Search results

Drawing on embodied cognition theory, this study examined the impact of midair, gesture-based somatosensory augmented reality (AR) experience on consumer delight and stickiness intention. The mediating effects of three psychological states for body schema (i.e. natural symbol sets, vivid memory and human touch) on the relationships between somatosensory AR and consumer delight/stickiness intention are determined. By filling gaps in the research, we hope to provide guidance on how to drive delightful somatosensory AR marketing.

Two experiments were conducted (Study 1 and Study 2) to test the research model and hypotheses. These experiments compared the effects of the “presence” (midair, gesture-based) and “absence” (mouse-based traditional website) conditions in somatosensory AR on consumer body schema and the creation of a delightful virtual shopping experience (i.e. consumer delight and stickiness intention).

The consumer delight and stickiness intention created in the presence condition was much higher than those in the absence condition. Consumers appeared to prefer engaging in a midair gesture-based somatosensory AR experience and exploring an augmented metaverse reality to interacting with a mouse-based traditional website. We also found that giving online consumers more somatosensory activities and kinesthetic experiences effectively inspired three psychological states of body schema in online consumers.

The results contribute to the AR experience and somatosensory marketing literature by revealing the role of natural symbol sets, vivid memory and the sense of human touch. This research breaks through the long-developed research paradigm on consumer delight, which has been limited to traditional entities and web contexts. We also extend embodied cognition theory to the study of somatosensory AR marketing.

The extant literature on experience marketing takes a narrow functional approach engaging with issues like defining an experience brand and recommending strategies for creating a unique customer experience. The purpose of this research is to focus on the cross‐level interdependencies in the organization and examine interrelatedness between business strategy and experience marketing.

Drawing on the extant literature on business strategy and experience marketing and investigating an in‐depth case study on experience marketing this article arrives at strategic principles of experience marketing. It uses an in depth analysis of a case study of an experience hotel brand covering multiple facets of its business strategy in all its complexities. Data were collected from six sources of evidence: documents, archival records, interviews, direct observation, participant‐observation and physical artifacts. A total of 17 interviews lasting from one to several hours each were conducted with senior management. Analysis of the benchmark case was combined with extensive review of literature on business strategy to draw strategic principles of experience marketing which are amenable to further evaluation for enhanced generalizability.

The six dimensions of business strategy: customer orientation, unique company capabilities, barriers to imitation, internal marketing, employee empowerment, and visionary leadership were found to be interrelated with experience marketing. This article also brings focus on research on cross‐level dependencies by outlining a detailed agenda for future research and operationalizing the constructs.

The linking of experience marketing with business strategy is a novel perspective as the extant literature deals with the subject only in the context of the functional area of marketing.

The marketing literature uses five different experience terms that are supposed to represent different streams of research. Many papers do not provide a definition, most of the used definitions are unclear, the different experience terms have similar dimensionality and are regularly used interchangeably or have the same meaning. In addition, the existing definitions are not adequately informed from other disciplines that have engaged with experience. This paper aims to build a comprehensive conceptual framework of experience in marketing informed by related disciplines aiming to provide a more holistic definition of the term.

This research follows previously established procedures by conducting a systematic literature review of experience. From the approximately 5,000 sources identified in three disciplines, 267 sources were selected, marketing (148), philosophy (90) and psychology (29). To address definitional issues the analysis focused on enlightening four premises.

This paper posits that the term brand experience can be used in all marketing-related experiences and proposes four premises that may resolve the vagaries associated with the term’s conceptualization. The four premises address the what, who, how and when of brand experience and aim to rectify conceptual issues. Brand experience is introduced as a multi-level phenomenon.

The suggested singular term, brand experience, captures all experiences in marketing. The identified additional elements of brand experience, such as the levels of experience and the revision of emotions within brand experience as a continuum, tempered by repetition, should be considered in future research.

The multi-level conceptualization may provide a greater scope for dynamic approaches to brand experience design thus providing greater opportunities for managers to create sustainable competitive advantages and differentiation from competitors.

This paper completes a systematic literature review of brand experience across marketing, philosophy and psychology which delineates and enlightens the conceptualization of brand experience and presents brand experience in a multi-level conceptualization, opening the possibility for further theoretical, methodological and interdisciplinary promise.

The experience economy is characterized by the consumers’ search for emotions and memorable experiences through consumption. While the experience economy has a fundamental effect on tourists’ decision-making and their consumer behavior, only a limited number of past studies have examined the relations between the experience economy and destination marketing campaigns. To extend the scope of the existing knowledge, this paper aims to explore the use of experience marketing in destination marketing campaigns.

The study conducts a qualitative case study analysis of six national tourism marketing campaigns, i.e. it examines the use of experience marketing in tourism campaigns and the use of the strategic experiential module as an analysis framework for destination marketing campaigns.

The findings reveal an influence of experience marketing on the examined marketing campaigns as destinations highlight the motifs of memorable experiences, engaging people’s senses and creating meaning. In accordance with the strategic experiential module, the campaigns analyzed shift the marketing focal point from the characteristics of the destination to the tourists’ experiences of sensing, feeling, thinking, acting and relating.

The conclusions of the study contribute both to scholars and practitioners, extending the present knowledge of the link between experience marketing and tourism marketing, illustrating the effect of experience marketing on destination marketing and shedding new light on the role of the experience economy and experience marketing in tourism marketing campaigns.

To analyze and discuss the role of ICTs and the emerging trends and issues in marketing tourism experiences.

Previous conceptual frameworks are reviewed and key issues and trends are identified as central for ICT-based tourism marketing. Case studies are presented to illustrate how the marketing issues could be translated into practical tourism marketing strategies.

(1) Based on the literature, a conceptual model that outlines a technology-empowered marketing approach for co-created tourism experiences is presented. (2) The identified key trends in marketing tourism experiences include the changing overall role of marketers, a growth in mobile marketing opportunities, the emergence of smart destinations and their varied implications for marketing. (3) The case studies show the integrated and strategic role of social media platforms, hashtags, photography, location-based geofilters, augmented reality and videography in marketing tourism experiences.

This chapter conceptually outlines the technology-empowered tourism marketing approach and the role of marketers and various other players in tourism experience co-creation. The case studies provide practical implications for ICT-based tourism marketing.

Luxury has received attention from tourism researchers as an important element of the gastronomic tourism experience. With recent research suggesting food and wine tourism being connected to luxury, it is important to explore how gastronomic tourism experiences are marketed to create such perceptions and feelings of luxury. This chapter aims to understand marketing strategies that support luxury gastronomic tourism experiences. In contrast to the definition of luxury as a performance or a value, this research conceptualises luxury as an affect which is sensed and felt in gastronomic tourism experiences. How this conceptualisation translates into marketing practice is explored for a particular gastronomic region. An in-depth analysis of the website of a destination marketing organisation in the Hunter Valley gastronomic region of Australia shows that the gastronomic tourism experience is marketed as bucolic luxury using marketing strategies of connection, congregation and repetition, all of which channel and maintain the affect of bucolic luxury. The chapter contributes to the literature on luxury marketing in the tourism context by identifying marketing strategies that can augment the affect of luxury for the gastronomy tourist.

Many industries have witnessed a shift from traditional features and benefits marketing towards creating experiences for their customers (Pathak, 2014), but perhaps none more so than the service industry. The concept of experiences and experiential marketing has garnered much attention in recent years and has evolved to where it now has become more strategic and encompasses

the process of identifying and satisfying customer needs and aspirations profitably, engaging them through authentic two-way communications that bring brand personalities to life and add value to the target audience. (Smilansky, 2018, p. 12)

Despite its popular usage however, experiential marketing has had to contend with a lack of acceptance that was – at least in part – justifiable given its emergent nature and poor measurability properties. Its theoretical underpinnings have been explored but are less codified than many other areas of marketing. Nonetheless, it is an established part of a marketer’s armoury, is innovative in its use of technology such as virtual reality (VR) and augmented reality (AR) and, interestingly, has paved the way for a move to a focus on overall business experience. Where customer experience was limited to the marketing domain, business experience is a priority of the CEO, where customer-centricity becomes the driving force throughout the entire company. In this way, the role of experience is central to the ways that companies will grow and achieve better performance in a fast-changing global market. This is of particular relevance to the service industry, which perhaps has experienced the most upheaval of all, throughout the global Covid pandemic. To succeed in a post-Covid world, this chapter will establish how service companies must examine every aspect of their business to create meaningful experiences for customers, that will in turn translate into brand differentiation, ongoing customer satisfaction and business growth.

The increased involvement of customers in their experience is a reality for all service organisations. The purpose of this paper is to explore the way organisations collaborate with customers to facilitate consumption of cultural experiences through the lens of co-production. Although organisations are typically an integral part of the co-production process, co-production is typically considered from a consumer angle. Aligned with the service ecosystem perspective and value-in-cultural context, this research aims to provide greater insight into the processes and resources that institutions apply to co-produce experiences with consumers and the drivers and inhibitors of such processes.

Case study research with three exemplar organisations, using in-depth interviews with key informants was used to investigate the processes organisations follow in co-producing the service experience with customers, as well as the drivers and inhibitors of organisational co-production of the service experience in the cultural sector.

The findings illuminate that cultural organisations are co-producing the service experience with their customers, as revealed through a number of key processes: inviting customers to actively participate in the experience, engaging customers and supporting customers in the co-production of the experience. Increasingly demanding consumers and a changing competitive landscape are strong external drivers of co-production. Visionary leadership and consumer-focussed employees are internal factors impelling organisations to co-produce experiences with consumers. A strong curatorial orientation, complex organisational structure, employee attitude and capability gaps and funding constraints are impediments towards organisations co-producing experiences with consumers.

This paper addresses a gap in Service-Dominant logic theory, arts/cultural marketing and broader services marketing literature by proposing a broadened conceptualisation of co-production of the service experience. This conceptualisation can be used as a platform to derive strategic imperatives for managers of service organisations. The findings highlight the key practices and resources that are central to organisations co-producing experience with customers. In this way, greater understanding of institutional logics and practices that underpin experience co-production emerges.

The purpose of this study is to clarify the role of various levels of modality richness [text-visual, audiovisual and augmented reality interactive technology (ARIT)] on vivid memories (visual sensory detailed, emotionally intense, first-person perspective and coherent) and exploratory behavior. To clarify which modality richness online retailers use is more appropriate to create a virtual reality simulation experience to fill a significant gap in the sensory interactive marketing paradigm.

A task-based laboratory study was conducted to provide users with private try-on space. A total of 429 valid questionnaires were collected, and partial least squares path modeling was adopted to test hypotheses.

The results indicate that various levels of modality richness (text-visual, audiovisual and ARIT) positively affect vivid memories (visual sensory detailed, emotionally intense, first-person perspective and coherent), and vivid memories successfully induce exploratory behavior.

The study results could also help retailers and brands with clear guidance in designing and creating simulation experience services and choosing the best way to present products. With the results of this research, retailers will also be able to grasp better the critical points of introducing innovative technology into the service experience and then create the benefits of digital economic growth.

Exploring which digital interactive technology online retailers use is more appropriate to create a virtual reality shopping experience to fill a significant gap in the sensory interactive marketing paradigm. Exploring the antecedents of vivid memories in a digital sensory interactive experience contributes to the body schema literature and the script theory. We draw from construal level theory (CLT) to clarify the impact of various levels of modality richness on driving the difference in sensory simulation schema to break through the limited findings of previous studies, namely using CLT to interpret psychological distance.