2014.12CET6阅读:Apple Watch怎么用?

When people say Apple has built things people didn't know they need, it's not really true. Apple has built things that meet the needs people have always had. More than any other consumer company, Apple gets what people really, fundamentally need. That's why announcements like last week's Apple Watch tend to have the cultural impact they do.
当人们谈及苹果品牌,常常说,它制造了一些人们不知道自己需要的产品,其实并非如此。苹果早已制造了人们日常所需的产品。甚至比其他的产品公司,苹果从人们根本所需的基础上制造产品,正如不久前Apple Watch首发时所标榜的,它正产生着深刻的文化影响力。

When we think of needs and products we often go right to Maslow's Hierarchy of Needs, the ubiquitous theory that human needs manifest in a specific sequence, from base survival to the pinnacle of self-actualization. Marketers have spent decades figuring out at what level of Maslow's hierarchy their customers are stuck, and then offering products and marketing for that need. Think of Campbell's "Mmm-mmm Good" campaign at one end and Lexus's "Relentless Pursuit of Perfection" at the other. If Maslow was right, brands needed to target a single need, satisfy it well, and be done.

Maslow's Hierarchy of Needs:马斯洛需求层次理论,也称为基本需求层次理论。分别是生理上的需要,安全上的需要,情感和归属的需要,尊重的需要,自我实现的需要和自我超越的需求。
pinnacle n. :高峰,顶尖,极点。


But it turns out that Maslow wasn't entirely right. My own research at Forrester Research has focused on synthesizing a much more complete and empirical description of people's fundamental needs based on research in psychology, economics, and neuroscience. When we talk about human needs, we use four categories:


Crucially, we've learned that these needs are not hierarchical. Think of yourself: You don't wake up in the morning and only think about food, then worry about making money, then think about loftier pursuits. Neither your day nor your life unfolds like that. It's messier, because of our adaptive and clever biology. Our hormones, our neurotransmitters, even our gut bacteria cause us to think about base needs like survival and loftier ones like personal fulfillment simultaneously. In fact, they compete with one another for our attention, and we prioritize and re-prioritize them on the fly, as context changes.

lofty adj.:崇高的,高级的。此处loftier pursuits,更高层次的需求,指的是精神层面的追求。
neurotransmitter ['nʊrotrænzmɪtɚ], n.:神经递质

Apple's understanding of this is what sets it apart when it comes to launching market-changing products, including the newly announced Apple Watch. Apple doesn't lock into one need on the hierarchy (soup that satisfies hunger, or perfect luxury car), but instead builds and markets products that connect on all four of the human needs that we're grappling with constantly. Let's use the Apple Watch as an example:
苹果公司根据其对于人类需求的理解,在市场变动的情况下推广产品的时候,包括Apple Watch,把这两个概念分离开来。苹果公司并不局限优先满足某一个需求(生理需求还是精神需求),相反地,它制造和推广符合人们不断挣扎的四大需求的新产品,下面就以Apple Watch为例,给大家分析苹果公司是如何的独领风骚。


Texts, finger-drawn emoticons, even the feature some consider hopelessly gimmicky, heartbeat sharing, are all central to the device keeping you connected.


Connections to loved ones is part of comfort, and so is the built-in health and fitness tracking, which makes the device something of a coach in your quest to improve yourself.


An easy box for Apple to check. Though many were surprised by the Apple Watch's conventional look (which pundits immediately declared savvy), Apple actually took the traditional winding crown of a watch and with it created a unique UI and UX, making it a tool for zooming in and out of maps or menus. The same is true in Apple's creation of an original touch interface which distinguishes between a tap and a press, giving the small screen twice as much utility as it would otherwise have.

UI: user interface 用户界面
UX:user experience 用户体验

Design plays a big role here through interchangeable watch bands. We've seen recently examples even in Apple's own marketing of customers celebrating uniqueness even though the products are remarkably uniform. Think of the commercial that flashes through the lids of dozens of MacBooks, each been dressed up with its own clever stickers, literally wrapped around the company's brand mark. Variety can of course also come from the suite of apps available to put on your watch.

But couldn't other smart watch entrants do the same thing? Forrester survey data shows that interest in wearing a wrist-based computing or sensoring device had grown from an already-high 28% in 2013 to an impressive 42% in 2014, all before the Apple Watch was a thing. But ask an average person if they know about the Pebble, the Samsung Gear products, or the new Moto 360 and you'll get blank stares in return. They may know the Nike Fuel Band or Fit Bit.
那么,其他新兴的智能手表制造商不就可以照样宣传了吗?福雷斯特研究公司的数据显示,人们对于携带智能腕表的兴趣从2013年的28%上升到2014年的42%,这全都归功于苹果手表的出现。不过,通过采访路人,问及他们是否认识一款名为Pebble的三星智能手表,或者最新的摩托罗拉360手表,得到的答复都是不知道。也许他们只知道耐克的运动腕带或者是Fit Bit智能腕带。

I'd argue that none of those devices delivers on our four needs as fully or as conveniently as Apple. For example, even though Pebble is aiming for all four needs, it has used less-convenient technology to deliver on those needs — admirable as the early entrant but insufficient at this stage in the market. Samsung, on the other hand, has created a device that promises to meet these four needs fully, but as a company it doesn't have the market power to draw other app makers into the environment as quickly as Apple can, giving Apple an app variety advantage from its first day on sale — as the mobile payment system announcement demonstrates. And in the mind of the potential buyer, Samsung and the others suffer vis-a-vis Apple because none can offer the reassurance — itself a form of comfort — that the company behind it has delivered on this before.[/en

That's another secret to Apple's dominance. Once it established itself as a company that could meet these needs, people tend to trust the brand more — maybe more than it deserves, but certainly more than other entrants — giving it an advantage that other brands need to fight just to get people to listen; that's why so many competing companies literally use Apple in their marketing, comparing their own products and features to the one's that seem to hog all the attention: Apple's. Apple seems to own the conversation. Other, highly-regarded smartwatches already exist, but now people are talking about Apple's proposed definition of a smartwatch.


This was precisely the strategy that Apple used to sell the iPad, showing dialogue-free commercials that merely depicted the magical things the iPad could do for you. This made some people buy an iPad, and others know what they would want when they finally got a tablet from another manufacturer. Either way, Apple dominated by controlling the expectations the user had about what needs the iPad would fulfill.

The watch experience will be harder to illustrate than the iPad's, to be sure, but I suspect Apple's not done creating this experience. The smartwatch is the spearhead to a broader wearable experience, populated with a phone, a watch, an earpiece, health monitors, and more things that, deep down, you know you need.

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