旅游管理專業(yè)論文外文文獻(xiàn)翻譯-wenkub.com
2024-09-08 10:34 本頁(yè)面
【正文】 entertainment is only one aspect of an experience. Rather, panies stage an experience whenever they engage customers, connecting with them in a personal, memorable way. Many dining experiences have less to do with the entertainment motif or celebrity of the financial backers than with the merging of dining with edy, art, architecture, history, or nature, as happens at such restaurants as Pomp Duck and Circumstance. Iridium, the Cypress Club, Medieval Times, and the Rainforest Caf233。” 原文 (二 ) WELCOME TO THE EXPERIENCE ECONOMY Pine . B. Joseph James H. Gilmore No pany wants that word applied to its goods or services. Merely mentioning moditization sends shivers down the spines of executives and entrepreneurs disappears, margins fall through the floor, and customers buy solely on the basis of price, price, price. Consider,however,a true modity: the coffee bean. Companies that harvest coffee or trade it on the futures market receiveat the time of this writinga little more than $1 per pound,which translates into one or two cents a a manufacturer grinds, and sells those same beans in a grocery store, turning them into a good, the price to a consumer jumps to between 5 and 25 cents a cup. Brew the ground beans into a runofthemill dinner, corner coffee shop, or bodega and that service now sells for 50 cents to a dollar per cup. So depending on what a business does with it,coffee can be any of three economic offeringsmodity, good, or servicewith three distinct ranges of value customer attach to the wait: Serve that same coffee in a fivestar restaurant or espresso bar, where the ordering, creation, and consumption of the cup embodies a heightened ambience or sense of theatre, and consumers gladly pay anywhere from $2 to $5 for each cup. Businesses that ascend to this fourth level of value establish a distinctive experience that envelops the purchase of coffee, increasing its value by two orders of magnitude over the original modity. Or more. Immediately upon arriving in Venice, Italy, a friend asked a hotel concierge where he and his wife could go to enjoy the city’s best. Without hesitation they were directed to the Caf233。正如一位芝加哥的居民告訴我們，“你永遠(yuǎn)不會(huì)忘記你停車！”去雜貨店的旅行往往成為家庭的負(fù)擔(dān)，諸如在南加州的布里斯托爾農(nóng)場(chǎng)和美食特色食品市場(chǎng)的地方是令人激動(dòng)的事件?！边@是英國(guó)航空公司做的，他繼續(xù)說(shuō)，“將超越功能并在提供了體驗(yàn)的基礎(chǔ)上競(jìng)爭(zhēng)。就像關(guān)于鴨的主題餐廳環(huán)境下發(fā)生的。如糧農(nóng)組織施瓦茨，約旦的家具店和耐克通過(guò)有趣的活動(dòng)和宣傳活動(dòng)吸引消費(fèi)者。我們的業(yè)務(wù)是提供信息和逼真的互動(dòng)體驗(yàn)。 迪斯尼曾經(jīng)是唯一的主題公園的東主，但現(xiàn)在的每一個(gè)業(yè)務(wù)線都面臨著傳統(tǒng)的和試驗(yàn)性的競(jìng)爭(zhēng)對(duì)手。通過(guò)不同層次分層的體驗(yàn)影響卡通來(lái)標(biāo)識(shí)它的名字后，在 1995 年通過(guò)開放加利福尼亞州身臨其境的卡通世界，迪斯尼開始了他的職業(yè)生涯。但是，當(dāng)他夠買體驗(yàn)的時(shí)候，他為花時(shí)間享受難忘的一系列事件而支付 ，如一家公司以個(gè)人的方式在戲院中進(jìn)行表演 。一個(gè)多小時(shí)后，我們的朋友接到了帳單，發(fā)現(xiàn)體驗(yàn)的價(jià)值已經(jīng)遠(yuǎn)遠(yuǎn)超過(guò)了 15 元一杯的咖啡的價(jià)值。登上至這第四的層價(jià)值的商店建立一種包封對(duì)咖啡的購(gòu)買的有特色的經(jīng)驗(yàn)，增加了兩個(gè)以上數(shù)量級(jí)的商品價(jià)值。當(dāng)制造商進(jìn)行研磨，把相同豆類放在雜貨店銷售，把它們變成一種商品，對(duì)消費(fèi)者的價(jià)格跳躍到 5 至 25 美分一杯。只是提到商品化中降下的管理人員和企業(yè)家。Rudd and Davis(1998)identify the industrial revolution as a defining event in US history with pany plant tours providing users a look at our collective past. Richards(1996)notes the industrial revolution created an era where the transition from modern to obsolete occurs more rapidly. As such, products of older technology are considered cultural and historical artifacts creating feelings of nostalgia among society. Company museums or visitor centers capitalize on these emotions by providing a sentimental, bonding experience between buyer and brand. Target consumers for consumer experience tourism A manufacturer can use its physical facilities to establish(or strengthen)the bond with a variety of parties. The target consumers for CET can be divided into three categories: (1)current and potential consumers。 in its Guidebooks.)Producers of consumer staples, such as food and beverages, provide a disproportionate number of tours. Of the 288 plant tours covered in Axelrodand Brumberg(1997),104(or 36 percent)are food and beverage producers. These nondurable goods are purchased frequently and challenge marketers to create longterm relationships
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