购物中心体验营销模式研究文献综述

体验营销在现代百货商场中的应用研究一、本文概述随着市场竞争的日益激烈，传统的百货商场营销方式已经难以满足消费者日益多样化的需求。

因此，体验营销作为一种新兴的营销方式，逐渐在现代百货商场中得到了广泛的应用。

本文旨在探讨体验营销在现代百货商场中的应用及其效果，以期为企业提供有益的启示和参考。

本文首先将对体验营销的相关概念进行界定，并阐述其在现代百货商场中的重要性。

接着，通过对现代百货商场中体验营销的应用案例进行深入分析，探讨其具体应用方式、实施策略以及可能存在的问题。

在此基础上，本文还将对体验营销在现代百货商场中的效果进行评估，包括其对消费者行为、品牌形象、销售业绩等方面的影响。

本文将对体验营销在现代百货商场中的未来发展趋势进行展望，并提出相应的建议，以期为企业更好地应用体验营销提供参考和借鉴。

通过本文的研究，我们希望能够为现代百货商场的营销策略创新提供一些有益的启示和思路。

二、体验营销理论基础体验营销，作为一种新型的营销方式，其核心在于通过为消费者创造独特的、有价值的购物体验，从而增强品牌与消费者之间的联系，提升消费者的满意度和忠诚度。

体验营销的理论基础主要源自消费者行为学、心理学、营销学等多个学科，它强调消费者的主动参与和感官、情感、思考、行动、关联等多方面的体验。

在消费者行为学方面，体验营销注重研究消费者的购物决策过程，包括需求识别、信息收集、方案评估、购买决策和购后行为等。

通过深入了解消费者的购物心理和行为习惯，商场可以更有针对性地设计体验活动，满足消费者的个性化需求。

心理学在体验营销中扮演着重要角色，它关注消费者的情感反应和心理体验。

商场通过创造愉悦的购物环境、提供贴心的服务、举办有趣的互动活动等，可以激发消费者的积极情绪，增强其对商场和品牌的情感认同。

营销学则为体验营销提供了策略和实施方法。

商场需要综合运用产品、价格、促销、渠道等营销手段，将体验理念贯穿于整个营销过程。

通过精准的市场定位、差异化的产品策略、创新的促销方式等，商场可以打造独特的购物体验，吸引并留住消费者。

题目：体验营销在**企业的应用探析一、前言部分2001年12月12日，在中央电视台《对话》节目的现场，曾经预测了“第三次浪潮”即将到来的托夫勒预言：服务经济的下一步是走向体验经济，人们会创造越来越多的跟体验有关的经济活动，商家将靠提供体验服务取胜。

一时间，体验经济充斥大小企业，无论是新兴领域还是传统产业的企业都将目光聚焦在体验经济，体验营销之中。

随着中国三十年改革开放的迅速发展，中国的市场经济逐步趋向完善，市场经济竞争日益激烈，在消费者需求多样化和个性化与企业主导、无特色的单一营销手段的矛盾日益升级，从而促使营销观念的变革，体验营销观念应运而生并且得到迅速发展。

（一）体验营销概念1．体验的含义派恩二世与吉尔摩将体验定义为：企业以服务为舞台，以商品为道具，围绕着消费者创造出值得回忆的活动。

同时认为只有当企业为消费者和企业在一起的时间收费是，企业才算进入了体验。

他们对体验的定义是从实现体验的手段方面入手，指出通过什么媒介来创造消费者值得回忆的事件。

企业及品牌信誉学的专家伯恩德·H·施密特将体验定义为：所谓体验就是人们响应某些刺激（例如，是由企业营销活动为消费者在其购买前与购买后所提供的一些刺激）的个别事件。

体验通常是由于对事件的直接观察或是参与造成的，不论事件是真实或是虚拟。

体验会涉及到顾客的感官、情感、情绪等感性因素，也会包括知识、智力、思考等理性因素，同时也可因身体的一些活动而引发。

2．体验营销的含义“我们正在从满足物质需要的制度迅速过渡到创造一种与满足心理需求相联系的经济”著名美国未来学家阿尔文·托夫勒在其著作《未来的冲击》中这样预言。

他又将体验营销成为“后服务业时代”的营销方式。

体验经济以服务为重心，以商品为工具，为消费者创造出值得回忆的感受。

体验经济下的营销策略师以客户需求和体验为导向经营的方式。

因此，施密特认为，体验经济下的体验营销是指经营者站在消费者的角度去体验消费者的购买理念、购买程序、购买心理和购买的原动力，也就是要在消费者的感官、情感、思考、行动和联想五个角度重新定义、设计营销策略的一种思考方式。

文献综述宁波银泰百货公司市场营销策略研究1国内外文献综述市场营销的确是一个很值得探讨的问题，它不仅能确定客户和消费者的需求，对该公司的产品和服务有明确的市场定位，持续不懈的推广该公司产品，使广大客户和消费者不但知道本公司的产品和服务的存在，还知道它的特点和特色，确保该公司销售渠道的畅通无阻。

下面众多学者都提出了自己的看法，其中具有代表性的观点主要有:卢业苗（2004）认为成功营销的前提是理念，关键靠策划，基础是人才。

营销人要营销忠诚以赢得客户对品牌的忠诚；赢得目标站，要靠忠诚服务，夺取最高目标。

马勇（2006）认为新的营销手段是以最快的速度和最低的成本向顾客提供最高的价值，即“更快捷，更廉价，更优质”。

邱庆剑、黄雪丽（2004）指出市场细分法适用于企业的整体战略，它要求企业成立之前，必须给自己一个定位：你的企业应该经营什么业务，这些业务的顾客对象是哪些。

市场细分法为企业找到市场的坐标点。

叶小娟（2009）在《基于消费者需求的体验营销战略探析》一文中指出体验营销是指以满足消费者的个性需求为出发点，以向消费者提供有价值、有意义的体验为主旨，通过使消费者在心理和情感上得到满足而达到吸引、保留顾客，进而达到获取利润的目的。

由此可见，体验营销是一种人性化的现代营销模式，它进一步满足了人们的更高层次的需求变化，是体验经济时代营销战略的理性选择。

万丽丽（2010）在《广州百货业营销策略研究》一书中认为百货公司的经营与行销策略最强调“顾客”观念,所谓利润与营业额都是来自顾客的购买,在一个百货企业中,每一个工作人员及主管都在做服务顾客的工作,共同争取顾客,满足顾客,皆以“顾客至上”的服务精神来服务顾客。

朱媛玲（2010）认为顾客是企业生存发展的基础,赢得顾客信任,产生重购行为成为企业成功营销的关键，并提出了以信任为基础培养顾客关系的关系营销策略。

康勇（2010）认为连锁经营是一种创新的商业模式,许多企业都应将连锁经营确定为未来发展的方向，它对改变我国传统的商业经营方式和组织形式,调整商业结构,提高商业组织化程度,增强企业的竞争能力,促进生产发展,改善流通结构,进一步提高流通产业的组织化程度和现代化水平具有十分重要的意义。

体验营销文献综述摘要：体验经济是近年来兴起的一种新的经济发展浪潮.体验式营销作为一种新型的营销理论和营销模式，伴随着体验经济的产生而产生.体验营销理论自引入我国以后，在企业营销实践中发挥了重要作用，取得了一定成绩.本文从体验营销的概念和特征入手，简要分析当前体验营销在中国实际应用中存在的主要问题，并就中国企业如何正确发展体验营销进行粗浅地探讨.关键词：体验营销问题策略正文：当人类社会发展到21世纪之后, 体验经济开始慢慢显露出来。

它的到来实际上是商品经济和服务经济相结合的产物, 是两种经济形态的有机融合。

此时, 作为主要经济提供物的服务, “像它前面的货品一样越来越商品化, 比如只有价格的长途电话服务, 体验逐渐成为所谓的经济价值进程中的下一步”( PineⅡ&Gilmore, 2000) 。

随着经济提供物的改变, 营销模式也发生了根本性的变化。

因此, 体验营销理所当然地登上历史的舞台。

哥伦比亚大学商学院教授施密特在他的《体验式营销》中这样写道, “那是一种为体验所驱动的营销模式, 很快将取代传统的营销和经营方法”( Schmitt, 2001) 。

一：体验营销的概念、产生原因及特点余世仁在《体验营销的特点与策略》中说：“体验营销是指企业根据消费者情感需求的特点, 结合产品和服务的属性( 卖点) , 策划有特定氛围的营销活动, 让消费者参与并获得美好而深刻的体验, 满足其情感需求, 从而扩大产品和服务销售的一种新型营销活动。

”体验营销的实质是文化营销。

体验营销是人们由物质及生理需求向精神文化需求发展的产物。

随着社会经济的发展和消费水平的提高, 消费者在物质及生理需求得到满足的基础上, 越来越追求精神文化的满足。

他们在作出购买决策时,不仅要考虑产品和服务带来的功能上的利益, 更加重视购买和消费过程中获得的符合自己的情感需求和情趣偏好的特别感受, 即体验[2]。

因此消费者在选择商品时, 看重的是商品的文化内涵和风格属性, 以表现自己的个性风格和文化品位。

体验式营销文献研究综述作者：李盼盼韩璐张岩来源：《商》2014年第50期摘要：本文对国内外关于体验式营销的文献进行梳理，从心理学、消费者行为学以及市场营销学三个学科角度分析整理文出现有研究可能存在的问题以及体验式营销可能的发展方向。

关键词：体验经济；体验式营销；心理学一、体验经济体验经济作为更高层次的服务经济，以服务为主，结合服务和商品，创造出新的体验，企业通过创造个性化生活及商业体验获得利润的。

[1]1998年，《哈佛商业评论》刊登了B.Joseph.pineⅡ和James.H.Gilmore的文章《Experience Economy》，他们认为“体验事实上是当一个人达到情绪、体力、智力甚至是精神的某特定水平时，他意识中所产生的美好感觉。

”[2]一时间，消费体验与体验经济得到了社会的广泛响应，特别是联想、惠普、微软等国内外大企业都关注体验概念，相继提出要实行客户体验，微软公司自称设计最佳、性能最可靠的新一代操作系统Windows XP的“XP”来自“Experience”，即“体验”。

二、体验式营销的内涵体验经济的到来赋予了营销全新的发展方向和营销范式：体验式营销。

体验式营销是融合了心理学、消费者行为学、营销学等不同学科的相关内容而形成的一个综合的营销方式。

诸多学科的学者都从自身学科背景出发对体验式营销开展了各具特色的研究。

下面本文对学者的研究分别从心理学、消费者行为学和营销学三个不同学科研究视角进行评介。

（一）心理学视角下的体验式营销的概念关于体验式营销，国外学者研究比较早。

Bernd·H·Schmidt是第一个提出体验营销概念的学者，他在《体验式营销》一书中对“体验营销”进行了界定。

在他写的《Experiential Marketing》一书中认为“体验是对某些刺激（如市场营销措施）产生的内在反应”，体验式营销要求企业必须从消费者的感官（Sense）、情感（Feel）、思考（Think）、行动（Act）、关联（Relate）五个方面重新定义、设计营销策略。

顾客体验管理提升策略研究文献综述目录顾客体验管理提升策略研究文献综述 (1)1 客户体验管理综述 (1)（1）体验经济 (1)（2）客户体验管理 (1)（3）文化产业中的客户体验管理 (1)2 顾客满意度综述 (2)（1）影响顾客满意度的因素 (2)（2）文化产业中的顾客满意度 (2)3 顾客满意度与客户体验管理 (3)参考文献 (3)1 客户体验管理综述（1）体验经济未来学家阿尔文·托夫勒在1970年，于其《未来的冲击》一书中提出，体验经济将成为继服务业务发展之后未来经济发展的支柱。

到1988年，美国商人约瑟夫·派恩和詹姆斯·吉尔摩共同发表了《体验经济》,表明体验经济已经到来。

2002年，央视调查咨询中心介绍了中国消费市场的十大趋势，“全面体验消费模式”就是其中之一。

2006年，郭红丽根据已有研究，在经济管理范畴内，把对体验经济的理解归纳为：从供给角度来讲，体验经济要求企业展示的体验产品具有吸引力且使人信服，并且有独特的体验环境；从需求角度来讲，体验经济下消费者的美好体验可能依附于企业的产品与服务，也可能作为纯粹的业务（旅游业、娱乐业等）独立存在（郭红丽，2006）。

（2）客户体验管理美国学者伯恩德.H.施密特（2003）在其《客户体验管理》一书中将客户体验管理定义为“战略性地管理客户对产品或公司全面体验的过程”。

郭红丽在研究客户体验管理时,对于客户关系管理概念初始时企业仅关注关系中行为层面而忽视客户体验感受的问题进行了完善，重点关注了企业与客户之间的个性化情感交互的管理,同时充实了关于客户满意的研究（郭红丽，2006）。

在客户体验管理过程中，客户体验旅程通常被定义为“服务周期各个阶段的持续客户体验”（Folstad, Asbjorn等，2018）,这段旅程被诸多学者者划分为“体验前、体验中和体验后”三个阶段，安东·希伯特在此基础上分析了平稳模型和粘性模型对客户体验管理不同阶段的作用，为客户体验管理注入了新的发展力量（Anton，Ahir等，2020）。

4C视角下商场营销现状及策略分析文献综述文献综述4C视角下商场营销现状及策略分析1 国外研究现状1.1 理解消费者购买行为任何长期的销售行为都必须把自己的利益与消费者的利益结合起来,这样才能建立长期的合作关系。

而购买者也并非是最终的产品使用者,所以我们需要站在消费者的角度上考虑产品可以带给我们什么,有什么吸引我们的地方,然后改进产品和销售技巧。

英国的马克姆?麦当娜和马丁?克里斯托弗于2008年写了一本名为《市场营销学》的书,里面写道实现对市场营销组合的成功管理,并与消费者建立长期互利的关系,就必须理解消费者购买行为,因为,市场是由消费者构成的。

为了在恰当的时间向恰当的消费者提供恰当的产品,产品和服务的供应者需要了解消费者的偏好、态度、动机和购买习惯,他们需要意识到,消费者的每一项购买决策都是一向选择决策,它涉及诸多决策影响因素。

对于人类来说,人们是在综合地运用建立在事实与经验的基础之上的理性判断和决定他们对事物好恶的主观感觉的基础上做出选择的。

消费者并非总是购买者。

我们将消费者定义为产品或服务的最终使用者。

1.2 企业成长的关键在于商品的开发不论是商品的创新还是商品的改良,都属于商品开发,商品的开发是企业得以维持稳定增长的最基本的手段。

由日本的浅田和实在2008年写的《产品策划营销》中提到在营销策略理论中,通常所采用的方法是通过开发和引进区别于其他企业的商品,从而扩大市场份额;或者将同类的生产成本进行缩减,把节省出来的资金投入到广告和促销活动中从而实现市场份额的增长。

1.3 4C代替4P营销理论由罗伯特?劳特朋在1990年写的《4P退休4C登场》中写到提出了以顾客为中心的一个新的营销模式??著名的4C理论,即顾客Consumer、成本Cost、方便Convenience、沟通Communication。

与传统的4P理论相比,4C理论不再以产品为重心,更注重顾客,更注重如何同顾客沟通。

4C理论是新经济时期的产物,它的出现,标志着4P时代的终结,整合时代的到来。

新零售企业营销策略研究国内外文献综述（一）国外文献综述国外学者皮拉·金认为互动数字技术的状态正在迅速发展，并极大地改变了客户的购物方式。

这一趋势加剧了对研究时尚零售中采用的最新交互式数字技术工具的需求。

作为回应，她的目的是研究时尚零售商在在线和离线零售形式中采用新的交互式数字技术，包括新的混合环境，以及其在提供新的体验质量方面的结果，这些质量有助于与客户互动。

她首先回顾文献，然后提出研究问题。

接下来是对这些命题的探索性证实，这些命题来自案例研究的结果，这些案例研究研究了六家领先的时尚零售商实施的新互动数字技术。

在实体到点击，点击到实体零售中实施的各种数字技术工具为客户提供了各种体验品质，使他们能够共同创造产品，参与情感驱动的耸人听闻和个性化的购物体验以及虚拟无缝购物，所有这些都源于为提高客户参与度而实施的交互式数字技术。

原创性/价值这项研究考察了互动数字技术在上述时尚零售环境中的实施情况。

本文通过采用以客户为中心的视角并评估技术为顾客在购物中的互动质量提供的优势做出了原创性贡献，这与传统的以公司为中心的视角不同，后者将技术视为创新零售商运营的一种方式。

国外企业家伊恩·芒特讲述了乔希·科恩从一个垂死的家庭坚果店如何演变成一个蓬勃发展的网络零销商的历程以及发展过程中遇到的问题和处理方式。

朱国安的文献认为在数字营销模式的背景下，传统零售行业遭遇前所未有的冲击，传统营销的竞争优势正在消失。

因此，他在数字营销模式的基础上，对零售精准营销策略进行了全面探索和分析。

首先简要分析了中国零售业发展过程中的困境，详细规划了零售行业精准营销的实施措施，最后从营销中的客户细分、市场篮定位和针对性客户营销三个方面，通过实际的精准营销应用，分析了数字营销模式下的零售精准营销策略。

贝克·诺伯特和大卫·瑞格尔认为商业专家热情地预测了一个无缝的零售世界，客户可以随时随地跨渠道购物。

本份文档包含：关于该选题的外文文献、文献综述一、外文文献文献信息标题: Interdependence between experience marketing and business strategy作者: Gupta, Seemas期刊名称: Journal of Indian Business Research2015年；第4卷；第3期；页码：170-193Interdependence between experience marketing and business strategy IntroductionScholars emphasize the importance of overcoming narrow functional approach in investigating business problems and advocate cross level research ([19] Deshpande, 1999; [67] Varadarajan et al. , 2001). Business operates at multiple levels-business strategy and functional. While business strategy specifies how business will compete in the marketplace ([67] Varadarajan et al. , 2001), marketing refers to the marketing activities and decisions related to generating and sustaining competitive advantage for the business ([17] Dayet al. , 1990). The interdependencies among the various levels of functioning in an organization remain relatively unexplored ([67] Varadarajan et al. , 2001). Yet as the Starbucks example discussed next suggests marketing strategy pursued by business is influenced by its business strategy. Starbucks business proposition was based on the need most people have for a physical place set apart from home and work, a third place where a person can interact with others. This influenced its marketing such that it encouraged consumers to spend more time in the café instead of focusing on turning the tables.There has been a progression of economic value from product through service to experience. The strategy dimensions relevant for experience marketing are likely to be different from those relevant for product or service marketing. While for product marketing the roots of strategy are in technology up gradation, manufacturing capabilities, new product development and economies of scale, the service organizations are characterized by vision and purpose, customer satisfaction and employee engagement. The dimensions of strategy relevant for experience marketing remain unexplored despite numerous examples of organizations moving up the value chain from product through service to experience. The extant literature on experience takes a functional approach engaging with issues like defining an experience brand and recommending strategies for creating a unique customer experience. The extant literature deals with the psychological process involved in consuming an experience. However, it does not engage adequately with the business strategy variables like competitive advantage, vision and customer orientation. There is no literature that identifies the strategic capabilities companies need to be imbued with to successfully market experiences. For instance, which of the three variables is more important for experience marketing-customer intimacy, product leadership or operational efficiency?This paper bridges this gap in literature by examining interrelatedness between business strategy and experience marketing. I engage with humanistic inquiry of an in depth case study. In humanistic inquiry the researcher understanding arises from direct personal experience and immersion ([29] Hirschman, 1986). "The aim of humanistic inquiry should be the development of an idiographic body of knowledge consisting of tentative statements about a particular phenomenon" ([29] Hirschman, 1986). The intended contribution of this article is also the focus it brings on research on cross-level dependencies between business strategy and experience marketing by outlining a detailed agenda for future research. I find the six dimensions of business strategy - unique company capabilities, barriers to imitation, customer orientation, employee empowerment, visionary leadership and internal marketing to be interrelated with experience marketing. In the following sections I discuss related literature, research methodology, the case narrative, the strategic propositions derived from the case, the agenda for future research, implications and limitations.Review of literatureExperience marketing has attracted attention from both practitioners and academicians.I am tracing some key definitions and conceptualization of the term as evinced in the literature to set the stage for the paper. [31] Holbrook and Hirschman (1982) postulated experiential perspective as an alternative to the hegemonic information processing view to understanding consumer behavior. They conceptualized consumption experience as a phenomenon directed towards the pursuit of fantasy, feelings and fun representing the cognitive, affect and behavioral dimensions, respectively. [51] Pine and Gilmore (1998, p. 98) suggested that 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". [57], [58] Schmitt (1999, 2003) and [7] Brakus et al. (2009) conceptualized experience as consisting of five dimensions of sense (sensory), feel (affective), think (intellectual), act (behavioral) and relate (relational). Sensory experiences enable customers to satisfy their need for estheticism; feel experiences refer to customers' perceptions of fun and pleasure; think experiences refer to consumers' attempts at broadening knowledge; act experiences reflect customers' personal ties with the brand and the company; and relate experiences involve interrelationships among customers. The crux of experiential marketing paradigm lies in extending the concern of marketers beyond the realm of customer satisfaction to attaching the customers experientially to product or service ([7] Brakus et al. , 2009). [30] Hoch (2002) described experience as engaging, non partisan, pseudo diagnostic, endogenous, and ambiguous and hence seductive. A battery of researchers conceptualized experience as a service dominant logic, a paradigm shift from product centric view of creating value ([68] Vargo and Lusch, 2004; [54] Prahalad and Ramaswamy, 2004). For the purposes of this paper experience is defined as:[...] phenomenological in that it deals directly with events or phenomena as the consumer experiences them rather than focusing on anatomical structures, the neuro chemical processes or the unconscious motives that endow experiences with salience ([52] Poulsson and Kale, 2004, p. 271).Phenomenology assumes that a mental event can be best understood if we look at it directly as it was experienced rather than through the specialized optics of a particular discipline ([15] Csikszentmihalyi, 1990, p. 26).Experience marketing literature has many cross currents but few broad themes nevertheless emerge. One stream is rooted in consumer behavior and perceives cognitive, sensory and novel stimulation as motives behind experience ([31] Holbrook and Hirschman, 1982; [28] Hirschman, 1984). It further believes that emotions play a fundamental role in consumption experience ([56] Richins, 1997) and classifies experiences into four types - sensory, social, emotional and intellectual. This stream considers consumer interaction at the heart of experience and examines the whole consumption experience from pre purchase through to disposal ([31] Holbrook and Hirschman, 1982). It highlights that consumption experiences are shared rather than individual in nature ([64] Tynan and McKechnie, 2009); provide utilitarian value apart from hedonistic value and involve both nostalgia as well as imagination ([32] Holbrook and Schindler, 2003). It explored experiential themes of self renewal and harmony with nature as central to evaluation of extraordinary hedonic experiences. One segment of this stream pertains to application of experience marketing in specific contexts and industries like retailing ([69] Verhoef et al. , 2009); arts ([37] Joy and Sherry Jr, 2003); tourism ([42] Leighton, 2007); leisure ([2] Arnould and Price, 1993); fashion ([62] Thompson and Haytko, 1997); and hospitality ([24] Gilmore and Pine, 2002). It explored the cultural meanings, motives, themes, and conceptual realms in specific experience contexts and broadly found them to be valid. This literature appropriates cultural meanings in different contexts like fashion, retail and arts and finds that combination of entertainment, therapeutic and spiritual growth are at the frontier of retail experience.Second stream consists of step by step guides to creating and marketing experiences. It has its origins in the challenges that practitioners face in differentiating goods and services ([8] Carbone and Haeckel, 1994) and the recognition of importance of experiences in developing customer advocacy ([1] Allen et al. , 2005). This stream driven by practitioner and consulting gurus is rich in examples and offers guidelines for customer experience management like identify themes to create consistent impressions; tangibilise experience with memorabilia; engage all five senses; create a memorable event ([51] Pine and Gilmore, 1998; [58] Schmitt, 2003) be personally relevant, offer an element of surprise, engender learning, engage the customer ([52] Poulsson and Kale, 2004); and orchestrate all the clues that people detect in the buying process ([5] Berry et al. , 2002). Four conceptual realms of experience marketing-entertain, educate, escape and estheticism were proposed and emphasis was laid on creating memorable encounters not by improving functionality but by layering an enjoyable experience atop the existing service.The third stream is rooted in branding and communication literature and advocates narrative advertising for communicating experiences as narrative thought is a predominant cognitive mode of comprehension used by consumers to interpret experiences ([47] Padgett and Allen, 1997; [14] Crosby and Lunde, 2008). It postulates that experience brands send more emotional and complex messages asconsumers do not process experience at rational and conscious level. [57] Schmitt (1999) conceptualized experience as consisting of five dimensions - senses, feel, think, act and relate. Sensory experiences enable customers to satisfy their need for estheticism; feel experiences refer to customers perceptions of fun and pleasure; think refers to attempts at broadening knowledge; act reflects personal tie with the company and relate involves social networks and interrelationships among customers which then produces feeling of belongingness to society. Based on this work [7] Brakus et al. (2009) further conceptualized brand experience as consisting of four dimensions of sensory, affective, intellectual and behavioral and constructed a scale to measure them.The extant literature deals with experiences from a consumer and brand perspective and is thus restricted to functional domain of marketing. Just like successful marketing of product requires organizational capabilities, functional skills and strategy distinctly different from that of marketing of services, experiences would also have unique strategic imperatives for organizations. Not only is the strategic perspective of experience marketing scant, but empirical research is also limited ([64] Tynan and McKechnie, 2009). The failure of the few scholars who have illustrated approaches by firms in creating customer experiences ([1] Allen et al. , 2005) to paint the full picture for reasons of commercial sensitivity leads to only a partial understanding in this area ([64] Tynan and McKechnie, 2009). The present study aims to bridge this gap in the literature by arriving at the strategic propositions of experience marketing by using a holistic in depth investigation of a case study which is a multifaceted examination of a situation. I examine data that are subjective abstractions of a much more complex underlying reality ([10] Christensen and Carlile, 2009). The use of case approach reflects the call by organizational scholars such as [10] Christensen and Carlile (2009) for more emphasis to be placed on developing new theories from case based empirical data, rather than relying on essentially quantitative, deductive, theory-testing research paradigms. [71] Yin (2009) argued against case methodology being microscopic because it lacked a sufficient number of cases by saying that the use of two, ten or 100 cases does not transform a multiple case into a macroscopic study. Moreover, it is the microscopic view which makes a case study a powerful research methodology. Because of the microscopic view even single case studies are a potent research technique as they enable seeing interrelatedness between several complex variables and hence promote a holistic understanding of the phenomena under investigation ([23] Flyvbjerg, 2006; [71] Yin, 2009). Increasingly branding research uses qualitative and conceptual approaches. Theories can be developed or extended using typologies ([21] Doty and Glick, 1994); principles or propositions ([41] Kohli and Jaworski, 1990); or case research ([71] Yin, 2009). I use the latter two approaches to build theory. The general applicability results from the set of methodological qualities of the case and the rigor with which the case is constructed ([71] Yin, 2009). Moreover, the propositions outlined are amenable to further evaluation thus aiding generalizability. The placement of The Park Hotels (TPH) in the hospitality industry which has traditionally been considered as an experience industry coupled with its distinct positioning as a niche boutique luxuryhotel makes it an ideal choice for a case study on experience marketing. TPH is a powerful and interesting narrative of a brand which differentiates itself from its much bigger rivals by creating unique customer experiences. We also analyzed quantitative metrics to gauge the performance of TPH. As Table I [Figure omitted. See Article Image.] show TPH revenues are much less than rivals which is understandably due to the lesser number of hotels it operates. TPH EBITDA (as percentage of revenues) is consistently higher than that of Taj but is less than that of Leela and Hyatt. This is probably because TPH does not enjoy economies of scale and has less standardization across properties. But TPH has greater PAT (as percentage of revenues) which is dues to its operational efficiency particularly in labour cost. None of these evidences were conclusive hence researchers compared the market capitalization of Taj and Oberoi with the valuation of TPH by Credit Suisse (TPH is not listed) for 2008-2009. TPH is valued at Rs 15 billion which is an EBITDA multiple of 15.41 and PAT multiple of 35.21. Taj and Oberoi's market capitalization is an EBITDA multiple of 4.95 and 8.28, respectively. Similarly Taj and Oberoi have a PAT multiple of 12.18 and 19.88. Thus, TPH has received a much higher valuation as a multiple of EBITDA and PAT. This quantitative evidence establishes the success of TPH as a niche boutique experience hotel and justifies our choice for the study.The case unfolds various facets of its business like strategy, operations, human relations, marketing and service and thus enables seeing latent linkages across functions and levels. The depth as well as the strategic perspective the case contains has few parallels and provides a blueprint from which others may learn. While this research and case is set in hospitality industry in Indian context, many of the issues are applicable across industry and international boundaries.Research methodologyI follow the rigorous method outlined by [22] Eisenhardt (1989) and [29] Hirschman (1986) for the study:A-priori conceptualization. I went with a well defined focus on strategic imperatives of experience marketing. The constructs of business strategy were specified a priori to enable collection of specific kinds of data systematically. Within business strategy the constructs of "competitive advantage," "visionary leadership" and "customer orientation" were identified for study because of their salience for experience marketing. They were explicitly measured in the interview guidelines and field observations and documentary evidences (Figure 1 [Figure omitted. See Article Image.]):- Competitive advantage. Novelty, surprise, differentiation are central elements in marketing of experiences. It is relatively easy to produce standard product or service but difficult to bring constant uniqueness in customer experience. Experiences are challenging as they engage all five senses, are cognitive as well as emotive, have behavioral as well as relational dimension ([7] Brakus et al. , 2009). Companies that are able to develop unique capabilities that are aligned with unique customer needs have an edge over others ([16] Dalgic and Leeuw, 1994). Firm capabilities are derived from firm resources which together lead to competitive advantage thereby influencing strategy ([25] Grant, 1991; [35] Hunt and Morgan, 1995). Research on resources has along tradition in strategy ([18] Denrellet al. , 2003). Companies that base their strategies upon exploiting clearly defined internal capabilities have been adept at adjusting to and exploiting external change ([53] Prahalad and Hamel, 1990). [25] Grant (1991) gives example of how Honda's focus upon technical excellence of four-cycle engine enabled it to straddle success across motorcycles, automobiles and broad range of gasoline engine products.Novel experiences can be imitated by competition; hence firms need to continuously create barriers to imitation to successfully market experience.- Customer orientation. It is the unwavering commitment to meet the needs of customers. A company that segments and targets markets precisely and then tailors offerings to match exactly the demands of those customers builds intimacy with customers ([63] Treacy and Wiersema, 1993). Customer intimacy enables companies to combine detailed customer knowledge with operational flexibility so they can respond quickly to almost any need. As a result these companies engender tremendous customer loyalty. Customer intimacy engages the customer in co-creating value and makes the experience personally relevant ([51] Pine and Gilmore, 1998). Thus, customer orientation is vital for experience marketing.Service literature has documented the importance of empowerment in superior customer orientation and satisfaction ([59] Schneider and Bowen, 1995; [26] Hartline et al. , 2000). It may be interesting to see its importance in the context of experience marketing. Empowerment can be defined as the process of enabling employees by giving them the power and autonomy to exercise control over job-related situations and decisions ([13] Conger and Kanungo, 1988). Empowered employees often feel more confident in their ability to contribute to the firm's success, a result that fosters creative thinking and problem solving ([40] Kelly et al. , 1996).- Visionary leadership. Such leaders articulate shared vision of the organization and demonstrate will to execute the vision ([61] Tellis, 2006). They are coaches who believe in the fundamental capacity of people to achieve and their role as facilitators ([4] Berry, 1995). Visionary leaders place brand as the core of the company leading to all stakeholders, especially employees, owning and living the brand in their daily lives ([65] Urde, 1999). [38] Kaikati (2003) also emphasize the need for stakeholder "buy-in". [3] Bartlett and Ghoshal (1994) also emphasized the need for employees to identify with the purpose of the company to be able to contribute to its business goals. Since experience is to be provided by the contact employees, internal brand orientation is of even greater importance in such firms.Crafting instruments and protocols. Consistent with [60] Stake (1995) and [71] Yin (2009) data was collected from six sources of evidence - interviews, direct observation, participant-observation, documents, archival records and physical artifacts. The present case study being rich provided the opportunity for all six sources of evidence. In depth, open ended and semi structured interviews were conducted with senior and middle level managers across functions. Interviews were conducted with Chairperson, Managing Director, Vice President Engineering and Projects, Corporate Director Sales, Corporate Director Finance, Director Public Relations and Corporate Communications, Director Sales, Two General Managers, Manager Public Relations,Two Executive Chefs, Manager Events and Entertainment, Area Director Human Resources, Relationship Manager, Associate Director Front Office and Revenue Management and Team from IT department. Hence a total of 17 interviews were conducted lasting from about an hour to several hours and were recorded and transcribed. Interviews with middle management lasted for about an hour each but those with top management (Chairperson and Managing Director) lasted for about three hours each. Visits were made to three hotel properties of the company in three different cities and observations on rooms, bars, restaurants, service, ambience, environment, customer interaction were recorded. To experience the hotel and its bars and restaurants the author stay was organized for two nights each in two properties. Documents on brand philosophy, vision, visual identity, communication strategy, financial summary, tariff policies were studied. Archival data regarding advertisements, promotions, events, media coverage were studied. Consistent with [49] Patton (2002) data integrity was thus achieved with triangulations across methods. Special emphasis was placed on combining quantitative data with qualitative evidence.Not only multiple methods, but also the study was carried out by multiple investigators. A team of two researchers visited the sites, interviewed people and went through documentary evidences. This enabled analysis of the case from multiple perspectives. Convergent perceptions added to the empirical grounding of the hypotheses while conflicting perceptions kept us from premature closure ([22] Eisenhardt, 1989). Researchers were personally immersed in the phenomenon to understand the case intimately.The case narrativeThis case study presents a narrative approach to complexities of experience marketing embedded in organizational strategy in real life ([23] Flyvbjerg, 2006). [50] Peattie (2001) warned against summarizing dense case study as the value of the contextual and inter-relational nature of forces is lost when one tries to sum up in mutually exclusive concepts.BackgroundTPH had pioneered the concept of boutique hotels in India and successfully carved a strong niche for itself. Boutique hotels were typically small that sought to differentiate themselves from large "full service" hotels by virtue of their unique design and highly intimate and personalized service. Sometimes referred to as "design hotels" or "lifestyle hotels", most were stand alone properties as often, these hotels, were converted older properties resurrected by designers, combining the charm and character of an old building with modern design. TPH had seven properties in India each having a distinctive character of its own yet sharing a common spirit and standards of excellence. It had performed better on financial parameters than in its more endowed rivals like Taj, Oberoi, Hyatt, and ITC even during the economic downturn.TPH came into being in 1967 and operated three hotels in Kolkata, Delhi and Vizag when Priya Paul, took charge of the hotel as its chairperson in 1988. TPH realized that it would have to differentiate to survive in a highly competitive market. Therenovation of The Park Kolkata provided her with an opportunity to test her ideas. She said:I used the new Chinese restaurant, Zen to demonstrate a new design or a vision for the team. I found the design that had been developed to be very traditional and staid with red and green dragons. We came up with a radical look in black and white and created products that I felt I would enjoy and hopefully others too.The restaurant opened at the end of 1992 and met with rave reviews. Its success prompted further experimentation. The bar at The Park Kolkata was next. Branded Someplace Else , the bar, hosted live bands. It too proved to be a big hit. Priya Paul told:During that time most hotels were these bastions of formality with waiters with gloved hands, etc. On the contrary our clubs and restaurants were very refreshing looking and the serving style was much more informal with waiters in colored uniforms designed by top notch designers. We actively encourage our staff to express their individuality in their interactions with customers.The success of both Zen and Someplace Else prompted Priya Paul to formally articulate a new vision for TPH "leadership through differentiation" and a new mission of "Establishing global standards of product quality and service excellence and enhancing customer experience to make it the purpose of every action we take". But TPH needed to get a buy-in from its people before it could sell the concept of differentiation to its customers. Priya Paul made presentations to senior management on how TPH is a design hotel and what it meant to be a boutique hotel company. Pioneering a new paradigmThe acquisition of two properties in quick succession in Bangalore and Chennai provided Priya Paul with an opportunity to create a new paradigm by opening full scale boutique hotels on the lines of what Ian Schrager (the pioneer of boutique hotel) had done in New York. The new hotel, The Park Bangalore, opened in the year 2000. The hotel's design was a fusion of vibrant colors and landscapes; the first floor was designed to give a feel of cool expanse of sea, the second floor suggested a mountain landscape, the third the look of a jungle and the fourth floor sported the feel of an Oasis in a desert. The unique imagery won it a place among the Tatler magazine's 101 best hotels in the world. The Park Bangalore's lounge bar, the I-Bar , with its low furniture, bean bags and neon colors was described by a leading Bangalore daily as one of the hippest hang out places in the city. Its Italian restaurant, Italia , quickly gained popularity among the discerning foodies of Bangalore and has since won a host of awards including the Best Italian Restaurant award from The Times Food Guide , the Best International Restaurant and the Restaurant of the Year awards from the Taste & Travel Food Lovers Food Guide .If The Park Bangalore showcased contemporary India, The Park Chennai, built on the premises of the historic Gemini film studios[1] and designed by the American firm, Hirsch Bedner Associates captured the fantasy world of films. While the lobby with its stage like setting evoked the look of a theatre, old movies projected during the evenings on a floating screen located in the atrium and the carpets in the corridors that looked like film reels reminded one of the magic of movies.The widespread acclaim the company received for the Bangalore and Chennai properties prompted it to build new boutique hotels in Navi Mumbai and Hyderabad. In designing in the former it sought to bring together "East and West and fusing technology with local crafts" and in the latter case it drew inspiration from Hyderabad's history of producing precious stones; the hotel's façade, for example, references the fabled jewellery collection of the Nizam of Hyderabad.The Park Kolkata focused on further enhancing its reputation as a fun and happening place. A street cafécalled " The Street" , created a vibrant atmosphere right at the entrance. A new cocktail bar Roxy , its retro look a tribute to the swinging 1960s, offered customers a wide variety of cocktails and an enviable choice of cigars. Spread over two split levels, the night club Tantra with its pulsating dance floor and a lounge area called the Santra Room, provided its typically young customers a choice of two bars. While Aqua, a fashionable new bar, indulged the young and trendy with a "Miami" like pool side experience - the open deck, used for sunbathing by the day, became a stage for night time revelry, Someplace Else continued to offer customers its signature live band experience. Vijay Dewan said:The traditional notion of hotels was one where people came to sleep when they were travelling on business. We asked ourselves can we be more. Can people socialize and get entertained in hotels? Thereafter began our huge emphasis on entertainment, in creating a spa experience, in creating a luxury experience. For us entertainment is a key differentiator.The company also offered its customers a wide variety of culinary experiences through its exciting range of award winning restaurants. Perhaps due to unique design elements the cost of material and repair and maintenance was much higher for TPH as compared to its competitors (Table II [Figure omitted. See Article Image.]). Empowering peopleIn 2007, The Park received the international "Gallup Great Workplace Award" for extraordinary employee engagement. Priya Paul explained:We give our people responsibility far beyond their age. We encourage them to take decisions and back them if they falter.The Park was the first hotel in the Indian hospitality sector to embrace SAP for managing its human resources. Further, it engineered its technology and other associated systems to enable its people to excel, for example, a single point of contact system in which guests in The Park had to dial a single number for all their needs ranging from in-room dining to housekeeping, laundry, etc. This facilitated the team to provide a personal touch to the services they rendered to the customers. Guests often requested for a specific person to be assigned to their rooms as he knows all their preferences.Marketing the experienceThe differentiated product and service experience enabled TPH to compete against its much larger and perhaps better known rivals. In markets like Navi Mumbai, Kolkata and Vizag it had leadership positions (Table III [Figure omitted. See Article Image.]). It signed contracts with large corporate houses by participating in request for proposals (RFPs). While it won most of the RFPs but it did not get to participate in。