体验营销文献综述及外文文献资料

contemporary, creative and independent; typically people from media, fashion, entertainment industry who are trend setters and key influencers. The Park has tailored its product, service and experience offerings to meet the needs of its target audience. The unique, thematic and intellectually stimulating design; the novel cuisine and culinary experiences; the informal and personalized service; the multiplicity of bars catering to different consumer tastes; all contribute to making the experience relevant and desirable for its target consumers. To drive its image of entertainment venue it has more number of bars and restaurants per hotel than other traditional hotels and each has been sub branded and positioned distinctively catering to unique consumer tastes. For instance while Someplace else is for lovers of music irrespective of age, Tantra is for people who want to let loose with popular music and Roxy is for sophisticated middle aged elite. The bars and restaurants democratize luxury thereby enabling customers to experience The Park. TPH further attempts to retain the customers through their life cycle. TPH has a loyalty program which tracks customer preferences, tastes and customizes the services. It has engineered its technology to offer superior service to customers like single point of contact.

[63] Treacy and Wiersema (1993) outlined three strategies that firms can pursue-customer intimacy (Home Depot, Staples), operational excellence (Dell, Wall-mart) and product leadership (Nike, Johnson & Johnson). Operational excellence is concerned with providing customers with reliable products or services at competitive prices and product leadership means offering customer with leading edge products and services that consistently enhance customers' use of the product thereby making rivals' products obsolete. I postulate that firms following customer intimacy strategy will be more likely to successfully market experience than firms pursuing either operational excellence or product leadership strategy. Since TPH has high level of customer intimacy because of its customized offerings and it is a successful experience brand we can infer that customer intimacy is vital for experience marketing:

P4. A company having empowered employees is more likely to successfully market experiences.

TPH invests in training and development of employees and empowers them to take decisions. The winning of coveted Gallup Great Workplace Award is a testimony to high levels of employee engagement. TPH encourages its stewards to interact with its guests and do not mind if they share a drink with them. This reflects the company philosophy of empowering and engaging employees for greater bonding with the company.

Fast response to customer needs requires less reliance on rigid rules and procedures and more empowerment of employees. Since customer satisfaction is at the heart of experience marketing, employee empowerment is crucial. At TPH employees could take decisions which enabled them to customize and deliver superior experiences. We can thus infer that employee empowerment facilitates experience marketing.

Empowerment leads to faster response to customer needs and problems, more-satisfied employees, enthusiastic and warm customer interactions, innovative new ideas, and loyal customers ([6] Bowen and Lawler, 2006). Fast response to

customer needs requires less reliance on rigid rules and procedures and more empowerment of employees. Since customer satisfaction is at the heart of experience marketing, employee empowerment is crucial:

P5. A company having visionary leadership is more likely to successfully market experiences.

Priya Paul has been able to articulate a powerful vision for the Park of \through differentiation\and has also been able to execute the vision. The vision statement has three pillars - \able to differentiate itself on all the three fronts. She has a strong sense of aesthetics and design and has successfully positioned The Park as a niche boutique hotel. She seems to be a passionate leader who loves the craft of design and is involved in various facets of business. She is hence able to coach people and pass on to others the nuances, secrets and craft. She has put people before customers which are a classic characteristic of service organization. Market oriented service organizations thrive with leaders having an employee orientation ([4] Berry, 1995). In all visionary leadership is critical to inspire employees to meet the challenges of experience marketing. The visionary leadership at TPH inspired employees. We can thus infer that visionary leadership facilitates experience marketing:

P6. A company having a high level of brand orientation through internal marketing is more likely to successfully market experiences.

At TPH Priya Paul emphasized the need to get a buy-in from employees. She made presentations to employees about the meaning of the brand and the concept of boutique hotel before they could market the experience to the customers. Other literature supports the brand orientation concept ([70] Wong and Merrilees, 2005). [66] Vallaster and de Chernatony (2006) highlight the importance of leadership in facilitating internal branding. [39] Karmark (2005) provides detailed case examples of processes used by firms to help employees live the brand, as well as situations where the brand may be resisted. Overall, internal stakeholder buy-in is vital. TPH has been able to create brand ambassadors out of employees through brand orientation which facilitates superior customer experience. Thus, we can propose that internal marketing plays a key role in experience marketing. Discussion and future research directions

Case research makes generalizations to theory and not to populations ([71] Yin, 2009). This study generalizes six strategic propositions for experience marketing and has the potential to spur research pertaining to them. I discuss empirical testing of the propositions by identifying the data sources and elaborating on the operationalization of constructs. The propositions lend themselves to testing in their entirety. An empirical study testing the relationships between the propositions and experience marketing could provide valuable insights and help in generalizability of theory. Testing can be accomplished through secondary data (e.g. awards covered in media), primary data (e.g. employees' perceptions of empowerment) or some combination of both. The propositions are amenable to testing largely by means of perceptual measures (managers' perception of customer orientation of the company) though in some instances objective measures can be useful (organization structure). Perceptual

measures can be tested on a five point scale, for example, employees' perception of intensity of formal interaction with managers can be measured \high,\\\\\low.\In Table V [Figure omitted. See Article Image.], I summarize some potential measures of the constructs. The proposed approaches to construct operationalization are intended to be suggestive and are therefore in need of further refinement. A detailed discussion of measurement related issues is beyond the scope of this paper (Table V [Figure omitted. See Article Image.]).

Some of the above dimensions can be measured with archival objective data also like organizational structure, customer satisfaction reports, employee satisfaction surveys, etc.

Implications and limitations

This research has made the phenomena of experience marketing much more strategic enabling managers to integrate their marketing strategies with the business strategies. Just like service marketing has emerged as a full blown discipline, this paper has laid the foundation for the emergence of the field of experience marketing as a theoretical discipline. Experiences are higher order values and cannot be treated as narrow functional tactics. This study will prompt business leaders in experience marketing to analyze their businesses holistically. However, the hypotheses are based on single case study which makes generalizations challenging. Future research could study the strategic imperatives of experience marketing on multiple cases and see the inter-case similarity and dissimilarity in the evidences of the constructs. Another limitation of this study is that it is restricted to generating propositions which are tentative concepts. Future research can test these hypotheses empirically. Conclusion

In this article I examine the interdependencies between strategy and experience marketing with the help of an in depth case study and develop strategic propositions of experience marketing. As detailed in the article, strategy has significant implications for experience marketing. Specifically I identify six strategic dimensions of customer orientation, unique company capabilities, barriers to imitation, internal marketing, empowered employees and visionary leadership to be interrelated with experience marketing. This has implications for managers also who can examine experience marketing in the light of corporate strategy. An intended contribution of this article is to make experience marketing more strategic and foster top management deliberations on creating unique customer experiences strategically. I also outline a detailed agenda for future research by operationalizing propositions identified in this paper. This will facilitate further evaluation of the propositions identified in this article thus making them more generalizable. More generally I hope to spur additional research in the area of strategic interdependencies in organization.

二、文献综述

体验营销研究文献综述

摘要：人类经历了天然的农业经济，标准化的工业经济，又进入了个性化的服务经济。而随着不同经济里人们关注点的转移，营销的理念和战略也不断升级。20 世纪 70 年代美国作家阿尔文·托夫勒提出了“体验经济”的未来趋势。并认为体验经济下营销将经历巨大的变革。体验营销通过看（See）、听（Hear）、用（Use）、参与（Participate）的手段，充分刺激和调动消费者的感官（Sense）、情感（Feel）、思考（Think）、行动（Act）、关联（Relate）等感性因素和理性因素，重新定义、设计的一种思考方式的营销方法。整理了近年来国内外对体验经济以及体验营销的研究，并提出了未来研究可能的方向。

关键词：体验经济；创新；体验营销；文献综述 1引言

早在 20 世纪 70 年代，学界就已经出现了体验产业（experiential industry） 的概念。美国作家阿尔文·托夫勒在《未来的冲击》里提到在未来人们会愿意付出大部分的薪水去购买美好的体验———这就是所谓的体验产业。Norris 更是早在1941 年就提到，产品的功效并不在于产品本身，而在于其提供给消费者的体验。1982 年 Elizabeth 重申在使用产品过程中，顾客并非只关注产品的功能，他们同时也渴求情感上的满足。在此后的几十年里，不同的学科领域都对与体验相关的经济和营销问题进行了充分的讨论。 2体验营销的界定与分类

虽然学界早就提出了体验经济的概念，但体验经济和体验营销真正受到关注是在世纪之交 Pine 和 Gilmore 更加系统和专业的论述之后。借鉴了阿尔文·托夫勒的观点，Pine II 和Gilmore(1998)从经济学角度界定了体验经济的概念，并提出它将是继农业、工业和服务经济之后的第四代经济。此后Schmitt 基于体验经济的讨论，提出了体验营销的概念并将其定义为“从消费者的感官，情感，思考，行动，关联五个方面重新定义、设计营销理念”。除了以上 Schmitt 的定义，每个人理解的角度不同，体验营销的概念也不尽相同。郭国庆指出，体验营销是指企业从感官、情感、思考、行动和关联诸方面设计营销理念，以产品或服务为道具，激发并满足顾客的体验需求，从而达到企业目标的营销模式。随着时间的推移，学界对其的理解也慢慢变得深刻。在早期的研究中，讨论到体验在电子商务中的应用时，一些文章把体验营销视为电子商务流程的一部分，主要研究消费者对网购过程的体验。在这种视角下，体验营销只是电子商务架构下的一个附属工具，用于消除网络购物的种种限制，是一种“消极”的运用。几年后，一些探讨开始意识到体验营销并不只是简单的作为提高顾客满意度或者忠诚度的附加工具，施智梁(2008)把“试吃、试驾、试用”比喻为体验营销“在中国的 1.0 应用”，而其 2.0 的版本则要将顾客体验形成一种主题，更好地融入到营销行为中。郑锐洪提出体验营销是一种商业模式，企业通过开发免费或者收费的体验产品和体验情景，吸引顾客加入互动，从而在消费者心中形成“歉疚感”或“愉悦感”，以达到企业经营目标。

关于体验营销的分类，Pine 和 Gilmore 按照体验者参与类型（guest participation，两级分别是消极参与和积极参与）和参与度（connection，两级分别是吸收和浸入）两个维度界定了体验的四个领域及其代表性的活动，娱乐体验（entertainment），教育体验（educational），审美体验（esthetic），遁世体验（escapist）。但是，Pine II 和 Gilmore 指出，区分出体验的不同领域并不是要我们把体验局限在其中任何一个，相反作者认为公司可以通过打破领域边界来提高体验的真实性，体验是多种多样的，（完整内容请到百度文库）不同的角度出