"the name of the game"

Há-de chegar um ponto de viragem, (será que já chegou?), em que o dinheiro gasto na economia das experiências vai provocar mossa na economia dos bens, ainda que o dinheiro não fique parado.

Um padrão, "Tours4Fun Launches Handcrafted Vacations, a Custom Travel Company for Specialty Groups and Independent Luxury Travelers" [Moi ici: Gosto do nome Handcrafted Vacations]:

""Personalization is the name of the game when it comes to the travel customer experience."
...
"We've experienced a tremendous increase in demand for customized vacations in recent years," said Kevin Du, Trinity Travel Group CEO. "With Handcrafted Vacations, we're well-positioned to continue meeting our client's ever-growing desire for unique and innovative travel experiences and itineraries. In addition, our new division enables us to reach more markets while expanding our personalized travel services to a broader range of audiences, ages and special interests."

E, "X-treme Luxury Travel for Billionaires: The Rise of Luxpeditions":

"Experiences are the new possessions. Transformational travel is the new authenticity. Expeditions are the new vacations.
...
"A Luxpedition is for those who want their Bear Grylls experience during the daytime but, at night, want to blast away the dust, dirt and sweat with a power shower and slip beneath crisp, clean sheets." [Moi ici: Recordar a oferta durante o dia e durante a noite no postal de Dezembro de 2010 que se segue]

• Dezembro de 2010 - Mais uma sugestão de modelo de negócio
• Maio de 2014 - O essencial é co-criar à medida de cada um, a sua experiência
• Maio de 2015 - "uma oportunidade tremenda de se diferenciar" (parte IV)
• Setembro de 2015 - O Douro na rota das experiências

Fazedores de experiências - a alquimia do futuro

Acho esta estória uma mina de oportunidades para os que tiverem olhos para ver. Diz-se que vamos a caminho de uma economia de experiências:

“When Doug Dietz set out to visit a local hospital that had recently installed a new magnetic resonance imaging (MRI) machine, he had little idea of what life was like inside a children’s ward. [Moi ici: BTW, a sua empresa faz isto? Vê os produtos ou serviços a serem usados no contexto pelos seus utilizadores?] A soft-spoken midwesterner with a wry, endearing smile, Doug is a twenty-four-year veteran of General Electric (GE). He works as an industrial designer at GE Healthcare, where he is responsible for the overall machine enclosures, controls, displays, and patient transfer units.
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“I see this young family coming down the hallway, and I can tell as they get closer that the little girl is weeping. As they get even closer to me, I notice the father leans down and just goes, ‘Remember we talked about this, you can be brave,’” Doug recalled. As the MRI began to make a terrible noise, the little girl started to cry. Doug later learned that hospitals had routinely resorted to sedating young patients because they became too scared to lie still for long enough. As many as 80 percent of the patients had to undergo general anesthesia.
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After witnessing the anxiety and fear his life-saving machine had caused, Doug resolved to redesign the imaging experience. His boss at GE, who had visited Stanford’s d.school while working at Procter & Gamble, suggested that Doug fly to California for a weeklong workshop. Doug knew he couldn’t launch a big research and design (R&D) project to redesign an MRI machine from scratch. But at d.school, he learned a human-centered approach to redesigning the experience. Over the next five years, with a new team, Doug would elicit the views of staff from a local children’s museum, hospital employees, parents, and kids and create many prototypes that would allow his ideas to be seen, touched, and experienced. Testing and evaluation with young patients and interviews with their parents then revealed what worked and what didn’t, helping Doug to generate even more ideas in a continuous cycle.
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The result was the Adventure Series, through which young children were transported into an imaginary world where the scanning process was part of an adventure. Hospital wards included “Pirate Island,” “Jungle Adventure,” “Cozy Camp,” and “Coral City.” in one of them, children would climb into the scanner’s transfer unit, which had been painted like a canoe, and then lie down. The normally terrifying “BOOM-BOOM-BOOM” noise of the scanner became part of the adventure—it was the sound of an imaginary canoe taking off. “They tell children to hold still so that they don’t rock the boat, and if you really do hold still, the fish will start jumping over the top of you,” Dietz said. Children loved the experience so much that they begged their parents to let them do it again. Sedation rates went down by 80 percent, while parent satisfaction rose by an astounding 90 percent. A mother reported that her six-year-old daughter, who had just been scanned in the MRI “pirate ship,” came over, tugged on her skirt, and whispered, “Mommy, can we come back tomorrow?”"

Fiquei a pensar, com um pouco de contextualização, com algum investimento no cenário conseguiram aquele:

“Mommy, can we come back tomorrow?”

Em quantos outros sectores um "human-centered approach to redesigning the experience" pode fazer milagres?

Esta manhã, a caminho da camioneta para Bragança passei pela Confeitaria do Bolhão e juro, quase 12 anos depois, ainda me recordei desta cena e deste título: "I'm not an order taker. I'm an experience maker!"

Excerto de “Leap”. de Howard Yu.

"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.""

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.
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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?"

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"

Muito mais do que valor financeiro (parte VII)

Parte I, parte II, parte III, parte IV, parte V e parte VI.
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Mais um exemplo do que pode ser feito na economia das experiências:

"Extreme Sandbox, a heavy-equipment playground for adults....Customers pay about $300 to play with construction equipment in a giant sand pit. Clients can drive an excavator, operate a bulldozer, or crush a car (for an extra $100) for up to 7 hours."

No que diz respeito à experience economy o céu é o limite!!!
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Ainda ontem "Seis pessoas perdidas no Gerês" e "Seis pessoas em apuros no alto do Gerês já foram socorridas"... esta gente ganhou recordações, memórias para sempre e, como refere Kahneman em "Thinking, Fast and Slow":

"A story is about significant events and memorable moments, not about time passing....In many cases we evaluate touristic vacations by the story and the memories that we expect to store. The word memorable is often used to describe vacation highlights, explicitly revealing the goal of the experience."

Trechos retirados de "Mark Cuban Does the Unthinkable on 'Shark Tank'"
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... e as experiências

Depois de "É a experiência, estúpido!" e de "A economia de experiências a crescer no Algarve", ia escrever no título "O turismo e as experiências". Depois, recuei... não é só o turismo, é tudo. A experiência é o produto!
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A propósito de "Gamification in tourism: Designing memorable experiences (a book review)".

"the reasons why people play games, engage in tourism and why a tourism experience is memorable are similar, mainly: experiencing positive emotions, being highly engaged with an activity, deepening and expanding relationships, finding meaning and experiencing accomplishment. The most successful games and tourism experiences manage to accomplish all of these elements."

É a experiência, estúpido!

Mais um sintoma a juntar à lista que este blogue vai compilando ao longo dos anos acerca da economia baseada em experiências, "Stores Suffer From a Shift of Behavior in Buyers":

"Some retailers are struggling as shoppers prioritize experiences over goods.
...
As Americans spend more money on doing things, not buying things, department stores are losing out.
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Analysts say a wider shift is afoot in the mind of the American consumer, spurred by the popularity of a growing body of scientific studies that appear to show that experiences, not objects, bring the most happiness. The Internet is bursting with the “Buy Experiences, Not Things” type of stories that could give retailing executives nightmares.
...
“It’s becoming more and more about the experience — whether it’s going to a festival or sharing a car ride or going to a new city,”
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“The ‘pile it high and watch it fly’ mentality at department stores no longer works.”[Moi ici: Gente que trata os clientes como krill, como plancton]
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“And if they don’t see anything in stores they fancy, they’ll seek out experiences,” he said. “It’s experience versus the mundane.”"

Recordar:

• A economia de experiências a crescer no Algarve (Agosto de 2015)
•  Stuff vs experiences (Maio de 2015) 
• "uma oportunidade tremenda de se diferenciar" (parte IV) (Maio de 2015)
• "experiences bring people more happiness than do possessions" (Outubro de 2014)

A economia de experiências a crescer no Algarve

O turismo tem de ultrapassar a fase do serviço e passar para o nível seguinte, o da experiência, para fugir à constante força da comoditização.
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Contente por ver que há quem esteja atento e actuar nesse sentido "Oferta de experiências dispara no Algarve". Interessante este pormaior:

"Para “o passeio ser mais rico”, os marinheiros são biólogos contratados na Universidade do Algarve."

Acerca da "economia de experiências":

"Temos perceção de que há mercado para isso”, salienta Carla Vaz. “O Algarve começa a posicionar-se bem nas ofertas alternativas à praia. Os turistas gostam de destinos polivalentes e procuram cada vez mais experiências que permitam contacto com a natureza”.
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Ver golfinhos está longe de ser a única ‘experiência’ em franco crescimento no Algarve, onde estão a explodir ofertas desde passeios nas grutas com barbecue na praia, barcos com DJ para ver o pôr do sol ou caminhadas para observação de aves guiadas por biólogos.
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das 521 empresas de animação turística que abriram na região nos últimos anos, 118 são reconhecidas para turismo de natureza e a tendência aqui é de expansão.
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“Isto não é turismo de massas e é mais caro. Temos pessoas que pagam €250 por um dia de observação de aves, é quase o preço por uma semana inteira num empreendimento. Há também uma agência inglesa que traz grupos ao Algarve para ver orquídeas selvagens”, exemplifica. “E a fotografia já é aqui um nicho interessante, há quem faça viagens só para ver e fotografar aves, borboletas ou libelinhas”."

Ou seja, potencial para aplicar o modelo de negócio transmontano a mais regiões do país.

Lembram-se dos hotéis de 5 estrelas que no Algarve tentavam aliciar clientes pagando-lhes as portagens? Percebem agora porque me causavam vergonha alheia?

Recordar:

• "uma oportunidade tremenda de se diferenciar" (parte IV) (Maio de 2015)
• Acerca de sectores estáveis e demasiado homogéneos na oferta (parte VII) (Maio de 2015)
• O essencial é co-criar à medida de cada um, a sua experiência (Maio de 2014)
• O consumo "experiencial" a crescer (Outubro de 2012)
• As experiências estão em todo o lado (Setembro de 2011)
• Encenar experiências (Dezembro de 2006)

Stuff vs experiences (parte III)

Parte I e parte II.

"people are shifting from a materialistic mindset to an “experientialist” one.
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Businesses need to make money to prosper, but they don't necessarily need to sell physical stuff. They need to have sustaining business models that result in profit. The message of Stuffocation isn't anti-consumerism, anti-capitalism or even anti-business. The message of Stuffocation, for businesses, is that the best place to connect with consumers and be sustainable in the long term is to evolve away from business plans based on materialism, and toward strategies based on experientialism. So instead of trying to sell as much material stuff as possible — which will exacerbate all the problems that come with Stuffocation, like damaging the planet, creating clutter in people's homes, causing anxiety and stress — smart businesses will dematerialize their offer, reduce their negative footprint, and focus on selling the best experiences they can.
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People are shifting their allegiance from material to experiences – from having things to doing things."

Trechos retirados de "James Wallman Interview: Experiencing Stuffocation"

Stuff vs experiences (parte II)

Parte I.

"As organizations move from push, fairly generic and commodized marketing and general, passive customer awareness to customer-centricity and understanding/ leveraging of customer needs and expectations, we have progressed from functional value delivery to emotion-based relationships and optimized, personalized experience.
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Today, emotions and personalization have everything to do with optimizing, or crippling, the customer experience. Emotions and personalization can drive bonded customer behaviour; and they also have the power to create rejection and anger."

Trechos retirados de "Strategic Customer Brand-bonding: Building Personalized Value and Loyal Behaviour through Obsessive Focus, Discipline, and Innovative and Engaging Communication", de Michael Lowenstein, publicado por Journal of Creating Value 1(1) 108 –118.

"We comment on Gilovich and colleagues' program of research on happiness resulting from experiential versus material purchases, and  critique these authors' interpretation that people derive more happiness  from experiences than from material possessions. Unlike goods, experiences cannot be purchased, and possessions versus experiences do not seem to form the endpoints of the same continuum. As an alternative, we present a consumer-experience model that views materialism and experientialism as two separate dimensions whose effects on consumer happiness, both in the form of pleasure and in the form of meaning, depend on the type of brand experiences evoked. Thus, a good life in a consumerist society means integrating material and experiential consumptions rather than shifting spending from material to experiential purchases."

Trechos retirados de "From experiential psychology to consumer experience" de Bernd Schmitt, J. Joško Brakus e Lia Zarantonello, publicado por Journal of Consumer Psychology 25, 1 (2015) 166–171

Stuff vs experiences

Cada vez aparecem mais sintomas nos media que sustentam esta afirmação:

"[Even the Chinese are] tilting a bit from having to being"

Eis outro exemplo:

"Americans are, in fact, getting out their wallets—but they’re not spending it with traditional retailers. “We’re seeing people consistently spending. We just don’t want stuff,” says Sarah Quinlan of MasterCard Advisors. “We are spending on experiences. And it doesn't matter what your income level is, you have to feel you’re getting a value for the experience you're purchasing.”"

Alguns números:

"Here are several things Americans are spending plenty of money on:
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Air travel. Enplanements, a statistic that tracks passenger boarding, were up 2.8% during the first two months of the year (the latest available data), according to the Department of Transportation. Quinlan says summer bookings look even better. Plus, growth is coming from consumers, not business travelers.
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Hotels. Occupancy rates were up 3.1% in the first quarter, year over year,
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Restaurants. Sales at food service and drinking places were up 9% during the first 4 months of 2015
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Jewelry. Mastercard’s (MA) data show jewelry sales rose for 25-straight months before dipping slightly in April. The average purchase costs a whopping $2,400.
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Smartphones. Everybody will have one eventually, with sales up 28% so far in 2015,
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And here’s where consumer spending has been surprisingly weak:
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Department stores. Year-over-year sales are down 1.9% for the first four months of 2015,
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Electronics (other than smartphones). Sales at stores that sell computers, software, cameras, TVs and appliances are down 1% so far in 2015, according to Census.
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Teen clothing."

Agora, imaginem dizer isto por cá às empresas que estão na mesma situação e que continuam a criticar a troika. É tão bom ter um culpado externo como bode expiatório e nos ilibar de ter de fazer algo...

"For struggling merchants, the problem isn’t shell-shocked consumers afraid to pull out their wallets. It’s outdated business models tuned to the spending habits of the past. Consumers seem unlikely to abandon their new habits, which means business need to change theirs."

Trechos retirados de "Here’s what Americans are really spending money on"


E, desconfio que isto "From pants to panettone" está relacionado.

A boa velha batota

Num país populoso como a China, os números são de um outro campeonato:

"“It’s dying,” says Wang, shaking his head as he looks out at abandoned stores and torn promotional posters in what was once the busiest market in the Zhongguancun district, known as China’s silicon valley. “There are more sales staff than customers around here. Everyone buys online now.”
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The online revolution promises to boost productivity and could create 46 million new jobs in China by 2025, many of them higher-skilled, according to a report by New York-based McKinsey & Co. in July. The losers will be as many as 31 million traditional roles, the equivalent of the entire employed population in Britain."

Altura para?
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Repensar a experiência de loja... a boa velha batota!!!
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Trechos retirados de "Chinese Retailers Play Poker in Empty Malls as Shoppers Go Online"

"experiences bring people more happiness than do possessions"

"happiness is in the content of moment-to-moment experiences. Nothing material is intrinsically valuable, except in whatever promise of happiness it carries.
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Over the past decade, an abundance of psychology research has shown that experiences bring people more happiness than do possessions.
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spending money on experiences "provide[s] more enduring happiness."
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Essentially, when you can't live in a moment, they say, it's best to live in anticipation of an experience. Experiential purchases like trips, concerts, movies, et cetera, tend to trump material purchases because the utility of buying anything really starts accruing before you buy it.
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Waiting for an experience apparently elicits more happiness and excitement than waiting for a material good (and more "pleasantness" too—an eerie metric). By contrast, waiting for a possession is more likely fraught with impatience than anticipation."

Relacionei logo isto com a "Curiosidade do dia" de ontem:

"até que ponto isto vai no sentido de tornar a compra de alguns bens como a compra de uma experiência?"

Como ontem contava numa empresa, "passou por mim um carro com a identificação da empresa e o logo "Pavimentos"... como conheço algo da empresa, tive pena. Podiam vender muito mais do que pavimentos. Pavimentos são uma coisa, mais importante são as experiências que esses pavimentos podem ajudar as pessoas a sentir.


Trecho retirado de "Buy Experiences, Not Things"

Para reflexão

Reparem na aposta.
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Uma marca que vende máquinas fotográficas... "máquinas fotográficas?" perguntarão alguns, agora que os telemóveis e smartphones tratam disso:

"Selling a $27,000 camera is no snap—especially when that hefty price doesn’t even include the lens. For Leica Camera, the challenge is compounded by the fact that it has lost more than a third of its U.S. dealers, who have fallen victim to competition from the likes of Best Buy (BBY) and Costco Wholesale (COST)."

Máquinas fotográficas topo de gama ...
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A marca perdeu mais de um terço do canal de distribuição para as Wortens e Rádio Populares lá do sítio... preço, preço, preço (BTW, agora são essas lojas a sofrer a concorrência do online... preço, preço, preço). Pergunta sacramental, uma marca de máquinas fotográficas fabricadas na Alemanha tem ADN para competir pelo preço?
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Não!
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OK! Então, vamos fugir desse campeonato! Vamos para o outro extremo:

"So at a time when an increasing number of brands are bolstering their ability to sell online, the German camera maker is rolling out its own stores to woo serious photography buffs."

A concentração não é no preço, é no valor:

"Leica’s first U.S. outlet opened in Washington, D.C., last month, and the company is rolling out two more stores in Miami and New York this summer. By March 2016, Leica says its current roster of 37 stores will have grown to 200 worldwide. They’ll stock a range of models from the entry-level $700 V-Lux 40 point-and-shoot camera to the top-of-the-line $27,000 S2." 

Há garantias de sucesso? Não...

"“It is a high-risk strategy,” says Walter Loeb, president of retail consulting firm Loeb Associates. “Leica needs to establish itself more directly in the U.S., but it’s a small market for high-priced cameras, and it’s highly competitive.”
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Leica is opening stores at a time when U.S. consumers are buying fewer cameras, given the quality and convenience of taking photos with smartphones such as Apple (AAPL)’s iPhone."

Só que a Leica não se dirige ao "U.S. consumer"

"Leica’s new stores are luxurious and minimalist, like its cameras. The outlets feature black leather furniture from Germany and gray tiles from Italy. The sole color accent: the red featured in the Leica logo. Stores include a retail space, a studio area to demonstrate products, and a gallery—to exhibit photographs shot with Leica cameras—that can be converted into a lecture room for the company’s Leica Akademie photography courses."

Esta descrição da distribuição do espaço nas lojas é interessante e, deveria chamar a atenção dos lojistas que se sentem ameaçados pelo online... um espaço para a interacção, para a aprendizagem, para a partilha...

 “We stand for a certain image of quality, and this is something we wanted to show in this environment,” says Schopf, who wouldn’t say how much Leica is spending on the stores. “We are showing a dedication to the quality of photography.”"

...

"The bottom line: Mimicking luxury clothing designers, pricey camera maker Leica will open 160 of its own stores by 2016 to sell the allure of photography."

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Trecho retirado de "Why Leica Is Opening So Many Stores"

Vender experiências

Curso ensina a lutar contra zombies!
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A primeira reacção foi: OMG!!!
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Depois, reflectir um pouco e pensar na experiência pessoal que esta gente viveu. Se calhar mais intensa que a de quem vai a um estádio para ver a bola, ou mais intensa do que ir ao teatro e assistir sentado a uma peça...
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Por que não fazer parte da peça? Por que não improvisar e criar um enredo à medida que o tempo passa?
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Teatro de vanguarda? Substituir parte dos actores por público?
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Um negócio de futuro: a venda de experiências.