The Experience Logic as a New Perspective for Marketing Management

221 Pages·2018·2.788 MB·English

by  Tonino Pencarelli, Fabio Forlani

International Series in Advanced Management Studies
Tonino Pencarelli · Fabio Forlani Editors
The Experience
Logic as a New
Perspective
for Marketing
Management
From Theory to Practical Applications in
Different Sectors
International Series in Advanced Management
Studies
Editor-in-chief
Alberto Pastore, Sapienza University of Rome, Rome, Italy
Series editors
Giovanni Battista Dagnino, University of Catania, Catania, Italy
Marco Frey, Sant’Anna School of Advanced Studies, Pisa, Italy
Christian Grönroos, Hanken School of Economics, Helsinki, Finland
Michael Haenlein, ESCP Europe, Paris, France
Charles F. Hofacker, Florida State University, Tallahassee, FL, USA
Anne Huff, Maynooth University, Maynooth, Ireland
Morten Huse, BI Norwegian Business School, Oslo, Norway
Gennaro Iasevoli, Lumsa University, Rome, Italy
Andrea Moretti, University of Udine, Udine, Italy
Fabio Musso, University of Urbino, Urbino, Italy
Mustafa Ozbilgin, Brunel University London, Uxbridge, UK
Paolo Stampacchia, University of Naples Federico II, Naples, Italy
Luca Zanderighi, University of Milan, Milan, Italy
Assistant editor
Michela Matarazzo, Marconi University, Rome, Italy
More information about this series at http://www.springer.com/series/15195
Tonino Pencarelli Fabio Forlani
(cid:129)
Editors
The Experience Logic
as a New Perspective
for Marketing Management
From Theory to Practical Applications
in Different Sectors
123
Editors
ToninoPencarelli FabioForlani
Department ofEconomics, Society, Politics Department ofEconomics
University of Urbino“CarloBo” University of Perugia
Urbino Perugia
Italy Italy
ISSN 2366-8814 ISSN 2366-8822 (electronic)
International Series in AdvancedManagementStudies
ISBN978-3-319-77549-4 ISBN978-3-319-77550-0 (eBook)
https://doi.org/10.1007/978-3-319-77550-0
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Le seul véritable voyage, le seul bain de
Jouvence, ce ne serait pas d’aller vers de
nouveaux paysages, mais d’avoir d’autres
yeux, de voir l’univers avec les yeux d’un
autre, de cent autres, de voir les cent univers
que chacun d’eux voit, que chacun d’eux est;
et cela, nous le pouvons avec un Elstir, avec
un Vinteuil; avec leurs pareils, nous volons
vraiment d’étoiles en étoiles.
Marcel Proust
La Prisonnière, 1923, p. 69
Contents
Introduction to the Experience Logic: Key Concepts
and Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Tonino Pencarelli and Fabio Forlani
Part I Theoretical Contributions
Experiential Perspective in Management Literature:
A Systematic Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Fabio Forlani, Andrea Buratti and Tonino Pencarelli
Marketing in an Experiential Perspective: From “Goods and Service
Logic” to “Experience Logic”. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Tonino Pencarelli and Fabio Forlani
Part II Sectoral Applications
The Tourist Offer of the Destination in an Experience
Logic Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Fabio Forlani and Tonino Pencarelli
Sustainable Management of Events in an Experiential
Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Gian Luca Gregori, Tonino Pencarelli, Valerio Temperini,
Simone Splendiani and Fabio Forlani
How Marketing Works in the Experience Economy: The Case
of the Experience Gift Box Providers. . . . . . . . . . . . . . . . . . . . . . . . . . . 111
Fulvio Fortezza, Andrea Dusi and Tonino Pencarelli
Experience Economy and the Management of Shopping Centers:
The Role of Entertainment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125
Elisabetta Savelli
vii
viii Contents
TheImportanceofBeingEarnest.EnhancingtheAuthenticExperience
of Cultural Heritage Through the Experience-Based Approach. . . . . . . 149
Mara Cerquetti
Experience Logic: The New Challenge for Trade Fairs . . . . . . . . . . . . . 169
Tonino Pencarelli, Marco Cioppi, Ilaria Curina and Fabio Forlani
The Experiential Approach in the Cosmetics Industry:
The Eva Garden Case Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Emanuela Conti
Marketing of Traditional-Local Products in the Experience
Logic Perspective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205
Tonino Pencarelli, Fabio Forlani and Mauro Dini
Introduction to the Experience Logic:
Key Concepts and Contents
Tonino Pencarelli and Fabio Forlani
Abstract Over last two decades, the experiential perspective to business analysis
has been strongly affirmed and has become a “topic of interest” in managerial
literature.Infact,overtheseperiod,theexperientialperspectivehasbeenadoptedin
various ways: in the general re-interpretation of economic phenomena and of the
enterprise-marketrelationship(experienceeconomy),intherethinkingofmarketing
approaches(experientialmarketing),inmanagingtouristicorterritorialsystems,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
chapterandtheconceptualkeytoreadingtheentiretext,providingashortoverview
ofapplicationcasesandofthewaysinwhichtheadoptionofexperiencelogiccan
revitalize marketing perspectives and stimulate novel approaches to the value
creation.
In the economic–managerial literature the experience perspective approach to
business model analysis (Pine and Gilmore 2016) has been affirmed and has also
become a “topic of interest” in managerial literature as well (Kranzbühler et al.
2017;PencarelliandForlani2016;Homburgetal.2015;FerreiraandTeixera2013;
Tynan and McKechnie 2009). In fact, over the last two decades, experience logic
has been adopted in various ways, whether in the general re-interpretation of
economic phenomena and of the enterprise-market relationship (experience econ-
omy; Pine and Gimore 1998), in the rethinking of marketing approaches (experi-
ential marketing; Schmitt 1999), in the management of touristic (Pencarelli and
Forlani 2002) or territorial systems (Lorentzen 2009), or in consumer process
T.Pencarelli(&)
DepartmentofEconomics,Society,Politics,UniversityofUrbino“CarloBo”,Urbino,Italy
e-mail:[email protected]
F.Forlani
DepartmentofEconomics,UniversityofPerugia,Perugia,Italy
e-mail:[email protected]
©SpringerInternationalPublishingAG,partofSpringerNature2018 1
T.PencarelliandF.Forlani(eds.),TheExperienceLogicasaNewPerspective
forMarketingManagement,InternationalSeriesinAdvancedManagementStudies,
https://doi.org/10.1007/978-3-319-77550-0_1
2 T.PencarelliandF.Forlani
management (customer experience management; Schmitt 2003; customer experi-
ence creation; Verhoef et al. 2009) or brand management (Brakus et al. 2009), to
name but a few of the themes that have gained the widest consensus.
The literature review conducted in the Forlani, Buratti, and Pencarelli chapter
has,firstofall,confirmedhowcustomerexperience(CE)(Kranzbühleretal.2017;
Palmer2010;Gentileetal.2007;CarùandCova2007)hasoccupiedacentralplace
eveninacademicdebate,ashighlightedbyKranzbühler etal.(2017:4)who state:
“The ‘emerging excitement’ label is confirmed by the Marketing Science Institute,
which listed CE as one of its biennial research priorities for the third consecutive
timein2014(MSI2014).”Moreover,ithasunderscoredhowthisdebatehasraised
the bar for scientific rigor (Palmer 2010; Gentile et al. 2007), thereby overcoming
the methodological limitations of consultancy-style approaches (Tynan and
McKechnie 2009; Carù and Cova 2007).
Theanalysishasalsoshedlightonthefactthat,withalldueconsiderationofthe
importance of these first steps forward, this field of study is still in a
“pre-paradigmatic” phase (Kuhn 1970). This point is underlined also by
Kranzbühler et al. (2017: 14) who observes: “We identify a high level of hetero-
geneity in the scope and conceptualization of the CE construct. Specifically, we
argue that CE has developed into a broad umbrella construct (Hirsch and Levin
1999).”
In the present work, we choose from among the various current definitions of
customer experience to mention—both for completeness and for scientific rigor—
and therefore adopt the one put forth by Gentile et al. (2007: 397):
The customer experience originates from a set of interactions between a customer and a
product, a company, or part of its organization, which provoke a reaction (LaSalle and
Britton 2003;ShawandIvens2005).This experience isstrictly personal andimplies the
customer’s involvement at different levels (rational, emotional, sensorial physical, and
spiritual) (LaSalle and Britton 2003; Schmitt 1999). Its evaluation depends on the com-
parisonbetweenacustomer’sexpectationsandthestimulicomingfromtheinteractionwith
the company and its offering in correspondence of the different moments of contact or
touch-point(LaSalleandBritton2003;ShawandIvens2005).
Inthisscenario,severalauthorshaveattemptedtoadoptaunifyingframeworkto
define the various approaches that link customer experience and customer experi-
ence management (Lemon and Verhoef 2016; du Plessis and de Vries 2016;
Homburg et al. 2015; Schmitt and Zarantonello 2013; Palmer 2010; Verhoef et al.
2009). Starting from the concept of customer experience (CE)—the domain of
consumer behavior scholars—the debate begun in management studies has led to
the stream of customer experience management (CEM). The latter was originally
defined by Schmitt (2003: 17–18) as “The process of strategically managing a
customer’s entire experience with a product or a company” and, further:
CEMisatrulycustomer-focusedmanagementconcept(nota“marketing”concept).Itisa
process-orientedsatisfactionidea(notanoutcome-orientedone).Inaddition,CEMgoesfar
beyond CRM by moving from recording transactions to building rich relations with
customers.