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on 13 November 2015
This book is slightly outdated.
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VINE VOICEon 17 May 2006
Not impressed with this book as there is great emphasis placed on retail businesses. Many examples are drawn from Disney, Hard Rock Cafe and other American stores and doesn't seem to cross over into other industries/markets/services.

I have read both Building Experiences books by Colin Shaw and would highly recommend them both over this. (Also Jan Carlzon's Moments of truth is highly recommended).
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TOP 500 REVIEWERon 27 December 2005
Authors B. Joseph Pine II and James H. Gilmore look at the ways that corporations create engaging experiences for their customers to boost sales. They amass examples that confirm the developing trend toward an "Experience Economy." Their premise is that the post-industrial economy has evolved beyond delivering commodities and services, and is now poised to deliver "experiences." These experiences can include everything from a meal at a theme restaurant to a Disneyland vacation. The premise is interesting, but before you hit the trend button, realize that this is not the first time marketers have courted customers with powerful retail experiences. However, it may be the first time sellers have used virtual reality and Hollywood-style animated props. This intellectually interesting book dares to be far out and to pursue the concept of engaging customers to its extremes. We recommend this book to business owners or marketers more as a theoretical introduction to the "Experience Economy" than as a marketing manual. If you feel intrigued and engaged, that's the point. For more information, please refer to Disney World.
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on 7 May 1999
Joe Pine and Jim Gilmore have identified an economic/business trend that has been so subtle as to go unnoticed, and gone on to show us how the economy is in a major shift from a service economy to an experience economy where experiences are distinct economic offerings that will be the driving force to future economic growth. What is so amazing about the book is that the authors have a perspective that is ten years out looking back at the present.
The implications to anyone in business are enormous. The Experience Economy explains how this economic shift is a shift in the progression of economic value and how products and services that don't become experiential will stay or become nothing more than commodities. Sections of the book dissect and codify experience offerings, explaining the components of turning goods and services into experiences.
I work in the entertainment industry. The book has opened my eyes and mind to a completely new perspective on not only my industry, but the entire economy. This book is a must read for anyone in business of any type who wants to prosper in the future.
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on 14 April 1999
Transformations are what all of us are looking for: experiences that change us for the better. Gilmore and Pine maintain that in the coming century, companies that provide us with transformational experiences will rule the roost. Pine and Gilmore explain what it means to systematically design for experience, when "the customer IS the product."
Disney is their hero, and with good cause: Disneyland and Disneyworld continue to raise the bar on entertainment experience. But as the authors point out, experiences are to be found everywhere -- in customer service, a TV ad, the way people work together, even a cup of coffee. And in the commercial future, experience will be king.
The premise and the execution of THE EXPERIENCE ECONOMY are equally invigorating. Pine and Gilmore identify existing examples of experiential design -- and then they go one better, with prescriptions for how to do it yourself. Excellent. So many authors are content merely to reveal The Truth. Pine and Gilmore want you and me to apply their philosophy and start changing the world. They additionally apply some moral precepts that this reader found stirring, to ensure that if change is to come, it will be positive.
THE EXPERIENCE ECONOMY is easy to read but not simplistic and has just the right amount of tables and charts to support and highlight the authors' position.
Most business books get read only half-way through. Begin THE EXPERIENCE ECONOMY, and you'll not only read it cover to cover, you'll carry it with you as a reference. Everytime you try out something to buy, in a shop, online, or simply in your head, Pine and Gilmore will be speaking to you. Like Jimi Hendrix before you, they'll be asking: "But are you...experienced?"
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on 17 June 1999
The Experience Economy pulls from centuries of thought ranging from psychology to drama and applies them to the modern world of business.
Though the authors claim to have identified a completely new and distinct model for viewing the present and rapidly approaching economy, it actually turns out to be an argument for a segment of the service economy.
Despite its failure to live up to its grandiose claims, The Experience Economy is very significant in its own right. It provides a new lens by which business managers can scrutinize their companies and add value to their customers. The argument for building value with entertainment, aesthetic, escapist, and educational experiences gives insight on how customers interact with their environment.
It also offers consumers and workers a new perspective on day to day experiences as they interface with people and organizations around them. The division of workers into different theatrical roles gives those on the stage (or in the trenches as it may feel) a new way of looking at the job descriptions passed in from above and the roles of other co-workers. The break down of different types of performances present the performer, which the authors suggest is all of us, a new tool for evaluating priorities and preparing for contingencies.
Just as the authors allayed my fears that the experience economy will not mean a world of poor-performing, superficial used car salespeople trying to tell me how I should feel, they introduce "Transformational" economy, where corporate America offers meaningful, life-long change as a fee-for-services product. Skip the last two chapters for a delightful read about the one of the more insightful views into the "new" economy.
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on 10 July 1999
One of the challenges in implementing profound change in an organization is the ability to visualize the end result with crystal clarity, and articulating the outcome desired.
I have been struggling how to articulate "the Disney way" without running into the prejudices against Micky Mouse-ification.
sevice --> experience --> transformation
works for me!
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on 28 May 1999
Although not directed specifically at show business, The Experience Economy has broken the code on why carefully staged experiences give today's top circuses, carnivals and similar attractions their public appeal. The authors' look at the future is a practical roadmap to business success for tomorrow's evolving amusement and entertainment industry.
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on 12 July 1999
It was painful getting through this book. Partly because of the content, but mainly because of the writing style of the authors. That aside, let's talk about why I didn't like the book. First, the economic arguments for the 'Experience Economy' were flimsy at best. It seemed to me they were overly selective in choosing their supporting arguments, mainly because they needed to make their work seem larger and more broadly applicable than it really is. Second, much of their 'new economy' is really just an as-yet-little-discussed market segment. And many of their groundbreaking ideas traditional (and fundamental) marketing. Third, I found the religious (sorry, world-view) over- and under-tones of the last two chapters almost insufferable. Quite frankly, for two authors who talk about the importance of customization and segmenting according to world-view, they should have known better than to discuss religion in the manner they chose. Don't get me wrong, the book did have some very interesting points. I found the 'work as stage'concept and the review of 'experience development' concepts fascinating and applicable. I cannot, however, recommend this book to you. If you want the critical insights, borrow it from someone who did buy it, and read Chapters 2,3,6, and 7. Oh, and mind the typos, a few of them happen at the WORST possible places (like the misdrawn table 5.2).
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on 3 July 1999
Effective implementation of "experience" ideas discussed in this book has the power to transform a company from a mediocore to the best performer. Afterall businesses exists to serve its guests and value is created when guests are given the kind of unique and total experience discussed by Pine & Gilmore. A business strategy of "Creating Experience" will create a very strong brand and differentiate a company from thousands of others. Well done Mr. Pine and Mr. Gilmore! We are certain to use these concepts as we build our own internet portal business into a premium brand synonomous with great guest experiences.
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