题目内容：
Text 3 The rough guide to marketing success usedto be that you got what you paid for. No longer. While traditional “paid” media– such as television commercials and print advertisements – still play a majorrole, companies today can exploit many alternative forms of media. Consumerspassionate about a product may create “owned” media by sending e-mail alertsabout products and sales to customers registered with its Web site. The wayconsumers now approach the broad range of factors beyond conventional paid media.
Paid and owned media are controlled bymarketers promoting their own products. For earned media , such marketers actas the initiator for users’ responses. But in some cases, one marketer’s ownedmedia become another marketer’s paid media – for instance, when an e-commerceretailer sells ad space on its Web site. We define such sold media as ownedmedia whose traffic is so strong that other organizations place their contentor e-commerce engines within that environment. This trend ,which we believe isstill in its infancy, effectively began with retailers and travel providerssuch as airlines and hotels and will no doubt go further. Johnson &Johnson, for example, has created BabyCenter, a stand-alone media property thatpromotes complementary and even competitive products. Besides generatingincome, the presence of other marketers makes the site seem objective, givescompanies opportunities to learn valuable information about the appeal of othercompanies’ marketing, and may help expand user traffic for all companiesconcerned.
The same dramatic technological changesthat have provided marketers with more (and more diverse) communicationschoices have also increased the risk that passionate consumers will voice theiropinions in quicker, more visible, and much more damaging ways. Such hijackedmedia are the opposite of earned media: an asset or campaign becomes hostage toconsumers, other stakeholders, or activists who make negative allegations abouta brand or product. Members of social networks, for instance, are learning thatthey can hijack media to apply pressure on the businesses that originallycreated them.
If that happens, passionate consumers wouldtry to persuade others to boycott products, putting the reputation of thetarget company at risk. In such a case, the company’s response may not besufficiently quick or thoughtful, and the learning curve has been steep. ToyotaMotor, for example, alleviated some of the damage from its recall crisisearlier this year with a relatively quick and well-orchestrated social-mediaresponse campaign, which included efforts to engage with consumers directly onsites such as Twitter and the social-news site Digg.Consumers may create “earned” media whenthey are A． obscssed with online shopping atcertain Web site
B． inspired by product-promoting e-mailssent to the
C． eager to help their friends promotequality product
D． enthusiastic about recommending theirfavor
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