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省錢又有效:疫情期,零售商用播客與顧客員工保持聯(lián)系

Kate Bowers
2020-05-04

由于零售商預(yù)算吃緊,許多公司逐步意識(shí)到,播客是一種劃算的方式,可以讓品牌和人們溝通聯(lián)系、消除錯(cuò)誤信息。

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新冠病毒疫情期間,消費(fèi)者對(duì)食物、清潔用品和醫(yī)療用品的訂單如海嘯般涌入沃爾瑪,員工們壓力倍增,而沃爾瑪?shù)墓椭饔蒙狭艘粋€(gè)讓人難以想象的渠道給他們鼓勁:沃爾瑪廣播播客。這檔平易近人的公司播客已被重新打造成為員工鼓勁和信息交流的平臺(tái)。在最近幾集節(jié)目中,公司首席執(zhí)行長(zhǎng)董明倫和首席醫(yī)療官湯姆?范?吉爾德輪流出場(chǎng),回顧了疫情期間的基礎(chǔ)安全知識(shí),并向全體工作人員表示感謝。

“你在我們的店鋪里看到了什么?”該節(jié)目的聯(lián)合主持人博·沃羅岑問(wèn)范·吉爾德。

范·吉爾德回答道:“我看到,公司的各位伙伴像英雄一般,付出了巨大的努力,讓商店繼續(xù)營(yíng)業(yè),保證生活必需品能夠源源不斷地進(jìn)入社區(qū)。”

新冠病毒疫情爆發(fā)期間,沃爾瑪并不是唯一一家開始通過(guò)播客與員工和顧客保持聯(lián)系的公司。由于零售商預(yù)算吃緊,許多公司逐步意識(shí)到,播客是一種劃算的方式,可以讓品牌和人們溝通聯(lián)系、消除錯(cuò)誤信息。不同于電視廣告,播客不需要大量設(shè)備或大型創(chuàng)意團(tuán)隊(duì),制作速度快、成本低。而且由于必須保持社交距離,播客甚至可以在員工家中錄制,一條毯子或一間壁櫥就能代替錄音室。

喬氏超市(Trader Joe's)的播客“走進(jìn)喬氏”很受歡迎,他們?nèi)缃褚苍诶眠@個(gè)平臺(tái)談?wù)撔鹿谝咔槲C(jī)。

喬氏超市的門店總裁喬恩·巴薩隆在4月9日播出的節(jié)目中說(shuō):“之前人們?cè)诩腋浇碾s貨店求職時(shí),都不會(huì)想到會(huì)出現(xiàn)現(xiàn)在的情況。”巴薩隆談?wù)摴締T工在危機(jī)期間付出的努力時(shí),顯然動(dòng)了感情,他還談了談店鋪的消殺程序。

喬氏超市的市場(chǎng)總監(jiān)、播客的聯(lián)合主持人塔拉?米勒在討論疫情期間的員工需求時(shí)直奔主題。“危機(jī)期間的信息會(huì)變得詭異扭曲。公眾一直在談?wù)搯淌铣械膯T工疫情期間的工作沒有得到合理補(bǔ)償。我想談?wù)勥@個(gè)?!彼龁?wèn)巴薩隆。

巴薩隆的回答是:每名員工的時(shí)薪都增加了2美元,而且這種增長(zhǎng)沒有設(shè)定截止日期。巴薩隆表示,2月底銷售大幅增長(zhǎng),但因?yàn)楦嗟娜舜粼诩依铮罱呀抵琳K揭韵隆?/p>

米勒和巴薩隆不僅僅是自說(shuō)自話。這檔節(jié)目聽眾數(shù)量相當(dāng)可觀,有3000多聽眾評(píng)價(jià),最終評(píng)分是五星。相比之下,大多數(shù)其他公司的播客節(jié)目在蘋果播客平臺(tái)的評(píng)論還不到50條。

在家里也要和客戶保持聯(lián)系

但有一家公司的播客輕易超過(guò)了其他大多數(shù)公司:耐克的Trained。他們推出這款播客的目的是為了和客戶保持聯(lián)系,讓他們不斷地朝著新的和原來(lái)的健身目標(biāo)前進(jìn)。僅僅1月份,就有超過(guò)60萬(wàn)人下載了Trained。耐克的一位發(fā)言人表示,下載總數(shù)已經(jīng)超過(guò)了300萬(wàn)次。這檔節(jié)目聽起來(lái)像是運(yùn)動(dòng)員的TED演講,其中有勵(lì)志演講者西蒙·斯涅克、美國(guó)女子國(guó)家足球隊(duì)的朱莉·厄茨和洛杉磯湖人隊(duì)的勒布朗·詹姆斯。

耐克的高級(jí)表演總監(jiān)、Trained的主持人瑞安·弗萊赫蒂表示,他正在家里的壁櫥里錄制最新的節(jié)目?!敖酉聛?lái)幾周,我會(huì)和多名專家討論,即使我們被困在家里,如何能夠最好地享受生活,”弗萊赫蒂在一則預(yù)告中表示,最新幾期節(jié)目將聚焦徒手或少器械鍛煉、健康的飲食和睡眠習(xí)慣,以及如何“在困境中保持強(qiáng)大的精神?!?/p>

卡拉威高爾夫播客要更輕松一些。當(dāng)這家位于加州卡爾斯巴德的公司的員工被強(qiáng)制要求遵守“居家令”時(shí),播客主持人杰夫·紐巴斯在離開辦公室前帶走了他的錄音設(shè)備。該播客最新一期節(jié)目中,職業(yè)高爾夫球手贊德·謝奧菲勒接受了遠(yuǎn)程采訪,他談的內(nèi)容包括最近在家狂看奈飛節(jié)目,以及一些可以在家嘗試的高爾夫技巧。紐巴斯每周制作兩集,在高爾夫比賽取消的這段時(shí)間里聚集了一批粉絲。紐巴斯說(shuō):“(在場(chǎng)下)對(duì)比賽和(職業(yè)高爾夫球手)的生活開開善意的玩笑,能讓高爾夫球迷、球員、當(dāng)然還有(我本人)找到樂(lè)趣,暫時(shí)逃離現(xiàn)實(shí)生活?!甭牨娫谠u(píng)論中稱贊這檔播客節(jié)目是逃離日常新聞的避難所。

當(dāng)然,公司開播客并不是什么新鮮事。早在新冠病毒徹底打亂我們的日常生活之前,零售商和消費(fèi)者品牌就已經(jīng)在嘗試播客了。近年來(lái),隨著智能家居設(shè)備、能同步媒體文件的汽車、無(wú)線耳機(jī)的普及以及長(zhǎng)途通勤的需要,音頻內(nèi)容出現(xiàn)了爆炸式增長(zhǎng)。大約一半的美國(guó)人聽過(guò)播客;根據(jù)新澤西州消費(fèi)者研究公司Edison Research的數(shù)據(jù),超過(guò)三分之一(約1.04億人)的人經(jīng)常收聽。

舉幾個(gè)例子,塔吉特(Target)、絲芙蘭(Sephora)、古馳(Gucci)、蔻馳(Coach)、愛馬仕(Hermes)和雅芳(Avon)都有播客。盡管大多播客只吸引了一票小眾聽眾,但仍然很有意義。

“我們正在把媒體市場(chǎng)切割得越來(lái)越薄——只要能和消費(fèi)者建立聯(lián)系,并在不打擾他們的情況下正中要害,任何方式都是好方式?!奔~約大學(xué)斯特恩商學(xué)院營(yíng)銷學(xué)教授艾倫?亞當(dāng)森在新冠病毒疫情前接受《財(cái)富》采訪時(shí)表示,“考慮到準(zhǔn)入門檻較低,如果有10個(gè)人在聽,就值了。這意味著有10個(gè)人被完全吸引了?!?/p>

喬氏超市過(guò)去兩年一直在利用播客“更好地掌控?cái)⑹?,”該播客的?lián)合主持人、公司產(chǎn)品營(yíng)銷副總裁馬特·斯隆說(shuō)。之前該播客的節(jié)目以一種詼諧、聰明、不加掩飾的書呆子方式,討論了可持續(xù)性、產(chǎn)品開發(fā)線、粉絲愛用品和員工文化等。

斯隆指出,從歷史上看,這家零售商一直保持著“不露聲色”的傳統(tǒng),更多地聚焦于顧客,而不是向媒體表達(dá)。但通過(guò)播客,這家節(jié)儉出了名的零售商找到了一種高效又省錢的表達(dá)方式,比30秒的電視廣告或橫幅廣告能提供更多的信息,進(jìn)行更深入的互動(dòng)?!爸v述對(duì)我們很重要,清楚表達(dá)很重要,”斯隆說(shuō)。尤其是在店鋪里有員工檢測(cè)出新冠病毒陽(yáng)性后,向消費(fèi)者說(shuō)明如何進(jìn)行消殺以及店鋪的現(xiàn)狀,這種表達(dá)就更加重要。

“去趟雜貨店這么簡(jiǎn)單的事情已經(jīng)不再像以前那么簡(jiǎn)單了,我們非常感謝你們的善意和耐心,”斯隆在4月9日的播客節(jié)目結(jié)束時(shí)說(shuō)。

“很多人通過(guò)社交媒體和電子郵件向我表示,我們進(jìn)行分享并讓人們獲取信息,他們對(duì)我們這種做法非常驚訝?!蹦涂说母トR厄蒂說(shuō),“他們喜歡這款播客,因?yàn)檫@不是營(yíng)銷,我們也不求回報(bào)?!?/p>

聽上去和正在家里隔離避難的客戶需求完美契合。(財(cái)富中文網(wǎng))

譯者:Agatha

新冠病毒疫情期間,消費(fèi)者對(duì)食物、清潔用品和醫(yī)療用品的訂單如海嘯般涌入沃爾瑪,員工們壓力倍增,而沃爾瑪?shù)墓椭饔蒙狭艘粋€(gè)讓人難以想象的渠道給他們鼓勁:沃爾瑪廣播播客。這檔平易近人的公司播客已被重新打造成為員工鼓勁和信息交流的平臺(tái)。在最近幾集節(jié)目中,公司首席執(zhí)行長(zhǎng)董明倫和首席醫(yī)療官湯姆?范?吉爾德輪流出場(chǎng),回顧了疫情期間的基礎(chǔ)安全知識(shí),并向全體工作人員表示感謝。

“你在我們的店鋪里看到了什么?”該節(jié)目的聯(lián)合主持人博·沃羅岑問(wèn)范·吉爾德。

范·吉爾德回答道:“我看到,公司的各位伙伴像英雄一般,付出了巨大的努力,讓商店繼續(xù)營(yíng)業(yè),保證生活必需品能夠源源不斷地進(jìn)入社區(qū)。”

新冠病毒疫情爆發(fā)期間,沃爾瑪并不是唯一一家開始通過(guò)播客與員工和顧客保持聯(lián)系的公司。由于零售商預(yù)算吃緊,許多公司逐步意識(shí)到,播客是一種劃算的方式,可以讓品牌和人們溝通聯(lián)系、消除錯(cuò)誤信息。不同于電視廣告,播客不需要大量設(shè)備或大型創(chuàng)意團(tuán)隊(duì),制作速度快、成本低。而且由于必須保持社交距離,播客甚至可以在員工家中錄制,一條毯子或一間壁櫥就能代替錄音室。

喬氏超市(Trader Joe's)的播客“走進(jìn)喬氏”很受歡迎,他們?nèi)缃褚苍诶眠@個(gè)平臺(tái)談?wù)撔鹿谝咔槲C(jī)。

喬氏超市的門店總裁喬恩·巴薩隆在4月9日播出的節(jié)目中說(shuō):“之前人們?cè)诩腋浇碾s貨店求職時(shí),都不會(huì)想到會(huì)出現(xiàn)現(xiàn)在的情況。”巴薩隆談?wù)摴締T工在危機(jī)期間付出的努力時(shí),顯然動(dòng)了感情,他還談了談店鋪的消殺程序。

喬氏超市的市場(chǎng)總監(jiān)、播客的聯(lián)合主持人塔拉?米勒在討論疫情期間的員工需求時(shí)直奔主題?!拔C(jī)期間的信息會(huì)變得詭異扭曲。公眾一直在談?wù)搯淌铣械膯T工疫情期間的工作沒有得到合理補(bǔ)償。我想談?wù)勥@個(gè)?!彼龁?wèn)巴薩隆。

巴薩隆的回答是:每名員工的時(shí)薪都增加了2美元,而且這種增長(zhǎng)沒有設(shè)定截止日期。巴薩隆表示,2月底銷售大幅增長(zhǎng),但因?yàn)楦嗟娜舜粼诩依?,最近已降至正常水平以下?/p>

米勒和巴薩隆不僅僅是自說(shuō)自話。這檔節(jié)目聽眾數(shù)量相當(dāng)可觀,有3000多聽眾評(píng)價(jià),最終評(píng)分是五星。相比之下,大多數(shù)其他公司的播客節(jié)目在蘋果播客平臺(tái)的評(píng)論還不到50條。

在家里也要和客戶保持聯(lián)系

但有一家公司的播客輕易超過(guò)了其他大多數(shù)公司:耐克的Trained。他們推出這款播客的目的是為了和客戶保持聯(lián)系,讓他們不斷地朝著新的和原來(lái)的健身目標(biāo)前進(jìn)。僅僅1月份,就有超過(guò)60萬(wàn)人下載了Trained。耐克的一位發(fā)言人表示,下載總數(shù)已經(jīng)超過(guò)了300萬(wàn)次。這檔節(jié)目聽起來(lái)像是運(yùn)動(dòng)員的TED演講,其中有勵(lì)志演講者西蒙·斯涅克、美國(guó)女子國(guó)家足球隊(duì)的朱莉·厄茨和洛杉磯湖人隊(duì)的勒布朗·詹姆斯。

耐克的高級(jí)表演總監(jiān)、Trained的主持人瑞安·弗萊赫蒂表示,他正在家里的壁櫥里錄制最新的節(jié)目。“接下來(lái)幾周,我會(huì)和多名專家討論,即使我們被困在家里,如何能夠最好地享受生活,”弗萊赫蒂在一則預(yù)告中表示,最新幾期節(jié)目將聚焦徒手或少器械鍛煉、健康的飲食和睡眠習(xí)慣,以及如何“在困境中保持強(qiáng)大的精神。”

卡拉威高爾夫播客要更輕松一些。當(dāng)這家位于加州卡爾斯巴德的公司的員工被強(qiáng)制要求遵守“居家令”時(shí),播客主持人杰夫·紐巴斯在離開辦公室前帶走了他的錄音設(shè)備。該播客最新一期節(jié)目中,職業(yè)高爾夫球手贊德·謝奧菲勒接受了遠(yuǎn)程采訪,他談的內(nèi)容包括最近在家狂看奈飛節(jié)目,以及一些可以在家嘗試的高爾夫技巧。紐巴斯每周制作兩集,在高爾夫比賽取消的這段時(shí)間里聚集了一批粉絲。紐巴斯說(shuō):“(在場(chǎng)下)對(duì)比賽和(職業(yè)高爾夫球手)的生活開開善意的玩笑,能讓高爾夫球迷、球員、當(dāng)然還有(我本人)找到樂(lè)趣,暫時(shí)逃離現(xiàn)實(shí)生活。”聽眾在評(píng)論中稱贊這檔播客節(jié)目是逃離日常新聞的避難所。

當(dāng)然,公司開播客并不是什么新鮮事。早在新冠病毒徹底打亂我們的日常生活之前,零售商和消費(fèi)者品牌就已經(jīng)在嘗試播客了。近年來(lái),隨著智能家居設(shè)備、能同步媒體文件的汽車、無(wú)線耳機(jī)的普及以及長(zhǎng)途通勤的需要,音頻內(nèi)容出現(xiàn)了爆炸式增長(zhǎng)。大約一半的美國(guó)人聽過(guò)播客;根據(jù)新澤西州消費(fèi)者研究公司Edison Research的數(shù)據(jù),超過(guò)三分之一(約1.04億人)的人經(jīng)常收聽。

舉幾個(gè)例子,塔吉特(Target)、絲芙蘭(Sephora)、古馳(Gucci)、蔻馳(Coach)、愛馬仕(Hermes)和雅芳(Avon)都有播客。盡管大多播客只吸引了一票小眾聽眾,但仍然很有意義。

“我們正在把媒體市場(chǎng)切割得越來(lái)越薄——只要能和消費(fèi)者建立聯(lián)系,并在不打擾他們的情況下正中要害,任何方式都是好方式?!奔~約大學(xué)斯特恩商學(xué)院營(yíng)銷學(xué)教授艾倫?亞當(dāng)森在新冠病毒疫情前接受《財(cái)富》采訪時(shí)表示,“考慮到準(zhǔn)入門檻較低,如果有10個(gè)人在聽,就值了。這意味著有10個(gè)人被完全吸引了?!?/p>

喬氏超市過(guò)去兩年一直在利用播客“更好地掌控?cái)⑹?,”該播客的?lián)合主持人、公司產(chǎn)品營(yíng)銷副總裁馬特·斯隆說(shuō)。之前該播客的節(jié)目以一種詼諧、聰明、不加掩飾的書呆子方式,討論了可持續(xù)性、產(chǎn)品開發(fā)線、粉絲愛用品和員工文化等。

斯隆指出,從歷史上看,這家零售商一直保持著“不露聲色”的傳統(tǒng),更多地聚焦于顧客,而不是向媒體表達(dá)。但通過(guò)播客,這家節(jié)儉出了名的零售商找到了一種高效又省錢的表達(dá)方式,比30秒的電視廣告或橫幅廣告能提供更多的信息,進(jìn)行更深入的互動(dòng)?!爸v述對(duì)我們很重要,清楚表達(dá)很重要,”斯隆說(shuō)。尤其是在店鋪里有員工檢測(cè)出新冠病毒陽(yáng)性后,向消費(fèi)者說(shuō)明如何進(jìn)行消殺以及店鋪的現(xiàn)狀,這種表達(dá)就更加重要。

“去趟雜貨店這么簡(jiǎn)單的事情已經(jīng)不再像以前那么簡(jiǎn)單了,我們非常感謝你們的善意和耐心,”斯隆在4月9日的播客節(jié)目結(jié)束時(shí)說(shuō)。

“很多人通過(guò)社交媒體和電子郵件向我表示,我們進(jìn)行分享并讓人們獲取信息,他們對(duì)我們這種做法非常驚訝。”耐克的弗萊厄蒂說(shuō),“他們喜歡這款播客,因?yàn)檫@不是營(yíng)銷,我們也不求回報(bào)?!?/p>

聽上去和正在家里隔離避難的客戶需求完美契合。(財(cái)富中文網(wǎng))

譯者:Agatha

LAs Walmart employees handle a tsunami of coronavirus-related demands for food, cleaning products, and medical supplies, their employer is using an unlikely source to rally them: the Walmart Radio Podcast. The folksy company podcast has been recast as both a morale booster and information clearinghouse for employees. In recent episodes, CEO Doug McMillon and the company's chief medical officer, Dr. Tom Van Gilder, took guest turns on the show to review COVID-19 safety basics and thank workers.

“What are you seeing out in our stores?” the show’s co-host, Bo Woloszyn, asked Van Gilder.

“Absolutely heroic efforts on the parts of the associates to keep the stores open, to keep those essential goods coming to our communities,” Van Gilder replied.

Walmart is not alone in turning to podcasts to connect with employees and customers during the coronavirus pandemic. With retailers' budgets strained, many have started to realize that podcasts are a cost-effective way for brands to connect with people and dispel misinformation. Unlike a TV spot, podcasts can be produced quickly and cheaply without a lot of equipment or large creative team. And with social distancing a must, podcasts can even be recorded at employees' homes, a blanket or closet standing in as a recording studio.

Trader Joe's is also using its popular podcast, Inside Trader Joe’s, for straight talk about the COVID-19 crisis.

“Nobody signed up for this when they applied for their job at a neighborhood grocery store,” said Trader Joe’s president of stores Jon Basalone on the April 9th episode. Basalone talked about sanitizing procedures and, when discussing employee efforts during the crisis, was clearly emotional.

Tara Miller, Trader Joe’s marketing director and the podcast’s co-host, got right to it in discussing employee needs during the pandemic. "In times of crisis, information gets weird and misconstrued. There's been talk in public about how Trader Joe's employees are not being compensated fairly for what they're doing right now. I want to talk about that,” she asked of Basalone.

His answer: each crew member is receiving $2 more per hour, a wage increase he said has no end date. Basalone said sales rose significantly in late February, but have dipped below normal recently as more people are staying home.

Miller and Basalone weren't just throwing their voices into the wind. The show has a significant audience, boasting a five-star rating on more than three thousand reviews. In comparison, most other company podcasts have fewer than 50 reviews on Apple Podcasts.

Keeping customers connected at home

But one company podcast runs circles around most others: Nike's Trained, and they're putting it to work to connect with customers and keep them moving forward with fitness goals old and new. In January alone, more than 600,000 people downloaded Trained and a Nike spokesperson said they've surpassed 3 million downloads total. The show, which sounds like TED Talks for athletes, has featured motivational speaker Simon Sinek, Julie Ertz of the U.S. women's national soccer team, and the Los Angeles Lakers' LeBron James.

Ryan Flaherty, Nike’s senior director of performance and the host of Trained, hinted he’s recording new episodes from his closet. "For the next few weeks I’ll be talking with a range of experts about how we can live our best lives even when we’re hunkered down," Flaherty said in a trailer preview, promising new episodes that will feature tips on working out with little or no equipment, healthy eating and sleep habits, and how to “stay mentally strong during a difficult situation."

Things are a bit more relaxed over on the Callaway Golf Podcast. When the employees of the Carlsbad, Calif. company came under mandatory “shelter in place” orders, podcast host Jeff Neubarth grabbed his recording equipment before leaving the office. A recent episode of the podcast featured a remote interview with pro golfer Xander Schauffele, who discussed Netflix binges and golf tips to try at home. Neubarth has been producing two episodes each week, creating community at a time when tournaments are cancelled. “Friendly banter about the game and [pro golfers’] lives off the course can be a fun distraction for golf fans, the player and certainly [for me],” Neubarth said. Reviewers have praised it as a refuge from news.

Company podcasts aren't a new thing, of course. Long before COVID-19 upended daily life, retailers and consumer brands had already been experimenting with podcasts. Audio content has exploded in recent years, buoyed by smart home devices, media-syncing cars, ear pods, and long commutes. About half of all Americans have listened to a podcast; more than a third— roughly 104 million people— listen regularly, according to Sommerville, N.J. consumer research firm Edison Research.

Target, Sephora, Gucci, Coach, Hermes, and Avon, to name a few, have produced podcasts. Even though most of these efforts have attracted only a niche audience, they’re still meaningful.

“We are slicing the media market thinner and thinner—any way you can connect with consumers and be more relevant without interrupting them is key,” said Allen Adamson, marketing professor at NYU’s Stern School of Business in an interview with Fortune before COVID-19 took hold of the world. “Given that the barriers to entry are relatively low, if 10 people are listening, that’s valuable. That’s 10 people completely absorbed.”

Trader Joe's has used its podcast for the last two years to “be more in control of the narrative,” said Matt Sloan, the podcast’s co-host and the retailer’s vice president of product marketing. Earlier episodes addressed sustainability, the product development pipeline, fan favorites, and employee culture in a witty, smart, and unabashedly nerdy way.

Historically, Sloan noted, the retailer has “played its card close to its chest,” focusing more on customers than speaking to the media. But in its podcast, the notoriously frugal retailer found an efficient and cost-effective way to deliver a lot more information—and deeper engagement—than they could with a 30-second television spot or banner ad. “Words matter to us and being clear is important,” Sloan said. That's become even more vital when in the face of addressing sanitation procedures or what happens at a store after an employee tests positive for COVID-19.

“Simple things like going to the grocery store aren’t so very simple anymore and we appreciate your kindness and patience so very much,” Sloan said, concluding the April 9th podcast.

“I’ve had a ton of people reach out through social media and email to say they’re so surprised we’re doing this—sharing information and giving access to these people,” said Nike’s Flaherty. “They like that it’s not a marketing campaign and that we’re not asking for anything in return.”

Sounds like a perfect fit for a customer base that's sheltering in place.

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