Table of Contents

Handbook on Brand and Experience Management

Handbook on Brand and Experience Management

Elgar original reference

Edited by Bernd H. Schmitt and David L. Rogers

This important Handbook explores new and emerging directions in both brand management research and practice. It encompasses a diverse set of approaches including the latest academic research offering new frameworks for understanding brand management, the researcher’s perspective on current tools in practice by brand managers, new research and conceptual frameworks for understanding and managing customer experiences and recent empirical research and scale development in both brand and experience management. The book focuses on practical, managerial, and organizational best practices.

Chapter 10: Some Issues Concerning the Concept of Experiential Marketing

Rajagopal Raghunathan

Subjects: business and management, marketing


Rajagopal Raghunathan INTRODUCTION The concept of experiential marketing, first introduced in the work of Pine and Gilmore on experience economy (1997)1 and Schmitt on experiential marketing (1999), has gained significant traction, both among marketing academics and among practitioners (for example, Pine and Gilmore, 1999; Schmitt, 2003). Experiential marketing is said to occur ‘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’ (Pine and Gilmore, 1997, p. 98). One of the major benefits said to accrue from a well executed experiential marketing strategy is an increase in profit margins: companies that offer experiences – as opposed to mere products or services – the argument goes, are able to charge a higher premium for their offerings because customers are willing to pay the higher prices. The case of Starbucks (for example, Pine and Gilmore, 1999, p. 2; see Figure 10.1) and Volkswagen Beetle (for example, Schmitt, 1999, p. 214) are often touted as exemplifying how a well executed experiential marketing strategy can bear significant rewards. Without questioning the potential usefulness of pursuing an experiential marketing strategy for improving firm profits (there is emerging empirical evidence for that; see Brakus et al., 2004), this chapter seeks to address three other, hitherto unanswered, conceptual issues concerning experiential marketing. The first issue concerns the reasons underlying the evolution of the economies: proponents of experiential marketing provide little rationale for why the economies have...

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