体验营销文献综述

顾客体验文献综述

东方企业文化·百家论坛 2012年10月160顾客体验文献综述钱黎春邱聪聪（安徽工业大学管理学院，马鞍山，243000）摘要：20世纪70年代末，Toffler 在《Future Shock 》一书中指出，人类经济的发展表现为产品经济、服务经济和体验经济三个阶段，服务经济的下一步就是体验经济。

网络经济也不例外，进入了虚拟体验经济时代，顾客体验将决定电子商务的商业价值，对顾客体验的的研究有着深远的理论意义和实践价值。

中图分类号：F713.36 文献标识码：A 文章编号：1672—7355（2012）10—0160—02“体验”这一经济术语由阿尔温·托夫勒于1970年最早提出，此后众多学者涉足该领域并从不同的视角对其进行了充分的探讨。

直到B ·Joseph Pine 和James ·H ·Giimore 的《The Experience Economy 》和Bemd .H.Schmitt 的《Experiential Marketing 》的问世，顾客体验的研究成为了热门话题。

至今关于顾客体验的研究已经取得了丰硕的成果。

一、顾客体验的界定体验既是动态的经历和过程，也是静态的感受和认知。

关于顾客体验的定义，归纳相关研究成果，国内外学者主要从经济学、心理学和管理学三个角度对其进行了界定。

“体验之父” Toffler （1970）将体验描述为是商品和服务心理化的可交换物[18]。

Toffler 对“体验”的定义实际上也是考虑了其经济意义并把体验引入到经济学领域。

体验经济的创始人、倡导者约瑟夫·派恩和詹姆斯·H ·吉尔摩将体验定义为：“企业有意识地提供的、使消费者以个性化的方式参与其中的事件，是一种独特的经济提供物”。

我国国内对于顾客体验的研究起步较晚，汪丁丁（2002）从经济学角度提出“体验”的数学描述不再是消费与生产截然两分的，体验是消费的，同时又是生产的过程”。

体验营销文献综述营销1452 王炜烽 2220130140摘要：体验经济是近年来兴起的一种新的经济发展浪潮.体验式营销作为一种新型的营销理论和营销模式，伴随着体验经济的产生而产生.体验营销理论自引入我国以后，在企业营销实践中发挥了重要作用，取得了一定成绩.本文从体验营销的概念和特征入手，简要分析当前体验营销在中国实际应用中存在的主要问题，并就中国企业如何正确发展体验营销进行粗浅地探讨.关键词：体验营销问题策略正文：当人类社会发展到21世纪之后，体验经济开始慢慢显露出来。

它的到来实际上是商品经济和服务经济相结合的产物, 是两种经济形态的有机融合.此时, 作为主要经济提供物的服务，“像它前面的货品一样越来越商品化, 比如只有价格的长途电话服务, 体验逐渐成为所谓的经济价值进程中的下一步”( PineⅡ＆Gilmore, 2000） .随着经济提供物的改变，营销模式也发生了根本性的变化。

因此, 体验营销理所当然地登上历史的舞台。

哥伦比亚大学商学院教授施密特在他的《体验式营销》中这样写道，“那是一种为体验所驱动的营销模式, 很快将取代传统的营销和经营方法”（ Schmitt, 2001) 。

一：体验营销的概念、产生原因及特点余世仁在《体验营销的特点与策略》中说：“体验营销是指企业根据消费者情感需求的特点，结合产品和服务的属性（卖点) , 策划有特定氛围的营销活动，让消费者参与并获得美好而深刻的体验，满足其情感需求, 从而扩大产品和服务销售的一种新型营销活动。

”体验营销的实质是文化营销.体验营销是人们由物质及生理需求向精神文化需求发展的产物。

随着社会经济的发展和消费水平的提高, 消费者在物质及生理需求得到满足的基础上，越来越追求精神文化的满足。

他们在作出购买决策时,不仅要考虑产品和服务带来的功能上的利益, 更加重视购买和消费过程中获得的符合自己的情感需求和情趣偏好的特别感受，即体验[2]。

因此消费者在选择商品时，看重的是商品的文化内涵和风格属性, 以表现自己的个性风格和文化品位.徐智仕在《解读体验营销》里认为体验营销的产生有四种原因:1.物质文明的进步和消费者生活水平的提高。

体验经济下的营销创新——体验营销研究文献综述

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。［９１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
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。整理了近年来国内外对体验经济以及体验营销的研究，并提出了未采研究可能的方向。关键词：体验经济；创新；体验营销；文献综述
中图分类号：Ｆ７１３．５０文献标识码：Ａ文章编号：１００８ — ４４２８（２０１３）０１－４７— ０３
早在２Ｏ世纪７０年代，学界就已经出现了体验产业（ｅｘ —
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，施智粱（２ｏｏ８）
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。［６１

文献综述---体验营销在某企业的应用探析

题目：体验营销在**企业的应用探析一、前言部分2001年12月12日，在中央电视台《对话》节目的现场，曾经预测了“第三次浪潮”即将到来的托夫勒预言：服务经济的下一步是走向体验经济，人们会创造越来越多的跟体验有关的经济活动，商家将靠提供体验服务取胜。

一时间，体验经济充斥大小企业，无论是新兴领域还是传统产业的企业都将目光聚焦在体验经济，体验营销之中。

随着中国三十年改革开放的迅速发展，中国的市场经济逐步趋向完善，市场经济竞争日益激烈，在消费者需求多样化和个性化与企业主导、无特色的单一营销手段的矛盾日益升级，从而促使营销观念的变革，体验营销观念应运而生并且得到迅速发展。

（一）体验营销概念1．体验的含义派恩二世与吉尔摩将体验定义为：企业以服务为舞台，以商品为道具，围绕着消费者创造出值得回忆的活动。

同时认为只有当企业为消费者和企业在一起的时间收费是，企业才算进入了体验。

他们对体验的定义是从实现体验的手段方面入手，指出通过什么媒介来创造消费者值得回忆的事件。

企业及品牌信誉学的专家伯恩德·H·施密特将体验定义为：所谓体验就是人们响应某些刺激（例如，是由企业营销活动为消费者在其购买前与购买后所提供的一些刺激）的个别事件。

体验通常是由于对事件的直接观察或是参与造成的，不论事件是真实或是虚拟。

体验会涉及到顾客的感官、情感、情绪等感性因素，也会包括知识、智力、思考等理性因素，同时也可因身体的一些活动而引发。

2．体验营销的含义“我们正在从满足物质需要的制度迅速过渡到创造一种与满足心理需求相联系的经济”著名美国未来学家阿尔文·托夫勒在其著作《未来的冲击》中这样预言。

他又将体验营销成为“后服务业时代”的营销方式。

体验经济以服务为重心，以商品为工具，为消费者创造出值得回忆的感受。

体验经济下的营销策略师以客户需求和体验为导向经营的方式。

因此，施密特认为，体验经济下的体验营销是指经营者站在消费者的角度去体验消费者的购买理念、购买程序、购买心理和购买的原动力，也就是要在消费者的感官、情感、思考、行动和联想五个角度重新定义、设计营销策略的一种思考方式。

房地产的体验营销策略探讨的文献综述范文格式

房地产的体验营销策略探讨的文献综述范文格式房地产的体验营销策略探讨的文献综述一、引言随着市场经济的不断发展，竞争环境的激烈，让更多的企业关注消费者内心的感受，消费者开始增加一些精神层面的消费，同时也更在意消费时的综合感受，体验营销便应运而生。

尤其是在房地产市场上，楼盘的设计别出心裁，有中国传统风格、法国风格、欧美风格、日本风格等，这些新奇的设计都是为了满足当代消费者的需求。

消费者购买的不仅仅是房子，而是与房子相关联的生活方式的体验，是与自我心理需求引起共鸣的产品，是建筑产品背后所附加的文化含义。

房子，不再仅是建筑的“结构”体，而是居住的宽敞舒适、房子的文化，是购房者情感、个性、身份的表征及其独特的心理体验的载体。

房地产体验营销的关键是把握消费者对房子的深层次消费欲望和精神诉求，谋划准确的产品定位，采取正确的营销策略，控制营销的关键环境，形成具有独特体验的营销模式。

二、国外研究现状分析在有形的物质产品极度丰富和同质化的今天，单纯的产品已经无法打动顾客。

消费者越来越重视个人体验和感受，消费追求的目标正在从传统的注重产品本身向注重接受产品时的感受转移，由此产生了超越传统服务之实体内容的增值部分。

约瑟夫·派恩和詹姆士·吉尔摩在（《体验经济》[M]，2003）一书中提出所谓“体验”就是企业以商品为道具，以服务为舞台，以顾客为中心，创造出能使消费者全面参与、值得消费者回忆的活动。

体验是使每个人以个性化的方式参与消费，在消费过程中产生情绪、体力、心理、智力、精神等方面的满足，并产生预期或更为美好的感觉。

而体验营销(Experiential Marketing)，则是站在消费者感官(sense)、情感(fee1)、思考(think)、行动(act)、关联(relate)五个方面，重新定义、设计营销的思考方式。

体验营销改变了过去只强调“产品”或“客户服务”的营销理念。

它崇尚实践体验。

让客户直接参与并成为体验的主体。

体验营销论文范文参考(必备6篇)

体验营销论文范文参考第1篇关键词体验经济体验营销营销模式2001年12月2日，美国未来学家阿尔文·托夫勒来到中央电视台《对话》节目现场。

这位曾经预测了“第三次浪潮”到来的托夫勒再次向大家预言，服务经济的下一步是走向体验经济，人们会创造越来越多的跟体验有关的经济活动，商家将靠提供体验服务取胜。

1人类社会已步入体验经济时代案例的引入（1）以顾客体验为价值诉求的美国“星巴克”（starbucks）。

美国“星巴克”咖啡馆所渲染的氛围是一种崇尚知识、尊重人性的文化。

气氛的感染，顾客的体验才是星巴克制胜的法宝，世界各地每个城市的星巴克咖啡，陈设不见得一样，建筑形式也各不相同，但都传达的是一种轻松、温馨的氛围，提供的是雅致的聚会场所、创新的咖啡饮用方式和过程，从而把星巴克咖啡变成了一种情感经历，将普通人变为咖啡鉴赏家，使这些人认为3美元一杯咖啡的高价合情合理。

几乎没有做任何广告，星巴克就成为世界的知名品牌，其利润约等于该行业平均利润的5倍。

星巴克真正的价值所在，就是“体验”。

（2）其他案例。

几年前，我国著名导演冯小刚在嗅到体验经济之后，执导并拍摄了电影《甲方乙方》，甲方可以为乙方提供需要的任何体验，包括可以把你带入清朝时期的皇宫，可以让你成为二战时期的一名指挥官，也可以让你远离令你厌倦、疲惫的都市生活而流落乡村，成为一个名副其实的流浪汉，其剧情是对体验的最好诠释，也是对我国企业在新经济时代下的大胆鼓励。

约瑟夫·派因二世（B．JosephpineII）与詹姆斯·吉尔摩（JamesH．Gilmore）1998年在美国《哈佛商业评论》发表的“欢迎体验经济”中指出：体验经济（ExperienceEconomy)时代已来临。

体验经济的涵义所谓体验经济是指企业以服务为重心，以商品为素材，为消费者创造出值得回忆的感受。

传统经济主要注重产品的功能强大、外型美观、价格优势，现在趋势则是从生活与情境出发，塑造感官体验及思维认同，以此抓住消费者的注意力，改变消费行为，并为产品找到新的生存价值与空间。

营销类文献综述 4800字

三一文库（）〔营销类文献综述 4800字〕服务营销综述【前言】在社会经济活动中，随着服务业的发展和产品营销中服务活动所占比重的提升，将服务营销从市场营销中独立出来加以专门研究成为必要。

服务营销学既是从市场营销学中衍生出来的，也是对市场营销学的拓展。

服务营销学对服务营销行为的专门研究是新世纪知识经济发展的需要，并必将成为推动第三产业发展的动力和理论依据。

一、服务营销及其策略服务营销是企业在充分认识满足消费者需求的前提下，为充分满足消费者需要在营销过程中所采取的一系列活动。

市场营销学界对服务概念的研究大致是从20世纪五六十年代开始的。

区别于经济学界的研究，市场营销学者把服务作为一种产品来进行研究。

19xx 年，美国市场营销协会（AMA）最新给服务下定义为“用于出售或者是同产品连在一起进行出售的活动、利益或者满足感”。

[2][1]作为服务市场营销学基石的“服务”概念，营销学者一般是从区别于有形的实物产品的角度来进行研究和界定的。

如菲利普.科特勒把服务定义为“一方供给另一方的不可感知且不导致任何所有权转移的活动或利益”。

[3]又如，美国市场营销学会将其定义为“主要为不可感知，却使欲望获得满足的活动，而这种活动并不需要与其他的产品或服务的出售联系在一起。

生产服务时可能会或不会利用实物，而且即使需要借助某些实物协助生产服务，这些实物所有权将不涉及转移的问题”。

[4]在综合各种不同服务定义和分析“服务”的真正本质的基础上，我们认为，服务是一种涉及某些无形因素的活动、过程和结果，它包括与顾客或他们拥有的财产间的互动过程和结果，并且不会造成所有权的转移。

在我们的定义中，服务不仅是一种活动，而且是一个过程，还是某种结果。

二、西方服务营销理论综述西方服务营销理论经历了一个深刻的演化过程。

从早期服务与物品之间差异程度的辩论，到近来对一些课题对服务营销进行的深入细致的研究，服务营销理论有了一个巨大的进展。

这些课题包括服务质量、服务接触、顾客保留维系以及内部营销等方面的研究。

体验式营销文献研究综述

体验式营销文献研究综述作者：李盼盼韩璐张岩来源：《商》2014年第50期摘要：本文对国内外关于体验式营销的文献进行梳理，从心理学、消费者行为学以及市场营销学三个学科角度分析整理文出现有研究可能存在的问题以及体验式营销可能的发展方向。

关键词：体验经济；体验式营销；心理学一、体验经济体验经济作为更高层次的服务经济，以服务为主，结合服务和商品，创造出新的体验，企业通过创造个性化生活及商业体验获得利润的。

[1]1998年，《哈佛商业评论》刊登了B.Joseph.pineⅡ和James.H.Gilmore的文章《Experience Economy》，他们认为“体验事实上是当一个人达到情绪、体力、智力甚至是精神的某特定水平时，他意识中所产生的美好感觉。

”[2]一时间，消费体验与体验经济得到了社会的广泛响应，特别是联想、惠普、微软等国内外大企业都关注体验概念，相继提出要实行客户体验，微软公司自称设计最佳、性能最可靠的新一代操作系统Windows XP的“XP”来自“Experience”，即“体验”。

二、体验式营销的内涵体验经济的到来赋予了营销全新的发展方向和营销范式：体验式营销。

体验式营销是融合了心理学、消费者行为学、营销学等不同学科的相关内容而形成的一个综合的营销方式。

诸多学科的学者都从自身学科背景出发对体验式营销开展了各具特色的研究。

下面本文对学者的研究分别从心理学、消费者行为学和营销学三个不同学科研究视角进行评介。

（一）心理学视角下的体验式营销的概念关于体验式营销，国外学者研究比较早。

Bernd·H·Schmidt是第一个提出体验营销概念的学者，他在《体验式营销》一书中对“体验营销”进行了界定。

在他写的《Experiential Marketing》一书中认为“体验是对某些刺激（如市场营销措施）产生的内在反应”，体验式营销要求企业必须从消费者的感官（Sense）、情感（Feel）、思考（Think）、行动（Act）、关联（Relate）五个方面重新定义、设计营销策略。

体验式营销论文(5篇)

体验式营销论文(5篇)体验式营销论文(5篇)体验式营销论文范文第1篇1.1体验式营销的概念闻名学者伯德·施密特博士在他所写的《体验式营销》一书中指出：体验式营销是站在消费者的感觉(Sense)、情感(Feel)、思索(Think)、行动(Act)、联想(Relate)5个方面，重新定义、设计营销的思索方式。

这种思索方式突破了传统上“理性消费者”的假设，认为消费者在消费时是理性和感性兼备的，消费者的消费前、消费时和消费后的体验，是企业制订营销方案的主要参考依据。

因此我们认为：体验式营销是企业以消费者为中心，在顾客购买、消费的整个过程中，通过对大事和情景的支配和特定体验过程的设计，让消费者在沉醉于体验过程中，引发其消费的欲望，产生奇妙而深刻的印象，并获得最大程度上的精神满意的过程。

相对于传统营销在很大程度上仅仅专注于给消费者带来物质利益，体验式营销则把焦点放在顾客的“体验”上。

并让顾客在广泛的社会文化背景中检验消费体验。

体验通常不是自发的而是诱发的，其诱因来自企业供应的产品或服务，以及围绕产品或服务企业营销活动中为消费者所供应的刺激、示意及其相关的大事或活动，消费者在售前、售中、售后的体验是讨论消费者行为和企业品牌经营的关键。

1.2彩妆体验营销是一种系统的营销整合管理体系其涵盏过程包括从产品设计始终到营销推广整个过程的每一个环节。

整个过程的主线很明确，就是一切都围围着彩妆消费者这个中心来设计营销方法，要考虑消费者看到它、听到它、使用它时，会产生什么样的感受，更关注消费者者在购买的前、中、后的全部体验，让消费者感觉到产品是那么鲜活、多样化，而且是可以看得到和亲身感受到，超越他们的预先设想，这样的体验才是真正的体验营销。

2体验营销是彩妆营销创新的最好选择2.1从消费群体看，目标顾客的感性消费影响彩妆的销售彩妆的目标顾客是女性，无论在哪个国度，无论时代如何变迁，保持美丽的容颜，始终是女性内心深处永恒的追求。

关于经济型连锁酒店体验营销的论文综述

关于经济型连锁酒店体验营销的论文综述-毕业论文-mba论文文献综述关于经济型连锁酒店体验营销的文献综述一、引言随着社会经济的日益发展，企业间的竞争日趋激烈，在新的市场环境中，伴随着市场国际化进程及消费者需求的多样化和个性化，传统的营销方式已逐渐显得效力低下，有的企业甚至跟不上消费者需求的变化。

面对新的环境，企业也迎来了挑战和机遇，须顺应不断发展的时代和不断发展的营销理论，只有具备崭新的营销观念和能力，才能在激烈的市场竞争中立于不败之地。

在新经济时代的背景下，基于顾客个性体验需要，体验经济开始慢慢显露出来。

体验经济的到来实际上是商品经济和服务经济相结合的产物，它是两种经济形态的有机结合。

体验营销理论也应运而生，并且不断发展。

经济型连锁酒店作为服务行业的重要组成部分，其提供的产品就是一种全方位的入住体验，引入体验营销理论作为经济型酒店营销的理论指导，也具有现实意义。

因而，此课题也就有非常重要的研究价值和应用价值。

（【论文、毕业论文】）二、国内外研究现状美国未来学者托夫勒是“体验经济”的最早倡导者，所著《第三次浪潮》（1980年），他在该书预言到：“服务经济的下一步是走向体验经济，商家将靠提供这种体验取胜。

”全球最大的未来学研究机构之一哥本哈根未来研究所所长罗尔夫·简森在《梦想社会》指出，“未来的产品必须取悦于我们的心，现在是为产品和服务加入情感价值的时候了。

”市场营销学权威菲利普·科特勒把人们的消费行为分为三个阶段：量的满足、质的满足和感性满足。

在感性满足阶段，消费者购买产品时为了一种感情上的渴望，或者是追求商品与理想的自我概念的温和。

首次全面论述体验经济的是美国俄亥俄州的战略地平线（Strategic Horizons LLP）顾问公司的共同创办人约瑟夫·派恩（B. Joseph Pine II）与詹姆斯·吉尔摩（James H. Gilmore），他们在美国《哈佛商业评论》（1998年7~8月号）发表的“体验式经济时代来临”（Welcome to the Experience Economy）一文中指出：体验经济时代已来临，体验经济是继农业经济、工业经济、服务经济后的一种新的经济形态，并依据经济价值演进将社会经济形态划分为四个阶段，即货物（commodities）、商品（goods）、服务（services）与体验（experiences）。

体验营销研究文献综述

体验营销研究文献综述第一篇范文：体验营销研究文献综述摘要：体验营销作为一种新兴的营销方式，越来越受到企业的重视。

本文通过对近年来国内外体验营销研究文献的综述，旨在梳理现有研究成果，为我国企业开展体验营销提供理论指导和实践参考。

一、引言随着经济的发展和消费者需求的多样化，体验营销逐渐成为企业竞争的核心手段。

体验营销强调以消费者为中心，关注消费者的情感需求和体验过程，通过提供独特的消费体验来满足消费者个性化、差异化的需求。

近年来，国内外学者对体验营销进行了广泛研究，本文将对这些研究进行综述，以期为我国企业提供有益的启示。

二、体验营销的概念与内涵1. 体验营销的概念体验营销最早由Berman和Turtle（1991）提出，他们认为体验营销是一种以消费者为中心的营销策略，通过提供丰富的消费体验来满足消费者个性化需求。

此后，学者们从不同角度对体验营销进行了定义，如Pine和Gilmore （1999）将其视为一种创造、传递和消费体验的过程。

2. 体验营销的内涵体验营销主要包括以下几个方面：一是体验设计，即企业在产品设计过程中注重消费者体验；二是体验传递，即企业通过各种渠道向消费者传递体验；三是体验消费，即消费者在消费过程中获得的愉悦感受；四是体验管理，即企业通过不断优化消费体验来提升消费者满意度。

三、体验营销的维度与测量1. 体验营销的维度学者们从不同角度对体验营销的维度进行了划分。

如Kotler和Taschauer （2009）将其分为五个维度：情感体验、认知体验、社会体验、审美体验和道德体验。

此外，也有学者将其分为四个维度：体验氛围、体验过程、体验价值和体验成本。

2. 体验营销的测量体验营销的测量主要涉及消费者体验满意度、体验忠诚度和体验价值等方面。

学者们通过构建相应的测量模型，对消费者体验进行量化分析。

如李军等（2015）构建了包含情感体验、认知体验、社会体验和价值体验四个维度的体验满意度测量模型。

体验经济文献综述

体验经济文献综述体验经济是指企业将产品或服务本身打造为一种个人化、情感化的体验，以满足消费者对于个性化、情感化消费的需求。

以下是一些关于体验经济的文献综述：1. Pine II, B. J., & Gilmore, J. H. (1998). Welcome to the experience economy. Harvard Business Review, 76(4), 97-105.本文是体验经济的经典之作，作者提出了体验经济的概念，并解释了体验经济对企业的意义和影响。

2. Schmitt, B. H. (1999). Experiential marketing: How to get customers to sense, feel, think, act, and relate to your company and brands. Simon and Schuster.这本书探讨了如何通过营销手段创造体验，其中包括通过情感、感官和认知等方式来引导消费者与企业和品牌建立连接。

3. Murray, K. B., & Schlacter, J. L. (1990). The impact of services versus goods on consumers' assessment of perceived risk and variability. Journal of the Academy of Marketing Science, 18(1),51-65.该研究比较了服务和商品对消费者感知风险和变异性的影响，表明服务更容易产生体验，并且更容易受到消费者感知风险的影响。

4. Verhoef, P. C., Lemon, K. N., Parasuraman, A., Roggeveen, A., Tsiros, M., & Schlesinger, L. A. (2009). Customer experience creation: Determinants, dynamics and management strategies. Journal of Retailing, 85(1), 31-41.本文探讨了客户体验创造的关键要素、动力和管理策略，提供了对体验经济实践的指导和建议。

体验营销的研究综述

体验营销的研究综述首先，体验营销的理论基础之一是主动参与理论。

该理论认为只有消费者在体验中主动参与才能真正感受到产品或服务的价值和效益。

因此，体验营销注重的是创造出能够激发消费者主动参与的情境和环境，以提升其对品牌或产品的认知和忠诚度。

在体验营销的应用方面，事件营销（Event Marketing）是最常见的形式之一、企业通过组织各种活动和体验性的社交互动，吸引消费者参与，进而增强品牌形象和影响力。

比如，一些著名的体育运动赛事和音乐节通过吸引大量观众和粉丝的参与，为企业带来了巨大的广告效应和品牌曝光度。

另外，虚拟现实技术（Virtual Reality，VR）和增强现实技术（Augmented Reality，AR）在体验营销中的应用也逐渐得到重视。

通过使用VR和AR技术，企业可以创造出逼真的虚拟环境或加强现实环境，提供沉浸式的消费体验。

这种新颖的体验形式不仅能够引发消费者的兴趣，还能够增加产品的吸引力和差异化。

此外，社交媒体平台也成为体验营销的重要渠道之一、企业利用社交媒体的广泛传播和互动特性，与消费者进行直接互动和沟通。

通过发布有趣、有创意、引人注目的内容，企业能够吸引消费者的关注和参与，进而提升品牌的认知度和美誉度。

然而，体验营销也面临一些挑战和限制。

首先，创造出独特而有吸引力的消费体验需要企业具备创意和创新能力。

这对一些传统行业和中小企业来说可能是一项巨大的挑战。

其次，体验营销需要企业具备丰富的资源和资金支持，包括人力、技术、场地等方面。

这对于一些小规模企业来说可能是一项限制。

最后，由于消费者的个人因素和心理特征的差异，体验营销的效果并不是完全可控的。

因此，企业需要不断调整和改进体验营销策略，以便更好地满足消费者的需求和期望。

综上所述，体验营销作为一种创新的市场策略，已经在各个行业得到广泛应用。

通过主动参与、情感连接和创造性的体验设计，体验营销可以有效地提升消费者对品牌和产品的认知和忠诚度。

体验营销论文(最新推荐8篇)

体验营销论文（最新推荐8篇）1.《以口碑营销为核心，打造高效品牌传播策略》营销本质是让消费者愿意付出金钱或时间去获得产品或服务，而口碑营销则是以消费者自发性传播的方式去传递品牌信息，这种传播方式更加可靠并且具有很高的转化率。

因此，针对现在社交媒体的流行，企业在制定品牌推广计划时，口碑营销策略是必不可少的一环。

如何利用口碑优势构建现代企业的营销模式，达到高效传播品牌的目标，成为了近期企业营销必须解决的问题。

在本文中，我们首先介绍了口碑营销的定义和特点，并梳理了与口碑营销有关的社交媒体平台的特点和使用方式。

接着，我们分析了引发口碑的因素，然后介绍了如何通过提高产品质量、创造差异化价值、营造良好服务/购物环境等方式引发消费者对产品/服务的正面评价，以及如何通过创造用户UGC（用户生成内容）与品牌关联性，促使用户参与到品牌营销传播中来。

最后，我们总结了口碑营销的成功案例，并讲解了建立口碑营销策略的基本步骤，以及细节注意的方面。

总结：本文针对企业口碑传播进行了全方位的分析，从理论到实践，从思想到行动，系统介绍了口碑营销的重要性、特点及实施方式。

企业可以根据本文的指导，实现更高效更全面的口碑传播，并在激烈的市场竞争中立足。

2.《数据驱动营销——现代营销策略分析》面对市场日益激烈的竞争，现代企业不再能够依靠简单的市场推广方式，而需要利用各种技术手段来采集和分析消费者行为数据，以获得更精准、有效的营销策略。

数据驱动营销正是以数据为核心的现代营销策略。

在本文中，我们将深入探讨数据驱动营销的本质意义、营销数据的获取与分析、如何建立适合企业的数据驱动市场战略并通过数据驱动营销实现品牌的正向发展等方面内容。

在数据驱动营销的介绍中，我们指出数据驱动营销策略的实施将企业传统营销方式的中心点转移至数据分析研究。

我们将指出如何利用数据分析技术选取目标客户人群，从而优化营销活动，促进产品销售，提高企业的盈利水平。

在如何建立适合企业的数据驱动市场战略方面，我们将采用战略三环模型，即识别目标区域、确定竞争对手并确定目标客户群体，并建立目标客户数据建模以及之后的数据分析模型。

体验营销策略相关文献

体验营销策略相关文献体验营销策略相关文献：体验营销是指通过提供与产品或服务相关的愉悦和积极的情感体验，使消费者更加关注和认同产品或服务，从而提高购买和忠诚度。

以下是一些相关的文献：1. 杨杰，于清婉，张琳琳（2016年）。

《基于体验价值分析的服务体验营销策略研究》，《科技与商业》，第34卷，第11期：34-39页。

这篇文章研究了体验价值对服务体验营销的影响，并提出了一种基于体验价值的营销策略。

研究结果表明，体验价值对消费者的购买决策和忠诚度有显著影响，因此企业应注重提供令消费者满意的体验。

2. 林宇，汪琛（2017年）。

《社交媒体背景下的体验营销策略研究》，《市场》，第33卷，第4期：118-121页。

这篇文章探讨了社交媒体背景下的体验营销策略。

作者指出，通过社交媒体平台，企业可以与消费者建立更直接和个性化的互动，提供个性化的体验和服务。

文章还对实施社交媒体体验营销的方法和策略进行了讨论。

3. 张宇，牛容容（2020年）。

《基于物联网技术的体验营销策略研究》，《经济研究》，第87卷，第6期：40-46页。

这篇文章研究了基于物联网技术的体验营销策略。

作者认为，物联网技术可以将物品与互联网连接起来，为消费者提供更加便捷和个性化的体验。

文章还提出了一些基于物联网技术的体验营销策略，如智能设备、数据分析等。

4. Belk, R. W., & Tumbat, G. (2005). “The Cult of the Body Beautiful and Marketing Implications.” Journal of Consumer Research, 363-381.这篇文章研究了体验营销与身体形象的关系。

作者认为，体验营销可以通过提供与身体形象相关的愉悦体验来吸引消费者。

文章还探讨了品牌形象、广告和市场推广等方面与体验营销的关联。

以上是一些关于体验营销策略的相关文献，这些文献提供了不同视角和方法来研究和实践体验营销。

体验营销文献综述及外文文献资料

本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: Interdependence between experience marketing and business strategy作者: Gupta, Seemas期刊名称: Journal of Indian Business Research2015年；第4卷；第3期；页码：170-193Interdependence between experience marketing and business strategy IntroductionScholars emphasize the importance of overcoming narrow functional approach in investigating business problems and advocate cross level research ([19] Deshpande, 1999; [67] Varadarajan et al. , 2001). Business operates at multiple levels-business strategy and functional. While business strategy specifies how business will compete in the marketplace ([67] Varadarajan et al. , 2001), marketing refers to the marketing activities and decisions related to generating and sustaining competitive advantage for the business ([17] Dayet al. , 1990). The interdependencies among the various levels of functioning in an organization remain relatively unexplored ([67] Varadarajan et al. , 2001). Yet as the Starbucks example discussed next suggests marketing strategy pursued by business is influenced by its business strategy. Starbucks business proposition was based on the need most people have for a physical place set apart from home and work, a third place where a person can interact with others. This influenced its marketing such that it encouraged consumers to spend more time in the café instead of focusing on turning the tables.There has been a progression of economic value from product through service to experience. The strategy dimensions relevant for experience marketing are likely to be different from those relevant for product or service marketing. While for product marketing the roots of strategy are in technology up gradation, manufacturing capabilities, new product development and economies of scale, the service organizations are characterized by vision and purpose, customer satisfaction and employee engagement. The dimensions of strategy relevant for experience marketing remain unexplored despite numerous examples of organizations moving up the value chain from product through service to experience. The extant literature on experience takes a functional approach engaging with issues like defining an experience brand and recommending strategies for creating a unique customer experience. The extant literature deals with the psychological process involved in consuming an experience. However, it does not engage adequately with the business strategy variables like competitive advantage, vision and customer orientation. There is no literature that identifies the strategic capabilities companies need to be imbued with to successfully market experiences. For instance, which of the three variables is more important for experience marketing-customer intimacy, product leadership or operational efficiency?This paper bridges this gap in literature by examining interrelatedness between business strategy and experience marketing. I engage with humanistic inquiry of an in depth case study. In humanistic inquiry the researcher understanding arises from direct personal experience and immersion ([29] Hirschman, 1986). "The aim of humanistic inquiry should be the development of an idiographic body of knowledge consisting of tentative statements about a particular phenomenon" ([29] Hirschman, 1986). The intended contribution of this article is also the focus it brings on research on cross-level dependencies between business strategy and experience marketing by outlining a detailed agenda for future research. I find the six dimensions of business strategy - unique company capabilities, barriers to imitation, customer orientation, employee empowerment, visionary leadership and internal marketing to be interrelated with experience marketing. In the following sections I discuss related literature, research methodology, the case narrative, the strategic propositions derived from the case, the agenda for future research, implications and limitations.Review of literatureExperience marketing has attracted attention from both practitioners and academicians.I am tracing some key definitions and conceptualization of the term as evinced in the literature to set the stage for the paper. [31] Holbrook and Hirschman (1982) postulated experiential perspective as an alternative to the hegemonic information processing view to understanding consumer behavior. They conceptualized consumption experience as a phenomenon directed towards the pursuit of fantasy, feelings and fun representing the cognitive, affect and behavioral dimensions, respectively. [51] Pine and Gilmore (1998, p. 98) suggested that experience occurs "when a company intentionally uses services as the stage, and goods as props, to engage individual customers in a way that creates a memorable event". [57], [58] Schmitt (1999, 2003) and [7] Brakus et al. (2009) conceptualized experience as consisting of five dimensions of sense (sensory), feel (affective), think (intellectual), act (behavioral) and relate (relational). Sensory experiences enable customers to satisfy their need for estheticism; feel experiences refer to customers' perceptions of fun and pleasure; think experiences refer to consumers' attempts at broadening knowledge; act experiences reflect customers' personal ties with the brand and the company; and relate experiences involve interrelationships among customers. The crux of experiential marketing paradigm lies in extending the concern of marketers beyond the realm of customer satisfaction to attaching the customers experientially to product or service ([7] Brakus et al. , 2009). [30] Hoch (2002) described experience as engaging, non partisan, pseudo diagnostic, endogenous, and ambiguous and hence seductive. A battery of researchers conceptualized experience as a service dominant logic, a paradigm shift from product centric view of creating value ([68] Vargo and Lusch, 2004; [54] Prahalad and Ramaswamy, 2004). For the purposes of this paper experience is defined as:[...] phenomenological in that it deals directly with events or phenomena as the consumer experiences them rather than focusing on anatomical structures, the neuro chemical processes or the unconscious motives that endow experiences with salience ([52] Poulsson and Kale, 2004, p. 271).Phenomenology assumes that a mental event can be best understood if we look at it directly as it was experienced rather than through the specialized optics of a particular discipline ([15] Csikszentmihalyi, 1990, p. 26).Experience marketing literature has many cross currents but few broad themes nevertheless emerge. One stream is rooted in consumer behavior and perceives cognitive, sensory and novel stimulation as motives behind experience ([31] Holbrook and Hirschman, 1982; [28] Hirschman, 1984). It further believes that emotions play a fundamental role in consumption experience ([56] Richins, 1997) and classifies experiences into four types - sensory, social, emotional and intellectual. This stream considers consumer interaction at the heart of experience and examines the whole consumption experience from pre purchase through to disposal ([31] Holbrook and Hirschman, 1982). It highlights that consumption experiences are shared rather than individual in nature ([64] Tynan and McKechnie, 2009); provide utilitarian value apart from hedonistic value and involve both nostalgia as well as imagination ([32] Holbrook and Schindler, 2003). It explored experiential themes of self renewal and harmony with nature as central to evaluation of extraordinary hedonic experiences. One segment of this stream pertains to application of experience marketing in specific contexts and industries like retailing ([69] Verhoef et al. , 2009); arts ([37] Joy and Sherry Jr, 2003); tourism ([42] Leighton, 2007); leisure ([2] Arnould and Price, 1993); fashion ([62] Thompson and Haytko, 1997); and hospitality ([24] Gilmore and Pine, 2002). It explored the cultural meanings, motives, themes, and conceptual realms in specific experience contexts and broadly found them to be valid. This literature appropriates cultural meanings in different contexts like fashion, retail and arts and finds that combination of entertainment, therapeutic and spiritual growth are at the frontier of retail experience.Second stream consists of step by step guides to creating and marketing experiences. It has its origins in the challenges that practitioners face in differentiating goods and services ([8] Carbone and Haeckel, 1994) and the recognition of importance of experiences in developing customer advocacy ([1] Allen et al. , 2005). This stream driven by practitioner and consulting gurus is rich in examples and offers guidelines for customer experience management like identify themes to create consistent impressions; tangibilise experience with memorabilia; engage all five senses; create a memorable event ([51] Pine and Gilmore, 1998; [58] Schmitt, 2003) be personally relevant, offer an element of surprise, engender learning, engage the customer ([52] Poulsson and Kale, 2004); and orchestrate all the clues that people detect in the buying process ([5] Berry et al. , 2002). Four conceptual realms of experience marketing-entertain, educate, escape and estheticism were proposed and emphasis was laid on creating memorable encounters not by improving functionality but by layering an enjoyable experience atop the existing service.The third stream is rooted in branding and communication literature and advocates narrative advertising for communicating experiences as narrative thought is a predominant cognitive mode of comprehension used by consumers to interpret experiences ([47] Padgett and Allen, 1997; [14] Crosby and Lunde, 2008). It postulates that experience brands send more emotional and complex messages asconsumers do not process experience at rational and conscious level. [57] Schmitt (1999) conceptualized experience as consisting of five dimensions - senses, feel, think, act and relate. Sensory experiences enable customers to satisfy their need for estheticism; feel experiences refer to customers perceptions of fun and pleasure; think refers to attempts at broadening knowledge; act reflects personal tie with the company and relate involves social networks and interrelationships among customers which then produces feeling of belongingness to society. Based on this work [7] Brakus et al. (2009) further conceptualized brand experience as consisting of four dimensions of sensory, affective, intellectual and behavioral and constructed a scale to measure them.The extant literature deals with experiences from a consumer and brand perspective and is thus restricted to functional domain of marketing. Just like successful marketing of product requires organizational capabilities, functional skills and strategy distinctly different from that of marketing of services, experiences would also have unique strategic imperatives for organizations. Not only is the strategic perspective of experience marketing scant, but empirical research is also limited ([64] Tynan and McKechnie, 2009). The failure of the few scholars who have illustrated approaches by firms in creating customer experiences ([1] Allen et al. , 2005) to paint the full picture for reasons of commercial sensitivity leads to only a partial understanding in this area ([64] Tynan and McKechnie, 2009). The present study aims to bridge this gap in the literature by arriving at the strategic propositions of experience marketing by using a holistic in depth investigation of a case study which is a multifaceted examination of a situation. I examine data that are subjective abstractions of a much more complex underlying reality ([10] Christensen and Carlile, 2009). The use of case approach reflects the call by organizational scholars such as [10] Christensen and Carlile (2009) for more emphasis to be placed on developing new theories from case based empirical data, rather than relying on essentially quantitative, deductive, theory-testing research paradigms. [71] Yin (2009) argued against case methodology being microscopic because it lacked a sufficient number of cases by saying that the use of two, ten or 100 cases does not transform a multiple case into a macroscopic study. Moreover, it is the microscopic view which makes a case study a powerful research methodology. Because of the microscopic view even single case studies are a potent research technique as they enable seeing interrelatedness between several complex variables and hence promote a holistic understanding of the phenomena under investigation ([23] Flyvbjerg, 2006; [71] Yin, 2009). Increasingly branding research uses qualitative and conceptual approaches. Theories can be developed or extended using typologies ([21] Doty and Glick, 1994); principles or propositions ([41] Kohli and Jaworski, 1990); or case research ([71] Yin, 2009). I use the latter two approaches to build theory. The general applicability results from the set of methodological qualities of the case and the rigor with which the case is constructed ([71] Yin, 2009). Moreover, the propositions outlined are amenable to further evaluation thus aiding generalizability. The placement of The Park Hotels (TPH) in the hospitality industry which has traditionally been considered as an experience industry coupled with its distinct positioning as a niche boutique luxuryhotel makes it an ideal choice for a case study on experience marketing. TPH is a powerful and interesting narrative of a brand which differentiates itself from its much bigger rivals by creating unique customer experiences. We also analyzed quantitative metrics to gauge the performance of TPH. As Table I [Figure omitted. See Article Image.] show TPH revenues are much less than rivals which is understandably due to the lesser number of hotels it operates. TPH EBITDA (as percentage of revenues) is consistently higher than that of Taj but is less than that of Leela and Hyatt. This is probably because TPH does not enjoy economies of scale and has less standardization across properties. But TPH has greater PAT (as percentage of revenues) which is dues to its operational efficiency particularly in labour cost. None of these evidences were conclusive hence researchers compared the market capitalization of Taj and Oberoi with the valuation of TPH by Credit Suisse (TPH is not listed) for 2008-2009. TPH is valued at Rs 15 billion which is an EBITDA multiple of 15.41 and PAT multiple of 35.21. Taj and Oberoi's market capitalization is an EBITDA multiple of 4.95 and 8.28, respectively. Similarly Taj and Oberoi have a PAT multiple of 12.18 and 19.88. Thus, TPH has received a much higher valuation as a multiple of EBITDA and PAT. This quantitative evidence establishes the success of TPH as a niche boutique experience hotel and justifies our choice for the study.The case unfolds various facets of its business like strategy, operations, human relations, marketing and service and thus enables seeing latent linkages across functions and levels. The depth as well as the strategic perspective the case contains has few parallels and provides a blueprint from which others may learn. While this research and case is set in hospitality industry in Indian context, many of the issues are applicable across industry and international boundaries.Research methodologyI follow the rigorous method outlined by [22] Eisenhardt (1989) and [29] Hirschman (1986) for the study:A-priori conceptualization. I went with a well defined focus on strategic imperatives of experience marketing. The constructs of business strategy were specified a priori to enable collection of specific kinds of data systematically. Within business strategy the constructs of "competitive advantage," "visionary leadership" and "customer orientation" were identified for study because of their salience for experience marketing. They were explicitly measured in the interview guidelines and field observations and documentary evidences (Figure 1 [Figure omitted. See Article Image.]):- Competitive advantage. Novelty, surprise, differentiation are central elements in marketing of experiences. It is relatively easy to produce standard product or service but difficult to bring constant uniqueness in customer experience. Experiences are challenging as they engage all five senses, are cognitive as well as emotive, have behavioral as well as relational dimension ([7] Brakus et al. , 2009). Companies that are able to develop unique capabilities that are aligned with unique customer needs have an edge over others ([16] Dalgic and Leeuw, 1994). Firm capabilities are derived from firm resources which together lead to competitive advantage thereby influencing strategy ([25] Grant, 1991; [35] Hunt and Morgan, 1995). Research on resources has along tradition in strategy ([18] Denrellet al. , 2003). Companies that base their strategies upon exploiting clearly defined internal capabilities have been adept at adjusting to and exploiting external change ([53] Prahalad and Hamel, 1990). [25] Grant (1991) gives example of how Honda's focus upon technical excellence of four-cycle engine enabled it to straddle success across motorcycles, automobiles and broad range of gasoline engine products.Novel experiences can be imitated by competition; hence firms need to continuously create barriers to imitation to successfully market experience.- Customer orientation. It is the unwavering commitment to meet the needs of customers. A company that segments and targets markets precisely and then tailors offerings to match exactly the demands of those customers builds intimacy with customers ([63] Treacy and Wiersema, 1993). Customer intimacy enables companies to combine detailed customer knowledge with operational flexibility so they can respond quickly to almost any need. As a result these companies engender tremendous customer loyalty. Customer intimacy engages the customer in co-creating value and makes the experience personally relevant ([51] Pine and Gilmore, 1998). Thus, customer orientation is vital for experience marketing.Service literature has documented the importance of empowerment in superior customer orientation and satisfaction ([59] Schneider and Bowen, 1995; [26] Hartline et al. , 2000). It may be interesting to see its importance in the context of experience marketing. Empowerment can be defined as the process of enabling employees by giving them the power and autonomy to exercise control over job-related situations and decisions ([13] Conger and Kanungo, 1988). Empowered employees often feel more confident in their ability to contribute to the firm's success, a result that fosters creative thinking and problem solving ([40] Kelly et al. , 1996).- Visionary leadership. Such leaders articulate shared vision of the organization and demonstrate will to execute the vision ([61] Tellis, 2006). They are coaches who believe in the fundamental capacity of people to achieve and their role as facilitators ([4] Berry, 1995). Visionary leaders place brand as the core of the company leading to all stakeholders, especially employees, owning and living the brand in their daily lives ([65] Urde, 1999). [38] Kaikati (2003) also emphasize the need for stakeholder "buy-in". [3] Bartlett and Ghoshal (1994) also emphasized the need for employees to identify with the purpose of the company to be able to contribute to its business goals. Since experience is to be provided by the contact employees, internal brand orientation is of even greater importance in such firms.Crafting instruments and protocols. Consistent with [60] Stake (1995) and [71] Yin (2009) data was collected from six sources of evidence - interviews, direct observation, participant-observation, documents, archival records and physical artifacts. The present case study being rich provided the opportunity for all six sources of evidence. In depth, open ended and semi structured interviews were conducted with senior and middle level managers across functions. Interviews were conducted with Chairperson, Managing Director, Vice President Engineering and Projects, Corporate Director Sales, Corporate Director Finance, Director Public Relations and Corporate Communications, Director Sales, Two General Managers, Manager Public Relations,Two Executive Chefs, Manager Events and Entertainment, Area Director Human Resources, Relationship Manager, Associate Director Front Office and Revenue Management and Team from IT department. Hence a total of 17 interviews were conducted lasting from about an hour to several hours and were recorded and transcribed. Interviews with middle management lasted for about an hour each but those with top management (Chairperson and Managing Director) lasted for about three hours each. Visits were made to three hotel properties of the company in three different cities and observations on rooms, bars, restaurants, service, ambience, environment, customer interaction were recorded. To experience the hotel and its bars and restaurants the author stay was organized for two nights each in two properties. Documents on brand philosophy, vision, visual identity, communication strategy, financial summary, tariff policies were studied. Archival data regarding advertisements, promotions, events, media coverage were studied. Consistent with [49] Patton (2002) data integrity was thus achieved with triangulations across methods. Special emphasis was placed on combining quantitative data with qualitative evidence.Not only multiple methods, but also the study was carried out by multiple investigators. A team of two researchers visited the sites, interviewed people and went through documentary evidences. This enabled analysis of the case from multiple perspectives. Convergent perceptions added to the empirical grounding of the hypotheses while conflicting perceptions kept us from premature closure ([22] Eisenhardt, 1989). Researchers were personally immersed in the phenomenon to understand the case intimately.The case narrativeThis case study presents a narrative approach to complexities of experience marketing embedded in organizational strategy in real life ([23] Flyvbjerg, 2006). [50] Peattie (2001) warned against summarizing dense case study as the value of the contextual and inter-relational nature of forces is lost when one tries to sum up in mutually exclusive concepts.BackgroundTPH had pioneered the concept of boutique hotels in India and successfully carved a strong niche for itself. Boutique hotels were typically small that sought to differentiate themselves from large "full service" hotels by virtue of their unique design and highly intimate and personalized service. Sometimes referred to as "design hotels" or "lifestyle hotels", most were stand alone properties as often, these hotels, were converted older properties resurrected by designers, combining the charm and character of an old building with modern design. TPH had seven properties in India each having a distinctive character of its own yet sharing a common spirit and standards of excellence. It had performed better on financial parameters than in its more endowed rivals like Taj, Oberoi, Hyatt, and ITC even during the economic downturn.TPH came into being in 1967 and operated three hotels in Kolkata, Delhi and Vizag when Priya Paul, took charge of the hotel as its chairperson in 1988. TPH realized that it would have to differentiate to survive in a highly competitive market. Therenovation of The Park Kolkata provided her with an opportunity to test her ideas. She said:I used the new Chinese restaurant, Zen to demonstrate a new design or a vision for the team. I found the design that had been developed to be very traditional and staid with red and green dragons. We came up with a radical look in black and white and created products that I felt I would enjoy and hopefully others too.The restaurant opened at the end of 1992 and met with rave reviews. Its success prompted further experimentation. The bar at The Park Kolkata was next. Branded Someplace Else , the bar, hosted live bands. It too proved to be a big hit. Priya Paul told:During that time most hotels were these bastions of formality with waiters with gloved hands, etc. On the contrary our clubs and restaurants were very refreshing looking and the serving style was much more informal with waiters in colored uniforms designed by top notch designers. We actively encourage our staff to express their individuality in their interactions with customers.The success of both Zen and Someplace Else prompted Priya Paul to formally articulate a new vision for TPH "leadership through differentiation" and a new mission of "Establishing global standards of product quality and service excellence and enhancing customer experience to make it the purpose of every action we take". But TPH needed to get a buy-in from its people before it could sell the concept of differentiation to its customers. Priya Paul made presentations to senior management on how TPH is a design hotel and what it meant to be a boutique hotel company. Pioneering a new paradigmThe acquisition of two properties in quick succession in Bangalore and Chennai provided Priya Paul with an opportunity to create a new paradigm by opening full scale boutique hotels on the lines of what Ian Schrager (the pioneer of boutique hotel) had done in New York. The new hotel, The Park Bangalore, opened in the year 2000. The hotel's design was a fusion of vibrant colors and landscapes; the first floor was designed to give a feel of cool expanse of sea, the second floor suggested a mountain landscape, the third the look of a jungle and the fourth floor sported the feel of an Oasis in a desert. The unique imagery won it a place among the Tatler magazine's 101 best hotels in the world. The Park Bangalore's lounge bar, the I-Bar , with its low furniture, bean bags and neon colors was described by a leading Bangalore daily as one of the hippest hang out places in the city. Its Italian restaurant, Italia , quickly gained popularity among the discerning foodies of Bangalore and has since won a host of awards including the Best Italian Restaurant award from The Times Food Guide , the Best International Restaurant and the Restaurant of the Year awards from the Taste & Travel Food Lovers Food Guide .If The Park Bangalore showcased contemporary India, The Park Chennai, built on the premises of the historic Gemini film studios[1] and designed by the American firm, Hirsch Bedner Associates captured the fantasy world of films. While the lobby with its stage like setting evoked the look of a theatre, old movies projected during the evenings on a floating screen located in the atrium and the carpets in the corridors that looked like film reels reminded one of the magic of movies.The widespread acclaim the company received for the Bangalore and Chennai properties prompted it to build new boutique hotels in Navi Mumbai and Hyderabad. In designing in the former it sought to bring together "East and West and fusing technology with local crafts" and in the latter case it drew inspiration from Hyderabad's history of producing precious stones; the hotel's façade, for example, references the fabled jewellery collection of the Nizam of Hyderabad.The Park Kolkata focused on further enhancing its reputation as a fun and happening place. A street cafécalled " The Street" , created a vibrant atmosphere right at the entrance. A new cocktail bar Roxy , its retro look a tribute to the swinging 1960s, offered customers a wide variety of cocktails and an enviable choice of cigars. Spread over two split levels, the night club Tantra with its pulsating dance floor and a lounge area called the Santra Room, provided its typically young customers a choice of two bars. While Aqua, a fashionable new bar, indulged the young and trendy with a "Miami" like pool side experience - the open deck, used for sunbathing by the day, became a stage for night time revelry, Someplace Else continued to offer customers its signature live band experience. Vijay Dewan said:The traditional notion of hotels was one where people came to sleep when they were travelling on business. We asked ourselves can we be more. Can people socialize and get entertained in hotels? Thereafter began our huge emphasis on entertainment, in creating a spa experience, in creating a luxury experience. For us entertainment is a key differentiator.The company also offered its customers a wide variety of culinary experiences through its exciting range of award winning restaurants. Perhaps due to unique design elements the cost of material and repair and maintenance was much higher for TPH as compared to its competitors (Table II [Figure omitted. See Article Image.]). Empowering peopleIn 2007, The Park received the international "Gallup Great Workplace Award" for extraordinary employee engagement. Priya Paul explained:We give our people responsibility far beyond their age. We encourage them to take decisions and back them if they falter.The Park was the first hotel in the Indian hospitality sector to embrace SAP for managing its human resources. Further, it engineered its technology and other associated systems to enable its people to excel, for example, a single point of contact system in which guests in The Park had to dial a single number for all their needs ranging from in-room dining to housekeeping, laundry, etc. This facilitated the team to provide a personal touch to the services they rendered to the customers. Guests often requested for a specific person to be assigned to their rooms as he knows all their preferences.Marketing the experienceThe differentiated product and service experience enabled TPH to compete against its much larger and perhaps better known rivals. In markets like Navi Mumbai, Kolkata and Vizag it had leadership positions (Table III [Figure omitted. See Article Image.]). It signed contracts with large corporate houses by participating in request for proposals (RFPs). While it won most of the RFPs but it did not get to participate in。

体验营销文献综述-田红彬

体验营销文献综述-田红彬体验营销研究综述摘要,本文从体验营销的概念和特征入手,简要分析当前体验营销在中国实际应用中存在的主要问题,并就中国企业如何正确发展体验营销进行粗浅地探讨. 人类进入21世纪,消费者不仅重视物品和服务,更渴望获得体验的满足。

力图满足消费者体验需要的体验营销应运而生。

企业应在深刻把握消费者所需体验的基础上,制定相应的体验营销策略,并通过多种方式向消费者提供体验。

只有尽快把体验营销这一新的营销理念付诸实践,企业才能在激烈的市场竞争中赢得先动的竞争优势。

本文从体验营销的概念和特征入手,简要分析当前体验营销在中国实际应用中存在的主要问题,并就中国企业如何正确发展体验营销进行粗浅地探讨.关键词,体验体验营销营销策略一,体验营销的概念、产生原因及特点余世仁在《体验营销的特点与策略》中说,“体验营销是指企业根据消费者情感需求的特点, 结合产品和服务的属性( 卖点) , 策划有特定氛围的营销活动, 让消费者参与并获得美好而深刻的体验, 满足其情感需求, 从而扩大产品和服务销售的一种新型营销活动。

” 体验营销的实质是文化营销。

体验营销是人们由物质及生理需求向精神文化需求发展的产物。

随着社会经济的发展和消费水平的提高, 消费者在物质及生理需求得到满足的基础上, 越来越追求精神文化的满足。

他们在作出购买决策时,不仅要考虑产品和服务带来的功能上的利益, 更加重视购买和消费过程中获得的符合自己的情感需求和情趣偏好的特别感受, 即体验[2]。

因此消费者在选择商品时, 看重的是商品的文化内涵和风格属性, 以表现自己的个性风格和文化品位。

徐智仕在《解读体验营销》里认为体验营销的产生有四种原因,1.物质文明的进步和消费者生活水平的提高。

2.产品和服务的同质化趋向。

3.科学技术的迅猛发展。

4.先进企业对人们消费观念的引领和示范。

李彦亮在《金融与经济》里发表的《现代企业营销的新理念——体验营销》中认为,体验营销的核心理念是,不仅为顾客提供满意的产品和服务, 还要为他们创造有价值的体验。

营销策略文献综述范文模板

营销策略文献综述范文模板全文共四篇示例，供读者参考第一篇示例：近年来，随着互联网和移动技术的不断发展，市场营销领域也发生了翻天覆地的变化。

传统的营销手段逐渐被新兴的营销策略所取代，而这些新兴的营销策略也给企业带来了全新的挑战和机遇。

本文将对当前热门的营销策略进行综述，帮助企业找到适合自己的营销策略，实现市场营销的最大效益。

一、内容营销内容营销是指通过优质内容吸引目标受众，提升品牌知名度和美誉度的一种营销策略。

在内容营销中，企业不再只是简单地推销产品和服务，而是提供有价值的信息和内容，让受众在接触企业内容的过程中产生共鸣和认同。

内容营销的核心是“内容为王”，只有通过内容创作能够吸引目标受众的注意力，才能实现内容传播的最大效果。

在内容营销中，企业可以选择通过博客、微信公众号、社交媒体等渠道发布内容，吸引受众关注，提高品牌认知度和影响力。

二、社交媒体营销社交媒体营销是指通过社交媒体平台进行品牌宣传和推广的一种营销策略。

随着社交媒体的普及和使用率不断增加，企业也开始将社交媒体作为营销工具，通过微博、微信、抖音等平台传播品牌信息，吸引目标受众的关注和参与。

社交媒体营销的优势在于可以直接与受众互动，了解受众需求，提高品牌忠诚度，实现精准营销。

在社交媒体营销中，企业需要根据不同平台的特点，制定相应的营销策略，提高参与度和转化率。

三、移动营销移动营销是指通过移动设备进行品牌推广和销售的一种营销策略。

随着移动互联网的发展，消费者越来越倾向于使用手机、平板等移动设备进行信息获取和购物消费。

企业需要将营销重点转移到移动端，通过App、微信小程序、移动网站等移动平台进行营销活动，提高用户体验，增加销售额。

移动营销的关键是提供便捷、个性化的服务，吸引用户参与，建立品牌忠诚度。

四、数据驱动营销数据驱动营销是指通过数据分析和挖掘，为营销决策提供支持和指导的一种营销策略。

在互联网时代，企业面临的数据量越来越庞大，如何根据数据分析结果进行精准营销成为企业考验的难题。

体验营销文献综述及外文文献资料

本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: Interdependence between experience marketing and business strategy作者: Gupta, Seemas期刊名称: Journal of Indian Business Research2015年；第4卷；第3期；页码：170-193Interdependence between experience marketing and business strategy IntroductionScholars emphasize the importance of overcoming narrow functional approach in investigating business problems and advocate cross level research ([19] Deshpande, 1999; [67] Varadarajan et al. , 2001). Business operates at multiple levels-business strategy and functional. While business strategy specifies how business will compete in the marketplace ([67] Varadarajan et al. , 2001), marketing refers to the marketing activities and decisions related to generating and sustaining competitive advantage for the business ([17] Dayet al. , 1990). The interdependencies among the various levels of functioning in an organization remain relatively unexplored ([67] Varadarajan et al. , 2001). Yet as the Starbucks example discussed next suggests marketing strategy pursued by business is influenced by its business strategy. Starbucks business proposition was based on the need most people have for a physical place set apart from home and work, a third place where a person can interact with others. This influenced its marketing such that it encouraged consumers to spend more time in the café instead of focusing on turning the tables.There has been a progression of economic value from product through service to experience. The strategy dimensions relevant for experience marketing are likely to be different from those relevant for product or service marketing. While for product marketing the roots of strategy are in technology up gradation, manufacturing capabilities, new product development and economies of scale, the service organizations are characterized by vision and purpose, customer satisfaction and employee engagement. The dimensions of strategy relevant for experience marketing remain unexplored despite numerous examples of organizations moving up the value chain from product through service to experience. The extant literature on experience takes a functional approach engaging with issues like defining an experience brand and recommending strategies for creating a unique customer experience. The extant literature deals with the psychological process involved in consuming an experience. However, it does not engage adequately with the business strategy variables like competitive advantage, vision and customer orientation. There is no literature that identifies the strategic capabilities companies need to be imbued with to successfully market experiences. For instance, which of the three variables is more important for experience marketing-customer intimacy, product leadership or operational efficiency?This paper bridges this gap in literature by examining interrelatedness between business strategy and experience marketing. I engage with humanistic inquiry of an in depth case study. In humanistic inquiry the researcher understanding arises from direct personal experience and immersion ([29] Hirschman, 1986). "The aim of humanistic inquiry should be the development of an idiographic body of knowledge consisting of tentative statements about a particular phenomenon" ([29] Hirschman, 1986). The intended contribution of this article is also the focus it brings on research on cross-level dependencies between business strategy and experience marketing by outlining a detailed agenda for future research. I find the six dimensions of business strategy - unique company capabilities, barriers to imitation, customer orientation, employee empowerment, visionary leadership and internal marketing to be interrelated with experience marketing. In the following sections I discuss related literature, research methodology, the case narrative, the strategic propositions derived from the case, the agenda for future research, implications and limitations.Review of literatureExperience marketing has attracted attention from both practitioners and academicians.I am tracing some key definitions and conceptualization of the term as evinced in the literature to set the stage for the paper. [31] Holbrook and Hirschman (1982) postulated experiential perspective as an alternative to the hegemonic information processing view to understanding consumer behavior. They conceptualized consumption experience as a phenomenon directed towards the pursuit of fantasy, feelings and fun representing the cognitive, affect and behavioral dimensions, respectively. [51] Pine and Gilmore (1998, p. 98) suggested that experience occurs "when a company intentionally uses services as the stage, and goods as props, to engage individual customers in a way that creates a memorable event". [57], [58] Schmitt (1999, 2003) and [7] Brakus et al. (2009) conceptualized experience as consisting of five dimensions of sense (sensory), feel (affective), think (intellectual), act (behavioral) and relate (relational). Sensory experiences enable customers to satisfy their need for estheticism; feel experiences refer to customers' perceptions of fun and pleasure; think experiences refer to consumers' attempts at broadening knowledge; act experiences reflect customers' personal ties with the brand and the company; and relate experiences involve interrelationships among customers. The crux of experiential marketing paradigm lies in extending the concern of marketers beyond the realm of customer satisfaction to attaching the customers experientially to product or service ([7] Brakus et al. , 2009). [30] Hoch (2002) described experience as engaging, non partisan, pseudo diagnostic, endogenous, and ambiguous and hence seductive. A battery of researchers conceptualized experience as a service dominant logic, a paradigm shift from product centric view of creating value ([68] Vargo and Lusch, 2004; [54] Prahalad and Ramaswamy, 2004). For the purposes of this paper experience is defined as:[...] phenomenological in that it deals directly with events or phenomena as the consumer experiences them rather than focusing on anatomical structures, the neuro chemical processes or the unconscious motives that endow experiences with salience ([52] Poulsson and Kale, 2004, p. 271).Phenomenology assumes that a mental event can be best understood if we look at it directly as it was experienced rather than through the specialized optics of a particular discipline ([15] Csikszentmihalyi, 1990, p. 26).Experience marketing literature has many cross currents but few broad themes nevertheless emerge. One stream is rooted in consumer behavior and perceives cognitive, sensory and novel stimulation as motives behind experience ([31] Holbrook and Hirschman, 1982; [28] Hirschman, 1984). It further believes that emotions play a fundamental role in consumption experience ([56] Richins, 1997) and classifies experiences into four types - sensory, social, emotional and intellectual. This stream considers consumer interaction at the heart of experience and examines the whole consumption experience from pre purchase through to disposal ([31] Holbrook and Hirschman, 1982). It highlights that consumption experiences are shared rather than individual in nature ([64] Tynan and McKechnie, 2009); provide utilitarian value apart from hedonistic value and involve both nostalgia as well as imagination ([32] Holbrook and Schindler, 2003). It explored experiential themes of self renewal and harmony with nature as central to evaluation of extraordinary hedonic experiences. One segment of this stream pertains to application of experience marketing in specific contexts and industries like retailing ([69] Verhoef et al. , 2009); arts ([37] Joy and Sherry Jr, 2003); tourism ([42] Leighton, 2007); leisure ([2] Arnould and Price, 1993); fashion ([62] Thompson and Haytko, 1997); and hospitality ([24] Gilmore and Pine, 2002). It explored the cultural meanings, motives, themes, and conceptual realms in specific experience contexts and broadly found them to be valid. This literature appropriates cultural meanings in different contexts like fashion, retail and arts and finds that combination of entertainment, therapeutic and spiritual growth are at the frontier of retail experience.Second stream consists of step by step guides to creating and marketing experiences. It has its origins in the challenges that practitioners face in differentiating goods and services ([8] Carbone and Haeckel, 1994) and the recognition of importance of experiences in developing customer advocacy ([1] Allen et al. , 2005). This stream driven by practitioner and consulting gurus is rich in examples and offers guidelines for customer experience management like identify themes to create consistent impressions; tangibilise experience with memorabilia; engage all five senses; create a memorable event ([51] Pine and Gilmore, 1998; [58] Schmitt, 2003) be personally relevant, offer an element of surprise, engender learning, engage the customer ([52] Poulsson and Kale, 2004); and orchestrate all the clues that people detect in the buying process ([5] Berry et al. , 2002). Four conceptual realms of experience marketing-entertain, educate, escape and estheticism were proposed and emphasis was laid on creating memorable encounters not by improving functionality but by layering an enjoyable experience atop the existing service.The third stream is rooted in branding and communication literature and advocates narrative advertising for communicating experiences as narrative thought is a predominant cognitive mode of comprehension used by consumers to interpret experiences ([47] Padgett and Allen, 1997; [14] Crosby and Lunde, 2008). It postulates that experience brands send more emotional and complex messages asconsumers do not process experience at rational and conscious level. [57] Schmitt (1999) conceptualized experience as consisting of five dimensions - senses, feel, think, act and relate. Sensory experiences enable customers to satisfy their need for estheticism; feel experiences refer to customers perceptions of fun and pleasure; think refers to attempts at broadening knowledge; act reflects personal tie with the company and relate involves social networks and interrelationships among customers which then produces feeling of belongingness to society. Based on this work [7] Brakus et al. (2009) further conceptualized brand experience as consisting of four dimensions of sensory, affective, intellectual and behavioral and constructed a scale to measure them.The extant literature deals with experiences from a consumer and brand perspective and is thus restricted to functional domain of marketing. Just like successful marketing of product requires organizational capabilities, functional skills and strategy distinctly different from that of marketing of services, experiences would also have unique strategic imperatives for organizations. Not only is the strategic perspective of experience marketing scant, but empirical research is also limited ([64] Tynan and McKechnie, 2009). The failure of the few scholars who have illustrated approaches by firms in creating customer experiences ([1] Allen et al. , 2005) to paint the full picture for reasons of commercial sensitivity leads to only a partial understanding in this area ([64] Tynan and McKechnie, 2009). The present study aims to bridge this gap in the literature by arriving at the strategic propositions of experience marketing by using a holistic in depth investigation of a case study which is a multifaceted examination of a situation. I examine data that are subjective abstractions of a much more complex underlying reality ([10] Christensen and Carlile, 2009). The use of case approach reflects the call by organizational scholars such as [10] Christensen and Carlile (2009) for more emphasis to be placed on developing new theories from case based empirical data, rather than relying on essentially quantitative, deductive, theory-testing research paradigms. [71] Yin (2009) argued against case methodology being microscopic because it lacked a sufficient number of cases by saying that the use of two, ten or 100 cases does not transform a multiple case into a macroscopic study. Moreover, it is the microscopic view which makes a case study a powerful research methodology. Because of the microscopic view even single case studies are a potent research technique as they enable seeing interrelatedness between several complex variables and hence promote a holistic understanding of the phenomena under investigation ([23] Flyvbjerg, 2006; [71] Yin, 2009). Increasingly branding research uses qualitative and conceptual approaches. Theories can be developed or extended using typologies ([21] Doty and Glick, 1994); principles or propositions ([41] Kohli and Jaworski, 1990); or case research ([71] Yin, 2009). I use the latter two approaches to build theory. The general applicability results from the set of methodological qualities of the case and the rigor with which the case is constructed ([71] Yin, 2009). Moreover, the propositions outlined are amenable to further evaluation thus aiding generalizability. The placement of The Park Hotels (TPH) in the hospitality industry which has traditionally been considered as an experience industry coupled with its distinct positioning as a niche boutique luxuryhotel makes it an ideal choice for a case study on experience marketing. TPH is a powerful and interesting narrative of a brand which differentiates itself from its much bigger rivals by creating unique customer experiences. We also analyzed quantitative metrics to gauge the performance of TPH. As Table I [Figure omitted. See Article Image.] show TPH revenues are much less than rivals which is understandably due to the lesser number of hotels it operates. TPH EBITDA (as percentage of revenues) is consistently higher than that of Taj but is less than that of Leela and Hyatt. This is probably because TPH does not enjoy economies of scale and has less standardization across properties. But TPH has greater PAT (as percentage of revenues) which is dues to its operational efficiency particularly in labour cost. None of these evidences were conclusive hence researchers compared the market capitalization of Taj and Oberoi with the valuation of TPH by Credit Suisse (TPH is not listed) for 2008-2009. TPH is valued at Rs 15 billion which is an EBITDA multiple of 15.41 and PAT multiple of 35.21. Taj and Oberoi's market capitalization is an EBITDA multiple of 4.95 and 8.28, respectively. Similarly Taj and Oberoi have a PAT multiple of 12.18 and 19.88. Thus, TPH has received a much higher valuation as a multiple of EBITDA and PAT. This quantitative evidence establishes the success of TPH as a niche boutique experience hotel and justifies our choice for the study.The case unfolds various facets of its business like strategy, operations, human relations, marketing and service and thus enables seeing latent linkages across functions and levels. The depth as well as the strategic perspective the case contains has few parallels and provides a blueprint from which others may learn. While this research and case is set in hospitality industry in Indian context, many of the issues are applicable across industry and international boundaries.Research methodologyI follow the rigorous method outlined by [22] Eisenhardt (1989) and [29] Hirschman (1986) for the study:A-priori conceptualization. I went with a well defined focus on strategic imperatives of experience marketing. The constructs of business strategy were specified a priori to enable collection of specific kinds of data systematically. Within business strategy the constructs of "competitive advantage," "visionary leadership" and "customer orientation" were identified for study because of their salience for experience marketing. They were explicitly measured in the interview guidelines and field observations and documentary evidences (Figure 1 [Figure omitted. See Article Image.]):- Competitive advantage. Novelty, surprise, differentiation are central elements in marketing of experiences. It is relatively easy to produce standard product or service but difficult to bring constant uniqueness in customer experience. Experiences are challenging as they engage all five senses, are cognitive as well as emotive, have behavioral as well as relational dimension ([7] Brakus et al. , 2009). Companies that are able to develop unique capabilities that are aligned with unique customer needs have an edge over others ([16] Dalgic and Leeuw, 1994). Firm capabilities are derived from firm resources which together lead to competitive advantage thereby influencing strategy ([25] Grant, 1991; [35] Hunt and Morgan, 1995). Research on resources has along tradition in strategy ([18] Denrellet al. , 2003). Companies that base their strategies upon exploiting clearly defined internal capabilities have been adept at adjusting to and exploiting external change ([53] Prahalad and Hamel, 1990). [25] Grant (1991) gives example of how Honda's focus upon technical excellence of four-cycle engine enabled it to straddle success across motorcycles, automobiles and broad range of gasoline engine products.Novel experiences can be imitated by competition; hence firms need to continuously create barriers to imitation to successfully market experience.- Customer orientation. It is the unwavering commitment to meet the needs of customers. A company that segments and targets markets precisely and then tailors offerings to match exactly the demands of those customers builds intimacy with customers ([63] Treacy and Wiersema, 1993). Customer intimacy enables companies to combine detailed customer knowledge with operational flexibility so they can respond quickly to almost any need. As a result these companies engender tremendous customer loyalty. Customer intimacy engages the customer in co-creating value and makes the experience personally relevant ([51] Pine and Gilmore, 1998). Thus, customer orientation is vital for experience marketing.Service literature has documented the importance of empowerment in superior customer orientation and satisfaction ([59] Schneider and Bowen, 1995; [26] Hartline et al. , 2000). It may be interesting to see its importance in the context of experience marketing. Empowerment can be defined as the process of enabling employees by giving them the power and autonomy to exercise control over job-related situations and decisions ([13] Conger and Kanungo, 1988). Empowered employees often feel more confident in their ability to contribute to the firm's success, a result that fosters creative thinking and problem solving ([40] Kelly et al. , 1996).- Visionary leadership. Such leaders articulate shared vision of the organization and demonstrate will to execute the vision ([61] Tellis, 2006). They are coaches who believe in the fundamental capacity of people to achieve and their role as facilitators ([4] Berry, 1995). Visionary leaders place brand as the core of the company leading to all stakeholders, especially employees, owning and living the brand in their daily lives ([65] Urde, 1999). [38] Kaikati (2003) also emphasize the need for stakeholder "buy-in". [3] Bartlett and Ghoshal (1994) also emphasized the need for employees to identify with the purpose of the company to be able to contribute to its business goals. Since experience is to be provided by the contact employees, internal brand orientation is of even greater importance in such firms.Crafting instruments and protocols. Consistent with [60] Stake (1995) and [71] Yin (2009) data was collected from six sources of evidence - interviews, direct observation, participant-observation, documents, archival records and physical artifacts. The present case study being rich provided the opportunity for all six sources of evidence. In depth, open ended and semi structured interviews were conducted with senior and middle level managers across functions. Interviews were conducted with Chairperson, Managing Director, Vice President Engineering and Projects, Corporate Director Sales, Corporate Director Finance, Director Public Relations and Corporate Communications, Director Sales, Two General Managers, Manager Public Relations,Two Executive Chefs, Manager Events and Entertainment, Area Director Human Resources, Relationship Manager, Associate Director Front Office and Revenue Management and Team from IT department. Hence a total of 17 interviews were conducted lasting from about an hour to several hours and were recorded and transcribed. Interviews with middle management lasted for about an hour each but those with top management (Chairperson and Managing Director) lasted for about three hours each. Visits were made to three hotel properties of the company in three different cities and observations on rooms, bars, restaurants, service, ambience, environment, customer interaction were recorded. To experience the hotel and its bars and restaurants the author stay was organized for two nights each in two properties. Documents on brand philosophy, vision, visual identity, communication strategy, financial summary, tariff policies were studied. Archival data regarding advertisements, promotions, events, media coverage were studied. Consistent with [49] Patton (2002) data integrity was thus achieved with triangulations across methods. Special emphasis was placed on combining quantitative data with qualitative evidence.Not only multiple methods, but also the study was carried out by multiple investigators. A team of two researchers visited the sites, interviewed people and went through documentary evidences. This enabled analysis of the case from multiple perspectives. Convergent perceptions added to the empirical grounding of the hypotheses while conflicting perceptions kept us from premature closure ([22] Eisenhardt, 1989). Researchers were personally immersed in the phenomenon to understand the case intimately.The case narrativeThis case study presents a narrative approach to complexities of experience marketing embedded in organizational strategy in real life ([23] Flyvbjerg, 2006). [50] Peattie (2001) warned against summarizing dense case study as the value of the contextual and inter-relational nature of forces is lost when one tries to sum up in mutually exclusive concepts.BackgroundTPH had pioneered the concept of boutique hotels in India and successfully carved a strong niche for itself. Boutique hotels were typically small that sought to differentiate themselves from large "full service" hotels by virtue of their unique design and highly intimate and personalized service. Sometimes referred to as "design hotels" or "lifestyle hotels", most were stand alone properties as often, these hotels, were converted older properties resurrected by designers, combining the charm and character of an old building with modern design. TPH had seven properties in India each having a distinctive character of its own yet sharing a common spirit and standards of excellence. It had performed better on financial parameters than in its more endowed rivals like Taj, Oberoi, Hyatt, and ITC even during the economic downturn.TPH came into being in 1967 and operated three hotels in Kolkata, Delhi and Vizag when Priya Paul, took charge of the hotel as its chairperson in 1988. TPH realized that it would have to differentiate to survive in a highly competitive market. Therenovation of The Park Kolkata provided her with an opportunity to test her ideas. She said:I used the new Chinese restaurant, Zen to demonstrate a new design or a vision for the team. I found the design that had been developed to be very traditional and staid with red and green dragons. We came up with a radical look in black and white and created products that I felt I would enjoy and hopefully others too.The restaurant opened at the end of 1992 and met with rave reviews. Its success prompted further experimentation. The bar at The Park Kolkata was next. Branded Someplace Else , the bar, hosted live bands. It too proved to be a big hit. Priya Paul told:During that time most hotels were these bastions of formality with waiters with gloved hands, etc. On the contrary our clubs and restaurants were very refreshing looking and the serving style was much more informal with waiters in colored uniforms designed by top notch designers. We actively encourage our staff to express their individuality in their interactions with customers.The success of both Zen and Someplace Else prompted Priya Paul to formally articulate a new vision for TPH "leadership through differentiation" and a new mission of "Establishing global standards of product quality and service excellence and enhancing customer experience to make it the purpose of every action we take". But TPH needed to get a buy-in from its people before it could sell the concept of differentiation to its customers. Priya Paul made presentations to senior management on how TPH is a design hotel and what it meant to be a boutique hotel company. Pioneering a new paradigmThe acquisition of two properties in quick succession in Bangalore and Chennai provided Priya Paul with an opportunity to create a new paradigm by opening full scale boutique hotels on the lines of what Ian Schrager (the pioneer of boutique hotel) had done in New York. The new hotel, The Park Bangalore, opened in the year 2000. The hotel's design was a fusion of vibrant colors and landscapes; the first floor was designed to give a feel of cool expanse of sea, the second floor suggested a mountain landscape, the third the look of a jungle and the fourth floor sported the feel of an Oasis in a desert. The unique imagery won it a place among the Tatler magazine's 101 best hotels in the world. The Park Bangalore's lounge bar, the I-Bar , with its low furniture, bean bags and neon colors was described by a leading Bangalore daily as one of the hippest hang out places in the city. Its Italian restaurant, Italia , quickly gained popularity among the discerning foodies of Bangalore and has since won a host of awards including the Best Italian Restaurant award from The Times Food Guide , the Best International Restaurant and the Restaurant of the Year awards from the Taste & Travel Food Lovers Food Guide .If The Park Bangalore showcased contemporary India, The Park Chennai, built on the premises of the historic Gemini film studios[1] and designed by the American firm, Hirsch Bedner Associates captured the fantasy world of films. While the lobby with its stage like setting evoked the look of a theatre, old movies projected during the evenings on a floating screen located in the atrium and the carpets in the corridors that looked like film reels reminded one of the magic of movies.The widespread acclaim the company received for the Bangalore and Chennai properties prompted it to build new boutique hotels in Navi Mumbai and Hyderabad. In designing in the former it sought to bring together "East and West and fusing technology with local crafts" and in the latter case it drew inspiration from Hyderabad's history of producing precious stones; the hotel's façade, for example, references the fabled jewellery collection of the Nizam of Hyderabad.The Park Kolkata focused on further enhancing its reputation as a fun and happening place. A street cafécalled " The Street" , created a vibrant atmosphere right at the entrance. A new cocktail bar Roxy , its retro look a tribute to the swinging 1960s, offered customers a wide variety of cocktails and an enviable choice of cigars. Spread over two split levels, the night club Tantra with its pulsating dance floor and a lounge area called the Santra Room, provided its typically young customers a choice of two bars. While Aqua, a fashionable new bar, indulged the young and trendy with a "Miami" like pool side experience - the open deck, used for sunbathing by the day, became a stage for night time revelry, Someplace Else continued to offer customers its signature live band experience. Vijay Dewan said:The traditional notion of hotels was one where people came to sleep when they were travelling on business. We asked ourselves can we be more. Can people socialize and get entertained in hotels? Thereafter began our huge emphasis on entertainment, in creating a spa experience, in creating a luxury experience. For us entertainment is a key differentiator.The company also offered its customers a wide variety of culinary experiences through its exciting range of award winning restaurants. Perhaps due to unique design elements the cost of material and repair and maintenance was much higher for TPH as compared to its competitors (Table II [Figure omitted. See Article Image.]). Empowering peopleIn 2007, The Park received the international "Gallup Great Workplace Award" for extraordinary employee engagement. Priya Paul explained:We give our people responsibility far beyond their age. We encourage them to take decisions and back them if they falter.The Park was the first hotel in the Indian hospitality sector to embrace SAP for managing its human resources. Further, it engineered its technology and other associated systems to enable its people to excel, for example, a single point of contact system in which guests in The Park had to dial a single number for all their needs ranging from in-room dining to housekeeping, laundry, etc. This facilitated the team to provide a personal touch to the services they rendered to the customers. Guests often requested for a specific person to be assigned to their rooms as he knows all their preferences.Marketing the experienceThe differentiated product and service experience enabled TPH to compete against its much larger and perhaps better known rivals. In markets like Navi Mumbai, Kolkata and Vizag it had leadership positions (Table III [Figure omitted. See Article Image.]). It signed contracts with large corporate houses by participating in request for proposals (RFPs). While it won most of the RFPs but it did not get to participate in。

体验营销文献综述

体验营销文献综述体验营销文献综述前言：随着经济的发展，消费者的收入水平提高，物质资源也越来越丰富，企业间的竞争日益激烈。

顾客在其基本需求得到满足之后，会注重于更高层次的、更深层次的精神方面的需求。

而传统的营销注重产品的功能和特色，很少考虑顾客的精神需求，也越来越难以实现企业的经营目标，从而产生了体验营销模式。

关键词：体验营销战略正文：一、体验营销的概念著名学者伯德·施密特博士在他所写的《体验式营销》一书中指出，体验式营销是站在消费者的感官、情感、思考、行动、关联五个方面，重新定义，设计营销的思考方式。

体验通常是由于对事件的直接观察或是参与造成的,不论事件是真实的，还是虚假的。

1.感官体验。

将视觉、听觉、触觉、味觉与嗅觉等知觉器官应用在体验营销上。

感官体验可区分为公司与产品(识别)、引发消费者购买动机和增加产品的附加价值等。

2.情感体验。

即体现消费者内在的感情与情绪，使消费者在消费中感受到各种情感，如亲情、友情和爱情等。

3.思考体验。

即以创意的方式引起消费者的惊奇、兴趣、对问题进行集中或分散的思考，为消费者创造认知和解决问题的体验。

4.行动体验。

指通过增加消费者的身体体验，指出他们做事的替代方法、替代的生活形态与互动，丰富消费者的生活，从而使消费者被激发或自发地改变生活形态。

5.关联体验。

即以通过实践自我改进的个人渴望，使别人对自己产生好感。

它使消费者和一个较广泛的社会系统产生关联，从而建立对某种品牌的偏好。

二、体验营销的特点（1）体验的参与性体验活动的关键核心是消费者必须参与其中，没有消费者的参与，体验也就不存在了。

（2）体验的补偿性当消费者参与活动时，如果出现令消费者不满意或者受损失的情况，体验提供者必须对消费者给予赔偿。

（3）体验的知识性体验提供者在策划体验活动时，为了使消费者能有一个愉悦的体验，有一个美好的回忆，把体验活动布置得有声有色，使消费者在获得愉悦体验的同时，又增长了知识。

体验营销文献综述

顾客体验文献综述

体验营销文献综述

体验经济下的营销创新——体验营销研究文献综述

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