Pensar e gerir a "experiência do cliente"

Aplicável a tantas empresas em tantos sectores:

"IDEO's architects revealed that patients and family often became annoyed well before seeing a doctor because checking in was a nightmare and waiting rooms were uncomfortable. They also showed that Kaiser's doctors and medical assistants sat too far apart. IDEO's cognitive psychologists pointed out that people, especially the young, the old, and immigrants, visit doctors with a parent or friend, but that second person is often not allowed to stay with the patient, leaving the afflicted alienated and anxious. IDEO's sociologists explained that patients hated Kaiser's examination rooms because they often had to wait alone for up to 20 minutes half-naked, with nothing to do, surrounded by threatening needles. IDEO and Kaiser concluded that the patient experience can be awful even when people leave treated and cured.
.
What to do? After just seven weeks with IDEO, Kaiser realized its long-range growth plan didn't require building lots of expensive new facilities. What it needed was to overhaul the patient experience. Kaiser learned from IDEO that seeking medical care is much like shopping -- it is a social experience shared with others. So it needed to offer more comfortable waiting rooms and a lobby with clear instructions on where to go; larger exam rooms, with space for three or more people and curtains for privacy, to make patients comfortable; and special corridors for medical staffers to meet and increase their efficiency. "IDEO showed us that we are designing human experiences, not buildings," says Adam D. Nemer, medical operations services manager at Kaiser. "Its recommendations do not require big capital expenditures."

Quem tem a responsabilidade de pensar e gerir a "experiência do cliente"?

O mais fácil é pensar que é tudo uma questão de tecnologia:

• Retailers Race Against Amazon to Automate Stores;
• This automated restaurant was supposed to be the future of dining. Until humanity struck back

Trecho inicial retirado de "The Power Of Design"

"time, attention, and money"

"But no matter what business you think you are in, recognize that because of the rise of today’s Experience Economy you now compete against the world. You may think your competition is only with other retailers, or only with other companies in your geographic area, but in fact you compete with every other company in the world for the time, attention, and money of individual consumers. There is a reason we use the word “spend” in front of each of these three nouns, for they are the currencies of the Experience Economy.
.
And time is limited. We can only experience twenty- four hours a day, seven days a week – and we have to fit
...
 you need to understand a fundamental principle of the Experience Economy: the experience is the marketing! The best way to generate demand for your retail stores – the mission of marketing – is to create an experience that is so engaging that consumers cannot help but spend time with you, give you their attention, and then buy your merchandise as a result."

Trechos retirados de "Your competition? The world"

Vender projectos (parte II)

Parte I.

"Clearly, the shift to becoming a project-driven organization and selling projects rather than products or services presents sizeable challenges to corporations and their business models. Working in projects throughout my career, I have identified these as the important ones:
.
Revenue streams. Revenues will be generated progressively over long periods of time, instead of right after the sale of a product. This will affect the way revenues are recognized, as well as accounting policies and the overall company valuation.
Pricing model. New pricing models will need to be developed. It is easier to price a product, for which most of the fixed and variable costs are known, than a project, which is influenced by many external factors.
Quality control. Delivering quality products will not be enough to meet customer expectations. Implementation and post-implementation services will also have to be of the highest possible quality to ensure that clients continue to buy projects.
Branding and marketing. Traditional marketing has focused on short-term immediate benefits. Marketing teams will need to promote the long-term benefits of the projects sold by the organization.
Sales force. The buyer of the project will no longer be the procurement department of an organization. Sales will be pitched to leaders of the business, so the sales force and sales skills will have to be upgraded with strategy and project management competencies."

Trecho retirado de "Selling Products Is Good. Selling Projects Can Be Even Better"

Vender projectos (parte I)

"In the beginning companies sold products. And then they sold services. In recent years, the fashionable suggestion has been that companies sell experiences and solutions, solving the needs and aspirations of customers.
.
Companies, indeed, do all of these things. But increasingly, what companies sell are projects. To understand the difference, think of an athletic shoe company, such as Nike or Adidas. A focus on products means a focus on selling running shoes. A focus on experiences might mean they sell you a membership to a local running club. A focus on solutions might mean they figure out how to help you reach your goal weight. While these clearly offer more value than simply selling you a pair of shoes, they also have limitations. Selling products limits the revenues you can make from clients: Unless you are innovating and continually updating your product offering, customer attrition tends to be high, and incentivizing repurchases can be hard. Selling experiences provides intangible benefits that are hard to quantify and measure, often focusing on meeting the needs of one single customer, preventing any mass production. Selling solutions became popular in the early 2000s when customers didn’t know how to solve their problems. But today, in the internet age, people can do their own research and define the solutions for themselves.
.
A focus on selling projects would mean helping someone do something more specific, such as running the Boston Marathon. Nike could provide you with its traditional sports gear, but in addition it could include a training program, a dietary plan, a coach, and a monitoring system to help you achieve your dream. The project would have a clear goal (finish the marathon) and a clear start and end date.
.
And that is just one type of project. More so than products, the possibilities with projects are endless."

Treco retirado de "Selling Products Is Good. Selling Projects Can Be Even Better"

A experiência é o truque

"Whoever gets the experience right will be the winner, because people don't always want the least expensive thing, and early majority and late adopter customers don't appreciate the newest technology, but everyone wants a great experience. Since experience can be improved in any product or service, in any industry or situation, the opportunities to improve customer experience are virtually unlimited, and simply waiting for the right entrepreneur or innovator to come along."

Trecho retirado de "Why You Should Spend Bigger on Customer Experience Innovation"

Experimentar e iterar (parte II)

Parte I.

Com o fim do modelo do século XX e do seu ajuste à realidade:

"Strategy is considered "contingent" in the sense that its success depends upon obtaining fit between an organization and its environment. It is thus not surprising that notions of the "environment" have a long history in both strategy and scenario work. Successful strategy involves the discovery or generation of new and effective ways for the organization to relate to its environment."

É interessante perceber o quanto as organizações mais pequenas são mais rápidas a ajustarem-se a uma nova paisagem competitiva:

• Why neighborhood toy stores are thriving while Toys R Us goes bankrupt
• This 1 Crafty Underdog Could Dethrone Amazon and Whole Foods in the Grocery War--Before It Even Starts

"If Toys R Us is a private-equity horror story (not one for the kids), then mom-and-pop neighborhood toy shops are more like a fairy tale.
...
On a recent weekday afternoon, the store bustled with children. Their parents in tow said they come to the store regularly because they like the carefully curated selection, helpful employees, Lego-building events and the gift wrapping, which can come in handy when you drop in on the way to a birthday party.
...
Throughout the country, experts say, independent toy stores are seeing a revival as parents — and their children — look for unique shopping experiences that stand out at a time when so many of their shopping habits have been reduced to impersonal clicks of a button. While adults may be inclined to compare prices or shop from their living rooms, children would rather take their allowances and birthday money to a store that allows them to play and explore."

Recordo logo aquela citação:

"When something is commoditized, an adjacent market becomes valuable" 

Trecho inicial retirado de "Strategy For a Networked World" de Ramírez & Mannervik .

Economia das experiências - dois exemplos

Mais dois exemplos da economia das experiências.

Um primeiro exemplo aplicado ao mundo do futebol, "For a Price, a Chance to Go Beyond a Premier League Curtain":

"On Monday night, Manchester City unveiled its Tunnel Club, a first of its kind in European soccer. The clue is in the name: For prices starting at 299 pounds per game (about $385), and rising to £15,000 (about $19,240) per season for so-called premium access, fans can buy access to the area around the tunnel that leads from the Etihad Stadium’s dressing rooms to the pitch itself.
.
For their money, they are rewarded with the chance to see the players from each team as they enter the stadium. They can watch them file from their changing rooms before the start of each half, and see them return at halftime and full time. They get to see Guardiola remonstrating with the match officials. They get a glimpse behind the curtain.
...
“experiential purchases are more gratifying, on average, than material purchases.” Experiences, rather than things, “facilitate more social connections, are more tied to the self, and are experienced more on their own terms.” In other words, doing rather than buying things makes you happier.
The logic behind the Tunnel Club, what makes it valuable, is that it heightens the experience of going to see a soccer game. It is not simply “turning up to your seat 10 seconds before kickoff, and leaving just as quickly afterwards,” as Cook said. It is more than that.
.
City did not just transplant the idea it found in Arlington, Tex., the home of the Cowboys, straight into England. Berrada and his team tried to tweak it, taking ideas from Formula One — where a V.I.P. tour of the paddock, as the drivers and cars are getting ready for the race, is a tradition — and from concerts, where backstage access is sold as an additional benefit.
.
Those paying the premium fees for City’s Tunnel Club, then, are not only offered a tactical briefing before the game — delivered by two Manchester City analysts — but a question-and-answer session with Brian Kidd, one of Guardiola’s coaches. There is a private area, by the side of the field, from which they can watch the teams warm up. During those moments, they not only have the best view in the house, they can also place their feet on the same artificial turf that lines the side of the field. It is a sensory nod to the overall impression: You are part of the action, you see what the players see, you feel what the players feel.
.
After the game, they can see Guardiola and his Everton counterpart, Ronald Koeman, give their postgame interviews to the news media. And after initial resistance from Guardiola, Tunnel Club members at future games will be able to watch an additional interview with a player before anyone else.
...
City’s Tunnel Club, along with its forthcoming twin at Tottenham, is a natural extension of that trend. Fans do not want to sit and watch a game, they want to feel part of an event. They do not want to consume content, but to create it, too. They do not want just to be closer to the players but to be able to feel what it is like to be the players.
.
The appeal of the Tunnel Club is not that it is an aquarium. It instead offers the chance to know how it is for the fish."

E um segundo aplicado às compras das empresas que trabalham o B2C, "The Experience Economy and Procurement":

"For many years, cost savings was considered to be the primary – and, in some cases, only – objective of the procurement function.
.
Don’t get me wrong, cost savings still represents a relevant procurement contribution.  But it should not be considered the one trick of the procurement pony.
.
A myopic, profession-wide focus on cost savings makes an incorrect assumption.  That assumption is that every organization competes on low cost to the consumer and that procurement cost savings enables profit improvement in a tight market.
...
Markets and the businesses that comprise them are increasingly joining the “experience economy.”  The experience economy is one in which consumers value how a company, brand, product or service makes them feel as their customer.
.
These experience-chasing consumers don’t make comparisons based on price alone.  They don’t select a supplier, service provider, store, or product because it is one penny cheaper than the competition.
.
Instead, they value a unique feeling that they get.  They want an experience that they can rave about.  And social media’s ever-growing portion of what is considered “real life” only magnifies the desire for a rave-worthy experience.
...
As such, the experience economy has been transforming procurement.  Procurement decisions and supplier selections now need to be made based on how positively a decision or selection affects the consumer.
...

• If there’s competition, how does your organization compete?  On lowest price?  On who creates the more rave-worthy consumer experience?  Or something else?

• If competition is based on consumer experience, what is the target experience like for the consumer?  What contributes to that experience?  How can procurement decisions contribute positively to that experience?  And are any procurement decisions currently being made that are contrary to that experience?

• At what stage of the experience economy transformation is your organization in?  Are you moving towards making your organization, brand, product, or service more of an experience-oriented purchase for your consumers?  Are you standing still?  Or, worse, is your organization drifting more towards the airline mentality of “customer service” than towards being a leader in the experience economy?"

Economia das Experiências

Mais um exemplo da economia das experiências: "Caves Cálem investem três milhões em experiências sensoriais vínicas":

"Maite, que chegou de Espanha há poucos dias, aplaude a ideia de descobrir o mundo da vinicultura sozinha. “Despertou-me os sentidos e acho que não me escapou nada do museu, onde posso mexer, tocar e até cheirar caixas perfumadas de amora, framboesa ou baunilha, numa mesa para também adivinhar qual o aroma”, diz. Segue logo, sem demora, para a próxima descoberta: desde a vindima na adega, passando pela fermentação até ao envelhecimento e engarrafamento. Mais à frente, uma mostra do solo de xisto e argila do Douro chama-lhe a atenção que, de seguida, salta para as caixas de luz que exploram as tipologias de vinho do Porto — Branco, Ruby, Tawny e Rosé — com a respectiva evolução da tonalidade. E um questionário interactivo pergunta-lhe “Qual é o seu Porto?” para depois lhe enviar um rótulo personalizado com uma sugestão."

Discipline: experiment and prune

"S+B: How can companies identify their best growth prospects?
YU: It’s critical for organizations to experiment. If they don’t, sooner or later they will run into a crisis. They’ll end up having to bet the house money on a single initiative. Some people would call that a burning platform, and sometimes it works out. But oftentimes it doesn’t.
Instead, companies should focus on experimentation, and then see which idea ultimately generates a big win. This demands that the organization have the ability to form new business units along the way, because when we’re talking about commercializing disruption, the last thing you want is to ask your mainstream business to try a radical idea.
At the same time, you need to have the discipline to prune. When you experiment, there will be failures along the way, and large, complex organizations often find it difficult to let go of projects. Politically, it’s very hard for executives to declare failure and walk away. Projects drag on, consuming resources. But if an organization truly embraces the spirit of experimentation, the implication is that executives have to call a all a failure early enough to cut their losses. And that requires a cultural shift."

Trecho retirado de "Howard Yu Disrupts Disruptive Innovation"

Uma outra economia

Ao ler "How Mountain Biking Is Saving Small-Town, USA", penso no sucesso do passadiço do Paiva e imagino o que seria o uso do troço da linha do Douro entre o Pocinho e Barca D'Alva para esta economia das experiências:

• Clima tropical (noites super quentes)
• Douro
• Vinhos e vinhedos
• Amêndoeiras
• Pesca
• Gastronomia
• Paisagens
• Turismo rural
• Ornitologia
• Flora
• Lontras

"The mountain bike trails have sparked a flurry of new development in downtown Crosby, including several new businesses that look straight out of uptown Minneapolis — a yoga studio, a farm to table restaurant, and a cafe/art gallery/bike shop opening this fall.
.
"It's unbelievable, 18 months ago, probably 50 percent of the buildings in town were vacant," said realtor Joel Hartman. "But now, today, there are very few opportunities for investors to buy buildings because they have been purchased."
.
One of those buildings will soon house the Cuyuna Brewing Company."

Trecho retirado "From mining to biking: How Minnesota's Cuyuna Range became an off-road cycling destination"

"What would we do differently if we charged admission?"

Na linha de "Evolução do retalho" e de "U.S. Stores Are Too Big, Boring and Expensive" julgo que faz sentido esta abordagem "7 Reasons Museums Should Share More Experiences, Less Information":

"As online shopping had just begun to take hold at the turn of the century, Pine and Gilmore urged retailers to ask themselves, “What would we do differently if we charged admission?” Fully embracing a theatre mindset, they said businesses should “stage” experiences – a revolutionary concept."

Como dizia Deming: A sobrevivência das empresas ou organizações não é mandatória.

"Museums are perfectly positioned for the Experience Economy. We have amazing artifacts and the mission-driven potential to stage experiences that have deeper meaning than any retailer or theme park. But I’d argue that, too often, visitors leave with a head full of disconnected facts and not enough “wow.” We need to step up our game, because businesses and other non-profits are now competing more than ever for our visitors’ precious leisure hours." 

Alterar a oferta

Ou estou muito enganado ou "How Retailers Should Think About Online Versus In-Store Pricing" passa ao lado do essencial.

"One of the biggest questions faced by brick-and-mortar retailers today is whether prices should be the same online and in stores. Gaining clarity on this issue is critical for traditional retailers to successfully compete in both environments.
...
It’s clear that an increasing number of customers don’t value the experience of shopping in physical stores. [Moi ici: Há que mudar de experiência e repensá-la. Recordar "You Are What You Charge For"].
Brick-and-mortar retailers have a strategy problem. To avoid going the way of milkmen, they have to continue to: ramp up web operations; create new reasons — and value — for consumers to patronize stores; and limit physical locations to areas with populations dense enough to support stores. [Moi ici: Errado!!! A internet ajuda a tornar a geografia irrelevante]...
Retailers should view their online and in-store channels as unique services, much like gas stations offering self-service and full-service options. Relatively higher prices can capture the premium that some customers place on purchasing in-store. Web prices can be lower to compete against aggressive e-tailers.
...
Smartphones make it easy for customers to find lower online prices while they are in a physical store; this reality may make retail executives hesitant to set different online and in-store prices. The worry is that consumers will be put off by knowing that prices differ based on channel or experience. But this hasn’t been the case with airlines (prices differ if booked online versus over the phone), gas stations (self versus full serve), and retail (regular versus outlet stores).
.
In those industries, customers accept the price differences and choose what’s best for them. To succeed in the modern world of retail, executives need to embrace web and in-store as unique operations that cater to customers with different needs and price sensitivities."

O autor fala da mesma oferta através de canais diferentes. Julgo que o essencial é alterar a oferta da loja física e fazê-la uma pequena parte, um complemento, de algo bem maior, a experiência de pertencer a uma comunidade.

Ver o futuro no passado

Já aqui escrevi muitas vezes que a sociedade criada pela Revolução Industrial e que hoje vemos como a norma, desde o emprego, ao ensino, à massificação e uniformização, não passa de um breve momento e que voltaremos a muitas das organizações que existiam antes da industrialização massificadora.

Por isso, faz todo o sentido ler "Now's the Time for Big-Box Stores to Embrace the 19th Century":

"So diagnoses that pronounce today’s fashions boring or the service at a particular retailer below par may be correct as far as they go, but they miss the bigger picture. If customers are spending less time, attention and income on your entire category, there’s simply less business to go around, even with no management missteps.
.
It’s become a moralistic cliché to observe that consumers are choosing experiences over stuff, as though it’s a sign of superior character rather than material satiation. But the phenomenon is unmistakably real.
...
Department stores weren’t always dull places to buy things less efficiently than you can online. In the early days, their wonders included elegant tearooms, suitable for ladies who’d never frequent saloons. Stores held concerts and fashion shows. They provided playgrounds and nurseries. They gave all sorts of lessons, from bicycle riding in the 1890s to bridge and mah-jongg decades later. They displayed original artworks. In many and varied ways, they wrapped their goods, many of them themselves new and exotic, in experiences. “One came now less to purchase a particular article than simply to visit, buying in the process because it was part of the excitement, part of an experience that added another dimension to life,” writes the historian Michael B. Miller in Bon Marché: Bourgeois Culture and the Department Store, 1869–1920.
.
Over the course of the 20th century, the wonder disappeared. The fun lay simply in taking a new purchase home, a trend intensified by the rise of discounters in the 1960s and ’70s and big-box stores in the 1980s and ’90s. Today’s turn toward experiences doesn’t just pose a challenge to brick-and-mortar stores. It offers them an opportunity.
.
For retailers and their landlords, the future lies in giving customers a place to socialize and learn. Spending time with friends, meeting new people, and acquiring hands-on skills aren’t as enjoyable online. The challenge today is to recreate the old excitement for a new era, selling not exotic merchandise and unfamiliar culture but the pleasures of human contact and physical presence."

"You Are What You Charge For"

Uma mensagem importante de Joe Pine:

"You can charge time once you create the right experience and for outcomes when you transform"

E logo esta manhã, no metro até à Póvoa de Varzim, encontro este trecho:

Quem co-proporciona o contexto para uma experiência cobra "tempo".

Trecho retirado de "The Great Fragmentation : why the future of business is small" de Steve Sammartino

É tão fácil criar uma experiência

"True happiness comes from our memories — our experiences.
Psychologist Tom Gilovich studied the subject of happiness for decades and has concluded that experiences are more likely than material goods to lead to happiness
...
happiness levels are equal when buying something or a traveling escapade, but memories of traveling resonate within us as we relish in the memories. Buying a new gadget or a new car will just become an everyday ordinary.
.
An object will eventually become old or expired. Memories, however, stay engraved and bring us joy each time we remember the experience."

É tão fácil criar uma experiência.

Basta receber e tratar mal um cliente. Oh, wait!

Trechos retirados de "Science Explains Why You Should Prioritze Experiences Over Stuff"

Em terra de cegos quem tem um olho é rei!

Vale mesmo a pena ler na íntegra "Where is Retail Headed?". Tive de me conter para não copiar tudo para aqui:

"“Forbes” tells us that shopping malls are being killed by online shopping and Nordstrom’s CFO says it’s only going to get worse.
...
Do we want to shop in the real world, or not?
.
The answer can be found in an old-fashioned notion: community.
...
to create places where we want to explore, hubs to which we want to belong. This goes beyond being hobbled by our location.
...
No, these intrepid A, A+ and A++ venues are creating a “shopping destination,” one that is ripe with excellent restaurants, clean and exciting movie theatres and chock-a-block with confident retailers staffed with professionals who encourage my odyssey of discovery. I enter to embark on an enchanted experience that leaves me feeling informed, indeed educated, and joyously lucky to have found what I was looking for, even when I didn’t quite know what I was looking for. It isn’t easy to deliver this experience, but hey, there is serious money to be made. Why is that? Because the experience transcends price. We’re no longer in the world of commoditized branded retail with its scripted sales pitches, bored staff and cluttered floors.[Moi ici: É horrível entrar numa loja e a funcionária simpática vir ter connosco para nos anunciar que a loja está com uma promoção de 20% até 26 de Dezembro... só confiam no preço para nos seduzir e convencer a comprar]
...
What we’re talking about is what we’ve probably experienced most often in a good wine shop, when the fellow behind the counter is actually obsessed by the varietals and producers. He’s the guy who cares about what you’re having for dinner and thinks there’s a beautiful marriage to be made. Remember that guy? He didn’t try to sell you an over-priced bottle, but rather gave you three choices at various price points with the knowledge that seemed informed by actual experience. He wanted you to have a great meal, a great experience. He wanted you to thrill your host, or celebrate your friend’s promotion. When was the last time you experienced that in any other setting? At a bike shop? At an art gallery? It happens in places where the people selling the goods love the goods."[Moi ici: Depois o autor lembra-nos que a maior parte dos vendedores é "just a warm body" sem paixão e sem formação sobre o que vendem e sobre como vendem]

Há anos que falo disto. O exemplo que dou não é de uma garrafeira nem de uma loja gourmet mas o de um funcionário da loja Valentim de Carvalho em Aveiro no Forum quando este abriu há mais de uma década e meia.

A experiência é a prenda

Na passada sexta-feira os meus amigos da Cascata de Números - Consultores convidaram-me para o jantar de Natal.

Pensei que se tratava de um jantar de Natal ...

Foi uma surpresa!!!

Foi uma experiência associada a um jantar de Natal.

Fomos recebidos num espaço interessante na margem do Douro em Gaia. Enquanto saboreávamos umas entrada e bebíamos um espumante de Alijó, o chefe surpreende-nos! Comunica-nos que teve um dia muito atarefado e que, por isso, não teve tempo de preparar o nosso jantar.

O que se segue saiu fora do guião dos jantares de Natal. O chefe dividiu-nos em equipas e qual programa Masterchef Australia, pôs cada equipa a preparar as entradas para o jantar e uma sopa de peixe. 4 equipas em 4 bancadas independentes, em saudável competição, concentradas em fazer bem, apreciar o momento e brincar com a situação e sempre com o espumante de Alijó por perto.

Quando chegámos à mesa estava criado o ambiente e o contexto para um jantar de Natal diferente e que nunca esquecerei.

Entretanto, ontem encontrei este texto "There's a science to gift giving -- experiences are better than material items":

"This holiday season consider giving an experience, new research shows it can foster stronger relationships than material items
...
New research by Cindy Chan, an assistant professor in U of T Scarborough's Department of Management and the Rotman School of Management, finds experiential gifts are more effective than material gifts at improving relationships from the recipient's perspective.
.
"The reason experiential gifts are more socially connecting is that they tend to be more emotionally evocative," says Chan, an expert on consumer relationships.
.
"An experiential gift elicits a strong emotional response when a recipient consumes it--like the fear and awe of a safari adventure, the excitement of a rock concert or the calmness of a spa--and is more intensely emotional than a material possession."
...
"People often struggle with the challenge of choosing what to give someone. If you want to give them something that will make them feel closer to you, give an experience.""

Escusado será dizer que os portobello com queijo de cabra gratinado e as vieiras cobertas com broa, alho e salsa feitos pelo meu grupo foram os vencedores da noite. (A toda a hora na cozinha imaginava que o Gordon Ramsey iria entrar e gritar, acerca das vieiras: "It's raw!!!")


Roubei esta foto do facebook de um dos amigos participantes:

Interessados na experiência podem procurar em www.dourum.pt recomendo vivamente.

Acerca da economia das experiências

Este exemplo da economia das experiências "Design Your Own Pop-Up Hotel and Sleep Literally Anywhere in the World" faz-me recordar uma noite acampado à beira Douro no Vesúvio.

Talvez existam leis e regulamentos que impeçam uma versão tuga deste modelo de negócio mas locais não faltam: no Douro, no Gerês, em Montesinho, no Alto Sabor, no Águeda e podiam ser conjugados com este modelo de negócio.

Imaginem o que será dormir numa praia no trecho do Douro acima de Miranda do Douro? Já o fiz, à hora mágica do lusco fusco ouvir os mochos galegos, com sorte um bufo real, assistir ao voo pausado da cegonha preta, aos últimos protestos das gralhas de bico vermelho, ao voo do noitibó, ... depois o grupo coral dos "Ranidae".

Lembram-se do que Theodore Levitt  escreveu na HBR em 1960 sobre os gestores de caminhos de ferro? Pode ser dito o mesmo hoje sobre os da hotelaria.

"What is an Experience Strategy?"

"An experience strategy is that collection of activities that an organization chooses to undertake to deliver a series of (positive, exceptional) interactions which, when taken together, constitute an (product or service) offering that is superior in some meaningful, hard-to-replicate way; that is unique, distinct & distinguishable from that available from a competitor.
...
Delivering on an experience requires the coordinated effort of many parts of an organization. Whilst the experience vision or theme provides the guiding light for those efforts, the experience strategy takes that vision and articulates the specific areas of focus around which the organization will strive to differentiate itself in the market by crafting that experience in a particular way."

Trechos retirados de "What is an Experience Strategy?"

"The value is in the experience"

"It is all about the customer experience these days. That is where the value lies for any businesses wanting to attract and to serve customers.
...
“The value is in the experience: it won’t go down in price, and no one can steal it.” It is more than a wrapping; the customer experience is now very much a part of the product. The how has become part of the what."

Trechos retirados de "The end of the captive audience: why airports need to develop their value chain"