【正文】 in the crisp morning air, sipping cups of steaming coffee, fully immersed in the sights and sounds of the most remarkable of Old World cities. More than an hour later, our friend received the bill and discovered the experience had cost more than $15 a cup .Was the coffee worth it, we asked? “Assolutamente!” he replied. A NEW SOURCE OF VALUE Experiences are a fourth economic offering, as distinct from services as services are from goods, but one that has until now gone largely unrecognized. Experiences have always been around, but consumers, businesses, and economists lumped them into the service sector along with such uneventful activities carried out on his behalf. But when he buys an experience, he pays to spend time enjoying a series of memorable events that a pany stagesas in a theatrical playto engage him in a personal way. Experiences have always been at the heart of entertainment, from plays and concerts to movies and TV shows. Over the past few decades, however, the number of entertainment options has exploded to enpass many, many new experiences. We trace the beginnings of this experience expansion to one man and the pany he founded: Walt Disney. After marking his name by continually layering new levels of experiential effects onto cartoons, Disney capped his career in 1995 by opening Disneylanda living, immersive cartoon worldin California. Before his death in 1966, Disney had also envisioned Walt Disney World, which opened in Florida in 1971. Rather than creating another amusement park, Disney created the world’s first theme parks, which immerse guests in rides that not only entertain but involve them in an unfolding story. For every guest, cast members stage a plete with its experiential expertise, from the Disney Institute to Club Disney play centers, and from Broadway shows to the Disney Cruise Line, plete with its own Carribean island. Where Disney used to be the only theme park proprietor, it now faces scores of petitors in every line of business, both traditional and experimental. New technologies encourage whole new genres of experience, such as interactive games, World Wide Web sites, “motionbased attractions,” 3D movies, and virtual reality. Desire for evergreater processing power to render evermore immersive experiences now drives demand for the goods and services of the puter industry. In a speech at the November 1996 Comdex puter show, Intel Chairman Andrew Grove declared, “We need to look at our business as more than simply the building and selling of personal puters. Our business is the delivery of information and lifelike interactive experiences.” Exactly. Many traditional service industries, now peting for the same dollar with these new experiences, are being more experiential themselves. At theme restaurants such as the Hard Rock Caf233。 即使是最普通的交易也可以成為最令人難忘的經(jīng)歷。相反，公司現(xiàn)階段的體驗是通過以個人的有紀(jì)念意義的方式連接顧客，吸引顧客。電腦行業(yè)對于商品和服務(wù)的體驗需求越來越強(qiáng)烈。在過去的幾十年，然而，許多的娛樂節(jié)目中大大增加了體驗。他們毫不猶豫地直接在圣馬可咖啡廳的弗洛里氏廣場到達(dá)。 但是，仔細(xì)考慮下，一個真正的商品：咖啡豆。lack of factory work experience progresses naturally toward an increasing curiosity about the topic. Older employees may relish the experience of ``returning to their roots. 39。s guests. Involvement with a brand Brand managers seek to address consumer needs at three levels: (1)functional (providing solutions to consumer problems)。因此，全社會創(chuàng)造的懷舊情緒 ， 舊技術(shù)產(chǎn)品被認(rèn)為是文化和歷史文物。哈里斯（ 1989年）和 普倫蒂斯 （ 1993）指出，工廠和礦山點雇用了美國歷史上勞動力的很大比例。 這是 CET為 他們展示了釀酒廠，其產(chǎn)品，其生產(chǎn)過程 所提供的額外部分 。（美國汽車協(xié)會（ AAA）包括類別 “ 工業(yè)旅游 ” 在其入境指南。此外，這些相同的作者已經(jīng)評估食物和飲料工業(yè) 中的現(xiàn)象 （米 契 爾和米契 爾， 2020年），非營利部門（米 契 爾和米 契 爾， 2020年 b），和整體經(jīng)濟(jì)（米 契 爾等， 2020）。 （ 2）符號（提供心理欲望滿意度） 。有人建議在這里 CET代表 一個統(tǒng)一的主題的旅游。此外，積極口碑溝通刺激滿足旅客可能會比 其他形式的 促銷更可信 。同樣，伯杰和伯杰（ 1997年）提供約 1,000自由工業(yè)旅游背景資料 。奧洛尼和霍布森（ 1998）提 供的 較小的，不太知名的博物館 的資料 被認(rèn)為是 CET 供給的一部分，其重點放在產(chǎn)品類別或具體的品牌。每一 家 提供全面服務(wù)的商店是專帶有玻璃可視面積 ,展示生產(chǎn)過程 ,并 為消費(fèi)者提供“ 多感官體驗 ”。年紀(jì)較大的雇員 對于 “ 落葉歸根 ” 可能津津樂道 。 （ 3）社區(qū)利益相關(guān)者。39。 Brand Ma