1,721,100 research outputs found
Imprese turistiche e sostenibilità: evidenze empiriche dalla Provincia di Pesaro Urbino
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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
How Marketing Works in the Experience Economy: The Case of the Experience Gift Box Providers
No full textThis chapter deals with a particular segment of the Experience Economy sector, i.e. experience gift box providers. The analysis is based on Wish Days, a former Italian company that in 2016 was acquired by the international market leader Smartbox. This is a very interesting field, because such companies act as value net integrators which set up and offer a wide range of life experiences that are then “packaged” and put “on a shelf” just like any other product. The marketing approach performed by these companies is mainly based on networking and emotional engagement
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
Tourism Enterprises and Sustainable Tourism: empirical evidence from the Province of Pesaro Urbino
No full textSmall Businesses Strategies in Times of Crisis: Empirical Evidence from the Province of Pesaro-Urbino
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