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HandbookExperience economy

Handbook Experience economy

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Experience based

“People want experiences. They’ve become more qua-lity conscious. Who isn’t tired of dreary luncheon buffets at course venues? People want more than that now.”- Pia Thybo, director of Nordisk Skoletavle Fabrik.

This handbook was written as a result of the ExBased project. ExBased (experience-based business development in conventional SMEs) is a two-year project aimed at local and regional public-sector business consultants. ExBased will develop a struc-tured train-the-trainer programme, which includes testing and disseminating a training module and a tool box that enables consultants and local/regional small and micro-companies to work strategically with experience-based business development as a way of company and product development. Europe is not following the 2010 agenda set out in Lisbon and failing to reach its targets. A number of European initiatives and projects have been established in response to the Lisbon challenge as a boost the creative industry sector to support entrepreneurship, growth and development of the knowledge economy.

The ExBased project will move one step further and approach conventional industries and companies with a view to unleashing their business potential and to fully exploit the opportunities for a major impact, which the experience economy can make across the whole economy. This project was been very useful: even though there is a wide range of options for implementing the theory, it is still very difficult to enter experi-ence economy for many conventional companies. Practical tools and instructions are needed to help the development process in SMEs. More information about the project, partners and tool box is available on the project’s web page: www.exbased.eu.

Introduction

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ABOUT THIS HANDBOOKThis handbook belongs to the ExBased training module which includes training and a toolbox aimed at the consultants. The handbook will provide a theoretical introduc-tion, which hopefully will raise awareness and inspire the reader to want to know more about the experience economy. The ExBased toolbox will focus more on the practical implementation.

In this handbook you will find: • a first introduction to the concept ‘experience economy’, based on the major and standard academic works/theory in this field,• some basic, practical tips on how to add experiential elements to products and services, and• several inspiring case studies from across Europe.

In order for you to obtain more information about, and a clearer understanding of, the experience economy we also recommend some web links, articles and books.

CONTENTWHY outlines trends and evolution that has led us to the new economic era.

WHAT is based on Pine & Gilmore’s (the ‘founders’ of experience economy) theory about the economic progress.

HOW is based on two main theories: what are the characteristics behind experiences and how can you design the development process?

LET’S GO! highlights possible implementation step by step when building/reshaping a business on the field of experience economy, and it gives a list of interesting links and contact details.

This handbook was written both for consultants as well as for SMEs and is relevant for all types of organisations. Whatever the line of business you are in, the experi-ence economy is relevant to you.


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Case: Nordisk skoletavle fabrik

Nordisk Skoletavle Fabrik was a traditional industrial company that produced blackboards for classrooms and conference facili-ties. During the 20th century the business had lost market shares in Japan and elsewhere and needed to reinvent itself and its image. When faced with having to construct new headquarters, the company saw an opportunity to carefully consider its business goals and de-velopment.

As a result of this development process the company has now cre-ated a showroom that is not just a passive experience but is also a conference centre and offers classroom facilities. At the same time they are now offering a coffee bar, fitness and wellness facilities, and experience offerings for employees and visitors serve as the fo-cal point of a new corporate concept.

Case study available at http://www.exbased.eu/Website: http://www.nsf.dk/

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“We are shifting to an experience economy where experiences are becoming the predominant eco-nomic offering.”- Joseph Pine (A cofounder of Strategic Horizons LLP, writer and veteran consultant)

WE ARE MOVING INTO A NEW ECONOMYThe world is changing. Companies (mainly in the western world) are no longer able to compete on price or quality. Several trends and evolution have given rise to a new economic era.

Daniel H. Pink argues that we are moving from the Information Age to the Conceptual Age, with the following forces in place:• Asia and globalisation: how are we going to compete with China and India?• Automation and technological development: computers can outperform human left brains; the world is changing constantly, always faster and faster, from one technological revolution into another.• Abundance: we have too much of everything, people are looking for something unique

But there is more: think of• Rising consumer demands: rising brand awareness, politically correct consumers (environment; production ethics), personalisation (self-staging)• Increased levels of commoditisation: Increasing focus on price (internet; dis- count wave; growing competition)• Increasing wealth: how do we spend our money?• Product life cycle and company life cycle: how do we re-invent ourselves day after day?

If you want to have more evidence, have a look at: • http://trendwatching.com/• www.thinkkit.eu => GPS for enterprises => trends• Shift happens video: www.youtube.com/watch?v=jp_oyHY5bug&feature=related

Why?

How canwe survive?

By adding value to our products and services through CREATIVITY & INNOVATIONAnd moving into a new

economy: THE EXPERIENCE ECONOMY

Jaga for example does not just produce traditional radiators. They make heating elements and work with artists and creative people, resulting in art pieces and not just standard radiators. www.jaga.be

In the Chocolate Line from master chocolatier, Dominique Persoone, you are not just buying chocolate. You go to the Chocolate Line to experience chocolate: see how chocolate is made, participate in chocolate tastings or maybe enter a choco-late workshop. www.chocolateline.be

Odder Barnevognsfabrik offers customised prams. www.oddervognen.dk The Left Shoe Company offers perfectly individually-fitted shoes for men with the help of technology. https://shop.leftshoecompany.com


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Experiences are personal

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This gumball-spiraling episode struck me as an iconic represen-tation of the emerging Experi-ence Economy. Today, consumers increasingly desire neither goods nor services but sensation-filled experiences that engage them in a personal and memorable way.- J. Gilmore

What?

Based on: Welcome to the experience economy B. Joseph Pine & James H. Gilmore

“A few years ago, I saw some teenagers at a Wal-Mart putting quarters into one of those elaborate gumball machines with flashing lights, spiraling tubes, and cascading chutes—a roller coaster of sorts for gumballs. They were feeding coin after coin into the machine only to watch gumball after gumball circle around and around. And they weren’t consuming the gumballs after they came out! What were they buying? An experience!

Over the past two hundred years, we have witnessed a shift from an Agrarian Economy based on extracting commodities, to an Industrial Economy based on manufacturing goods, to a Service Economy based on delivering services, and now to an Experience Economy based on staging experiences (see diagram below).One can observe this progression of economic value in many industries.

Consider, for example:

BIRTHDAY CAKESThe entire history of economic progress can be recapitulated in the four-stage evolu-tion of the birthday cake:

1. As a vestige of the agrarian economy, mothers made birthday cakes from scratch, mixing farm commodities (flour, sugar, butter, and eggs) that togeter cost mere coins.2. As the goods-based industrial economy advanced, moms paid two or three Euros for premixed ingredients/ready-made ‘foundation’ of a cake. 3. Later, when the service economy took hold, busy parents ordered cakes from the bakery or grocery store, which, at 15€ or 20€, cost at least ten times as much as the packaged ingredients.4. Now parents neither make the birthday cake nor even throw the party. In- stead, they spend 200€ or more to ‘outsource’ the entire event to some business that stages a memorable event for the kids and sometimes throws in the cake for free.


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Staging experiences

Make goods ‘premixed ingredients’

Make goods ‘box with coffee – Douwe Egberts’

Deliver services ‘ordered cake’

Deliver services ‘order coffee in a café or restaurant’

Stage experiences ‘outsourced parties’

Stage experiences ‘Starbucks’

Com

pete

tive

posit

ion

Com

pete

tive

posit

ion

Price

Price

Costomers needs

Costomers needs

Extracted commodities ‘home-made cake’

Extracted commodities ‘coffee beans’

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Case: PIM PAM PARTY

Pim Pam Party offers unique party boxes for unique children’s parties. The boxes offer a full package for a real dream party and make it possible to put up a fun party creatively, easy and fast. The company works locally and delivers pre-ordered packages themselves with last minute tips and guidance. “Pim Pam Party … and let the party begin!”

Read the case study:http://www.exbased.eu/ http://www.pimpamparty.be/


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Any experience concept will fail if the business model is not considered before-hand and continuously ad-justed as learning proceeds in time.- Boswijk, Thijssen & Peelen

How?

EXPERIENCES ARE INDIVIDUAL AND PERSONALBased on: A new perspective on the Experience Economy - Meaningful ExperiencesAlbert Boswijk, Thomas Thijssen and Ed PeelenThe European Centre for the Experience Economy, the Netherlands

Boswijk, Thijssen and Peelen argue that the experience economy is about more than just offering a staged setting for an experience. The point of departure needs to be the individual’s personal experience: his or her everyday world and societal context.

HAVE YOU THOUGHT OF• Which experiences actually changed your life, and that you will never forget?• Which experiences, in a context with other people, will you never forget in your life? • Which experiences you will never forget in your life and that you actually paid for? All these experiences are personal, some more or less social and cultural and have to do with discovery, adventures and new initiatives.

TEN CHARACTERISTICS OF MEANINGFUL EXPERIENCESExperiences are not static units like products. Experiences occur in a process during which interactions take place in a certain setting – whether physical or not – between the individual and other people. This makes experiences, just like services, intangible. What do we need to do in order to bring about a meaningful experience in a com-mercial setting then?

1. One’s concentration is heightened and focus more intense, involving all senses.2. One’s concept of time is altered.3. One is touched emotionally.4. The process is unique for the individual and has intrinsic value.5. There is contact with the ‘raw stuff’, the real thing.6. One does something or undergoes a transformation.7. There is a sense of playfulness.8. One has a feeling of having control over the situation.9. There is a balance between the challenge and one’s own capabilities.10. There is a clear goal.

Exercise 1

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Harmonise impressions with positive cuesGive the experience a theme

Eliminate negative cues

Mix in memorabilia

Engage all

five senses

Natural and holistic approach

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SIX STARTING POINTS FOR BRINGING ABOUT MEANINGFUL EXPERIENCES1. The individual experiences an individualised treatment of meaning.2. Value creation takes place in the individual. The supplier focuses on this process of giving meaning.3. The customer is considered a ‘guest’ within a culture of hospitality.4. The experience solves any seemingly irresolvable dilemmas.5. The creation of an experience setting is an interactive process between the individual and the supplier.6. Respect

1. Innovation and creativity: Idea stage2. Developing experience proposition: Design stage3. Internal processes and core competencies: How it affects the organisation4. People and culture: The people who make it happen5. The business model: How money is earned

SIX DESIGN PRINCIPLESThe experience economy takes its starting point in the individual’s desires, motives and hidden programme of learning. Although it is impossible to guarantee that everybody has a meaningful experience, it is, nevertheless, possible to design the product to in-clude elements, which make the possibility more likely. In order to be able to determine the principles for designing meaningful experiences, we need to know how we can make an impact on the individual within area that move him or her. Here are some key principles:

FIVE STAGES OF DEVELOPING EXPERIENCES


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Six Design principles

• Use a theme

Does the concept have a theme, a story or a ’storyline’? Is there a philosophy behind it that

visitors and customers can clearly recognise? An effective theme is concise and compelling.

It is not a corporate mission statement or a marketing tag line. The theme must drive all the

design elements and staged events of the experience toward a unified storyline that wholly

captivates the customer.

Good examples: De Efteling, with the theme of fairytales, www.efteling.com/eftelingnl.net

Autostadt, with mobility and cars as its theme, www.autostadt.de/en/

• Use positive cues

Are all the impressions, that a visitor gets, harmonised by means of positive cues? Are all

impressions in sync with each other? To create the desired impressions, companies must in-

troduce cues that affirm the nature of the experience to the customer. It is the cues that

make the impressions that create the experience in the customer’s mind.

At the Lairesse Apotheek in Amsterdam, for example, all impressions are in sync with each

other. You can experience this pharmacy’s vision through your senses, as it were.

www.delairesseapotheek.nl

• Avoid negative cues

Unplanned or inconsistent visual cues can leave a customer confused or lost. Even an other-

wise beautiful environment can often leave a negative impression on the visitor. It could be

overflowing ashtrays, or boxes stacked up in a stunning lobby. If you start paying attention

to them, you can discover distracting elements in practically any environment.

• Include memorabilia

Are there things that you would like to take home with you to remind you of your visit and

remember the experience? We all know the little souvenir shops in tourist destinations, but

also the museum shops where you can buy reproductions, cards and books that can be last-

ing keepsakes. Most museums and amusement parks, such as Disney, lead you past this kind

of shop. Naturally, this is also possible on a qualitatively higher level, whereby visitors are

given (or can buy) meaningful souvenirs that they will use for a long time.

• Engage all five senses

The sensory stimulants that accompany an experience should support and enhance its

theme. The more senses an experience engages with, the more effective and memorable

it can be. Many experience settings are based on visual impressions. The rest of the senses

often remain unengaged.

Automobile manufacturers have specialists who make sure a new car smells just right. When

Porsche switched from an air-cooled engine to a water-cooled one, they received a tremen-

dous number of complaints. What was the matter? The familiar Porsche sound had disap-

peared. Porsche moved heaven and earth to develop a new exhaust system whose sound

was as close to the old, familiar one as possible.

• Natural and holistic approach

The whole concept must make leave an impression of being natural and authentic. Some

spaces seem as if they were merely thrown together at random, and therefore feel uncom-

fortable. The entire concept should make you feel welcome, and synergy should be felt

between all the various elements.

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Sanna Tarssanen and Mika Kylänen argue that a meaningful experience is a positive and unforgetta-ble, emotional experience which can lead to a per-sonal change.

ELEMENTS OF MEANINGFUL EXPERIENCESBased on: Handbook for experience stagersSanna Tarssanen, Mika Kylänen

What actually distinguishes a meaningful experience from a regular experience is:

• Individuality means uniqueness - the same or similar product is not available elsewhere.

• Authenticity refers to the credibility of the product. At its simplest, authenticity reflects the existing lifestyle and culture. The product might be based on the local culture so that the producers consider it a natural part of their own local identity.

• Story is closely connected to the authenticity of a pro¬duct. It is important to combine the various elements of the product into a coherent story in order to make the experience coherent and catching. A credible and authentic story adds social signifi¬cance and content to the product, giving the customer a good reason to experience it. The story justifies what is done, and in which order.

• Multi-sensory perception refers to the fact that all sensory perceptions are carefully designed to strengthen the chosen theme, as well as to support immersion.

• Contrast means difference, from the perspective of the customer. The product should be different with respect to the customer’s everyday life.

• Interaction means successful communication bet¬ween the service provider and/or other customers, as well as between the product and its producers.


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Case: TOMS Shoes

TOMS Shoes was set up by an American traveller, Blake Mycoskie, after he met chil-dren in Argentina and discovered they had nothing to wear on their feet. The simple principle behind TOMS is One for One – for each pair of shoes bought by a TOMS customer, a pair is given to a child in need in some of the poorest countries in the world. By now TOMS have given away 1 million pair of shoes.

In addition to selling shoes, TOMS have a growing community (both on- and off-line) which encourages customers to hold events that raise awareness of their plight. These include an annual ‘One day without shoes’ walk (for which TOMS provide a downloadable toolkit) and a ‘Style your Sole party’ where customers are encouraged to get together to customise their TOMS.

Today: One Day Without Shoes: http://blog.ted.com/2010/04/08/today_one_day_w/ Read the case study at www.exbased.eu; www.toms.com/

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Based on: The Experience Economy and Commercial ExperiencesSusanne H. G. Poulsson and Sudhir H. Kalekirjoittajat Susanne H. G. Poulsson ja Sudhir H. Kale

A CHECKLIST FOR EXPERIENCE DESIGNERSPoulsson and Kale argue that for an encounter to be labelled an experience, one or more of the following sensations and feelings need to be apprehended by the cus-tomer: personal relevance, novelty, surprise, learning, and engagement.

• Personal Relevance is the individual’s internal state of arousal, activation, and preparedness to engage in a specific experience.

• Novelty can be defined as ‘a change in stimulating conditions from previous experience’. The novelty principle is based on the finding that people are attentive and attracted to something that is new and different.

• Surprise: An experience will be considered surprising if it contains outcomes that are unexpected, and these unexpected outcomes contrast with domi- nant expectations of the consumer.

• Learning: The elements that further learning are motivation, cues, response, and reinforcement. Motivation acts as a catalyst for learning, with needs and goals serving as the stimuli. Cues are those stimuli that provide direction to motivation. Response encapsulates an individual’s reaction to the cues, and reinforcement increases the likelihood of specific responses occurring in future.

• Engagement can be induced in an experience through interacting with the customer. By actively involving the customer through asking for customer input, and by providing him/her with positive feedback, the customer’s engagement with an experience can increase.

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An illustrationTo illustrate how one or more of the above elements contribute to create various experiences, let us present Frank. Frank has had an eventful year and visited a range of experience providers. The table below presents Frank’s ‘scorecard’ for the various experiences, assessed in relation to the five elements. Frank had a very intense experi-ence when doing a river rafting course. Just sitting in a kayak going down the rapids was a novelty, with surprises at every turn and twist. Learning to manoeuvre a kayak on his own was something that engaged him fully. In the end, he felt that the course had also given him a new sense of self, and confirmed his identity as that of somebody, who was always up for a challenge.

The wine tasting session similarly scored well in all categories, but the experience was a lot less intense on each element. The trip to a ghost house had some illusions that Frank had never seen before, and he had no idea how they got it to work; the illusions startled Frank on more than one occasion. So while the experience was clearly high on novelty and surprise, neither a lot of new learning, nor personal relevance was experienced in this visit. Watching his favourite football team play in the stadium, he found that the game itself did not hold much novelty for him, and nothing new was learned either. Still, Frank felt a strong sense of personal relevance, watching the game with his friends and other supporters of the team. For another person, the same four experiences could very well have resulted in a quite different scorecard. Someone who hates soccer and has no feelings for the teams involved would find the football game personally irrelevant, not to mention, boring.

These five elements of experience can thus act as a checklist for experience design-ers.

Does your product/service have:

Personal Relevance yes/noNovelty yes/noSurprise yes/noLearning yes/noEngagement yes/no

Learning

River Rafting Wine Tasting Ghost House Football Game

Experience PersonalRelevance EngagementNovelty Surprise

xx

xxx

xxx

xx

xx

xx

AWARENESS & INSPIRATIONCustomer ExperienceCase studyHandbook7 PsPresentation (ppt)

INNOVATION & CREATIVITYGPS/Satellite Navigation for enterprises Joint innovationPrioritising tool

BUSINESS PLANToolsConsultant’s expertise

Exercise 2

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Elämystalouden käsikirja

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Exbased economy

Let’s go!

The possibilities for using experience economy are unlimited. This section offers sug-gestions of how a business can be built or reshaped by applying experience economy. Also this section introduces interesting links, innovation techniques, inspirational vid-eos and contact details.

The ExBased project has kept the theories just presented in mind, while creating a toolbox and subsequently a training module for consultants. The ExBased project is structured in the same way as a train-the-trainer project will develop, test and dis-seminate a training module and a toolbox that enables consultants to help small companies to work strategically with experience-based business development. Con-sultants are likely to meet companies at various levels of insights into the experience economy:

Awareness and Inspiration• Some companies will never have heard of, or thought about the business potential, in the experience economy. They will benefit from the consultant raising awareness of, and inspiring them to look at the possibilities. This requires that the consultant has some insight into the company.

Innovation and creativity• Some companies will have started to think about incorporating experiences into their business model, but they need one good idea, and/or help to prioritise from a large pool of ideas. They will benefit from the consultant assisting them with brainstorming sessions and creation of ideas, as well as prioritising these ideas, so they are able to work with the best of them.

Development of a sound business model• Finally some companies will have a specific idea in mind, which incorporates experiences into their business model, but they do not know if they should implement it, nor do they know how. They will benefit from the consultant’s assessment of the potential of their ideas, as well as assistance in developing a sound business plan.

Experience economy

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Elämystalouden käsikirja

ExBased has created a toolbox, which will assist the consultants and companies in this process:

Awareness and Inspiration•

•

The ExBased toolbox is created to help consultants to raise awareness about the experience economy with companies. In the toolbox and on the ExBased project’s website you can find several items: Customer Experience tool, case studies, handbook, 7 Ps tool, and presentation about experience economy.

To help the consultants gather sufficient insight into the company, the tool-box also contains a diagnosis tool 7 Ps. This uses the marketing mix (7 Ps) as a theoretical platform for asking the company questions, which will allow the consultants to get the kind of information, that will provide them with the necessary insight into the company. Providing this information should also allow the company to start thinking about the way they do business and the potential for them in using elements of the experience economy.

Learning

River Rafting Wine Tasting Ghost House Football Game

Experience PersonalRelevance EngagementNovelty Surprise

xx

xxx

xxx

xx

xx

xx

AWARENESS & INSPIRATIONCustomer ExperienceCase studyHandbook7 PsPresentation (ppt)

INNOVATION & CREATIVITYGPS/Satellite Navigation for enterprises Joint innovationPrioritising tool

BUSINESS PLANToolsConsultant’s expertise

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The 7 Ps

The 7 Ps is a further development of the classic marketing tool ‘marketingmix’, also known as ‘the 4 Ps’, which stands for ‘Product’, ‘Price’, ‘Place’ and ‘Promotion’. The ex-tended version with ‘7 Ps’ has been developed for companies providing services instead of, or in addition to, physical products. This also serves as a useful starting point when dealing with companies providing, or considering providing, experiences on top of, or instead of, services and products.

Innovation and creativity•

•

Development of a sound business model•

•

TARG

ET M

ARK

ET

PLACERetail

WholesaleMail order

InternetDirect SalesPeer to Peer

Multi-Channels

PRICEStrategies

SkimmingPenetration

PsychologicalCost-Plus

Loss leader, etc.

PROMOTIONSpecial Offers

AdvertisingEndorsements

User trialsDirect mailing

Leaflets/postersFree gifts

CompetitionsJoint ventures

PEOPLEEmployees

ManagementCulture

Customer Service

PROCESSEspecially relevant to

service industriesHow are services consumed?

PSYSICALENVIRONMENT

SmartRun-downInterfaceComfortFacilities

PRODUCTDesign

TechnologyUsefullness

ConvenienceValue

QualityPackaging

BrandingAccessoriesWarrentiesWhen the need arises for the consultant to assist the companies with

brainstorming and creation of ideas, they can choose to use the brainstorm tools in the toolbox - The GPS/satellite navigation for enterprises and joint innovation tool, which provides methods to work either with a group, or with an individual, to produce ideas. These tools allow the company to get as many ideas as possible, with as much variety as they are able to come up with.

Afterwards the consultant can choose to use the prioritising tool in the toolbox, which can be used to help companies prioritise their ideas, so they are able to work further with the best of them.

If the company asks the consultant to asses a specific idea, which incorporates experiences into their business models, the consultant can choose to use the Customer Experience tool as well as the other tools in the toolbox in this process. The toolbox contains process description and examples on how to do this.

To help companies implement a specific idea, which incorporates experi-ences in their business model, most consultants will have their own methods and version of tools that can assist companies in developing such sound business plans - such as a business plan template. From now on the consultant’s expertise is taking over.


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For more information and material: European case studies and toolbox can be obtained from the ExBased project website: www.exbased.eu.

Partners/Contact details:Belgium: Flanders District of Creativity, www.flandersdc.be Contact: Sara Pieters, [email protected]

Denmark: Det Syddanske Bruxelles-Kontor, www.southdenmark.be Contact: Marlene D. Lindholm, [email protected]

Denmark: Erhvervsakademi Sydvest, www.easv.dk Contact: Mikael Sorknæs, [email protected]

Denmark: Erhvervenes Hus Aabenraa, www.ehaa.dk Contact: Hanne Vibeke Seidler, [email protected]

Finland: Ideone Oy, www.creativetampere.fi Contact: Noora Anttila, [email protected]

United Kingdom: North Staffordshire Chamber, www.businessbrokerproject.co.uk Contact: Adele Cope, [email protected]

United Kingdom: Creative Industries Development Agency, www.cida.org Contact: Lee Corner, [email protected]

MotivationDaniel Pink + RSA Animate-Drive: The surprising truth about what motivates us. http://vimeo.com/13677854

Seth Godin on the tribes we lead: Seth Godin argues the Internet has ended mass marketing and revived a human social unit from the distant past: tribes.

www.ted.com/talks/lang/eng/seth_godin_on_the_tribes_we_lead.html

Joseph Pine on what consumers want: www.ted.com/talks/joseph_pine_on_what_con-sumers_want.html

Good examples:Build-A-Bear: www.buildabear.co.uk/

Burning man: www.burningman.com

Canal+: www.youtube.com/watch?v=u4RBOhuuEok&feature=fvst

Cube-hotellerne: www.cube-hotels.com/en/home/Globe Trooper: globetrooper.com/

Lofotr-vikingemuseet: HYPERLINK “http://www.lofotr.no” www.lofotr.no

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Innovation techniquesTHINKKIT brings together inspiring ideas for making entrepreneurs more creative and creators more entrepreneurial: www.thinkkit.eu

Six thinking hats: Looking at an idea, problem or theme in many different styles: http://www.mindtools.com/pages/article/newTED_07.htm Online tools for creative thinking/ Flanders DC: http://www.flandersdc.be/view/nl/4863891-Inspiradar.html

Recommended reading and referencesA Whole New Mind: Moving from the Information Age to the Conceptual Age (2005) Daniel H. Pink

Welcome to the experience economy (1998) B. Joseph Pine & James H. Gilmore

THE EXPERIENCE ECONOMY A New Perspective (2007) Albert Boswijk, Thomas Thijs-sen og Ed PeelenHandbook for experience stagers (2009) Sanna Tarssanen (edit.) Lapland Centre of Expertise for the Experience Industry

The experience economy and commercial experiences (2004) Susanne H. G. Poulsson og Sudhir H. Kale The Marketing Review 2004, 4

Disclaimer: The contents of this publication reflect the views of the author. The European Commission is not responsible for any use that may be made thereof.

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