"Turn disappointment into delight"

Primeiro a leitura desta carta "An open letter to Aer Lingus on the occasion of their quite dreadful service." de onde retiro, a título de exemplo:

"I was unfortunate enough to be on your delayed flight EI937 from Heathrow to Belfast City on 19/7/19, so am writing to complain about the delay itself, the way you made the delay worse, and the way you treated your passengers.
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Your flight was scheduled to leave at 19:20. When the boards in the airport showed that it was delayed till (if I recall correctly) 22:40, I went to find some Aer Lingus staff to ask for vouchers for food and drink. Since you are obliged to provide your passengers with food and drink during this delay, of course I should not have to go searching for them: you should be making an announcement over the PA and seeking out your passengers to provide them with what you are legally obliged to. But no.
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I should not but apparently do need to explain to you that the purpose of providing food and drink to your passengers is to make a bad experience — a severely delayed flight — somewhat less bad. Forcing your passengers to stand in a queue for hours in order to earn the privilege of asking for vouchers makes the bad experience worse. That is the opposite of compensation."

Recordo um texto re-lido esta semana, "Why Is Customer Service So Bad? Because It’s Profitable." e recomendo a leitura deste outro artigo lido esta semana "The Magic That Makes Customer Experiences Stick":

"2. Turn disappointment into delight. If your company is going to value the outliers, it must be ready to transform negative experiences into positives,
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By resolving a problem that he didn’t cause, the night manager delivered an experience that was remembered for years. When employees are taught to be in tune with the customer’s emotions, they can notice changes in emotional state and respond quickly. As their alacrity accelerates the shift from disappointment to delight, the intervention creates a sudden contrast that makes experiences sticky.
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By turning disappointment into delight, companies can create emotionally memorable experiences and win customers who will sing their praises."

Uma das tendências do mercado actual

Um artigo interessante sobre uma das tendências do mercado actual "More Americans Are Living Solo, and Companies Want Their Business":

"More Americans than ever are living alone these days, and many don’t want to bake full-size cakes, buy eggs by the dozen, run half-loaded dishwashers or store 24-packs of toilet paper.
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Consumer-products companies are taking note, catering to what they see as a lucrative market for single-person households by upending generations of family-focused product development and marketing. Appliance makers are shrinking refrigerators and ovens. Food companies are producing more single-serving options. Household-product makers are revamping packaging.
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“We have to go beyond the paradigm of the middle-class family of four for growth, so smaller households have been a huge focus for us,”
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Looking beyond the family of four, she says, “is a really big shift.”
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Today, 35.7 million Americans live alone, 28% of households. That is up from 13% of households in 1960 and 23% in 1980, according to the U.S. Census Bureau. Delayed or foregone marriage, [Moi ici: Ontem de manhã sentado no hall de um hotel, enquanto aguardava a chegada de uma pessoa, ouvia uma conversa de turistas brasileiras todas bem entradas na terceira idade. Uma delas dizia para as outras, com um toque de reprovação, que o filho de 34 anos nem pensava em casar] longer life expectancy, urbanization and wealth have contributed, demographers say.
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Researchers have found many affluent, single-person households in urban areas tend to spend more per person than larger ones. They are often willing to spend more for a unit of something—twice as much, say, for chopped romaine as a whole head.
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Some want smaller appliances but bigger closets, or prefer one huge roll of toilet paper over multiple backup rolls they must store somewhere. Many marketers approach single-person households with urban consumers in mind.
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For generations, consumers favored appliances with the biggest capacity, so manufacturers have long boasted how many towels squeeze into a washing machine or how easily a large turkey slides into an oven. But small households usually choose appliances by finding which will best fit their space, companies say.
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“They’re not trying to load every towel in from the pool,”"

"we travel to have experiences"

Simplesmente extraordinário, "Falconry and fire-swallowing: How Airbnb's "Experiences" are transforming the platform".

Ainda ontem escrevia num postal:

"O importante, para subir na escala de valor, é deixar de vender o que se produz e passar a focar no resultado que se obtém com o que se produz"

Entretanto, à tarde, a caminho de Bragança, encontrei o artigo acima:

"Ten years ago, Airbnb disrupted the hotel industry and changed how people travel. Now, it's selling what you do on vacation as much as where you sleep. There are thousands of "Experiences" around the world to book on Airbnb — everything from walking with wolves to aerial yoga and even, as CBS News' Jamie Yuccas found out, flying in a vintage airplane." 

Recordar:

• As experiências estão em todo o lado (Setembro de 2011) 
• Mais uma sugestão de modelo de negócio (Setembro de 2010)

"Airbnb CEO Brian Chesky launched the "Experiences" feature two years ago. He says it's now growing 10 times faster than the company's core home rental business.
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"Three out of four millennials, young people, said they'd rather buy an experience than a physical good. And so I think the experience economy is this huge wave," Chesky said. "We want the experience to be so good that you do them even if you live in the city."
...
"We don't travel to sleep in a house or a hotel, we travel to have experiences.""

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.
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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"

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"

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.
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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.
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“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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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?"

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.
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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"

Viemos de longe e o que nós andámos para aqui chegar!

Quase que apetece cantarolar, como o José Mário Branco:

- Viemos de longe e o que nós andámos para aqui chegar!

Em Julho de 2008 estávamos neste nível absurdo e caímos até Agosto de 2011 com "É preciso pensamento estratégico primeiro!". Em Maio e Agosto de 2015 já tínhamos chegado a "A economia de experiências a crescer no Algarve" e a "Acerca de sectores estáveis e demasiado homogéneos na oferta (parte VII)".
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Agora, em Agosto de 2016 chegamos a "Vindimas. Enoturismo em Portugal conquista visitantes de todas as nacionalidades". O triunfo da economia das experiências, o triunfo de modelos de negócio baseados na co-criação de valor. O quanto se progrediu!!!
.

“muitas das unidades de enoturismo, agora consolidadas, começaram por ser apenas projetos vitivinícolas e, com o tempo, foram diversificando a sua atividade e viram no turismo, nomeadamente no alojamento, uma oportunidade para afirmarem a sua marca e complementar a sua oferta.”

Experiências, hollowing e o futuro das marcas

Primeiro, a parte com que concordo:

"Retailers the world over need to understand that we have entered the Experience Economy. Goods and services are no longer enough; what consumers want are experiences — memorable events that engage each individual in an inherently personal way.
...
The primary reason people will come into physical places in the future is because they seek experiences, so retailers must design and build places that showcase the “experience” of the merchandise they have for sale. If you get your customers to experience your goods, the chances they will buy those goods increases."

Segundo, a parte com que não concordo:

"Consumers will want to buy goods at the cheapest possible price and the greatest possible convenience. Meaning, they will continue to buy more and more merchandise online. Only hypermarkets that pile it high and wide have any hope of competing on price. Everyone else will have to subsume their merchandise within an experience that engages consumers."

Terceiro,

"If you think retail faces commoditisation, imagine how badly off manufacturers are! As they see their margins pinched and their channels marginalised, more and more manufacturers will decide to go into retail themselves, creating relationships with end consumers while showcasing their own offerings."

A ilusão da segunda parte leva ao que há anos aqui chamo de hollowing. O hollowing leva os consumidores a duvidarem das marcas clássicas e a virarem-se para o genuíno, o autêntico. Uma oportunidade para o fenómeno do "Terceiro".

Trechos retirados de "Stage Experiences or Go Extinct"

"Experiences are more important than products now"

"In math, x represents a variable to be solved for. In business, the x we must solve for is the experience we want to give our customers.
...
“An experience occurs when a company intentionally uses services as the stage, and goods as props, to engage individual customers in a way that creates a memorable event.”
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Experiences are more important than products now. In fact, experiences are products. They’ve also become a lively topic of consumer comment for all the world to hear. People increasingly share their experiences with companies and products in our connected economy, and we can either be active participants in creating and nurturing desired experiences or spend more and more time trying to react or make up for bad experiences. What’s more, consumer demands continue to evolve. We’re just getting started.
...
And because so few companies offer quality experiences, customers are willing to pay more for them. Any company that shows any semblance of empathy now possesses a tremendous competitive advantage.
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The bottom line is that for most companies, customer experience is not truly a priority. They manage it instead of lead it. They scale and optimize their current practices, generally focusing on some technology fixes and doing good marketing.
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Eighty-five percent would pay up to 25 percent more to ensure a superior customer service experience."

Trechos retirados de "X: The Experience When Business Meets Design" de Brian Solis

Ainda acerca das experiências

"As marketers continue the transition to experiential marketing, they are witnessing first-hand how a completely different approach can drive incredible engagement and ROI. In broad strokes, the transition represents six fundamental changes in how companies market:

• New Direction. Companies are switching from marketing used to push customers toward their products and instead are using engagements that pull them.
• Better Touchpoints. Companies have replaced marketing campaigns designed to simply reach as many people as possible (quantity) with initiatives that seek to create longer conversations and deeper recall (quality) with the “right” people.
• Authentic Engagements. Marketers are no longer buying mere impressions and instead are investing in creating expressions.
• Deeper Interactions. Brands are transitioning from campaigns used to grab attention to programs created to give it.
• Real Conversations. Companies are no longer just talking to their customers—they are now focused on listening to them. 
• Lifelong Relationships. Marketers are no longer trying to communicate their products’ benefits to customers, but instead are using marketing to build relationships."

Trechos retirados de "Experiential marketing : secrets, strategies, and success stories from the world’s greatest brands" de Kerry Smith e Dan Hanover.

Acerca das experiências

"People often ask us which brands create the best experiences and which most effectively use experiential marketing.
...
The DNA of Experiences.
Habit 10. Focus on Driving TrialUse experiential marketing to create longer engagements that promote the test,  sample, or demonstration of a product or service.
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Habit 9. Make It Unforgettable—LiterallyThe target won’t (and can’t) forget the experience and is able to relive it and reshare it for days, weeks, and years.
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Habit 8. When Something Works, Don’t Do It AgainThe best brands resist the temptation to repeat experiential marketing campaigns.
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Habit 7. Design for ScreensCreate experiences with device interaction in mind.
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Habit 6. Bring the Product to LifeUse live experiences to do what no ad ever could.
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Habit 5. User‐Triggered EngagementsDesign experiences that don’t start until the target turns them on.
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Habit 4. Effect and AffectExperiences that touch the heart impact the mind.
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Habit 3. PersonalizedNo two people should have the same experience.
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Habit 2. Experiences Are ContentBrand experiences have become marketers’ leading content capture tool and content distribution platform.
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Habit 1. Bold, No‐Fear IdeasNothing impacts the success of the experience like a fresh, creative idea."

Trechos retirados de "Experiential marketing : secrets, strategies, and success stories from the world’s greatest brands" de Kerry Smith e Dan Hanover

O ponto de partida afecta a forma de ver o mundo (parte II)

Parte I e tendo em conta também "Um templo de experiências".

"she decided, was starting an online market stocked with artisan works made by survivors of war, genocide, human trafficking and other abuses. The site To the Market would put much-needed money into their hands.
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Each handmade piece on the site has a powerful back story,
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But in cyberspace, goods can’t be touched. So Ms. Morris, ... turned to pop-up stores as a way to sell the jewelry, handbags and other items that carry these powerful stories.
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Entrepreneurs like Ms. Morris are helping revitalize pop-up stores, a decades-old retail concept. More party than hard sell, this new breed of pop-ups is becoming increasingly innovative and fun — far more than the seasonal pop-ups that once prevailed. And they are also increasingly profitable, experts say, since consumers crave these new experiences.
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For their part, consumers can meet the designers and touch and feel their works, which cannot be done online. In the process, brands can be built more quickly, sales can be increased and new products can be tested.
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“Pop-up stores are a tremendous format,” ... “They are exponential ways to build a brand.”
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These stores, and e-commerce, are putting big dents in older retail chains"

O poder da experiência. Por que é que as lojas não investem mais nisto?

A economia das experiências

Ontem registávamos aqui algumas características acerca do valor durante o uso. Uma das características é a soma holística e subjectiva do conjunto que resulta da imersão no contexto, a experiência. Excelente exemplo do muito que está por vir em "Escape Room Devotees Get a Play-at-Home Option"

Um templo de experiências

Quando li este título "Um terço dos postos de trabalho no retalho no Reino Unido pode desaparecer até 2025" pensei logo neste outro "Why Trends Are For Suckers".
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O mais provável é que muitos empregos no retalho desapareçam por causa do triunfo do comércio online. No entanto, acredito que a maioria das perdas será da responsabilidade dos muggles que só pensam na eficiência e esquecem que a loja física pode ser um templo de experiências.
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O problema é que a experiência não é um atributo extra que se compra, é o resultado de uma interacção.

Muito mais do que valor financeiro (parte VIII)

Parte I, parte II, parte III, parte IV, parte V, parte VI e parte VII. 

"How the experience economy will evolve
...
The experience economy is a long-term underlying shift in the very structure of advanced economies and the forces of creative destruction take time.
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The shift into today’s experience economy comes with a number of implications that leaders should keep in mind as they manage their company’s shift from commodity trading, manufacturing and service providing or innovate wholly new businesses birthed in experiences:
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1. Mass customization is the route up the progression of economic value
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Companies should focus on reaching inside of the individual, living, breathing customer, making their offerings as personal and as individual as the customer
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2. Work is theatre. Business enterprises would gain an invaluable perspective simply by declaring their work to be theatre. For when a business sees its workplace as a bare stage, it opens up opportunities to distinguish itself from the myriad humdrum makers of goods and providers of services that perform work without recognizing the true nature of their acts. With theatre furnishing the operating model, even the most mundane of tasks can engage customers in a memorable way.[Moi ici: Quando li isto, juro, recuei logo até Dezembro de 2006]

3. Authenticity is the new consumer sensibility. Concomitant with the shift into the experience economy is a shift in the primary criterion by which people choose what to buy and from whom to buy. No matter the offering – commodity, good, service, experience or transformation – customers will judge it based on whether or not they view it as authentic – that is, whether or not it conforms to their own self-image.
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4. The experience is the marketing. Perhaps the worst offender when it comes to authenticity is advertising, as it has become a phoniness-generating machine. [Moi ici: Relacionar com o outro recorte que se segue mais abaixo] Companies should invest their marketing money in experience places. The best way to generate demand for any offering in today’s experience economy is with an experience so engaging that customers can’t help but pay attention and buy that offering. Marketing therefore needs to become placemaking, where companies create a portfolio of places, both real and virtual, to simultaneously render authenticity and generate demand."

Trechos retirados de "A leader's guide to innovation in the experience economy" de Pine e Gilmore, publicado em STRATEGY & LEADERSHIP, VOL. 42 NO. 1 2014, pp. 24-29

""“Marketing experiences are the new marketing,”
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“It is really important for CMOs to understand that brand architecture is sort of representative of a bygone era where brands would tell people through creative campaigns what that brand stood for and why you should care,”
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experiences are now the new brand.
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the need for CMOs to become “experience architects.”"

Trechos retirado de "Experiences Are The New Brand, And CMOs Are Their Architects"

Muito mais do que valor financeiro (parte VI)

Parte I, parte II, parte III, parte IV e parte V.

"the growing desire to replace all this stuff with experiences – those which you can buy, and those which you can’t.
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For small businesses looking to tap into future trends, a key movement in the next few years is bound to be that replacement of buying stuff with building memories for ourselves and our families.
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The “experience economy” is set to grow, and many small and medium enterprises have services or products which fit that trend. The key now is to recognise that, and modify the way you interact with your customers to speak to this desire.
... Define who your customers are, and what experiences they are seeking.You need to know your customers, what they like and dislike, where you find them on social media, their problems, and how you can solve them....Use case studies to tell your potential customers what a great experience you can provide.Food, tourism, and leisure businesses are ideally placed to tap into this trend, and sharing the stories of people who have built great memories from your products or services is an effective way of doing that."

Trechos retirados de "Discover a key trend for business in 2016"

Muito mais do que valor financeiro (parte V)

Parte I, parte II, parte III e parte IV.
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Mais um exemplo do que é trabalhar no B2C e o crescente, o explosivo mercado das experiências em "'Escape rooms' the latest in entertainment economy".
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A experiência é mesmo o produto!!!

"Escape This Live offers groups a choice of two rooms in Catonsville — one Western-themed, the other pirate-themed. Customer groups are locked in for an hour and must find clues, solve riddles and unlock puzzles in search of the final key needed to escape. An employee watches a video feed and can offer a limited number of clues if they get stuck..Groups can rent an entire room at the Catonsville location for $250 or go as individuals and join a group for $29 each. Some of the people who were randomly teamed up have stayed in touch after the experience,
...Escape rooms are part of a growing number of businesses that offer unusual experiences, reflecting a trend of people placing more value on having a good time than accumulating items....Some say that since today's generation spends so much time on social media and digital devices, having a three-dimensional, tactile experience has become more important. Experiences also can be shared on social media and be valuable social currency...."It was worth every penny.""

Muito mais do que valor financeiro (parte IV)

Parte I, parte II e parte III.
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Terminei a parte III com a frase:

"A informação que refiro nesta série é outra, é a que permite sensoriar experiências e mudar pessoas"

É uma tendência forte para o futuro, o proporcionar de experiências, a valorização do experienciar em detrimento do ter. Recordar:

• Sugestão para as agências de viagem subirem na escala de valor;
• Acerca das experiências;
• Acerca de sectores estáveis e demasiado homogéneos na oferta (parte VII);
• Acerca da evolução do luxo;
• A economia de experiências a crescer no Algarve;

Enquanto por cá está em marcha uma conspiração para pôr os contribuintes a pagar os jornais (é sempre é difícil aos incumbentes mudar velhos hábitos e mudar de vida) eis um exemplo de como outra "vítima da internet" aproveitou a tendência da experience economy para criar um novo negócio "Bon Jovi, NFL See Profit in an Intimate Fan Experience" (ver isto).

"“After 27 years of listening to his music, watching interviews and attending any concert I could go to, I finally go to stand next to him, put my arm around him and have my photo taken."

É isto:

"The business aims at a generation that would rather spend money on experiences than things, said Paul Swangard, the former managing director of the Warsaw Sports Marketing Center at the University of Oregon..“As their discretionary income grows, so too will the market for experiences,” he said. “Building this business now, with the team and connections in place, gives them first mover advantage in what I expect will be a lucrative market.”

Enquanto corria debaixo de uma deliciosa chuva miudinha pensava na aplicação deste conceito aos atletas "reformados". Recordei logo que Michael Jordan organizava workshops para gestores. No campo, equipados e com bola misturava-se a oportunidade de estar lado a lado com ele e a partilha de estórias e experiências pessoais. Quanto poderia ter ganho Figo se em vez de escolas de futebol para crianças tivesse enveredado por experiências para adultos?

A produção em massa já era

"Les produits et les services doivent céder la place aux expériences.
Le monde est consciemment devenu plus expérientiel. Mais, il faut continuer à renforcer l’idée que cela représente un virage fondamental dans l’économie globale. Se concentrer uniquement sur les produits et les services conduit à l’austérité économique. Les expériences sont un nouveau type d’offre économique et à ce titre sont un argument clé pour promouvoir le retour à la prospérité. Le fait que tant de gens attendent le retour en force des industries traditionnelles et rêvent de relance de l’emploi industriel et de la production de masse est un sérieux frein au progrès. Aujourd’hui, les produits et les services doivent céder la place aux expériences en tant que format dominant du nouveau paradigme économique, de facteur de croissance du PIB et des emplois."

Os que sonham com novas Autoeuropas são os que ainda não perceberam que o consumo em massa está a desaparecer e, sem ele, já não se justifica a produção em massa.
Trecho retirado daqui.