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1 – 10 of over 88000Katarina Hellén and Johanna Gummerus
Service scholars have questioned the usefulness of the concept of tangibility/intangibility as a characteristic of services for two reasons: first, it is ambiguous and does not…
Abstract
Purpose
Service scholars have questioned the usefulness of the concept of tangibility/intangibility as a characteristic of services for two reasons: first, it is ambiguous and does not differentiate between services and goods; and second, because all offerings, despite their characteristics, render service to customers. Consequently, scholars have suggested discarding the concept altogether. The purpose of this paper is to subject the concept to critical evaluation and argue that tangibility/intangibility is useful, because it influences consumers' experiences with offerings. In this paper, the authors argue that it is necessary to re‐conceptualise tangibility/intangibility to overcome the previous critique.
Design/methodology/approach
The authors draw upon empirical research from the service marketing and psychology literature in order to advance knowledge on the nature of tangibility/intangibility and its influence on the formation of consumer experiences.
Findings
It is proposed that tangibility/intangibility should be investigated from a consumer perspective, rather than an inherent characteristic in offerings. Also, it is shown that the concept is relevant for understanding consumer experience formation at different stages of the purchase process.
Originality/value
The paper provides propositions on the conceptualization of tangibility/intangibility and its relationship with pre‐, ongoing use and post‐purchase consumer experiences. The authors call for caution in dismissing tangibility/intangibility as a concept in the service marketing literature.
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The aim of this paper is to discuss the use of the theory of attractive quality and the Kano methodology in an experience context in order to understand how different experienced…
Abstract
Purpose
The aim of this paper is to discuss the use of the theory of attractive quality and the Kano methodology in an experience context in order to understand how different experienced attributes contribute to delight and satisfaction among customers.
Design/methodology/approach
The study applied theoretical and quantitative approaches in order to examine the theory of attractive quality and the Kano methodology. A total of 270 respondents responded to the survey instrument, which was based on qualitative interviews.
Findings
The research showed that existing questions and answering alternatives included in the Kano methodology must be adapted to the nature of experiences. The paper contributes in the form of a new evaluation table, having shown that existing tables were invalid in relation to the importance rating and the Must‐Be>One‐dimensional>Attractive>Indifferent evaluation rule. Finally, the paper also shows how hedonic attributes create delight and utilitarian attributes create satisfaction, which contributes to a holistic offering.
Practical implications
Managers should address the fact that simply including an attribute is not sufficient; they must also consider its nature and how it performs and attach to the offering when studying experiences to understand how it contributes to either delight or satisfaction.
Originality/value
To date, few studies have addressed or discussed the consequences of applying the theory of attractive quality and the Kano model – including its rules for classification – to experience‐based offerings. The present article does this and also offers a theoretical extension of the theory of attractive quality and service marketing in terms of how customers holistically consider value and how Kano survey results should be analysed.
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The author explains how networked interaction, propelled by the internet and the forces of digitalization, ubiquitous connectivity, globalization and social media has become the…
Abstract
Purpose
The author explains how networked interaction, propelled by the internet and the forces of digitalization, ubiquitous connectivity, globalization and social media has become the new locus for creating value. And how that networked interaction is accelerating the shift of value creation towards the experiences of individuals who want to define choices in a manner that reflects their view of value and their own expressions of personalization. 10;
Design/methodology/approach
The article explains that every enterprise is now faced with the challenge of learning how to create valuable impacts of experienced outcomes through smarter, connected offerings and the networked interactions of individuals.
Findings
Instead of having fixed economic value, offerings are increasingly a means for the dynamic creation of experience value through ongoing and new types of networked interactions.
Practical implications
Rather than simply elevating the user experience of a good or service, the co-created experience itself becomes the product.
Originality/value
The Starbucks and Burberry examples suggest how offerings are being enhanced by interactive technologies that open up new sources and avenues of experience value creation. The article explains how any enterprise can now adopt a strategy of ‘capabilities as a service’ by innovating its own ecosystems of customer and stakeholder experiences.
H. Kader Şanlıöz-Özgen and Metin Kozak
Concerning the development of “experience” as an economic phenomenon, this study aims to analyse customers' evaluations of their experiences in five-star hotel businesses and to…
Abstract
Purpose
Concerning the development of “experience” as an economic phenomenon, this study aims to analyse customers' evaluations of their experiences in five-star hotel businesses and to identify if the hospitality experience is evaluated as an “experience” by its specific aspects.
Design/methodology/approach
Structural and thematic narrative analyses in a multi-dimensional setting were applied to stories from 107 participants who stayed in five-star hotel businesses.
Findings
Customers evaluate their overall experience as an “experience” reflected by experiential statements. However, they demonstrate higher cognitive orientation at the sub-experience levels (food and beverage, rooms, etc.).
Research limitations/implications
The paper sheds light on the fact that customers may evaluate their experiences with cognitive and experiential aspects. The study focuses on participants' lived experiences to understand the customer perspective with the “experience” concept leading to the memorability of customer experiences in hotel businesses. Further research is required with a larger sample group, mixed-methods implementation and longitudinal and comparable examination to understand seasonal, motivational and cultural differences.
Practical implications
The paper reveals various aspects of customer experiences in five-star hotel businesses around the variety of their offerings evaluated by cognitive and experiential perceptions so that dedicated efforts of the managers will be enhanced with a better and strategic understanding of the “experience” concept to achieve business goals.
Originality/value
The study offers insightful findings relating to customers’ service- and experience-based experiences and how “experience” is perceived by customers from various angles in the five-star hotel businesses.
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Dr Dongmei Zha, Pantea Foroudi and Reza Marvi
This paper aims to introduce the experience-dominant (Ex-D) logic model, which synthesizes the creation, perceptions and outcomes of Ex-D logic. It is designed to offer valuable…
Abstract
Purpose
This paper aims to introduce the experience-dominant (Ex-D) logic model, which synthesizes the creation, perceptions and outcomes of Ex-D logic. It is designed to offer valuable insights for strategic managerial applications and future research directions.
Design/methodology/approach
Employing a qualitative approach by using eight selected product launch events from reviewed 100 event videos and 55 in-depth interviews with industrial managers to develop an Ex-D logic model, and data were coded and analysed via NVivo.
Findings
Results show that the firm’s Ex-D logic is operationalized as the mentalizing of the three types of customer needs (service competence, hedonic excitations and meaning making), the materializing of three types of customer experiences and customer journeys (service experience, hedonic experience and brand experience) and the moderating of three types of customer values (service values, hedonic values and brand values).
Research limitations/implications
This study has implications for adding new insights into existing theory on dominant logic and customer experience management and also offers actionable recommendations for managerial applications.
Originality/value
This study sheds light on the importance of Ex-D logic from a strategic point of view and provides an organic view of the firm. It distinguishes firm perspective from customer perspective, firm experience from customer experience and firm journey from consumer journey.
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Mark Scott Rosenbaum, Mauricio Losada Otalora and Germán Contreras Ramírez
The purpose of this paper is to illustrate that mall shoppers who participate in a mall’s experiential offerings, including entertainment and activities, do not necessarily…
Abstract
Purpose
The purpose of this paper is to illustrate that mall shoppers who participate in a mall’s experiential offerings, including entertainment and activities, do not necessarily exhibit more favorable attitudes or behaviors toward the mall than mall shoppers who do not participate in these offerings.
Design/methodology/approach
This study employs survey methodology from a sample collected in an expansive regional mall that offers customers experiential activities.
Findings
The findings show that mall shoppers who partake in mall-based activities are less satisfied, are less likely to spread positive word of mouth, and have lesser desire to return to the mall than shoppers who do not partake in these activities. The findings also reveal that mall expenditures are the same between shoppers who partake in mall activities and those who do not.
Research limitations/implications
Researchers have argued that malls can compete with digital retailers by offering shoppers experiential activities. Although segments of shoppers partake in these activities, this study finds that experiential investments do not result in significant favorable shopper outcomes.
Practical implications
Mall developers that implement experiential offerings as a means to combat competition from digital retailers may not attain managerially relevant results from doing so.
Originality/value
Although retailing academics and consultants espouse the idea that retailers can obtain financial benefits by creating memorable experiences for shoppers, this research offers empirical evidence that counters these speculations. In the case of enclosed malls, investments in experiential features and activities may not lead to improved shopper attitudes, behaviors, or sales.
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Christine M. Van Winkle, Amanda Cairns, Kelly J. MacKay and Elizabeth A. Halpenny
The purpose of this paper is to understand mobile device (MD) use in a festival context. Festivals offer a range of opportunities and activities to use a MD making this context…
Abstract
Purpose
The purpose of this paper is to understand mobile device (MD) use in a festival context. Festivals offer a range of opportunities and activities to use a MD making this context ideal for understanding digital experiences during leisure. The guiding research question asked how do festival attendees use MDs at festivals. The Typology of Human Capability (THC) provided a framework to enhance the understanding of digital experiences at festivals.
Design/methodology/approach
This research involved six festival case studies where semi-structured interviews were conducted with attendees on-site. Interview questions focused on how festival attendees used MDs during the festival. Data were analyzed using directed content analysis guided by the THC.
Findings
On-site interviews with 168 attendees revealed that data support the THC dimensions and constructs (sensing, linking, organizing and performing). This typology advances the understanding of the range of digital customer experiences currently available at festivals.
Research limitations/implications
The addition of context to the THC is recommended to enhance its utility in application. As a limited number of festivals were included, the specific findings may not apply to all festivals but the implications are relevant to a range of festivals.
Practical implications
Operational definitions of the THC constructs within the festival setting were identified and provide opportunities for developing digital experience offerings.
Originality/value
This study provided the first comprehensive examination of MD use in festival contexts and in so doing offered data in support of Korn and Pine’s (2011) THC. The findings reveal opportunities for modifying the THC to increase its applicability in a range of settings.
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B. Joseph Pine II and James Gilmore
– In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises.
Abstract
Purpose
In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises.
Design/methodology/approach
The authors describe best practices for five approaches Five approaches are noteworthy: Experiential marketing (EM or XM). Digital experiences using the Internet and other electronic platforms to create new technology interfaces focused on the user experience (UX). The application of experience-staging to enhance interactions with customers. Experiences as a distinct economic offering. Designing transformational business models that allows the company to charge for the demonstrated outcomes customers achieve.
Findings
Companies can innovate by recognizing trends in customer needs and aspirations that provide opportunities to develop business models that offer high value experiences or even customer transformations.
Originality/value
To truly pursue experiences as a distinct form of economic output, companies must design a business model that involves charging for the time customers spend engaging with the business, such as an admission or membership fee of some sort.
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James H. Gilmore and B. Joseph Pine
Marketing flounders at many companies today, as people have become relatively immune to messages broadcast at them. The way to reach customers is to create an experience they can…
Abstract
Marketing flounders at many companies today, as people have become relatively immune to messages broadcast at them. The way to reach customers is to create an experience they can participate in and enjoy, the new offering frontier. To be clear, this article is not about “experiential marketing” – that is, giving marketing promotions more sensory appeal by adding imagery, tactile materials, motion, scents, sounds, or other sensations. Rather, as a key part of their marketing programs companies should create experience places – absorbing, entertaining real or virtual locations – where customers can try out offerings as they immerse themselves in the experience. Companies should not stop at creating just one experience place; marketers should investigate the location hierarchy model to learn how to design a series of related experiences that flow one from another, creating demand up and down at every level. These various real and virtual experiences generate new forms of revenue and drive sales of whatever the company currently offers. When experience places are done well, potential customers can’t help but pay attention – and the leading companies find that customers are willing to pay for the experiences.
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David W. Norton and B. Joseph Pine
This paper, written by leading brand experience consultants, aims to describe how disruptive innovation occurs for experience offerings.
Abstract
Purpose
This paper, written by leading brand experience consultants, aims to describe how disruptive innovation occurs for experience offerings.
Design/methodology/approach
The paper presents a case study review of major disruptive experience innovators over the past 30 years.
Findings
The paper reveals that, different from manufacturers of goods and deliverers of services, experience stagers who were successful in disrupting their markets did not focus on the functional job to get done or on convenience. Instead, they concentrated on the emotional and social jobs to get done and on increasing time well spent by the customer.
Practical implications
Companies seeking to create meaningful experiences for their clients should not focus primarily on functional innovation and convenience. Companies should invest more in understanding the emotional and social jobs customers want to get done, creating the proper sequence of events that stages the experience, and delivers on promises made.
Originality/value
This paper extends the theories developed by Clayton Christensen on disruptive innovation, by offering companies three key new rules to consider when offering unique experiences.
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