Designing experiences strategically

Abstract

Companies willing to enter into the experience economy have available procedures for experience design and evaluation but not for strategic decision-making on what experiences to incorporate into their offering. This study presents a procedure for identifying experiences and for assessing their customer value. The fieldwork consists of a logbook technique for experience identification and their subsequent strategic assessment considering people's perceptions of the influence each experience has in their quality-of-life, their interest in living each experience, and their previous knowledge of each experience. The paper focuses on experiences related to environmental design. In that setting, the procedure led to the identification of 13 different experiences. A clustering analysis identified six groups of experiences accordingly to the perception of 142 persons interviewed: experiences that have a ready market, experiences with a market to captivate, experiences with a potential market, experiences indifferent for a given market, experiences with lost clients and experiences that need a better adjustment to the market.