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The Experience Economy: Work is Theater an Every Business a Stage: Work Is Theatre and Every Business a Stage [Englisch] [Gebundene Ausgabe]

B. Joseph Pine , James H. Gilmore
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Produktinformation

  • Gebundene Ausgabe: 272 Seiten
  • Verlag: Harvard Business Review Press (1. Mai 1999)
  • Sprache: Englisch
  • ISBN-10: 0875848192
  • ISBN-13: 978-0875848198
  • Größe und/oder Gewicht: 23,9 x 16,2 x 2,5 cm
  • Durchschnittliche Kundenbewertung: 4.0 von 5 Sternen  Alle Rezensionen anzeigen (22 Kundenrezensionen)
  • Amazon Bestseller-Rang: Nr. 31.227 in Englische Bücher (Siehe Top 100 in Englische Bücher)
  • Komplettes Inhaltsverzeichnis ansehen

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Produktbeschreibungen

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Sometime during the last 30 years, the service economy emerged as the dominant engine of economic activity. At first, critics who were uncomfortable with the intangible nature of services bemoaned the decline of the goods-based economy, which, thanks to many factors, had increasingly become commoditized. Successful companies, such as Nordstrom, Starbucks, Saturn, and IBM, discovered that the best way to differentiate one product from another--clothes, food, cars, computers--was to add service.

But, according to Joseph Pine and James Gilmore, the bar of economic offerings is being raised again. In The Experience Economy, the authors argue that the service economy is about to be superseded with something that critics will find even more ephemeral (and controversial) than services ever were: experiences. In part because of technology and the increasing expectations of consumers, services today are starting to look like commodities. The authors write that "Those businesses that relegate themselves to the diminishing world of goods and services will be rendered irrelevant. To avoid this fate, you must learn to stage a rich, compelling experience."

Many will find the idea of staging experiences as a requirement for business survival far-fetched. However, the authors make a compelling case, and consider successful companies that are already packaging their offerings as experiences, from Disney to AOL. Far-reaching and thought-provoking, The Experience Economy is for marketing professionals and anyone looking to gain a fresh perspective on what business landscape might look like in the years to come. Recommended. --Harry C. Edwards

Synopsis

You are what you charge for. And if you're competing solely on the basis of price, then you've been commoditized, offering little or no true differentiation. What would your customers really value? Better yet, for what would they pay a premium? Experiences. The curtain is about to rise, say Pine and Gilmore, on the 'Experience Economy', a new economic era in which every business is a stage, and companies must design memorable events for which they charge admission. With "The Experience Economy", Pine and Gilmore explore how successful companies - using goods as props and services as the stage - create experiences that engage customers in an inherently personal way. Why does a cup of coffee cost more at a trendy cafe than it does at the corner diner or when brewed at home? It's the value that the experience holds for the individual that determines the worth of the offering and the work of the business. From online communities to airport parking, the authors draw from a rich and varied mix of examples that showcase businesses in the midst of creating engaging experiences for both consumers and corporate customers.

"The Experience Economy" marks the debut of an insightful, highly original, and yet eminently practical approach for companies to script and stage compelling experiences. In doing so, all workers become actors, intentionally creating specific effects for their customers. And it's the experiences they stage that create memorable -and lasting- impressions that ultimately create transformations within individuals. Make no mistake, say Pine and Gilmore: goods and services are no longer enough. Experiences are the foundation for future economic growth, and "The Experience Economy" is the playbook from which managers can begin to direct new performances.


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COMMODITIZED. No company wants that word applied to its goods or services. Lesen Sie die erste Seite
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Kundenrezensionen

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3 von 3 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen The Divergence of Theory and Reality 13. Juni 2000
Format:Gebundene Ausgabe
The book takes a very logical, reasoned approach towards the theoretical next steps of economic expansion. It reasons that margins drive profits and that by constantly searching for higher margin offerings, a company will naturally improve and increase its profitability.
The logic is understandable... Commodity goods have small margins, as they are undifferentiated from each other and relativly easy to reproduce. Manufactured goods take things one step further, providing higher margins due to some level of product differentiation and brand specificity. Above that are Services, where the products don't last long enough to be copied and are customized enough to prevent easy manipulation. The higher margins should lead to higher profitability and better staying power. Fair enough.
Where the book's logic becomes strained, however, is where it strethes out towards the next generation of higher margin offerings, "Experiences." While it is true that experience companies my be able to provide higher margins than can older economy companies, experience companies tend to suffer from a fatal flaw that has infected many of the companies praised in the book. That flaw is the utter lack of repeat business generated by most experience economy companies.
Take two of the companies mentioned in the book as companies to emulate -- Planet Hollywood, the restaurant chain, and Peapod, the online grocery store. Planet Hollywood is under bankruptcy protection, because people are simply unwilling to pay through the nose repeatedly for the same experience over and over again. Peapod ran out of cash and is limping along only after being bought out by a Dutch firm. Hardly two stellar companies to emulate when searching for ever expanding profits.
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5.0 von 5 Sternen Show Time! 30. Januar 2000
Format:Gebundene Ausgabe
First of all, I urge anyone thinking about buying this brilliant book also to consider (or to re-read) Schmitt's Experiential Marketing and Wolf's The Entertainment Economy. Although the three books differ significantly in terms of thrust and content, together they help us to understand a New Economy which is perhaps best exemplified by Las Vegas. According to Pine & Gilmore, "Virtually everything [italics] about Las Vegas is a designed experience, from the slot machines at the airport to the gambling casinos that line the Strip, from the themed hotels and restaurants to the singing, circus, and magic shows; and from the Forum Shops mall that recreates ancient Rome to the amusement parks, thrill rides, video arcades, and carnival-style games that attract the twentysomethings and give older parents a reason to bring their kids in tow."
Pine & Gilmore explain The Experience Economy; Wolf calls it The Entertainment Economy. Schmitt suggests that Experiential Marketing creates or sustains demand for this New Economy, however it is named. For all of these authors, "work" should be viewed as "theatre" and every business should be viewed as a "stage." If they are correct (and I believe they are), the quality of sensory experience is critically important. That is to say, it is no longer sufficient to offer high-quality goods or services for sale at competitive prices. Most (if not all) goods and services have become commodities. Competing on price alone seldom succeeds...especially against those which have superior purchasing power. Competing on quality alone succeeds only for those who offer what no one else has. The challenge is to achieve differentiation.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen Ist Arbeit tatsächlich ein Theater? 19. November 2009
Format:Gebundene Ausgabe
Ziemlich genau vor 10 Jahren erschien das Buch - zu Zeiten des IT Booms.
Der Aussage, dass alles Neue und Innovative über kurz oder lang zur Massenware oder Ramschware wird, kann man noch folgen. Seit Prof.Kano 1984 das Kano-Modell entwickelt hat, ist diese Erkenntniss allgemein akzeptiert. Im Zuge der IT-Boom Jahre kam es sicher zu Verzerrungen und zu einer Beschleunigung dieses Zykluses von Erneuerung und Verramschung. Retrospektiv muss man aber von einer Fehleinschätzung sprechen. Die Diagnose ist richtig, aber die Schlussfolgerung ist falsch. Nicht Theater rettet uns vor der Verramschung sondern nur Innovationen. Theater spielen reicht eben früher oder später nicht mehr. Dann merkt auch der Dümmste, das man $20 Sneakers nicht $100 kauft, nur weil sie als Event vermarktet werden (S.17)
Für das rückblickende Verständnis von Boom und Bust Zeiten ist das Buch jedoch zu empfehlen.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen How to Sell the Sizzle 27. Dezember 2005
Format:Gebundene Ausgabe
Authors B. Joseph Pine II and James H. Gilmore look at the ways that corporations create engaging experiences for their customers to boost sales. They amass examples that confirm the developing trend toward an "Experience Economy." Their premise is that the post-industrial economy has evolved beyond delivering commodities and services, and is now poised to deliver "experiences." These experiences can include everything from a meal at a theme restaurant to a Disneyland vacation. The premise is interesting, but before you hit the trend button, realize that this is not the first time marketers have courted customers with powerful retail experiences. However, it may be the first time sellers have used virtual reality and Hollywood-style animated props. This intellectually interesting book dares to be far out and to pursue the concept of engaging customers to its extremes. We recommend this book to business owners or marketers more as a theoretical introduction to the "Experience Economy" than as a marketing manual. If you feel intrigued and engaged, that's the point. For more information, please refer to Disney World.
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3.0 von 5 Sternen Interesting premise -- but fades fast
The concept of experience and its in role business is important. However the book treats the subject too lightly, I get the impression that all business will soon be... Lesen Sie weiter...
Veröffentlicht am 19. Juli 2000 von "mpmcdonald"
2.0 von 5 Sternen Goto bookstore and read first two chapters
The first two chapters are well crafted and well written. After that, it seems book is reiteration of same points again and again. Lesen Sie weiter...
Am 31. Oktober 1999 veröffentlicht
5.0 von 5 Sternen Experience the Future
Today's Internet driven economy is inducing dramatic changes to the way that business is done. Pine and Gilmore present a paradigm shift that a overwhelming amount of corporations... Lesen Sie weiter...
Am 29. September 1999 veröffentlicht
1.0 von 5 Sternen Over-rated
This is something new?! Tell that to Shakespeare, Barnum and Disney. Pine is confusing the "experience" economy with the "entertainment" economy.
Am 25. September 1999 veröffentlicht
5.0 von 5 Sternen Personalization is half baked.
In my view this book explains on how quality experiences finishes the job where personalization leaves off. Lesen Sie weiter...
Am 19. September 1999 veröffentlicht
4.0 von 5 Sternen A useful consideration of what we intuitively know
This is well crafted book and provides several examples to illustrate the points made. The book tends to sag towards the final three chapters. Lesen Sie weiter...
Am 10. August 1999 veröffentlicht
5.0 von 5 Sternen Business as Performance Art. Yes!
As co-author of the cluetrain manifesto ([...] I'm often asked by companies how they can implement the ideas we talk about. This book is a great place to start. Lesen Sie weiter...
Veröffentlicht am 24. Juli 1999 von Christopher Locke
3.0 von 5 Sternen The Most Disappointing HBS Book I've read in Years
It was painful getting through this book. Partly because of the content, but mainly because of the writing style of the authors. Lesen Sie weiter...
Am 12. Juli 1999 veröffentlicht
4.0 von 5 Sternen read it
One of the challenges in implementing profound change in an organization is the ability to visualize the end result with crystal clarity, and articulating the outcome desired. Lesen Sie weiter...
Am 10. Juli 1999 veröffentlicht
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