2. Experience Staging

2 Experience Staging

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Unformatted text preview: cleanliness, and responsiveness (Cronin & Taylor, 1994; Parasuraman, Zeithaml, & Berry, 1988; Parasuraman, Berry, & Zeithaml, 1991). Although often categorized as being part of the service industry, recreation is unique in that the value of the beneྰts is often of secondary importance to the value of the emotional and motivational states before and during participation. A person who exercises daily at a local ྰtness center, for example, accrues health beneྰts, but her or his continued participation is largely contingent upon the quality of the daily experience at the center. The presence of rude staff, broken machinery, a dull or uninviting environment, long queues, among other factors will cause the customer to change her or his exercise behavior by either discontinuing the activity or pursuing it at a new location. In 1999, Pine and Gilmore integrated over two decades of previous consumer behavior research on the value of the experiential component of consumption of goods and services and presented their work in an inྰuential book titled, The Experience Economy: Work is Theatre and Every Business A Stage. In that book, the authors argue that people’s deep and abiding value for absorbing and immersive experiences (i.e., motivational and emotional states) constitutes an economic offering that is conceptually distinct from other facets of the service industry. The experience industry is comprised of private businesses, government agencies, and not- for- proྰt organizations whose mission is to stage encounters that yield engaging experiences for guests (Pine & Gilmore, 1999; Gilmore & Pine, 2002). In this “experience economy,” people readily exchange valued resources (time, money, physical, social, and psychological safety) for motivational and emotional experiences that are staged by organizations that have traditionally been thought of as “service” organizations, as well as organizations t...
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This document was uploaded on 09/20/2013.

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