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Developing and Managing Experiences

Developing and Managing Experiences

Tunnus:REG3RY022
Laajuus:10 op (270 hours)
Ajoitus: 1. - 2. lukukausi

Kieli: englanti
OPS: Master-opetussuunnitelma
Opintojakson taso: syventävät ammattiopinnot, Master 
Opintojakson tyyppi: vaihtoehtoiset opinnot

Rationale:

According to McKain (2002), “Show business is everywhere - in business.” The turn of the century brought us concepts such as the Experience Economy, the Dream Society. In the Experience Economy, Pine and Gilmore (1999, 2011) defend work becomes theater and every business is but a stage for offering economic experiences. And, in The Dream Society, Jensen (1999, 2001) envisages how the commercialization of emotion and “the coming shift from information to imagination will transform your business." Today, hospitality businesses are explicitly designing their brands not only to enhance the user's experience but also to turn the brand itself into an experience fulfilling complex mixture of feelings, emotions, and dreams. For the Longinotti-Buitonis (1999), Selling Dreams is already a reality as consumers eagerly pay $150 meals, $1500 hotel rooms and $250000 to reserve a place on a suborbital trip organised by Virgin Galactic. We contend that in order to operate in the ‘post-’ economies (Toffler 1984; Maynard & Mehrtens 1996), hospitality businesses need to conceptualise, develop and sell stages of dreams for their guests. This is done by acknowledging, “Work is Theater and Every Business a Stage” (Pine & Gilmore 1999, 2011). Indeed, “All the world's a stage, And all the men and women merely players: …” (Shakespeare 1623, 1998).

Description:

The social fabric that surrounds people determines the way in which they perceive leisure, tourism and hospitality, and it is no new thing to observe that society has changed significantly over the decades. Leisure, recreation, tourism and hospitality are important periods in people’s lives, as they possess the potential for cathartic Experiences. Managers have typically lumped Experiences in with services, but Experiences are a distinct economic offering, as different from services as services are from goods. Nowadays consumers unquestionably desire Experiences, and more and more businesses are responding by explicitly developing and managing them. As Experiences are increasingly seen as a source of competitive advantage, providing guests with meaningful and memorable Experiences is the purpose of contemporary managers. In an Experience-driven economy, organisations must develop new and superior Experiences to stay competitive. For those who want that continuous cutting edge in business, Experience Management encourages continuous creativity and innovation by creating and designing outstanding Experiences and development of profitable business models via an understanding of pricing strategies and tactics. As participants progress through the course, they will acquire deeper understandings of how to apply Experience Management-related competencies to increasingly complex contexts.

Learning outcomes:

In this course participants will be able to:

  • understand and explain key concepts and theoretical frameworks of Experience creation and management;
  • apply tools and methodologies of experience creation and design;
  • apply Experience models into different types of organisations;
  • analyse the consumer experiences from two perspectives, the managerial, which focuses on staging and performance, and the consumer, which sees experience as an emotional flow laden with symbolic meaning;
  • display competencies of pricing strategies and tactics in the Experience Economy and
  • evaluate and develop business models.

Content:

The course content has relevance to participants pursuing a variety of different career goals in virtually any type of organization (public or private, large or small, doing business offline or online). The course addresses the following topics:

  • Key concepts of Experience Management
  • Deep dive into the Experience Economy
  • Experience Concept development (e.g. Experience pyramid, Experience realms, Multiverse realms)
  • Co-Creation of quality experiences
  • Business models for the business of experiences
  • Pricing tools and strategies for experiences

Co-operation with the business community:

Participants will take part in learning activities about selected local partner organisations or local community members.

International aspects:

In this course it is ensured that the learning activities include a global/international perspective. The Facilitator(s) infuses international elements into the learning content and international resources are used in the course readings. The facilitator also uses instructional methods appropriate to a culturally diverse audience.

Learning and teaching methods:

In this course three main learning methods are used:  (1) contact teaching/learning; (2) directed learning; and (3) self-directed Learning. A proportion of the course hours provide the opportunity for teaching/learning contact between participants and experts (facilitator(s) and industry partners). Contact teaching/learning takes the following forms: interactive lectures, and workshop discussions. Forms of directed learning used are individual or group learning activities such as project and assignments. Self-directed learning is also an important part of this course and participants are encouraged to develop the ability to learn on their own and thus to take more responsibility for setting the objectives of their study work. The emphasis will be on problem solving and vigorous reflection and debate as participants will explore and develop insights from specific material and evaluate issues related to Experience development and management. In short, this course provides:

  • 78-hours of contact teaching/learning
  • 192-hours of directed and self-directed learning

Assessment criteria:

Participants’ learning is assessment via individual assignments and group project work.

Resources:

This course requires a high degree of personal study and therefore, participants are expected to read widely. Below, participants can find various publications, which serve as background to the course. Other resources relevant for this course are available to be borrowed from and/or read only in the HH Libraries.

 

Anderson, C. (2007). The Long Tail: How Endless Choice is Creating Unlimited Demand. London, UK: Random House.

Anderson, C. (2009). Free: The Future of a Radical Price. London, UK: Random House Business.

Baker, R. J. (2011). Implementing Value Pricing: A Radical Business Model for Professional Firms. Hoboken, NJ: Wiley.

Baker, W., Marn, M., & Zawada, C. (2010). The Price Advantage.  2nd edition. London, UK: John Wiley & Sons.

Boswijk, A., Peelen, E., & Olthof, S. (2012). Economy of Experiences. 3rd edition. Amsterdam, NL: European Centre for the Experience Economy.

Csikszentmihalyi, M. (1990). Flow: The Psychology of Optimal Experience. New York: Harper and Row.

Gilmore, J. H., & Pine II, B. J. (2007). Authenticity: What Consumers Really Want. Boston, MA: Harvard Business School Press.

Gilmore, J. H., & Pine II, B. J. (Eds.) (2000). Markets of One: Creating Customer-Unique Value through Mass Customization. Boston, US: Harvard Business School Press.

Hjorth, D., & Kostera, M. (2007). Entrepreneurship and the Experience Economy. Frederiksberg, DK: Copenhagen Business School Press.

Jensen, R. (2001). The Dream Society: How the Coming Shift from Information to Imagination will Transform your Business. Reprint edition. New York, US: McGraw-Hill.

Lasalle, D., & Britton, T. A. (2003). Priceless: Turning Ordinary Products into Extraordinary Experiences. Boston, MA: Harvard Business School Press.

Lindgreen, A., Vanhamme, J., & Beverland, M. B. (Eds.) (2009). Memorable Customer Experiences: A Research Anthology. Surrey, UK: Gower Publishing Limited.

Longinotti-Buitoni, G. L., & Longinotti-Buitoni, K. (1999). Selling Dreams: How to Make any Product Irresistible. New York, NY: Simon & Schuster.

McKain, S. (2002). All Business Is Show Business: Strategies For Earning Standing Ovations From Your Customers. Nashville, Tennessee: Thomas Nelson Inc.

Morgan, M., Lugosi, P., & Ritchie, J. R. B. (Eds.) (2010). The Tourism and Leisure Experience: Consumer and Managerial Perspectives. Bristol, UK: Channel View Publications Ltd.

Osterwalder, A., & Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. Hoboken, NJ: John Wiley & Sons.

Pine II, B. J., & Gilmore, J. H. (2011). The Experience Economy. Updated edition. Boston, MA: Harvard Business School Press.

Pine II, B. J., & Korn, K. C. (2011). Infinite Possibility: Creating Customer Value on the Digital Frontier. San Francisco, CA: Berrett-Koehler Publishers.

Schmitt, B. H. (2003). The Customer Experience Management: A Revolutionary Approach to Connecting with Your Customers. Hoboken, NJ: John Wiley & Sons.

Shaw, C. (2007). The DNA of Customer Experience: How Emotions Drive Value. New York, NY: Palgrave Macmillan.

Shaw, C., & Ivens, J. (2004). Building Great Customer Experiences. 2nd revised edition. New York, NY: Palgrave Macmillan.

Smith, S., & Wheeler, J. (2002). Managing the Customer Experience: Turning Customers into Advocates. London, UK: FT Prentice Hall.

Solis, B. (2013). What's the Future of Business: Changing the Way Businesses Create Experiences. Hoboken, NJ: John Wiley & Sons, Inc.

Sundbo, J., & Darmer, P. (2008). Creating Experiences in the Experience Economy. Cheltenham: Edward Elgar Publishing.

Sundbo, J., & Sørensen, F. (Eds.) (2013). Handbook on the Experience Economy. Cheltenham, UK: Edward Elgar Publishing.

Turner, V. W., & Bruner, E. M. (Eds.). (1986). The Anthropology of Experience. Champaign, IL: University of Illinois Press.

Watkinson, M. (2013). Ten Principles behind Great Customer Experiences. New York, NY: FT Publishing.

Facilitator(s):

Dr. Mário Passos Ascenção | MarioPassos.Ascencao (a) haaga-helia.fi | +358-40-488-7203 | Haaga/A423B

Mr. Kristian Sievers | Kristian.Sievers (a) haaga-helia.fi | +358-40-4887173 | Haaga