Tendências para a evolução dos media

"an increased demand for snack-sized formats and content available in a variety of sizes or lengths. Equally, the old model of edit first and publish second will be reversed, with content being published first and edited second (filtered by the audience). Long copy and rigorous analysis will become a specialist demand available on a pay-per-view basis, with journalists being compensated the same way. [Moi ici: Em linha com o que sempre escrevemos aqui, em vez de competir pelo pelo preço e tentar chegar a milhões, optar por trabalhar para nichos ou tribos underserved] Conversely, people will seek out quality content (judged, increasingly, by external links) regardless of format, length or even language. All of this will also create a high demand for quality search, editing and “sifting” of information and entertainment.
...
Users will shift media to suit their particular requirements. For example, video on demand (or mobile video) will alter the way people watch television, much in the same way that podcasting has already changed the way people listen to radio. Both put the audience squarely in charge of programming. In the future, people will watch, read and listen to what they want, when they want, on any device they want, and content will be designed, edited and personalized for specific physical locations and situations.
...
What are people paying for? The answer is scarcity. If the cost of creating and distributing digital content becomes practically zero, content will be ubiquitous and largely valueless as a result. Personalization and particularly physicalization (e.g. live events and experiences) will, on the other hand, be highly sought after. We will watch movies at home but we will pay more to experience them with other people in a cinema. Add to this a general flight to quality and media such as the best newspapers, magazines, television and radio could do very well in the future.
...
In the future, it will be easier than ever to turn on, tune in and drop out, because while mainstream media channels and events will continue to exist, so too will a plethora of micromedia appealing to every conceivable interest, belief, prejudice and opinion. The top-down model, whereby media owners hold the attention of millions and then sell that attention to other people such as advertisers, is being replaced by companies and individuals who attract the fleeting attention of large, promiscuous audiences and by niche operators who capture the hearts and minds of very tiny audiences.
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In other words, the media universe is becoming polarized between very large and very small players. Moreover, the content produced by these totally different types of media organization will also be at two extremes, with the larger companies clustering around proven formulae and the smaller operators pushing the boundaries with original ideas. Both will obviously aim to appeal to as large an audience as possible, but only one will be able to survive when the audience is tiny. Equally, anyone stupid or unlucky enough to get caught in the middle will be history."

Trechos retirados de "Future files : 5 trends that will shape the next 50 years" de Richard Watson.

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.
...
“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.
...
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.
...
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?"

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."

Serviços vs experiências

"Look at the primary economic distinctions between services and experiences. First, services are intangible—having little or no materiality (as tangible goods do)—while experiences are memorable. If you do not create a memory, then you have not offered a distinctive experience. And while being “nice” is, well, nice, it’s rarely memorable. Instead of just being nice, design your interactions to be so engaging that customers cannot help but remember them—and tell others about them.
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Second, services are outwardly customized—done for an individual person (or company)—while experiences are inherently personal. If you do not reach inside of people and engage their hearts and/or minds, then you have not offered a distinctive experience. Engineering your processes to be “easy” actually tends to get in the way of making them personal, so instead always take into account the actual, living, breathing person in front of you, even if treating him or her individually gets in the way of greater efficiency.
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Third, services are delivered on demand—when the customer says this is what he wants—while experiences are revealed over a duration. If you do not let your experience unfold dramatically over the course of your interactions in a way that goes beyond the routine, then you have not offered a distinctive experience. Striving to be “convenient” drains the interaction of all drama, so instead stage the sequence of your interactions in a way that embraces dramatic structure, rising to a climax and then bringing your customers back down again in a personal and memorable way. That’s why  services are delivered while experiences are staged."

Trechos retirados daqui.

"People want a story behind what they buy"

A propósito de "Yoplait Learns to Manufacture Authenticity to Go With Its Yogurt" saliento:

"“For consumers today, food isn’t just about sustenance, it’s about an experience,” said Darren Seifer, a food analyst at the NPD Group, a market research company. “People want a story behind what they buy. That’s why craft beers and small organics are doing so well. They’re selling authenticity. The big companies want that.”
...
But the most powerful story, according to current and former Yoplait executives who described their research, was that consumers simply thought Chobani was cool. It was easier to believe it was authentic and healthy because it had an exotic name, a founder who embodied rags-to-riches success and lots of buzz.
...
Executives needed to study the science of manufacturing genuineness.
So they began passing among themselves studies showing that people get a neurological rush when they buy something they believe is authentic, like clothing made by hand instead of a machine. But to make authenticity seem genuine, the research indicated, products needed some kind of story."

• Acerca do poder da autenticidade 
• Acerca do poder da autenticidade 

Coisas versus experiências (parte II)

Parte I.

"Unlike real-estate gentrification, where the arrival of more affluent people displaces lower-income residents in a neighborhood, hipsters generally aren’t displacing workers at more conventional businesses in the same industry, Mr. Ocejo says.
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A trendy whole-animal butcher isn’t pushing out the local butcher shop, he says, since it likely “closed a long time ago when the Italians moved out.” And it isn’t hurting the halal butchers in the neighborhood either, since those shops serve a different clientele.
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“They’ve created a niche that didn’t exist before, and they’re operating along parallel but very, very separate paths” with pre-existing businesses, Mr. Ocejo says."

Trechos retirados de "Why Old-Timey Jobs Are Hot Again"

Para reflexão (parte II)

Parte I.

Ainda ontem escrevia sobre o tema da economia das experiências. Entretanto encontrei mais outro motivo de reflexão "Eduardo Zamácola (Acotex): “El consumidor es capaz de gastarse 100 euros en una cena pero no en una camisa”":

"España parece que está saliendo de la crisis, y está mucho mejor, pero tenemos que ver dónde se está gastando el dinero el consumidor. La restauración está teniendo un crecimiento brutal. El consumidor es capaz de gastarse 100 euros en una cena pero no en una camisa, y eso es porque la restauración lo ha hecho muy bien."

Qual o impacte desta tendência na escolha de novas prateleiras, por exemplo?

Para reflexão

Primeiro este título "Indicador del Comercio de Moda: las ventas vuelven a caer y retroceden un 0,7% en mayo"

Pelo segundo mês consecutivo as vendas de moda em Espanha baixam.

Desemprego? Em baixa!
Emprego? Em alta!
PIB? Estima-se que pode crescer 2,8%!

Por que baixam as vendas?

Pode ser o online?

Depois este título "Experience Economy Is Here! Brits Swap 'Stuff' For Dates And Movies":

"Welcome to the experience economy. That seems to be the headline from research conducted by the British Retail Consortium and KPMG, as well as Barclays. Us Brits apparently have enough "stuff" and we're focussing on experiences ahead of buying more "stuff."
.
That might sound too simplistic, but ultimately, it could be what the figures are telling us. Retail spending is down nearly half a percent on last month, whereas this time last year it was going up half a percent, according to the BRC and KPMG figures. Food sales have slowed to growth of just over 4% in May -- again, compared to much bigger growth in the corresponding month the year before. So we're still spending on food but retail discretionary spend is down.
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Now, contrast this with eating out and going to the cinema. According to separate figures from Barclaycard, British consumers are enjoying nights out like never before. While retail spend over the last 10 months is up just under 3%, entertainment has rocketed 12%, with eating out and restaurant expenditure rocketing up to just under 12% growth in the past 10 months alone. At the same time, spending on household goods and fashion is down nearly 3%."

"humanity is a competitive advantage"

"The tyranny of the urgent wages a daily battle with the existential importance of the strategic
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Here’s the challenge with the long term. It’s fuzzy. Even with my contact lenses on, I can’t make it out well. If a few years ago I told you about the political events of today, I doubt you would have believed me. Heck, I wouldn’t have believed me.
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In stark contrast, the short term is bright. And clear. And screaming. And smacking you in the face.
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And that’s why companies make decisions like hitting customers with an upsell every single time they check out instead of adding value to the customer’s life.
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However, if your brand overlooks the long term, it creates an existential threat.
...
Endless brands lack humanity. And in the age of increasing capabilities of artificial intelligence, chatbots, marketing automation and ecommerce, brands can harken back to the earliest days of human-to-human commerce to find a competitive advantage.
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In the age of Amazon, humanity is a competitive advantage.
Every retailer’s biggest competitor is Amazon."

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Trechos retirados de "The Radical Idea: Customer-first marketing prioritizes customer experience over upsells"

Coisas versus experiências

"The bad news (or good, depending on your viewpoint) is that none of this is going to change. Work is going to become even more bitty and insecure. The concept of a “job for life” has seemed outmoded for a while now. In the future, it seems doubtful whether “jobs” as we know them will exist at all. Many, of course, will be done away with by the much- prophesied automated takeover of everything from truck driving to brain surgery. But that is only half the story. Something more basic is under threat: the entire edifice of office- based, nine-to-five employment that has defined our working lives for at least a century.
...
Such a future strikes fear into many.
...
Unemployment will rise. Wages may drop. A new model of welfare will have to emerge, to ensure that those pushed out of the workplace can survive.
...
On the other hand, lamenting the fact of change seems futile. There was nothing necessary, or inherently “right”, about the old model. It was simply what — before the advent of globalisation, the internet and widespread automation — made most sense.
...
Richard Ocejo’s Masters of Craft addresses one facet of this changing landscape: the revival of certain craft or artisanal jobs that were once cornerstones of the industrialised city. A growing number of educated young people, Ocejo notes, are forgoing well-paid careers  in the knowledge sector in favour of these “new-old” jobs.
...
Traditionally, professions such as bartending and butchery were low-status and poorly paid. Those who did them had few options. Today, while these jobs are still relatively poorly paid, they have become “cool”. And in their remade form, they provide services that are considerably higher-end — and more expensive — than ever before."

Mongo e a explosão de tribos na encruzilhada com a economia das experiências e o renascimento dos artesãos.

Como é que as empresas habituadas ao século XX vão integrar-se neste contexto? E os Estados?

Trechos retirados de "A job for life: the ‘new economy’ and the rise of the artisan career"

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.
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"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."
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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"

"a fuçar, a testar, a bater contra a parede, na busca de alternativas"

"But what Macy’s gained in scale, cost savings, and clout, it lost in agility and the ability to cater to local tastes. Indeed, something similar afflicted the whole industry after successive waves of mergers. Paco Underhill, founder and CEO of marketing consultancy Envirosell, says the chains’ expanding scale led to “management by spreadsheet,” as companies transferred power from the chief merchants who assembled distinctive product offerings to executives more mindful of hitting Wall Street estimates. “The centralized buying and disappearance of brands that have some local flavor to them has really caused them a lot of grief,” Underhill says.
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At the same time, the chains’ scale impedes their ability to adapt quickly. Macy’s “Backstage” outlet-store concept is a good example. The idea was floated to the Macy’s board in 2009. But it took six years for the retailer to launch the first stores, by which time T.J. Maxx had run away with the off-price market. Similarly, it took Kohl’s until 2014 to introduce beauty sections, even though beauty has been one of retail’s hottest areas for decades."

Trecho retirado de um artigo longo mas interessante, "Can America’s Department Stores Survive?". Cheio de exemplos de casos do que é que as Department Stores andam a fuçar, a testar, a bater contra a parede, na busca de alternativas de sobrevivência.

"If department stores are to get a second, or really a fifth, wind, they will need to embrace a future of fewer and smaller stores—stores that are more about experiences and discovery and less about buying the same Fruit of the Loom underwear you could find cheaper online."

A propósito ler também "Just do it: the experience economy and how we turned our backs on ‘stuff’"

Sintomas de uma revolução em curso

Sintomas de uma revolução em curso:

• Cortefiel dispara sus pérdidas hasta 24 millones en plena reorganización
• Zalando crece un 23,1% en el primer trimestre y gana un 10,9% más
• El Corte Inglés se suma a la fiebre de la impresión 3D y lanza Mimic Eyewear
• Amid Brick-and-Mortar Travails, a Tipping Point for Amazon in Apparel
• New Life for America’s Dead Malls
• How amusement features in mixed-use projects are driving the 'experience economy'

Cá chegará, cá chegará.

Experiências e economia

Lendo "Escape room games offer adventure in Columbia" fico a pensar quando é que as escolas e os museus, por exemplo, vão começar a trabalhar juntos para criar experiências de aprendizagem que criam "bué" de sinapses.

E não é uma questão de tecnologia ou de efeitos especiais. Um bom guião, um bom enigma, alguns actores misturados no grupo, uma casa "velha" et voilá: os ingredientes para uma experiência.

"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).
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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.
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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.
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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.
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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

Depois da experiência a transformação

Esta figura, retirada de "Quando o sol se levanta será bom que corras" (Junho de 2006) está em sintonia com "Why “Transformative Travel” Will Be the Travel Trend of 2017":

"“Experiential travel” became the travel trend of 2016. Rather than just visiting far-flung locations, vacationers were looking for ways to tap into native cultures, meaningfully interact with locals, and feel like far more than a tourist. So where does a thoughtful traveler go from there? What’s next?
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Industry leaders are saying that “transformational travel” is the next evolution. It has similar elements of experiential travel, but taken a step further—it’s travel motivated and defined by a shift in perspective, self-reflection and development, and a deeper communion with nature and culture.
...
the elements of adventure travel that lead to deeper transformations. He identified a three-phase process consisting of the departure, the initiation, and the return—the “hero’s journey”—where travelers venture into the unknown to learn wisdom from cultures and places outside their own, returning home to implement this knowledge, ultimately changing their lives and the lives of others around them. It’s this post-travel action that separates experiential travel from transformational travel. “
...
Many travel companies already see this shift occurring.
...
The shift to transformational travel is reflected in programming, from adventure and artisan travel to luxury lodges and hotels in both natural and urban locales."

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"