体验营销【外文翻译】

本科毕业论文外文翻译
外文文献译文
标题：体验营销
资料来源: 营销管理作者：贝恩德·施密特在这篇文章中，对比传统营销，我提出了一个新的营销方式叫做体验营销，并且给体验营销做出一个战略性的框架。

传统营销考虑消费者是合理的决策者，关心功能上的特征和利益。

相反，体验营销者考虑消费者人类理性与情感有关以达到让人体验到愉快的经历。

五种不同类型的经验, 或战略体验模块( S E M s) ，市场营销者可以为客户创造特质：感官体验( S E NCE) ；情感经验( F E E L) ；创造性认知经验( T HINK) ：身体经验，行为和生活方式( ACT) ；社会辨别经验的结果与参考群体或文化( R E LATE) 。

这些经验是实施所谓的经验通过供应商( ExP ros) ，如通讯、视觉和语言的身份，产品存在，电子传媒等，体验营销的终极目标是创造整体的经验，整合成一个整体的格式的个人经验。

本文以考试的战略问题结束，讨论如何创造以体验为方向的组织。

体验营销
在一个多样性的产业, 公司已经离开了传统的“特征& 利益”营销模式为他们的客户创造经验。

这种转变是向体验营销在更广泛的商业环境中产生三个同步发展的结果。

体验营销：四个关键特征
图1 中指出了体验营销的关键特征
（1）一个以顾客为关注焦点的经验不同于狭窄的功能特点和优点集中、体验营销重点客户的经验。

经验是经
历遇到的事情或者生活中而产生的。

经验提供的感觉、情感、认知、行为和关系价值取代功能价值。

（2）一个专注于消费作为一个整体的经验体验营销不认为就只是简单的洗发水、剃须膏、吹干衣机和香水。

相反，
他们认为“美容在浴室”，问他们什么产品融入这个消费现状及如何将这些产品，其包装，和他们的广告前能提高消费的消费体验。

（3）客户是理性的和情感的动物对于一个富有经验的市场营销者而言，客户受感性的和理性驱使。

也就是
说,尽管消费者可能经常会做出理性选择，他们经常被情感驱使是因为消费的经历的人通常指向追求幻想、感情和乐趣。

（霍尔布鲁克和赫希曼，1982）而且，
这是非常有用的。

认为消费者就像动物一样，它的生理和心理器官产生的感觉，思想和感情的通过自然选择进化所面临的问题，取决于他们进化的祖先。

不幸的是，这种视野开阔的客户，融合了最新的概念和发现心理学、认知科学、社会学、进化生物学已经没有什么影响在销售的领域中。

（4）方法和工具是折衷的在对比分析、定量、口头传统营销的方法，富有经验的营销者运用这种方
法和工具是多样并且是多方面的。

总之，体验营销的四个关键方面很鲜明: 着眼于消费者体验，对待消费要像一个整体的经验，认识到理性与情感两个理性和感性驱动的消费，并采用折衷方法。

接下来，我将呈现一个战略框架，用于管理工作经验。

图 1 体验营销的特征
一个战略框架，用于管理工作经验这两个最基本的概念是体验营销战
略体验模块 (SEMS) 和经验提供商
（ExPros）。

战略体验模块（SEMS）
SEMs 体验模块战略是管理者为他们的客户用它来创造不同类型的客户经验。

术语“模块”一直是借用了最近在认知科学、哲学的思想局限思想和行为的功能领域的研究。

模块具有鲜明的体系和过程。

近日在认知科学的工作，我认为每个扫描电镜（SEM）必须具有明确的目的性，以及内部结构和原理。

让我一个接一个地讨论每一个扫描电镜 SEM（见图2）。

（1）感觉
感觉模式( 或者感觉营销）通过视觉、声音、触觉、味觉和嗅觉来吸引感的目标，创造感官体验。

感觉可以用来区分营销公司和产品，促使顾客及附加值的产品( 比如，通过美学或兴奋) 。

最重要的原则之一的感觉是“认知的一致性、感官上的变化，”例如，理想的感觉方法提供了一个潜在的概念，但似乎总是耳目一新清楚的被检测出来。

伏特加这家集团旷日持久的竞选提供了一个很好的例子，其中一个内在思想和概念结合不断新鲜的审判。

图2 战略体验模块（ SEMs ）
（2）情感
情感营销吸引客户内心的感受和情感，从温和的经验，积极的情绪与品牌（例如 noninvolving 杂货店，nondurable 品牌或服务或工业产品），强烈的情感的快乐和骄傲（例如耐用消费品、技术、或社会营销活动）创造情感目标范围。

什么是需要情感营销工作，是一个对什么可以触发某些刺激情绪的紧密理解以及消费者脑海中闪过的意愿－营业收入和移情作用。

标准的情感广告缺少这两者，它在消费期间没有对准目标情感。

我们很难创造成功国际规模的情感活动，不仅是情感引诱刺激和意愿的理解，在某些特定情况下，根据文化的不同而做出不同的活动。

（3）认知认知营销诉求从事创造性的客户以客观的智力创造认知、解决问题的经验。

认知通过惊喜，阴谋和挑衅吸和发散思维吸引目标客户的融合。

认知活动通常是为新技术产品提供的。

一个很好的例子是微软的竞选，“你想去哪里吗？”但
认知营销不是仅仅局限于高科技产品。

认知营销也被应用于产品设计、零售和通信在许多其他的工业。

（4）行为行为营销通过他们的亲身经验丰富消费者的生活，展现他们做事情的选择
方式（例如，在 BtoB 的商业模式和工业市场），选择性的生活方式和相互作用。

理性的行为改变的方法（即理性行为理论）只是许多行为变化的一个选择。

改变生活方式和行为更多的动力，灵感和情感自然和经常出于作用模型（如电影明星、运动员）。

耐克的“just do it”已成为经典的行为的销售。

（5）关系关系营销包含感觉、情感、认知和行为营销的方面。

然而，关系营销扩展
到个人以外，私人的感情，因此关系到个人有关他/她的外在私有状态。

关系营销活动吸引追求自我发展目标( 例如，未来理想的自我？他或她想要
参与) 。

他们呼吁通过自己或其他人积极的需求( 例如，一个人的同伴，男朋友，女朋友或配偶，家庭和同事) 。

他们关系到个人广阔的社会系统( 亚文化，一个国家等) 。

然而，很少导致体验诉求只有一种经验。

模块是有限制的，但是它们没有独立的机构；相反，他们被连接和互动。

很多成功的企业雇佣混合两种或两种以上SEMS 经验相结合的为了拓宽经验的吸引力。

最理想的情况是，商家要努力创造整体战略整合的经验，与此同时，要掌握感觉、情感、认知、行为和关系的品质。

实施体验营销工具：ExPros 怎样实
现 SEMs？
实施的战略感觉、情感、认知、行为和关系模块的方法我把它定义为“经验提供者”（或 ExPros）。

ExPros 包括通讯、视觉和语言的身份和招牌，产品存在，品牌空间环境、电子媒体和人。

创建一个经验，ExPros 必须管理的三种方式：（1）连贯（即于一体的综合性时尚）；（2）随时间一致；（3）注重细节和利用 ExPros 到它最完整的潜能创造的经验。

体验营销的战略问题
问题 1：与经验框架相关的战略问题关键的战略问题我称之为经验确定网格如图 3 所示。

这些问题与深度、强
度、宽度和联系的经验相关联。

强度：
强化 vs 扩散
所谓的强度（加强与扩散)主要针对每一个的单元格。

考虑的是一个给定的Expro 提供的特定经验是否被加强或被扩散？如果你是Hallmark Cards（美国一家卖贺卡和礼品的公司），你通过展示一个 FEEL 的广告来建立一个 FEEL 经验。

（正如你们知道的，像两分钟广告“slice-of -apple-pie”中展示的那样，哥哥正好赶上圣诞晚宴，和他的弟弟一起唱圣诞颂歌）。

问题来了，如何选择正确的（商业）强度以便能捕捉到观众的眼睛，并使观众对Hallmark 留下一个好的印象，让观众感觉广告的“不做作”和“不俗气”。

这并不是一个容易达到的平衡。

在没有标准的测试下，你很有可能做得“过火”或做得“不够”。

图 3 战略经验的网格
宽度：扩充 vs 简化
所谓的“宽度问题”（扩充 vs 简化）考虑的是通过 Expros 来进行的管理。

一个公司或组织是否应该通过加入能够提供相同经验值获得额外 Expros ，还是简化经验而提炼出必须的 Expros 来解决“宽度问题”呢？
同样，如果你是 Hallmark，你的零售商店是否需要拥有足够的 FEEL 背景来扩大你的经验值，还是应该拥有多样的销售空间？相反的，你更可以以降低所需的FEEL 经验值并通过丰富贺卡上面的文字和图画这种用更简洁的方式？实际上，Hallmark 的选择是通过增加他们的销售店，通过建立新的可以为提供温暖销售气氛的 Hallmark 零售点。

深度：扩大 vs 集中
深度问题（扩大vs 集中）讨论的是通过SEMs 的管理方式。

一个企业是否应该通过个体之间经验值得混合以达到整体经验高的提高，还是应该集中在个体经验值得培养来达到扩大企业经验值得目的？
例如：作为Hallmark 的一部分战略计划，他们也许会问：“在电子科技如此发达的今天，送贺卡还有什么样的功能和意义呢？通过邮件传达问候是否会
更加的合理？如果，贺卡是通过邮箱寄出去的，或者是通过网络商店设计并储存的，那又如何呢？就像这些问题所描述的。

在电子科技时代，Hallmark 可能会从FEEL 到THINK 的角度考虑扩大他们的经验，或更甚的是，通过发掘RELATE 和 ACT。

实际上，这些公司已经投入了大量资金来建立他们这么一个既令人兴奋又具有创造性的网站。

联系：连接 vs 分散
最后，所谓的“联系问题”（连接 vs 分散）考虑的是 SEMs 和 ExPros 之间
的内部联系。

通常情况下，只靠增加 SEMs 是不够的。

S EM 之间需要联系起来。

然而，在某些情况下，通過分散范围过大的经验或许会给企业带来利益，但是也同时提高的企业的风险，因为所作的一切很可能没有意义。

Hallmark 是否应该在传统的 FEEL 和他们新的 THINK 之间建立联系呢？例如：在贺卡上加入多媒体功能？或者把传统贺卡和电子贺卡作为两种不同的行业？
问题 2：公司品牌和子品牌
这个问题考虑的是赋予顾客的品牌结构（包括供货商，经销商，和终端用户）特别的，当一个公司拥有高知名品牌的时候（例如：福特和索尼），他们应该建立他们公司特有的经验。

但是他们也同时需要建立公司的品牌和产品的经验。

这些品牌和产品的经验不应该和公司的经验起冲突。

一个拥有强大的品牌背景的公司（例如：General Motors and Procter and Gamble）或许应该提升他们的品牌经验，因为他们公司的知名度不高。

但他们同时仍然需要使定位他们的产品和商标的品牌定位更接近于公司的品牌经验。

问题 3：品牌扩展和合作伙伴战略用传统的角度，新产品的开发通常被认为是通过增加新的功能和好处，旧
产品或旧科技。

传统的市场销售模型把品牌扩展看成为融合产品类型并把现有的资金从现在品牌转到周边产品里。

相对的，有三个因素决定新产品和品牌扩展的高端的市场销售模式：
（1）新产品和其延伸类型对公司的形象或品牌的影响程度；
（2）新产品和周边品牌对新产品和新品牌的影响程度；
（3）对促进整体经验的影响程度。

问题 4：全球知名品牌
面向国际的知名品牌通常面对着更复杂的情况，包括：是否由于文化的差异而影响到 SEMs 的类型？例如：一个国家的顾客喜欢 FEEL，但另外一个国家喜欢 THINK，另外一个国家喜欢 RELATE？
那特别的经验呢？例如，一个国家的人更喜欢视觉上的冲击，而另一个国家更喜欢情感上的冲击？或者一些的人喜欢区域的品牌效应，而另外的一些国家喜欢全球性的品牌效应。

不同的 Expro 的执行方式对不同国家的人来说有所不同？
组织问题
高端的销售模式不仅仅能够衍化出一系列重要的销售战略，它也常常需要企业的改革。

所需要的不仅仅是新的一个企业构造，更需要的是融入整个企业文化的新思想。

我把这种思想命名为“the Dionysian organization”。

那 Dionysian 组织有哪些具体的特征呢？从长远角度来说，Diony sian 组织中的管理者会要求我们为客户具备怎样的经验，他们又是怎样采用一种不寻常的、有趣、eve-catching 的方法来完成的？他们选择接纳大胆创新的想法。

他们聘请反对偶像崇拜者作为顾问，不把时间浪费在无意义的术语、战略废话及管理假装上。

他们鼓励员工诚实、直接并富有创造性地展现自己，并支持他们去探索新方法。

此外，一个重视体验营销的组织会注重创造力和创新精神，并跟上述的社会文化消费向量（SCCV），在环境中寻找适用范围广的长期趋势，也就是说，这需要对商业和环境的全方位视角。

同时，体验导向式组织会将员工身上体现的创造力和创新精神看作为关键的智能资本。

因而，创造性的招聘、培训和成长的经验——以及自然环境都成为关键的人力资源要求。

在国际化的过程和发展经验的程序中，该组织将依赖于专业以外的知识，来帮助组织综合管理经验。

结论传统的销售模式为工业时代提供了一系列的强有力的销售策略，执行工具
和方式。

现在我们已经进入了一个新时代，完全有必要把中心从传统的以产品的功能和质量为中心的基础上转向以提升顾客经验为中心。

管理人员需要考虑更新颖的概念和模式，最主要的是，新模式使企业转向一些新的市场机会，以为一个公司带来更大的经济和市场利益。

外文文献原文
Title: Experiential Marketing
Material Source: Marketing Management Author: Bernd Schmitt In this article, I contrast traditional marketing with a new approach to marketing called Experiential Marketing and provide a strategic framework for Experiential Marketing. Traditional marketing views consumers as rational decision-makers who care about functional features and benefits. In contrast, experiential marketers view consumers as rational and emotional human beings who are concerned with achieving pleasurable experiences. Five different types of experiences, or strategic experiential modules (SEMs), that marketers can create for customers are distinguished: sensory experiences (SENSE); affective 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 (RELATE). These experiences are implemented through so-called experience providers (ExPros) such as communications, visual and verbal identity, product presence, electronic media, etc. The ultimate goal of experiential marketing is to create holistic experiences that integrate individual experiences into a holistic Gestalt. The paper concludes with on examination of strategic issues and a discussion about how to create the experience-oriented organization.
Exper iential M a r keting
Experiential marketing is everywhere. In a variety of industries, companies have moved away from traditional “features-and-benefits”marketing toward creating experiences for their customers. This shift toward experiential marketing has occurred as a result of three simultaneous developments in the broader business environment.
Exper iential M a r keting: Four Key C har acter istics
Figure 1 shows the key characteristics of Experiential Marketing.
1.A Focus on Customer experiences
In contrast to its narrow focus on functional features and benefits, experiential marketing focuses on customer experiences. Experiences occur as a result of encountering undergoing or living through things. Experiences provide sensory, emotional, cognitive, behavioral, and relational values that replace functional values.
2.A Focus on Consumption as a Holistic Experience
Experiential marketers do not THINK shampoo, Shaving cream, blow dryer and perfume. Instead, they THINK “grooming in the bathroom”and ask themselves what products fit into this consumption situation and how these products, their packaging, and their advertising prior to consumption can enhance the consumption experience.
Figure 1 Cha rac t eri s t i cs of Experi e ntial Marke t ing
3.Customers are Rational and Emotional Animals
For an experiential marketer, customers are emotionally as well as rationally driven. That is, while customers may frequently engage in rational choice, they are just as frequently driven by emotions because consumption experiences are often directed toward the pursuit of fantasies, feelings, and fun.(Holbrook and Hirschman 1982). Moreover, it is useful to THINK of customers as animals whose physical and mental apparatus for generating sensations, thoughts and feelings evolved by natural selection to solve the problems faced by their evolutionary ancestors. Unfortunately, this broad view of the customer, which incorporates the latest concepts and findings from psychology, cognitive science, sociology and evolutionary biology, has had little impact in the field of marketing.
4.Methods and Tools are Eclectic
In contrast to the analytical, quantitative, and verbal methodologies of traditional marketing, the methods and tools of an experiential marketer are diverse and multi-faceted.
In summary, then, experiential marketing is distinct in four key ways: focusing on consumer experiences, treating consumption as a holistic experience, recognizing both the rational and emotional drivers of consumption, and using eclectic methodologies. Next, I will present a strategic framework for managing experiences.
A Str a tegic Fr amewor k for M anaging Exper iences
The Two most essential concepts of Experiential Marketing are: strategic experiential modules (SEMS) and experience providers (ExPros).
Str a tegic Exper ientia l M odules (SEM s)
SEMs are strategic experiential modules that managers can use to create different types of customer experiences for their customers. The term “module”has been borrowed from recent work in cognitive science and the philosophy of mind to refer to circumscribed functional domains of the mind and behavior. Modules have distinct structures and processes. Following recent work in cognitive science, I posit that each SEM has its own objectives, as well as internal structure and principles. Let me discuss each SEM one by one (see Figure 2).
Figure 2 Strategic Experiential Modules (SEMs)
SENSE
The SENSE module - or SENSE marketing - appeals to the senses with the objective of creating sensory experiences, through sight, sound, touch, taste and smell. SENSE marketing may be used to differentiate companies and products, to motivate customers and to add value to products (e.g., through aesthetics or excitement). One of the key principles of SENSE is “cognitive consistency /sensory
variety,”i.e., the ideal SENSE approach provides an underlying concept that is clearly detectable but appears always fresh and new. The long-lasting campaign for absolut vodka provides a good example, in which one underlying idea and concept is combined with constantly fresh executions.
FEEL
FEEL marketing appeals to customers’inner feelings and emotions, with the objective of creating affective experiences that range from mildly positive moods linked to a brand (e.g. for a noninvolving, nondurable grocery brand or service or industrial product) to strong emotions of joy and pride (e.g. for a consumer durable, technology, or social marketing campaign). What is needed for FEEL marketing to work is a close understanding of what stimuli can trigger certain emotions as well as the willingness of the consumer to engage in perspective- taking and empathy. Standard emotional advertising lacks both because it does not target feelings during consumption. It is difficult to create successful FEEL campaigns on an international scale because both the emotion-inducing stimuli and the willingness to empathize in a given situation often differ from culture to culture.
THINK
TFIINK marketing appeals to the intellect with the objective of creating cognitive, problem-solving experiences that engage customers creatively. THINK appeals to target customers’convergent and divergent thinking through surprise, intrigue and provocation. THINK campaigns are common for new technology products. A good example is Microsoft’s campaign, “w here Do You Want to Go Today? ”But THINK marketing is not restricted only to high-tech products. THINK marketing has also been used in product design, retailing and in communications in many other industries.
ACT
ACT marketing enriches customers’ lives by targeting their physical experiences, showing them alternative ways of doing things (e.g., in business-to- business and industrial markets), alternative lifestyles and interactions. Rational approaches to behaviour change (i.e theories of reasoned actions) are only one of many behavioural change options. Changes in lifestyles and behaviours are often more motivational, inspirational and emotional in nature and often motivated by role models (such as movie stars or athletes). Nike’s“just do it”has become a classic of ACT marketing.
RELATE
RELATE marketing contains aspects of SENSE, FEEL THINK and ACT marketing. However, RELATE marketing expands beyond the individual’s personal, private feelings, thus relating the individual to something outside his/her private state.
RELATE campaigns appeal to the individual’s desire for self-improvement (e.g., a future Ideal self? that he or she wants to relate to). They appeal to the need to be perceived positively by individual others (e.g., o n e’s peers, girlfriend, boyfriend or spouse: family and colleagues). They relate the person to a broader social system (a subculture, a country, etc.).
However, experiential appeals rarely result in only one type of experience. Modules are circumscribed but they are not self-contained structures; instead they are connected and interact. Many successful corporations employ experiential hybrids that combine two or more SEMS in order to broaden the experiential appeal. Ideally, marketers should strive strategically for creating holistically integrated experiences that possess, at the same time, SENSE, FEEL THINK, ACT and RELATE qualities.
The Implementation Tools of Experiential Marketing: ExPros
How are the SEMs implemented? The implementation of the strategic SENSE, FEEL, THINK ACT and RELATE modules occurs by means of what I call “experience providers “(o r ExPros). ExPros include communications, visual and verbal identity and signage, product presence, co-branding spatial environments, electronic media, and people. To create an experience, ExPros must be managed in three ways: (1) coherently (i.e. in an integrated fashion); (2) consistently over time; and (3) by paying attention to detail and using each ExPros to its fullest potential for creating the experience.
Str a tegic Issues of Exper iential M a r keting
Issue 1: Str a tegic issues r ela ted to the Exper ientia l Gr id.
The critical strategic issues of what I call the Experiential Grid are identified in Figure 3. These issues are related to the depth, intensity, breadth and linkage of experiences.
Figure 3 Strategic Issues of the Experiential Grid
Intensity Intensifying vs. Diffusing
The intensity issue (“Intensify ing vs. Diffusing”)concerns individual grid cells. Should the specific experience provided in a given ExPro be experientially enhanced or diffused?
L e t’s say you are Hallmark Cards, and you are creating a FEEL experience by showing a FEEL commercial. (You know, those “slice-of-apple-pie”tw o-minute commercials showing the brother coming home [almost] late for Christmas dinner, just in time to sing a Christmas carol with his younger brother.) The question is: What is exactly the right level of intensity to get viewers to dab their eyes and feel good about Hallmark without overdoing it and coming across as tacky? This is not an easy balance to strike. Without the right kind of testing, you can overshoot your mark or fall far short.
Bre a dth: Enriching vs. Sim plify ing
The breadth issue (“Enriching vs. Simplifying”)concerns the management across ExPros. Should the organization enrich a given experience by adding additional ExPros that provide the same experience, or simplify the experience by concentrating it into certain ExPros?
Again, you are Hallmark Should your retail stores be experiential FEEL environments in order to enrich the experience, or should they be more functional
selling spaces? Or conversely, should you even drop the FEEL advertising described earlier and use a more simplified approach by rely ing solely on the messages and imagery of the cards themselves? In fact, Hallmark’s choice has been to enrich its retail outlets, creating new Hallmark Creations shops that provide a warm and welcoming atmosphere.
De pth: Broa de ning vs. Focu s ing
The depth issue (“broadening vs. Focusing”)concerns the management across SEMs: Should the organization broaden its experiential appeal from individual experiences to experiential hybrids and holistic experiences, or should it stick to - or focus on - one single experience?
For example, as part of its strategic planning, Hallmark may ask, “W hat is the function and meaning of greeting cards in the electronic age? Does it still make sense to send greetings via mail? And what if greeting cards are sent by email, or personally created and stored on websites?”As these questions illustrate, in the electronic age, Hallmark may consider broadening its experiential approach from FEEL to THINK and perhaps even explore RELATE and ACT. In fact, the company has capitalized on these opportunities by inaugurating one of the most exciting and thought-provoking sites on the World Wide Web.
Linka g e : Conne ct ing vs. Se pa ra t ing .
Finally, the linkage issue (“Connecting vs. Separating”)concerns the interrelations among SEMs as well as ExPros. It is often not enough merely to add SEMs. SEMs need to be connected with one another. In some cases, however, it may be beneficial to separate experiences that have become too broad and thus run the risk of being meaningless.
Should Hallmark create linkages and connections between its traditional FEEL approach and its new THINK approach by, for example, by adding multimedia to its physical greeting cards? Or should electronic greeting cards and printed ones be run as separate businesses?
Issue 2: Corporate Branding and Sub-Branding
This issue concerns corporate/brand architecture as it is projected to customers (suppliers, business customers or consumers). Typically, a company that has very high corporate visibility (e.gFord or Sony) should create an experiential identity for itself. But it must also create experiential identities for its brands and products, and these should not clash with the corporate identity. A corporation that has created strong stand-alone brand identities (such as General Motors and Procter and Gamble)
may forego experiential branding because it has less visibility as a corporation. But it still needs to manage the experiential identities of its products and brands very closely.
Issue 3: New Products. Brand Extensions and Partnership Strategies Using the traditional approach, the goal of new product development is often seen as adding new features and benefits, old products or old technologies. Traditional marketing models view brand extensions in tens of the fit between product categories and the transfer of positive equity from the current brand to the extension product.
In contrast, new product and brand extension decisions using an experiential marketing approach are driven by three factors: (1) the degree to which the new product and extension category enhances the experiential image of the company or brand; (2) the degree to which new products and brand extensions acid new experiences that can be leveraged in additional new products and further brand extensions; and (3) the degree to which they help in the creation of holistic experiences.
Issue 4: Global Experiential Branding
Experiential branding extended into the global arena raises a range of complex issues, including the following:
Are there cultural differences in preferences for types of SEMs? For example, do customers in one nation prefer FEEL in a second nation THINK, and in a third one RELATE?
How about specific experiences? For example, are certain nations more attuned to aesthetics in SENSE, while others love excitement? Or do some like nationalistic RELATE appeals but others global appeals?
Do different ExPro executions appeal to customers in different countries?
Or ganizational Issues
Experiential Marketing not only raises a set of important strategic issues, it also often requires organizational changes. What is needed is not really a new organizational chart but rather a new spirit that pervades the entire organizational culture. I call such a culture “t h e Dionysian organization.
What are some of the specific characteristics of the Dionysian organization? Managers in the Dionysian organization ask what experience do we want to create in the long-term for our customers, and how can they get it done in an unusual, interesting, eve-catching way? They go for wild ideas. They bring in the iconoclasts
as consultants. They do not waste time with meaningless term, strategy gibberish, and management pretence. They encourage their employees to express themselves honestly, directly and creatively, and challenge them to explore new methodologies.
Moreover, an organization that is serious about experiential marketing places an emphasis on creativity and innovation and. following along the socio-cultural consumption vector (SCCV) discussed earlier, looks for broad, long-term trends in the environment, in other words, it takes a helicopter view? of its business and environment. Also, the experience-oriented organization treats the creativity and innovativeness displayed by its employees as its most critical intellectual capital. As a result, creative hiring, training and experiential growth - as well as attention to the physical environment - become key human resource requirements. Finally, in the process of strategizing and developing experiential programs, the organization will rely on the expertise of outside constituents, who help the organization to manage the experience in an integrated fashion.
Conclusion
Traditional marketing has provided a valuable set of strategies, implementation tools and methodologies for the industrial age. Now that we have entered a new era, it is necessary to shift attention from the features-and-benefits approach advocated by traditional marketing to customer experiences. Managers need to consider new concepts and approaches, and most of all, new approaches thin the organization to capitalize on the new opportunities offered by experiential marketing.。