonstrasi anti-perang semakin melias bukan saja di San Fransisco melainkan di banyak kota besar. Ibu, ayah, golongan yang lebih tua dan masyarakat umum menentang habis-habisan generasi muda, dan menghasilkan "jurang generasi" pada masa itu.

Namun, walaupun dianggap budaya lapuk, kepercayaan-kepercayaan hippie seperti seks bebas, hak-hak sivik individual, protes terhadap ketidakadilan, gaya hidup bebas dan alternatif, muzik rock dan fesyen-fesyen yang lebih bebas dan menarik (menggantikan pakaian formal yang juga dianggap kasual sebelum era hippie) mulai menyebar di seluruh dunia. Hingga sekarang, terutamanya di negara Barat, liberalisme yang bermula pada era hippie telah diterapkan ke dalam masyarakat umum dan ramai yang memperingati perjuangan hippie untuk kebebasan sosial dan politikal semasa zaman kegemilangan generasi hippie pada dekad 1960-an.

Bohemian juga adalah istilah untuk menyebut orang dengan gaya hidup artistik, menempatkan kebebasan ekspresi diri di atas segala keinginan lain, termasuk kekayaan, dan status sosial. Istilah ini berasal dari Perancis pada abad ke-19 karena masuknya orang gipsi yang diyakini berasal dari daerah Bohemia di Republik Ceko. Banyak penulis, seniman, penyair, musisi, dan filsuf menjalani serta menganjurkan gaya hidup bohemian di Paris abad ke-19. 

Gaya Bohemian juga adalah gaya yang sederhana, gayanya berasal dari seniman dan kaum nomaden, yang sering kali hanya memiliki sedikit uang untuk membeli pakaian dan oleh karena itu mereka menggunakan pakaian tua dan ketinggalan zaman. Gaya Bohemian mengajarkan kesederhanaan dalam berpenampilan. Gaya ini menggunakan bahan- bahan yang sederhana dan mengandung unsur- unsur alam, diantaranya serat- serat kayu serta batu- batuan kecil sebagai aksesoris. 

3 Ways Companies Can Reach Generation Z

Kathy Savitt is the Founder and CEO of Lockerz, a social commerce site headquartered in Seattle where she leads the company’s vision of continuing to engage with Generation Z. You can follow her on Twitter @ksavitt.

Most of Generation Z can’t yet legally operate a car. Born between 1992 and 2010, some can’t even use shoulder strap seatbelts yet. But that doesn’t mean they aren’t actively shaping perceptions about products and brands. Nearly half of teens who use the Internet buy things online, more than four in five will use social networks this year, and 96% of U.S. teens ages 12 to 17 will use the Internet at least monthly.

Generation Z is the most disruptive generation in modern history. Instead of waiting for ideas to filter through the generations that came before, Generation Z-ers are tastemakers — often before they’re out of elementary school. Social media has demolished all barriers to communicating about brands and products. If you can write, you can share, and Generation Z is all about sharing.

Take Silly Bandz, the inexpensive, animal-shaped rubber bands worn as bracelets. The trend first took hold among nine and ten-year-olds, but before long, fashion models were wearing them on runways, and Moms wore them to soccer practices.

How can you connect with this generation and, more importantly, capture their limited attention to create loyal brand advocacy? Here are three things companies can do to succeed with Generation Z.

1. Generation Z is Not Brand Loyal

Companies that expect Generation Z to be loyal based on a carefully crafted brand image and marketing message will find that their effort is wasted. Generation Z simply doesn’t buy it. Instead, the product itself is what’s important, regardless of marketing campaigns.

For instance, as recently as four or five years ago, you could walk down a Generation Y high school hallway and find the “popular” girls dressed head-to-toe in Abercrombie & Fitch, the "preppy" girls in American Eagle Outfitters, and the Goth girls in Hot Topic. Not the case in a Generation Z high school hallway — they categorically reject “badge brands.” Here, you will see a girl in the boots she saw Jessica Alba wearing on TMZ, a basic tank from Target, and a hand-made sweater a good friend scored from Etsy.

2. The Age of the Curator

With their mass adoption of iPods, Generation Y reduced the currency of music from the album down to the song. Generation Z is doing the same with every other purchasing decision. The result — what you see them wearing, watching, and reading — is their own curated version of the world.

There is no hiding from Generation Z. They are extreme curators, sharing and panning everything from movies to books to clothes (and eventually, cars, home furnishings and health care plans). Take the case of two movies that opened in the summer of 2009. Year One starred Jack Black and Michael Cera, and the marketing was basically: “Hey, it’s Jack Black and the guy from Juno. You’re gonna love it.” Then there was Paranormal Activity, which built its reputation at one film festival after another, until it was finally released in 13 college towns. Fans in other cities were then allowed to vote on where the movie should go next. Eventually the film was released nationwide, and after grossing $193 million on an original shooting budget of just $15,000, it's become one of the most profitable movies of all-time. Year One got terrible reviews upon its debut and made just $62 million, barely recouping production costs.

To Generation Z, platform and production value are irrelevant. They judge each product and piece of content on its own merits.

3. Enhance and Enable Curation

What does Generation Z care about? Finding and sharing the best stuff in the world. They aren’t just consumers, they are curators. They not only discover brands and products but they evaluate them with brilliant objectivity, sift through them, and share the results.

Please a Generation Z-er with your particular product or service and you’ll earn your biggest supporter. As a result, marketers need to make it easy to share what their Gen Z customers love. From Facebook “Likes” to branded tweets to Polyvore’s brand expression collages, it’s never been easier to share your opinion online.

Don’t stifle conversation, nor attempt to control conversation about your products — encourage it. There will be bad along with the good, but it will be authentic. This transparency will ultimately contribute to the long term success of your brand. Regardless, promoting an “open brand” ethos will lead to better informed and more passionate curators.

Ready or not, Generation Z is here, and they are the future. I, for one, am thrilled to have a front-row seat as we watch them change the world before our very eyes.

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Customer Lifecycle Management supports handling of dealer, reseller, and point-of-sale operations, including complex dealer and sub-dealer hierarchies. All of these help boost your sales channel network.

Customer service.

You can efficiently execute your customer service interactions, as Customer Lifecycle Management provides a unified view of customer-related information and request management capabilities across different channels such as customer contact centre, self care portal, IVR and USSD.

The Customer Relationship Lifecycle Every company has a unique customer relationship lifecycle—sometimes several—for different products, services and business units. MCorp Consulting focuses on the specific ways that brand and customer experience work together to drive more prospects and customers through your lifecycle, boosting customer loyalty, and increasing customer value as a result. The Customer Relationship Lifecycle is the lens through which these and other perennial business questions can be answered: What drives consideration of our product or service among our most important prospects? How can we drive more prospects through the sales funnel towards selection? Where can we increase customer satisfaction and loyalty? What are we doing that creates dissatisfaction—and how can we change it? How can we improve customer experience to drive more of our "right" customers to the next stage? Defined by seven predictable stages, your lifecycle is a unique experiential "journey" from awareness to advocacy. Attracting and keeping customers begins with understanding how your brand and touchpoints work (or don't) at driving audience movement from one stage to the next. Effective touchpoints drive audiences closer; ineffective or missing touchpoints halt their progression…or worse. Analyzing your customer lifecycle through the prism of specific customer interactions that occur at each stage helps you understand, manage and enhance your relationships to engage in more effective and profitable ways.

As customers interact with the touchpoints in your lifecycle, it will move them closer, or drive them away. MCorp White Paper: Understanding Touchpoints and the Customer Relationship Lifecycle Interested? Let's talk »1.866.526.2655 (North America) 1.415.526.2655 (international)

Customer Lifecycle

• There are different stages in the customer life cycle and there are various methods to define them. One approach is obviously that of Jim Sterne and Matt Cutler, as published in 2000 in a paper called "Ematix for Business Economy". There are also different ways of calculating the customer life cycle value (CLV). An introduction.
  
  In the mentioned paper, Sterne and Cutler divided the phases of the customer life cycle (later other elements were added that were more based upon the customer interaction) as such:
  

  • Reach: trying to get the attention of the people we want to reach.
  • Acquisition: attracting and bringing the reached person into the influence sphere of our organization.
  • Conversion: when the people we reach or have a more established relationship with, decide to buy something from us.
  • Retention: trying to keep the customers and trying to sell them more (cross-selling, up-selling).
  • Loyalty: we would like the customer to become more than a customer: a loyal partner and even a ‘brand advocate’.

  

  The Customer Life Cycle. Source: E-Metrics Business Metrics For The New Economy by Jim Sterne and Matt Cutler

Life Cycle

Managing product life cycles, and the life cycles of company relationships with customers, is the province of branding. 

In business markets, brands are the culmination of total experiences your customer has with your products, services, people, and all elements of your company. ISBM continues to make strong contributions to the field of business branding. In addition to the work of Dr. Schultz at Northwestern, Professor Das Narayandas of Harvard University, another ISBM Fellow, is widely known for business brand strategy development. ISBM Fellow Raj Srivastava, Professor at Emory University and head of the Zyman Institute for Brand Science, insightfully calls the branding discipline one of managing “market-based assets,” the values of which do not show up in traditional financial statements. Also at Emory, ISBM Fellow Professor Jagdish Sheth, renowned for his work as one of marketing’s leading theorists (e.g. the 1992 the American Marketing Association PD Converse Award for his life-long contribution to the discipline of marketing theory; 1996 elected to be the Distinguished Fellow of the Academy of Marketing Science), adds to ISBM intellectual assets in the business marketing field.

Market communications, advertising, and merchandising are only parts of the brand equation. The marketplace strength of a business brand relies heavily on the success of every single transaction and customer experience in building a relationship of trust. Business marketers are fortunate in many ways, because most often their customers come to them ready to buy a solution that they need, if only they can find the best supplier. And while specifications, written orders, contracts, and fastidious communication physically define the seller-buyer relationship, trust and loyalty depend on intangible unknowns. Filling in the gaps of those unknowns is what brands and managing the customer life cycle are all about.

The eBusiness EraThe tools and techniques of the digital era promise new frontiers for understanding and delivering value to customers. New channels for business communication, supply chain integration, demand forecasting, and transaction management are emerging, with business-to-business e-commerce dwarfing the volume of consumer transactions online. Digital / networked technologies enable us to tap storehouses of  technical knowledge and move them into complex offerings. Custom extranets enable virtual integration of a firm’s competencies up and down its value chain and provide new dimensions in sales support.

Customer Experience Lifecycle

Customer Experience Lifecycle

In a previous post, I mentioned that you need to outline the customer experience lifecycle - from Need through Departure - in order to understand the interactions customers have with your brand. (Note: this is the customer experience lifecycle, i.e., from the customer's point of view.)  In this post, I'll describe the various stages in the lifecycle. The image below depicts the lifecycle, minus the start and end point, which I'll refer to as Need and Departure and define below, as well.

Before I begin talking about the stages that are shown above, I must first talk about the glimmer in the customer's eye before he/she even reaches brand awareness... that first spark is Need. It's not part of the traditional customer experience lifecycle, but Need (i.e., a solution to a problem) often begets the rest of the cycle. (I say "often" because sometimes Need happens after Awareness.)

Here's how the rest of the stages of the lifecycle are defined, from the customer's perspective. Note that this lifecycle is not necessarily linear and could potentially circle back on itself. That's an important consideration to keep in mind.

Awareness: This is when customers first become aware of your brand, which might happen as a result of your marketing or advertising efforts or word of mouth/referrals from a friend.

Consideration: Now that they are aware of your brand, it becomes one of the brands in their consideration set. This means that they'll research and investigate your products and services, along with those of your competitors.

Selection/Purchase: Once customers have done their homework, they are ready to select and purchase your products or services.

Experience: During this stage, customers learn how to use and consume your products or services, training, support, etc. Ultimately, if they are satisfied with the experience because you've met their basic needs and expectations, it leads to the next stage.

Loyalty: During this part of the the lifecycle, customers feel comfortable with the brand experience, and, as a result, continue to use your products and services and will even broaden their purchases to other products or services that they haven't used in the past.

Advocacy: If your customers reach this point, you're starting to get into exciting territory. This is when customers become an extension of your sales force and recommend your products and services to their friends and colleagues. They've had nothing but exceptional experiences to this point.

Note that a lot of customer experience lifecycle definitions stop here. I'm going to add two more.

Engagement: While you've reached a pretty solid stage in the relationship when your customers hit Advocacy, Engagement brings in that emotional bond. Now we're talking Love and Trust. They can't live without your products or services.

Raving Fans: And finally, I believe that the ultimate customer experience yields Raving Fans. These customers have gone beyond Engagement, beyond that emotional bond. Is that possible?  Yes! Consider those brands where customers feel they are part of something bigger, where they show an outward expression of their devotion to the brand: they tattoo their bodies with the brand logo or even name their children after the brand!! You know the examples: Apple, Zappos, and Harley Davidson are just a few!

A man who has never lost himself in a cause bigger than himself has missed one of life's mountaintop experiences. -Richard Nixon

OK, after all that happy talk, I do still have to bring up the the very last part of the customer experience lifecycle: Departure. Obviously, this is the one stage of the lifecycle that companies hope customers never achieve, but, as you know, it happens. Departure can take many forms: churn, cancel, die. (But know that it really doesn't end here; a customer may consider you again in the future!) You can't control the latter, but the former two are in your hands. How will you ensure that your customers never reach that stage?