experiential-marketing.docx
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1、Journal of Marketing Management 1999, 15, 53-67 Experiential Marketing h t/】 丨 s ort/cie, / contrast trad/t/ond riifirketing vwth a new approach to marketing called Experiential Marketing and provide a strategic framework for Experiential Marketing. Traditional marketing views consumers os rational
2、decision-makers who care about fiinctional features and benefits. In contrast, experiential marketers view consu ers os mtiojm/ mid eniotom/fuinm beings who are concerned with achieving pleasurable experiences. Five different types of experiences, or strategic experiential modules (SEMsl that market
3、ers can create for customers are distiiiguis/ied: sensorv experiences (SENSE); ajfective experiences (FEEL); creative cognitive experiences (THINK); physical experiences, behaviours and lifestyles (ACT); and social-identity experiences that result from relating to a reference group or culture (RELAT
4、E). 77圯 se experiences are lYnpfernented through so-called experience providers (ExPros) suc/i as comnninications, visual and verbal identity, product presence, electronic media, etc The ultimate goal of experiential marketing is to create holistic experiences that integrate individual experiences i
5、nto a holistic Gestalt Tiie poper condudes with mi eva 川 /nation / strategic issues and a discussion about how to create the experience-oriented organization. Ebqeriential Maiiceting Experiential marketing is everywhere. In a variety of industries, companies have moved away from traditional ufeatnre
6、s-and-benefitsw marketing toward creating experiences for their customers. This shift toward experiential marketing has occurred as R result of three simultaneous developments in the broader business environment 1. The Omnipresence of Information Technology. Nowadays business is increasingly driven
7、by information technology. The information revolution will not mean merely an improvement in speed, as suggested by the original metaphor of the information superhighway It will mean a transformation in 1 Correspondence. Bernd Schmitt, Professor of Marketing, Director. C entre of Global Brand Manage
8、ment 510 IJris Hall, Columbia Business School, New ork NY 10027, USA Tel: 212 854 3468, Fax: 212 854 8762, E-mail: bhslcoiumbia.edu Dmu Schmitt1 Director, Centre of Global Brand Management Columbia Business School ISSN0267-257X/99/010053+14 S12.00/0 Westbum Publishers Ltd. 54 Bemd Schmitt media - fr
9、om print to voice, from sight to sound. It is quite conceivable that within a few years, consumers will be working with considerably smaller-and cheaper- computing devices that will integrate mobile phones, television, voice-operated computer with access to anyone and anything-real or virtual - anyw
10、here in the world. Futurists like Dertouzos (1997) predict that within a few years we will see products like the bodwet/ a web of integrated devices - functioning as cellphone, computer, television, camera, etc - that will be confined to an invisible envelope around our bodies. This device-or a simi
11、lar one - will allow people and companies to connect and to share an experiential universe with one another at any time. 2. The Supremacy of the Brand Brand! Brand! Brand! Thafs the message.for the late 90s and beyond, writes Tom Peters (1997) in his book The Cycle of Innovation. Through advancement
12、s in infonnation technology, information about brands - in all different fomis and media - will be available instantly and globally. Even things we do not traditionally think of as brands are now being treated and marketed as such. Examples include U.S. business schools, TV stations and programs, me
13、dical practices and even nursing homes. Moreover, daring brand extensions are occurring everywhere. Fashion brands have been extended into paint (Ralph Lauren), bottled water (DKNY), popcorn boxes (Calvin Klein), toothpaste (Paul Smith), and dog carriers (Gucci). In a world in which brands nile, pro
14、ducts are no longer bundles of functional characteristics but rather are means to provide and enhance customer experiences. 3. The Ubiquity of Communications and Entertainment As eveiything is becoming branded, everything becomes a form of communication and entertainment Companies are getting better
15、 and better at dressing themselves as customer- and coiniminity-oriented and spare no efforts to provide fun and entertainment for their customers. The latest annual reports and corporate websites are full of terms like customer, connection, and stimulation orbiting around you in bright colours. Mor
16、eover, cominunications are no longer just one-way. Customers and other constituents of a company are now able to communicate directly with the company itself. These three phenomena represent the early signs of an entirely new approach to marketing, if not to business as a whole. Welcome to the Exper
17、ience Economy, write B. Joseph Pine II and James H. Gilmore (1998). Using a long-term perspective, these authors have distinguished four stages in the progression of economic value: commodities, goods, services and experiences. They write: As services, like goods before them, increasingly become com
18、moditized - think of long-distance telephone services sold solely on price-experiences have emerged as the next step in what we call the progression / eco/on】 i*c value. From now on, leading-edge companies - whether they sell to consumers or businesses-will find Experiential Marketing 55 that the ne
19、xt competitive battlefield lies in staging experiences. Unfortunately, traditional marketing and business concepts offer hardly any guidance to capitalize on the emerging experiential economy. Traditional marketing has been developed in response to the industrial age, not the information, branding a
20、nd communications revolution we are facing today. To get a better rasp of Experiential Marketing, let us first take a look at some of the assumptions and practices of traditional marketing. I use the term traditional marketing to refer to a canon of principles, concepts and methodologies that market
21、ing academicians, practitioners (marketing directors, brand managers, comnninication managers) and consultants have amassed throughout this century and, in particular, during the last thiity years. Strangely enough, tliese concepts have been around in marketing, essentially unchanged, for decades. T
22、he concepts and methodologies of traditional marketing describe the nature of products, the behaviour of consumers and competitive activity in the marketplace. They are used to develop new products, plan product lines and brand extensions, design coimminications and respond to competitive activities
23、. As we will see, traditional marketing presents an engineering-driven, rational, analytical view of customers, products and competition that is full of untested and outmoded assumptions. It is hardly a psychologically-based theory about customers and how they view and react to products and compeiit
24、ion. Figure 1 outlines the key features of such traditional marketing. Figure 1. Characteristics of Traditional Maiiceting Traditional Marketing: Four Key Characteristics 1. Focus on Functional Features and Benefits Traditional marketing is largely focused on features and benefits. 56 Bemd Schmitt T
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