1,721,029 research outputs found
Marketing in an Experiential Perspective: From “Goods and Service Logic” to “Experience Logic”
No full textThe work aims to show how experience logic can be used to renew the most known marketing perspectives, by directing them towards new management approaches, which, starting from the customer experience, can find new ways to create, communicate, and deliver value. We use a conceptual approach: We want to propose a new vision of marketing, starting from the traditional goods logic inspired concept of marketing, discussing services marketing contributions, and ending with the experiential and experience marketing theories. We discuss the differences between experiential and experience marketing approaches, in order to go toward a new common vision: the marketing driven by the logic of the customer experience or “experience logic.” Moving from the traditional marketing logic to an “experience marketing logic,” we discuss six managerial processes for marketing managers in order to understand and improve customer experience: developing the experience concept; building the experience setting; communicating the experience; organizing and motivating employees; delivering or staging the experience; monitoring the perceived qualit
Introduction to the Experience Logic: Key Concepts and Contents
No full textOver last two decades, the experiential perspective to business analysis has been strongly affirmed and has become a “topic of interest” in managerial literature. In fact, over these period, the experiential perspective has been adopted in various ways: in the general re-interpretation of economic phenomena and of the enterprise-market relationship (experience economy), in the rethinking of marketing approaches (experiential marketing), in managing touristic or territorial systems, in customer management and brand management. The chapter shows how it is desirable to consider the customer’s experience at the center of value creation processes in a managerial marketing approach that the authors define “experience logic”. This introduction also provides a brief description of the contents of each chapter and the conceptual key to reading the entire text, providing a short overview of application cases and of the ways in which the adoption of experience logic can revitalize marketin
The Tourist Offer of the Destination in an Experience Logic Perspective
No full textThe aim of the chapter is to propose an application of the experience logic and, in particular, the theatrical model to organize the tourist offer for the destination. Assuming the prospect of selling experiences, it emerges that, among the various factors needed for a destination to fall within the theatrical model, there must be the indispensable presence of a director (governing body in a systemic approach), to which we refer in our proposal for possible tourist destination market-oriented management tools. According to the theatrical model inspired by Pine and Gilmore, in which they underline that each business can be considered a show business, in order to be wholly efficient, the marketing activities must be geared toward the various internal (cast) and external subjects within the organizational system, whether it is a company or a destination. In other words, it is a question of adopting an integrated managerial perspective that is widely diffused organization-wide and culturally holistic. What is to be avoided is the logic of focusing the marketing only on the final client, thereby falling into a near-sighted approach that underestimates the importance of truly satisfying an audience when all of the theater components have worked together well. Indeed, concentrating exclusively on the external consumer means ignoring the fact that, in a tourist system, there are stakeholders (internal clients, distributes, suppliers, financial backers, public institutions, mass media, etc.) whose complete satisfaction is an indispensable condition for satisfying the final client and for long-term competitive success. We propose applying the experience concept and the theater model to tourist destinations with all due conceptual caution, aware of the limitations inherent in both theory and managerial actions, in undertaking to shift into terri27
torial contexts paradigms and tools that were developed with reference to organi2829
zational systems
Experiential Perspective in Management Literature: A Systematic Review
No full textThe first chapter describes the evolution of the state state-of-the-art of the experiential perspective (ExP) approach in managerial literature, an approach that uses the concept of customer experience management (CEM) in a variety of ways. Through a systematic review, the chapter provides a structured overview of the main studies that use the experiential perspective; this overview is instrumental to in the conceptual scheme of the book developed in the chapter Marketing in an experiential perspective: from “goods and services logic” to “experience logic.” To describe the various approaches in which the authors classify articles, authors, and journals of reference in experiential perspective and customer experience management (ExP and CEM), the authors measure the notoriety of the articles and their authors, in an attempt to assess whether and how their impact dwindles inside the “small world” of ExP and CEM, or whether, instead, it extends to a wider radius that includes management literature. Lastly, the authors define the areas of application (areas of interest, or sectors), where the concept has found its widest application. The chapter, recognizing that the experiential logic is assuming centrality in marketing studies, indicates the need to construct a key to understanding and a conceptual basis of synthesis capable of integrating the various contributions that emerged in the literature into a unified framewor
Experience Logic: The New Challenge for Trade Fairs
No full textThe present chapter applies the experience logic to the trade show (TS) sector by analyzing the role of the
different stakeholders’ categories (exhibitors, organizers, visitors) in the transformation of trade shows into
interactive and experiential platforms. Based on the complexity and the multiple facets characterizing the
phenomenon of TSs, the starting objective of this work is to outline, through a review process, the main
trends emerging from the recent (2010–2017) business and management international literature devoted to
trade shows (TSs) and trade fairs (TFs). In the second part of the chapter, attention is focused on one of the
trends identified in the literature review (i.e., the growing importance of the entertainment and experiential
component in the TS management), and the main tasks, performed by the different categories of TS actors,
are explored by discussing the review’s outcomes. The results of this work make different contributions to
TS literature (identification of recent trade show papers, systematization of their main research focuses,
and construction of a possible framework of synthesis) and to business management (identification of the
main roles and tasks each category of TS participants is called to play in order to stage the trade fair
experience)
Sustainable Management of Events in an Experiential Perspective
No full textEvents are complex value propositions that are realized by specialists to meet different leisure and entertainment needs. They are highly intangible and experiential experiential-type products (Pencarelli and Forlani 2016) to which the application of logical experience is particularly suitable (Bartolazzi et al. 2008; Shane and Patterson 2010; Manthiou et al. 2014; Getz and Page 2016). This chapter aims to describe the role played by events in the experience economy for territories involved in sustainable tourism strategies. The authors also propose a model for event impact analysis and evaluation. Starting from the idea that tourist destinations represent a stage on which tourism products can be displayed, so as to satisfy the demands of travelers seeking engaging experiences (Pencarelli and Forlani 2016), the importance of the role played by Destination destination Management management in managing the events is further underlined. Tourists searching such experiences want to be in the spotlight and co-participate with territorial players in the creation of value. As such, Event event Management management requires the use of tools such as planning, organization, and control in order to design, plan, and put on a balanced program of events while monitoring the impact on value creation for both tourists and regional stakeholders within the perspective of sustainability. This chapter proposes to redefine the experiential perspective of a set of indicators that are useful in holistically evaluating the performance of events in a traditional tri-faceted dimension, namely i.e., economic, social, and environmental
Network brand management. Issues and opportunities for small-sized hotels
No full textIn the worldwide competition for attracting tourism flows, a strong brand can increase the
capability of a hotel to be recognized, appreciated and visited. Thus, a brand can
represent an important key success factor, but it should be efficiently and effectively
managed. The hotel brand should be coherent with the brand of the network (i.e. a
franchising chain) the hotel belongs to and with the brand of the territory where it is
located. Attention to the brand architecture helps hotels to leverage and reinforce the
positive image of the network and the value proposition of the specific place. Since SMEs
represent the main actor in the hotel industry, this paper aims to investigate whether
owners/managers of small-sized hotels are aware of the importance of branding, and to
explore which brand management activities they perform alone and within the network.
Empirical analysis is performed with reference to the Province of Rimini, a famous tourism
destination in Italy
The Experience Logic as a New Perspective for Marketing Management - From Theory to Practical Applications in Different Sectors
No full textThis book provides stimulating insights into the ways in which the adoption of experience logic can revitalize marketing perspectives and stimulate novel approaches to the creation and delivery of value. The first part of the book, which has a theoretical focus, reviews the international literature and offers conceptual observations on the experiential perspective. Suggestions are made on how experience logic can act as a new driver for the management of marketing processes in firms within the context of the experience economy. In the second part of the book, attention turns to the applications of experience logic in different sectors, including tourism, commerce, culture, and trade shows. Company-specific examples of benefits of the experiential approach are also explored in case studies on gift box providers, marketing of traditional local products, and the cosmetics industry. The book will be of particular interest for marketing specialists, but will additionally be of value for managers in private companies and public bodies who wish to enhance their marketing methods
MARKETING OF TRADITIONAL-LOCAL PRODUCTS IN THE EXPERIENTIAL PERSPECTIVE: THE CASE OF THE TRUFFLE MARKET
No full textThe hypothesis underlying this paper is that the business of traditional-local requires a specific and suitable approach (experience logic), which needs to combine the conceptual tools of service marketing (Vargo and Lush, 2004 and 2008; Gronroos, 2011; Gronroos and Gummerus, 2014) with the experiential perspective (Schmitt, 1999; Pine and Gilmore, 1999).
In line with an experiential perspective we suggest that the producers of traditional-local goods abandon the conservative strategy that rests upon the defense of traditional means of production, and embrace instead an experiential logic marketing approach. In this way manufacturers could offer an integrated portfolio, inclusive of both traditional agro-industrial articles and new experiential products, such as thematized events, carrying higher added value (Pencarelli and Forlani, 2002, 2006). From the methodological point of view, consistent with the purposes of exploration, we chose to use a qualitative approach and the case study (Yin, 2003). The case study Marini & Azzolini Truffles of Acqualagna (PU - Italy), is considered particularly remarkable (Yin, 2003).
The company studied, contrary to the expectations, acts according to a good-based logic. It is not interested in the value co-created by and with the customer in places where the truffle experience originates (in restaurants and in the local area) and operates only residually in the business of culinary tourism. In this way, in our opinion, the company does not grasp the opportunity offered by the experiential logic approach to marketing, and it leaves it up to the other players in the sector to co-create value for customers by acting on the experiential, emotional, relational, and symbolic benefits to the end customer.
Despite the limitations of the research related to the use of a single case study, the paper proposes a new conceptual model (experience logic) to observe and interpret the food and wine business as well as the businesses involved in the new post-modern consumption processes, in which there is a demand for a strong experiential content, authenticity, and low standardization of the offer
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