讲故事与叙事2017theatlantic.com
Juicero 的故事如何让公司走向羞辱
How Juicero's Story Set the Company Up for Humiliation
导读
这篇《大西洋月刊》文章复盘了 Juicero（那台联网榨汁机）如何因为自己的宣传叙事与实际价值严重脱节，被一段两分钟的视频变成全网笑柄。对写作者来说，它是一份关于「故事讲什么、别讲什么」的反面教材：叙事一旦站不住脚，传播速度越快，反噬越猛。
可以直接用的写作要点
- 01
讲产品/品牌故事时，把「增值」落在用户的真实收益上；像「可远程禁用耗材包」「数据追踪」这种对厂商有利的说法，读者一眼就能识破。
- 02
少用带玄学色彩的空洞形容词（如「按风味校准，每次都呈现口感与营养的最佳组合」），换成可验证的具体事实。
- 03
写完先自问：这段叙事能不能被人用三分钟做成嘲讽视频？能，就说明核心主张还站不住。
- 04
善用同类对照案例（Keurig、Dasani、Odwalla）来检验并强化论点，一个贴切的对照胜过一段议论。
HN 评论精选
把厂商利益包装成用户价值，是叙事失信的典型症状。
我觉得最惊人的是 Juicero 那份「增值点」清单：1）首个闭环食品安全系统，可在菠菜召回等情况下远程禁用耗材包；2）按风味校准的稳定压榨，每次都呈现口感与营养的最佳组合；3）联网数据，便于管理极紧的供应链。也就是说，在 CEO 眼里，给终端用户带来的价值是：一、DRM；二、空话；三、监控。我猜这种思维能解释市面上很多莫名其妙的物联网设备，只是没见过说得这么直白的。
xg15查看英文原文
I found that bullet boint list of Juicero's supposed added value the most amazing part of it all: * - The first closed loop food safety system that allows us to remotely disable Produce Packs if there is, for example, a spinach recall. [...] - Consistent pressing of our Produce Packs calibrated by flavor to deliver the best combination of taste and nutrition every time. - Connected data so we can manage a very tight supply chain [...]* So according to the CEO(!) the added value for end-users(!) is 1) DRM, 2) bullshit and 3) tracking. My hunch is that this mindset would explain a lot of the more baffling IoT devices out there - but I haven't seen it stated so openly before.
再漂亮的「天然」故事，也敌不过产品事实；对照案例能让论点更有力。
2004 年可口可乐在英国推出 Dasani，其实就是把自来水经过去离子处理再加点香精，结果被嘲到退出市场，连法国和德国的计划也放弃了——那才叫 humiliation。更糟的是 Odwalla 的「杀手果汁」：大打「天然、不杀菌」的卖点，随后出现污染事件，一人死亡、66 人患病，销量跌了 90%，最终被可口可乐的 Minute Maid 收购，如今产品全部杀菌。
Animats查看英文原文
In 2004, the Coca Cola Company tried to launch "Dasani", in the UK. Dasani is tap water run through a de-ionizing plant, after which flavoring is added. They were laughed out of the business.[1] Not only did Coca Cola not try again, they gave up on launching in France and Germany. Now that was a humiliation. An even worse failure was Odwalla's "Killer Juice". Odwalla made a big deal about their juice being "natural" and not pasteurized. Then they had a contamination problem. One person died, 66 sick, sales down 90% afterwards. The company was eventually acquired by the Minute Maid unit of Coca Cola. All product is now pasteurized. [1] http://news.bbc.co.uk/2/hi/business/3809539.stm
病毒式嘲讽能在三分钟内摧毁品牌叙事，先想清楚自己会不会成为笑料。
这大概是个绝佳例证：并非所有曝光都是好曝光。Juicero 低调时只是没被群嘲，甚至可能慢慢积累用户——毕竟 K-cup 表面看同样荒唐：昂贵机器配更贵的单次胶囊，还有锁住第三方胶囊的 DRM，可 Keurig 卖得很好，单次份量反而成了优势。Juicero 的问题是自家营销堆了太多带灵性腔调的废话，结果被一条制作精良的病毒视频在舆论场上速杀。教训或许是：就算你的模式纯属胡扯，也别做出那种三分钟就能被拿来当笑料、供人取乐的事。
niftich查看英文原文
This is perhaps a great example that proves that not all publicity is good publicity. While they flew under the radar, they weren't widely mocked, and they might even have succeeded in building a following. After all, on face value, K-cups are similarly ridiculous, where a pricey appliance is used to make a single serving of product from an even pricier single-use packet, complete with DRM where they were locking out unofficial cups. And yet, Keurig has sold a lot of their brewers and officially-licensed cups, and it turns out the single-serving model was an advantage rather than a drawback. It's undeniable that Juicero's own promoters can lay on the spiritual-tinged marketing drivel thick, and they were swiftly slaughtered in the court of public opinion with one slickly-produced viral video. Perhaps the lesson is, even if your model is pure BS, don't do something that could be mocked in three minutes, and used to entertain at your expense.
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