Until the last decade, companies able to obtain a customer centric approach have managed to guarantee themselves an appropriate competitive advantage to survive and proliferate on the market. Offering its customers the best product or service has been the winning key of any business for years. Lately, however, the competitive landscape of the market has changed: people's time has become limited and their attention increasingly scarce. Consumers today are no longer interested in a single product or service, they are rather looking for unique experiences. The literature on the experience economy has been analyzed with the aim of understand how we have moved from an economy based on raw materials to an economy entirely dominated by unique experiences. Pine and Gilmore were the main reference in my studio. Through a detailed analysis of their writings and of the existing theory with respect to everything that revolves around the topic, I realized that today we talk about the experience economy with a direct focus on the consumer, and not on the company. Keeping attention to the customer experience represents for each brand a fundamental cornerstone of doing business, but it is necessary to deepen the point of view of companies to understand how the experience economy can generate a competitive advantage for each brand. The concept of Business Experience intervenes in this sense. Business experience in recent years has taken on an urgent business imperative in large part due to the three main challenges that afflict the customer experience as we know it: customer requests, a sea of uniformity and a transition to the economy of the purpose. A study structured through a series of interviews and a 6-month discussion with Andrea Bello - Lavazza's senior Global Marketing Manager - and Giuseppe Stigliano - CEO of Wunderman Thomson, an external partner who accompanied Lavazza in the transition to an economic model based on a new "purpose" fueled by different experiences - allowed to detect important empirical data that supported my Master Thesis, allowing me to explain how the experience economy and business experience can obtain the means capable of guaranteeing a real competitive advantage for the brand in the coffee market.
Fino al decennio scorso le aziende in grado di adottare un approccio customer centric sono riuscite a garantirsi un vantaggio competitivo appropriato a sopravvivere e proliferare sul mercato. Proporre ai propri clienti il miglior prodotto o servizio è stata per anni la chiave vincente di ogni business. Ultimamente, però, il panorama competitivo del mercato è cambiato: il tempo delle persone è diventato limitato e la loro attenzione sempre più scarsa. I consumatori oggi non sono più interessati ad un singolo prodotto o servizio, sono piuttosto alla ricerca di esperienze uniche. La letteratura in merito all’economia delle esperienze è stata analizzata con l’obiettivo di comprendere in che modo siamo passati da un’economia basata sulle materie prime ad un’economia interamente dominata da esperienze uniche. Pine and Gilmore sono stati il riferimento principale del mio studio. Attraverso un’analisi dettagliata dei loro scritti e della teoria esistente rispetto tutto ciò che ruota attorno all’argomento, ho realizzato che ad oggi si parla di experience economy con un focus diretto al consumatore, e non all’azienda. Sebbene l'attenzione all'esperienza del cliente rappresenti per ciascun brand un cardine fondamentale del fare impresa, è necessario approfondire anche il punto di vista delle aziende e comprendere come l’economia delle esperienze possa rappresentare per ciascun brand un vantaggio competitivo. Interviene in questo senso il concetto di Business Experience, che negli ultimi anni ha assunto un urgente imperativo aziendale in gran parte a causa delle tre principali sfide che affliggono la customer experience per come la conosciamo: le richieste dei clienti, un mare di uniformità e una transizione verso l’economia dello scopo. Uno studio strutturato attraverso una serie di interviste e un confronto costante durato 6 mesi con Andrea Bello - senior Global Marketing Manager di Lavazza - e Giuseppe Stigliano - CEO di Wunderman Thomson, partner esterno che ha accompagnato Lavazza nella transizione verso un modello economico fondato su un nuovo “purpose” alimentato da diverse esperienze - ha permesso di rilevare importanti dati empirici che hanno supportato il mio elaborato, permettendomi di spiegare come l’economia delle esperienze e la business experience possano rappresentare il mezzo in grado di garantire un reale vantaggio competitivo per il brand in un mercato, quello del caffè, che per sua connotazione intrinseca (ricordiamoci che il caffè rappresenta una commodity per eccellenza), si trova allo stadio opposto rispetto alle esperienze.
L'economia delle esperienze: un approccio customer centric per garantire il vantaggio competitivo dei brand
TAVASCI, VALENTINA
2020/2021
Abstract
Until the last decade, companies able to obtain a customer centric approach have managed to guarantee themselves an appropriate competitive advantage to survive and proliferate on the market. Offering its customers the best product or service has been the winning key of any business for years. Lately, however, the competitive landscape of the market has changed: people's time has become limited and their attention increasingly scarce. Consumers today are no longer interested in a single product or service, they are rather looking for unique experiences. The literature on the experience economy has been analyzed with the aim of understand how we have moved from an economy based on raw materials to an economy entirely dominated by unique experiences. Pine and Gilmore were the main reference in my studio. Through a detailed analysis of their writings and of the existing theory with respect to everything that revolves around the topic, I realized that today we talk about the experience economy with a direct focus on the consumer, and not on the company. Keeping attention to the customer experience represents for each brand a fundamental cornerstone of doing business, but it is necessary to deepen the point of view of companies to understand how the experience economy can generate a competitive advantage for each brand. The concept of Business Experience intervenes in this sense. Business experience in recent years has taken on an urgent business imperative in large part due to the three main challenges that afflict the customer experience as we know it: customer requests, a sea of uniformity and a transition to the economy of the purpose. A study structured through a series of interviews and a 6-month discussion with Andrea Bello - Lavazza's senior Global Marketing Manager - and Giuseppe Stigliano - CEO of Wunderman Thomson, an external partner who accompanied Lavazza in the transition to an economic model based on a new "purpose" fueled by different experiences - allowed to detect important empirical data that supported my Master Thesis, allowing me to explain how the experience economy and business experience can obtain the means capable of guaranteeing a real competitive advantage for the brand in the coffee market.È consentito all'utente scaricare e condividere i documenti disponibili a testo pieno in UNITESI UNIPV nel rispetto della licenza Creative Commons del tipo CC BY NC ND.
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https://hdl.handle.net/20.500.14239/1171