Ainda a batota

"The problem, experts say, is that a lot of companies don’t set clear objectives for the experiences they create. “You have to figure out what people need,” said Sarah Hall, co-founder and partner of experiential marketing firm Harley & Company. “Then you have to decide if you want to create a deep emotional connection or push them towards a transaction.”
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Many brands run into trouble by mimicking competitors’ strategies instead of figuring out which experiences make the most sense — and sales — for them. A café is only worth operating if its regulars are also purchasing margin-driving products. A successful restaurant won’t save a struggling department store chain unless diners hit the shoe floor afterwards. An in-store panel discussion will only create goodwill if the mission of the panel meets the mission of the brand.
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“It's about questioning and redesigning every aspect of how the store works and how it sells what it sells,” said retail industry futurist Doug Stephens. “It's an intensive process that begins by breaking down the entire customer journey into its smallest micro-moments and then, within each of those moments, designing experiences that are surprising, unique, personalised, engaging and, most importantly, repeatable.”[Moi ici: E recuar a 2008 e ao primeiro e ao segundo texto sobre a batota]
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Remaking the in-store experience often means a significant (and expensive) overhaul.
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Experts underscore that good experiences are only worthwhile if they are accompanied by good products."

Trechos retirados de "The Pitfalls of Investing in Experiential Retail"