n. 481 January 2013
ISSN: 0870-8541
’Welcome to the experience economy’: assessing theinfluence of customer experience literature
through bibliometric analysis
Hélder Ferreira 1
Aurora A.C. Teixeira 1,2,3
1 FEP-UP, School of Economics and Management, University of Porto2 CEF.UP, Research Center in Economics and Finance, University of Porto
3 INESC Porto and OBEGEF
1
‘Welcome to the experience economy’: assessing the influence of customer experience
literature through bibliometric analysis
Hélder Ferreira
Faculdade de Economia, Universidade do
Porto
Aurora A.C. Teixeira
CEF.UP, Faculdade de Economia,
Universidade do Porto; INESC Porto;
OBEGEF
Abstract
Some publications strongly influence how research in a field evolves and in which direction,
particularly by introducing and developing new concepts and insights. The analysis of such
seminal publications is an interesting way to examine a scholar‟s or a theory‟s influence on a
discipline. It is a sound and valuable method for introducing newcomers to a field, while also
providing incumbent researchers with thorough and encompassing updates. In the last few
years there has been increasing interest from both academia and practitioners in the topic of
customer experience. Pine II and Gilmore‟s article published in 1998 in the Harvard Business
Review („Welcome to the experience economy‟) is seen by many as a key forerunner in this
area of research. The present paper explores the „small world‟ of Pine II and Gilmore, based
on bibliometric tools. An in-depth analysis of the scientific influence of this article was
performed, based on the citations it has received since it was published (1998) to 2012. The
results confirm the broad scope of influence of the concept of „customer experience‟. Indeed,
Pine II and Gilmore‟s article has been cited by authors from a wide range of scientific areas,
not only in business and management but also tourism, sport, leisure and hospitality.
Moreover, measurement and innovation emerge as underrepresented sub-topics within
customer experience research. Finally, an appeal is made for more quantitative-led research in
this field of study.
Keywords: Customer experience; Scientific influence; Bibliometrics; Citations
JEL-Codes: M39; C89
2
1. Introduction
At the end of the 20th
century, Pine II and Gilmore (1998) wrote about how economies change.
They contended that experience economy was a new type of economy, after the development
of the agrarian, industrial and service economies. For these authors, experiences are personal
and unique, based on an individual‟s interpretation of events. They reflect the emotional
response to a stimulus during service delivery and are dependent on many contextual factors
which challenge organizations to control and manage customer experience and their emotions.
The emergence of experience economy is not accidental but rather an inevitable trend (Zhang,
2010). According to Knutson and Beck (2004), there are three converging factors in
experience economy: technology, more demanding consumers, and increasing competition. In
this era of experience economy, delivering appropriate services to customers is an important
concern for service firms (Hsieh, 2011) that are increasingly managing customer experiences
to promote differentiation and customer loyalty (Zomerdijk and Voss,2010).
According to Zomerdijk and Voss (2011), experiential services, whose focus is on the
experience of customers, is an emergent scientific area, and for many service organizations
designing customer emotions is a new territory.
„Experience‟ is indeed a new and exciting concept in marketing, academia and practice
(Schmitt, 2010), clearly reflected in the increasing number of related studies. However, it is
useful to understand how this concept has influenced research in business and economics, in
general, and marketing, in particular. In this latter area, it might be interesting and useful to
assess the evolution of the concept.
In order to adequately and comprehensibly examine and understand the impact that „customer
experience‟ has had in the area of management, a review of the state of the art of the literature
requires a proper methodological approach (Creswell, 2009). Complementing traditional
qualitative methods of literature reviews (Ramos-Rodriguez and Ruiz-Navarro, 2004), the
present study departs from the seminal article of Pine II and Gilmore (1998), “Welcome to the
experience economy”, and scrutinizes its scientific influence by main scientific areas, outlets,
and geographical scope.
Although for Palmer (2010) the multi-dimensional, situation-specific nature of customer
experience favours qualitative rather than quantitative measurement approaches, given that
many studies of customer experience are essentially conceptual ideas or descriptive guidelines
(Chang and Horng, 2010), we use bibliometric techniques to review this literature, as it serves
3
to identify and better understand potential patterns and, arguably, the evolution of a stream of
research or topic (Silva and Teixeira, 2009; Ferreira, 2011). As in Vieira and Teixeira (2010)
and Teixeira and Mota (2012), this paper departs from the hypothesis that the references used
in a research article are an indication of their impact on the literature.
The paper is structured as follows. The next section (Section 2) provides a qualitative
overview of the seminal work in the area of customer experience aimed at defining the key
concepts and issues. Then, Section 3 puts forward the main advantages of resorting to
bibliometric techniques to review the literature in a given area. Specifically, the main
procedures underlying such exercises are described. The main results of the bibliometric
account are presented in Section 4. Finally, the conclusions discuss the main findings and
point out the future key challenges for the area in analysis.
2. The experience economy: its importance, related concepts and sub-topics
2.1. The importance of experience economy
According to Pine II and Gilmore (1998), the type of economy has changed over the years and
can be categorized into four stages. The first was agriculture, followed by manufactured
goods, then services, and finally experiences. Each change from commodities, products and
services to experiences represented a step up in economic value. For these authors,
„experience‟ can be seen as a new and distinct economic offering that should be consistent in
theme and engage the customers‟ five senses. It has to be personal, unique, memorable and
sustainable over time.
The authors contend that producers are seeking to distinguish their products from increasingly
undifferentiated competitive offerings and service companies are looking for the next higher
value. Also, in areas like advertising, advertisers face several message options (e.g.,
„functional benefit claims‟ versus „experiential claims‟) when they position a new brand in
well-established categories (Samuelsen and Olsen, 2010). Likewise, customers are looking for
memorable experiences (Hudson, 2010). For instance, in the case of wine tourism, existing
research reveals that wine tourists look for dining, shopping, cultural and recreational
activities along with authentic products and experiences that reveal the importance of hedonic
and experiential consumption theories (Quadri-Felitti and Fiore, 2012).
Several researchers have put forward „experience‟ concepts, such as the concept of „tourism
experience‟, which has become a focal point for current tourism research and management
(Tung and Ritchie, 2011), „commercial experience‟ as a new type of business offering,
4
distinct from goods and services, which provides higher customer value and engage customers
in an inherently memorable way (Poulsson and Kale, 2004; Lilja et al., 2010), or service
experience which includes four key theatrical components, namely: 1) the actors (service
personnel); 2) the audience (consumers); 3) the setting (physical evidence); and 4) the service
performance itself (Chang and Horng, 2010), to name a few concepts. It could further be
defined as “the customer's cognitive and affective assessment of all direct and indirect
encounters with the firm relating to their purchasing behaviour” (Klaus and Maklan, 2012:
10), and customer experience (management) in retail is a relevant concept for managers
(Verhoef et al., 2009; Grewal et al., 2009).
In this line of reasoning, experience comes from the feelings of different customers which
sometimes they cannot easily express, making it impossible for companies to satisfy every
customer (Zang, 2010). This challenges the companies to design, manage and assess/measure
the customers‟ experiences (Maklan and Klaus, 2011).
According to Johnston and Kong (2011: 5), who referred to Pine II and Gilmore (1998, 1999)
as “some of the first writers to address the notion of the customer experience”, there appears
to be three main areas covered in the current literature on customer experience: the
importance of the customer experience; the nature of customer experience; and the design of
customer experience. Gross and Pullman (2012) focus their work on the concept of
experience design in the service industry, whereas customer experience management is
referred to by Schmitt (2010) as another concept which has gathered attention from academics
and practitioners, since it has become imperative to assess (Garg et al., 2010) and measure the
service/customer/brand experience (Brakus, 2009; Kim et al., 2011; Klaus and Maklan, 2012).
2.2. The concept of customer experience
Broadly speaking, „experience‟ is an interaction between a company (brand/product/service)
and a customer, being shaped by the characteristics of the customer and those of the product,
company or brand, and always influenced by the context/environment in which the interaction
takes place (Same and Larimo, 2012). Similarly, for Schmitt (2010), „customer experience‟
can be defined as perceptions, feelings, and thoughts that customers have when they
encounter products and brands in the marketplace and engage in consumption activities as
well as the memory of such experiences. According to this author, experiences may be evoked
by products, packaging, communications, in-store interactions, sales relationships, events, and
they may occur as a result of online or offline activities. However, according to Johnston and
5
Kong (2011), there appears to be a good deal of confusion in the literature about the definition
of an experience and its distinction from a service. For these authors, a „product‟ is a thing,
whereas a „service‟ is an activity or a process which involves the treatment of a customer;
while „customer experience‟ is their personal interpretation of the service process and their
interaction and involvement with it during their journey or flow through a series of touch
points.
Scholars from a wide range of fields, including marketing, philosophy, cognitive science, and
management practice (Brakus et al., 2009; Walls et al., 2011; Same and Larimo, 2012) have
categorized „experience‟ in various ways, leading to a multiplicity of definitions, sometimes
with seemingly circular references (Palmer, 2010) but none of which were really able to cover
its essence holistically (Garg et al., 2010).
Thus, from this brief qualitative literature review, it is apparent that the frequent use of the
term „experience‟ tends to focus on different elements, distinct lexical definitions and diverse
perspectives (Same and Larimo, 2012), which is revealing of the concept‟s broad application
(Walls et. al., 2011; Maklan and Klaus, 2011) and poses challenges to its clear-cut
understanding (Same and Larimo, 2012).
Same and Larimo (2012) stress that further empirical research is needed to understand the
experience construct and its impact on customers who are no longer „inert purchasers‟ but
„co-producers‟ (Walls et al., 2011). In other words, in experience economy, customers
become an essential part of the companies‟ offerings (Zang, 2010) and they want to
participate (Poulsson and Kale, 2004). Hence, it is important to bear in mind the recent
developments in marketing that promote the exploitation of intangible elements linked to the
emotional value perceived by customers and not only the rational value from classical
economic theory (Gentile et al., 2007). Additionally, according to Klaus and Maklan (2012),
experiential theorists suggest that consumer behaviour is not purely rational, but that it is
determined by the customer experience which consists of a rational and emotional assessment.
In line with this reasoning, Table 1 lists a number of studies that have investigated and
detailed the „experience‟ concept, highlighting the distinctions and similarities and the
scholars‟ and practitioners‟ perspectives of the dimensions of customer involvement (e.g.,
emotional, rational). However, despite the various dimensions of experience, each stimulus
(e.g., colours, slogans, shapes …) does not have a „one-to-one correspondence‟. For example,
colour can lead to a sensory experience, but may also result in an emotional or intellectual
experience (Brakus et al., 2009). Thus, departing from Gentile et al. (2007) but including
6
more dimensions (as mentioned in Table 1), the „customer experience‟ could be defined as a
set of interactions between a customer and a product, a brand, a service, a company or part of
its organization, which provokes a reaction as a result of an ordinary or extraordinary
experience (Walls et al., 2011). The experience is strictly personal and subjective implying
the customer's involvement at different levels, such as the emotional, affective, spiritual,
physical, sensorial, behavioural (e.g., lifestyle), intellectual, cognitive, rational (functional and
utilitarian), and relational or social. However, this does not mean that all dimensions would be
involved in the customer‟s experience simultaneously. Moreover, the evaluation of the
experience depends on the relation between the customer‟s expectations and the stimuli
coming from the interaction with the company at different moments, the different touch-
points (Gentile, 2007), and those elements which the company can control as well as those it
cannot (e.g., other customers) (Verhoef, 2009).
Complementarily, for Pine II and Gilmore (1998), the more senses an experience engages
with, the more effective and memorable it can be. According to these authors, each customer
can be related with experience in at least two ways: 1) absorption or immersion level; and 2)
active or passive participation. Furthermore, consumers can be engaged in distinct types of
experiences, namely entertainment, education, aesthetic (including visual, aural, olfactory,
and tactile aspects), and escapism (e.g., in retail and events contexts) (Pine II and Gilmore,
1998).
Thus, it is impossible to escape from creating an experience on every occasion in which a
company/brand (e.g., a retailer) interacts with a customer. Such events imply that a customer
could have a single experience or a range of experiences as a consequence of these actions
(Terblanche, 2009), or as a result of the service (or product) that a customer is buying or
receiving, which could be good, bad or indifferent (Berry et al., 2002; Johnston and Kong,
2011).
Based on the existing literature, it is consensual among scholars that, with the
commoditisation of products and services, companies have to learn how to design, create,
deliver and manage experiences that customers are ready to pay for, in order to obtain
corporate reputation, to achieve competitive advantage and differentiate themselves from
competitors, to create value and be difficult to imitate (Pine II and Gilmore, 1998; Pullman
and Gross, 2004; Verhoef et al., 2009;Terblanche, 2009;Zomerdijk and Voss, 2010; Chang
and Horng, 2010; Klaus and Maklan, 2012). In this sense, it is expected that companies
offering memorable experiences that invoke emotions will achieve higher levels of loyalty
7
and repeat purchases (Stuart, 2006). Also, according to Lemke et al. (2011), an effective
management of the customer experience across all touch points is the key to building
customer commitment, retention, and sustained financial success.
Thus, „customer experience innovation‟ has emerged as a hot topic within the literature on
customer experience, side by side with the important, although more standard, topics of
„customer experience management‟, „customer experience design‟ and „measuring
experience‟. The next section discusses such topics starting with the most standard ones.
2.3. Main topics addressed in the existing literature on customer experience
2.3.1. Customer experience management
Customer experience management is both a topic and a concept that can be defined as a set of
frameworks, tools, and methodologies to manage customer experiences across channels,
interaction and transaction with a company, product, brand or service (Schmitt, 2003, 2010).
Pine II and Gilmore proposed five steps to develop a coherent theme to stage the experience:
1) theme the experience; 2) harmonize impressions with positive clues; 3) eliminate negative
clues; 4) mix in memorabilia; and 5) engage all five senses. Similarly, Schmitt (1999)
contributed with the experiential marketing concept, considering it as a marketing planning
tool, based on actions at the tactical and operational level (Same and Larimo, 2012).
Several authors have underlined that companies should carefully consider their positioning
strategies before engaging in experiences in order to avoid inconsistencies (Walls et al.,
2011). Hence, managing customer experience can be seen as a crucial strategic „ingredient‟
for service organizations (Maklan and Klaus, 2011), leading additionally to cost reductions
and efficiency gains (Same and Larimo, 2012). However, a systematic management of the
customers‟ experiences is needed to maintain an emotional customer connection with an
organization (Berry and Carbone, 2007). This requires a long-term strategy which includes a
shared vision between customers and providers, commonly negotiated experiences, and
continuous collaboration (Tynan and McKechnie, 2009).
8
Ta
ble 1
: Defin
ition
s of c
usto
mer
exp
erien
ce by
dim
en
sion
s of cu
stom
er in
vo
lvem
en
t
Stu
dies
Area o
f stud
y
Defin
ition
Dim
ensio
ns o
f custo
mer in
volv
emen
t
Emotional
Affective
Spiritual
Sensorial
Physical
Behavioural
Intellectual
Cognitive
Rational
Relational
Social
Pin
e II and
Gilm
ore
(199
8,1
99
9)
„Pio
neers‟ in
Exp
erience
econ
om
y
“Exp
eriences are in
heren
tly p
erson
al, existin
g o
nly
in th
e min
d o
f an in
div
idual w
ho h
as
been
engag
ed o
n an
emotio
nal, p
hysical, in
tellectual, o
r even
spiritu
al level”
X
X
X
X
X
Sch
mitt
(199
9;
2003
;2010
)
Exp
eriential m
arketin
g
and
(custo
mer ex
perien
ce m
anag
emen
t)
Exp
erience m
arketin
g can
deliv
er senso
ry, em
otio
nal, co
gnitiv
e, beh
avio
ural an
d relatio
nal
valu
e to cu
stom
ers, to w
hich
social an
d in
form
ational b
ased v
alue can
be ad
ded
. X
X
X
X
X
X
X
X
Gen
tile et al. (2
00
7)
Em
pirical in
vestig
ation
: to
und
erstand th
e specific ro
le of
differen
t exp
eriential featu
res in
the su
ccess achiev
ed b
y so
me
well-k
now
n p
rod
ucts.
“Th
e Cu
stom
er Exp
erience o
rigin
ates from
a set of in
teractions b
etween
a custo
mer an
d a
pro
duct, a co
mp
any, o
r part o
f its org
anizatio
n, w
hich
pro
vok
e a reaction
. Th
is exp
erience
is strictly p
erson
al and im
plies th
e custo
mer‟s in
volv
emen
t at differen
t levels (ratio
nal,
emotio
nal, sen
sorial, p
hysical an
d sp
iritual). Its ev
aluatio
n d
epen
ds o
n th
e com
pariso
n
betw
een a
custo
mer‟s ex
pectatio
ns an
d th
e stimu
li com
ing fro
m th
e interactio
n w
ith th
e co
mp
any an
d its o
ffering in
corresp
ond
ence o
f the d
ifferent m
om
ents o
f contact o
r tou
ch-
poin
ts”.
X
X
X
X
X
Verh
oef et al.
(200
9)
Retail ( cu
stom
er exp
erience)
“Cu
stom
er exp
erience co
nstru
ct is holistic in
natu
re and
involv
es the cu
stom
er‟s cogn
itive,
affective, em
otio
nal, so
cial and
ph
ysical resp
on
ses to th
e retailer. Th
is exp
erience is created
not o
nly
by th
ose elem
ents w
hich
the retailer can
con
trol,…
, bu
t also b
y elem
ents th
at are
ou
tside o
f the retailer‟s co
ntro
l”.
X
X
X
X
X
Brak
us et al.
(200
9)
Bran
d ex
perien
ce
“Bran
d ex
perien
ce as sub
jective, in
ternal co
nsu
mer resp
on
ses (sensatio
ns, feelin
gs, an
d
cogn
ition
s) and
beh
avio
ral respon
ses evok
ed b
y b
rand
-related stim
uli …
”; “… fo
r the scale
dev
elop
men
t, it is necessary
to g
enera
te items alo
ng th
e five ex
perien
ce dim
ensio
ns:
senso
ry, affectiv
e, intellectu
al, beh
avio
ral, and
social.
X
X
X
X
X
Tyn
an an
d
McK
echnie
(200
9)
Exp
erience m
arketin
g
“…so
cial and relatio
nal so
urces o
f valu
e can b
e ob
tained
thro
ugh
con
sum
ptio
n ex
perien
ces
with
oth
er peo
ple …
”; “exp
erience m
arketin
g u
nd
er S-D
logic req
uires a to
tally d
ifferent
app
roach
in term
s of w
ork
ing w
ith th
e custo
mer as p
artner to
con
figu
re the o
ffer inclu
din
g
an ex
tend
ed ran
ge o
f valu
e from
senso
ry, em
otio
nal, fu
nctio
nal/u
tilitarian, relatio
nal,
social, in
form
ational, n
ovelty
and
uto
pian
sou
rces, com
mun
icating an
d d
evelo
pin
g th
at
offer, co
-creating th
e neg
otiated
exp
erience, an
d u
nd
erstand
ing an
d ev
aluatin
g th
e ex
perien
ce post-p
urch
ase”.
X
X
X
X
X
X
X
Lem
ke et
al.(2011
) C
usto
mer ex
perien
ce qu
ality
Cu
stom
er‟s subjectiv
e respon
se to th
e direct an
d in
direct h
olistic en
cou
nter w
ith th
e firm
inclu
din
g b
ut n
ot n
ecessarily lim
ited to
the co
mm
un
ication
enco
un
ter, the serv
ice en
cou
nter an
d th
e con
sum
ptio
n en
coun
ter. X
X
X
X
X
Sam
e and
Larim
o
(201
2)
Exp
erience m
arketin
g
“Exp
erience is sh
aped
by th
e characteristics o
f the cu
stom
er and th
ose o
f the p
rod
uct,
com
pan
y o
r bran
d”; “E
xp
erience m
arketin
g is strateg
ic and
holistic m
arketin
g o
f relevan
t
exp
eriences th
at takes in
to acco
unt th
e affective (feelin
gs, em
otio
ns), co
gn
itive (m
ental
imag
es, und
erstandin
g, in
terpretatio
ns), an
d co
nativ
e (inten
tion
s, action
s, beh
avio
r)
persp
ectives o
f con
sum
ptio
n ex
perien
ce”.
X
X
X
X
X
X
X
Sou
rce: Au
thors.
9
Other studies have focused on the specificities that the strategy by which companies deliver
the experience require. For example, Johnston and Kong (2011) concluded that the
programmes to improve customer experience are similar but the execution is different. They
also found that the benefits of these programmes are not simply about an improved experience
for the customer but that staff could play an important role in delivering memorable service
experience (Stuart, 2006; Hemmigton, 2007).
In this line, Gross and Pullman (2012) noted that an important aspect of developing and
implementing a service experience is the creation of relational contexts (i.e., interactions
between the service provider and the customer) and physical contexts (i.e., tangible
environments and objects). For these authors, the humanic clues (i.e., relational context, for
example, the behaviour of employees) play the most significant role in customer evaluation of
experiences when compared to mechanic clues, which are generated by things, such as the
impressions of a facility‟s interior design (Carbone and Haeckel, 1994).Thus, managing
customer experiences implies orchestrating an array of “clues” (e.g., functional, mechanic and
humanic) (Berry and Haeckel, 2002; Berry and Carbone, 2007), contextual elements (e.g.,
physical environment, service employees, service delivery process, back-office support)
(Zomerdijk and Voss, 2010),and all touch points between a company and their customers at
distinct stages.
Regarding the stages of the experience, some authors (e.g., Knutson and Beck, 2004; Arnould
et al. 2004) suggest that they can be divided into three: 1) pre-experience; 2) real-time
experience or „customer experience‟; and 3) post-experience.
The first stage is related to the consumption process and encompasses the expectations created
by the provider, previous experience and „word of mouth‟, while the second stage represents
the customers‟ real-time experience. Finally, the third stage includes the customers‟ personal
perceptions of the experience, the value they place on the experience and their satisfaction
with the experience.
Looking at other perspectives, Verhoef et al. (2009) noted that the total customer experience
includes the search, purchase, consumption, and after-sales phases of the experience, whereas
Terblanche (2009) divided „customer experiences‟ into three stages, namely pre-sales, sales
and after-sales.
Regardless of the differences between the perspectives, it is consensual that, for each of these
stages, it is not always easy to articulate all the touch points. There may be thousands to
10
manage that depend on several factors (Garg et al., 2010), which may or may not be within
the retailer‟s control (Verhoef et al., 2009), and can be complex and expensive to orchestrate
(Tynan and McKechnie, 2009). This reveals, for instance, the importance of monitoring
consistently the clues in order to identify opportunities to „refresh‟, „redesign‟ or eliminate
clues that create negative feelings, and test or improvise experience clues (Berry and Carbone,
2007).
Consequently, for Tynan and McKechnie (2009), further research is needed to investigate the
problems encountered when creating experiences in practice. They propose (as empirical
research into the holistic consumption experience) ethnographic approaches and naturalistic
enquiry, to understand the complex interactions in which experiences occur.
2.3.2. Customer experience design
According to Pullman and Gross (2004), the “customer experience design” seeks to create an
emotional connection with customers through careful planning of tangible and intangible
service elements which have gained popularity in many hospitality and retail businesses.
However, in some contexts, it would be equally important to know and choose which service
design elements are more appropriate. Thus, managers (more specifically, experience
designers) should understand what is involved in an experience or which main elements
contribute to an experience (for instance, a checklist), and in which distinct areas (Poulsson
and Kale, 2004).
For Chang and Horng (2010), the management and design experiences are a basis for
companies‟ efforts to differentiate themselves from competitors and to obtain competitive
advantage. For example, it is necessary to engage the customers‟ five senses in order to
provide personal and memorable customer experiences (Pine II and Gilmore, 1998;
Hemmington, 2007; Terblanche, 2009) that could generate a certain value for the individual
customer and, in particular, create a brand image (Hultén, 2011).
More recently, Gross and Pullman (2012) have focused on the increasing use of the
experience design concept (in the service industry), which is seen as an emergent area.
According to these authors, the concept of customer experience has received much attention
in the management and marketing literature since the publication of the article „experience
economy‟ and Pine II and Gilmore‟s book (1998, 1999). Gross and Pullman (2012) identify
three main areas: 1) design the customer experience, 2) theatre-based concepts in experience
design and, 3) employees in experience design.
11
Based on a case study that examines the reactions of managers and service employees to a
workplace in which experience design concepts have been implemented, Gross and Pullman
(2012) identify divergent interpretations between employees and managers on the
understanding of the themes and scripting, which can create conflicts with the management‟s
goals. In conclusion, they note that the employee perspective related with experience design
has received very little attention (for instance, relating complex services), even though they
consider that the humanic clues have a significant role on the experience delivery and design.
Thus, Gross and Pullman‟s article raises a set of new questions related with employee services
inexperience economy that need to be answered in further studies (e.g., have employees been
trained to help orchestrate the experience; how do employees help deliver the beginning,
middle, and end of the experience; what will make guests come in and spend time in your
setting, virtual or physical). They also point out that future research could measure outcomes
of guest reactions to the intended designed experience in more complex and sophisticated
environments, which does to some extent reveal the importance of measuring the
„experience‟.
2.3.3. Measuring customer experience
According to several scholars (e.g., Knutson and Beck 2004; Garg et al., 2010), as the concept
of experience is increasingly being used as a strategic tool, it has become imperative to pay
attention to managing and evaluating the experience by, for example, understanding the
customers‟ journey from their expectations before the experience occurs to the assessments
they make when the experience ends (Berry et al., 2002). However, as highlighted by Palmer
(2010), marketers face a number of challenges in the development of a measurement scale for
customer experience, probably due to the complexity of context-specific variables. In fact,
„experience‟ is far broader and less delimited than the concept of product or service quality;
hence its measure is far more complex (Maklan and Klaus, 2011). Notwithstanding, Garg et
al. (2010) mention that some of the known methods for the evaluation of service processes,
which in turn can be used for measuring customer experiences, are blueprinting (Shostack,
1984), service mapping (Kingman-Brundage, 1991; 1995), service incident analysis (Stauss,
1993; Stauss and Weinlich, 1995), walk-through audit (Fitzsimmons and Fitzsimmons, 1994),
service transaction analysis (Johnston, 1999), and experience audit (Berry et al., 2002; Berry
and Carbone 2007). By comparing three of these methodologies to assess and enhance the
customer experience (experience audit, walk-through audit and service transaction analysis),
12
Garg et al. (2010) conclude that the service transaction analysis methodology can produce
better results.
Despite the difficulties in measuring „experience‟ concepts, some scales have been developed.
Brakus et al. (2009) constructed a brand experience scale that includes four dimensions:
sensory, affective, intellectual, and behavioural. Based on six studies, the authors show that
the scale is reliable, valid, and distinct from other brand measures. Moreover, and according
to Brakus et al. (2009), the brand experience affects consumer satisfaction and loyalty directly
and indirectly through brand personality associations.
Subsequently, given that the measurement of the customer experience, in particularly, the
experience quality, is still in its infancy, Chang and Horng (2010) sought to understand how
customers assess experience quality, which stands as a crucial factor for service providers to
deliver excellent experiences. These authors developed a multidimensional scale of
experience quality (composed of five dimensions: physical surroundings, service providers,
other customers, customers‟ companions, and the customers themselves) which provides a
measurement of customers‟ perspectives of experience quality in service settings. This scale is
aimed at helping to manage and design excellent experiences for customers (e.g., to work on
physical surroundings). However, according to Chang and Horng (2010) further studies are
necessary to replicate a more comprehensive model, involving the analysis of the relationship
between experience quality, service quality, and outcome variables. Also, Lemke et al. (2011)
found that a focus on customer experience quality opens the door to a broader understanding
of how customers achieve their goals. Thus, the development of scales for the concept of
„customer experience quality‟ is a research opportunity that would benefit management
practices.
In this line, Kim et al. (2011) formulated a consumer experience index that consists of 26
items to determine the underlying components for a consumer‟s experience. They argue that
with this management tool (metric) companies can help to move their brand into the
experience economy and develop effective marketing and promotion strategies for providing
memorable experiences for customers. Based on seven dimensions (environment, benefits,
convenience, accessibility, utility, incentive, and trust), this tool allows the managers to
measure how important each attribute is to their target markets, thereby showing managers in
which experience areas the brand is strong and/or weak. While this tool was designed to
measure general consumer experience, it would be beneficial to develop a new tool for service
13
providers with specific characteristics, namely banks, retailers, restaurants, health care, and
airlines.
Complementarily, as noted by Maklan and Klaus (2011), continuing to measure service
quality is probably necessary for most firms, but not sufficient. Organisations are increasingly
competing on the basis of customer experience and although the „experience‟ concept is
defined imprecisely, market researchers will serve their organisations and customers better if
they take an active role in updating the customer experience measurement and agree on
measures of it.
Accordingly, a multiple-item scale for measuring customers' service experience quality
(EXQ) was recently proposed by Klaus and Maklan (2012). In this case, the study focused on
a mortgage provider from the customers‟ point of view. In total, 19 items in four dimensions
of the EXQ scale were identified, namely product experience, outcome focus, moments-of-
truth and peace-of-mind. They conclude that the service experience has a significant impact
on customer satisfaction, loyalty and word-of-mouth intentions referred to as the most
important outcomes of service quality identified in the literature. They also suggest that it
would be worthy to investigate more hedonic consumption services (e.g., providers of high
involvement, or high impact services), in cross-industry, cross-sectional and cross-national
settings. They also propose to examine if EXQ and its dimensions explain important
marketing outcomes such as market share, share of wallet and, ultimately, profitability.
In sum, further research is needed to develop metrics of customer experience as a measure
(with impact on marketing outcomes) and tool of management (that can monitor and improve
the quality of experiences delivered to customers) to apply in a specific context.
2.3.4. Customer experience innovation
As mentioned above, there is an increasing demand for experiences determined by several
factors (e.g., people seek social status, more meaning and excitement in life, and
psychological self-realisation) which calls for innovation. According to Sundbo (2009),
innovation in experiences is becoming more strategic, systematic and interactive with
customers, which necessarily implies some instruments (e.g., innovation systems) to increase
innovation considered as crucial in experience economy. Indeed, forZang (2010), without
innovation we would still be stuck in an agrarian economy.
According to several authors, the customer experience may provide a new means of
competition (Johnston and Kong, 2010). For example, Hemmington (2007), focusing on the
14
hospitality business, suggests that „lots of little surprises‟ should be included in the design of
guest experience over time. Poulsson and Kale (2004) also argue that to obtain a competitive
advantage an experience should have personal relevance for the customer, as well as novelty,
surprise, learning, and engagement.
Also highlighting the role of innovation, Su (2011) shows that service innovation has
significant effects on behavioural intention and customer experience, and a very important
influence on experiential design, being crucial to improve continually innovations to avoid
„on time experiences‟ and influence the customer‟s behavioural intention to repeat and
recommend the experience. In this vein, Sundbo (2009) states that the forms of organisation
and innovation in the experience sector are more varied than in manufacturing and services.
He also contends that innovation in experiences is considered an economic phenomenon,
which needs further research in this field.
3. Methodology
The main goal of this work was to study the contribution/influence of the seminal article of
Pine II and Gilmore published in HBR, in 1998, „Welcome to the experience economy’. As
such, and based on the studies that cite this article, we have identified the recent paths in this
area, its geographical influence (based on the nationality of authors and country/region of the
studies that cite the article), the subject areas covered (based on the journals that cite the
article), the main topics related with the „experience‟ concept, and the evolution of the type
and method of research.
Relevant data was gathered in April 2012 from Scopus SciVerse from 1998 to April 2012. A
first search was conducted with the keywords „experience‟ and „customer experience‟
resulting in a large set of articles, including some top-cited articles. The data obtained was
ordered by the number of citations. Based on this data, it was possible to identify and select
the article of Pine II and Gilmore as one of the most cited and „pioneering‟ in the experience
concept. Subsequently, a final search in the database for citations of Pine II and Gilmore‟s
work yielded 286 articles covering distinct areas and types of publications. Out of the 286
articles, 77.7% were published in journals whereas the remaining 64 articles (22.4%) were
conference proceedings and similar.
15
4. Results and analysis
4.1. Brief description of the selected papers
Although the article “Welcome to the experience economy” was published in 1998, it was only
a decade later that the paper started to receive a reasonable amount of citations per year
(Figure 1). In the wording of scientometrics, one might call this paper a „sleeping beauty‟ (van
Raan, 2004; Van Calster, 2012), that is, a paper with delayed recognition - that received very
little attention (and got few citations) shortly after publication, but later got a great deal more
interest and many citations. In fact, the last three years correspond to almost 60% of the total
article citations for the period 1999-2011. This seems to reflect that the experience topic is
starting to draw more attention from academics seeking to solidify it.
Figure 1: Evolution of the number of citations of Pine II and Gilmore’s article, 1999 -2011
Source: Authors‟ computation based on data from Scopus SciVerse (reference date: 4 August 2012)
The literature that has cited Pine II and Gilmore‟s article is of reasonable scientific „quality‟,
as evaluated by the ISI impact factor in which the articles have been published.1 Figure 2
shows that 117 articles were published in top-quality journals (AA-B), which represent 53 %
of the total articles (222).
1 Based on the work of Cruz and Teixeira (2010), journal rankings have been classified as: AA: generally
accepted top-level journals; A: very good journals covering economics in general and the top journals in each
field; B: good journals for all research fields; C: other journals indexed in ISI; NC: journals not indexed in ISI.
The cut offs values considered are as followed: AA: > 3; A: > 1.5; B > 0.3.; C: >0.1, and NC: journals that are
not ranked (in ISI Web of Knowledge).
0
10
20
30
40
50
60
70
1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
16
Figure 2: The influence of Pine II and Gilmore’s article by journal quality
Note: A total of 222 articles that cited Pine II and Gilmore‟s article were published in journals indexed in Scopus SciVerse;
Legend: AA: generally accepted top-level journals; A: very good journals covering economics in general and the top journals in each field;
B: good journals for all research fields; C: other journals indexed in ISI; NC: journals not indexed in ISI
When specifying the journals that have cited Pine II and Gilmore‟s article the most(Figure 3),
which represent 42% of all publications (i.e., 93 articles), we can see that three quarters of
these articles were published on top-quality journals (AA – B).The first three journals with
the most published articles are: International Journal of Hospitality Management (2011 ISI
impact factor: 1,771); Service Industries Journal (ISI impact factor: 2,579); and Tourism
Management (ISI impact factor: 2,597).
Figure 3: The most influenced journals by Pine II and Gilmore’ article, 1999-2011
Note: A total of 222 articles that cited Pine II and Gilmore‟s article were published in journals indexed in Scopus SciVerse. The 24 journal
listed here represent 42% of the 118 articles published in indexed journals.
3,6%
23,4%25,7%
0,5%
46,8%
0,0%
5,0%
10,0%
15,0%
20,0%
25,0%
30,0%
35,0%
40,0%
45,0%
50,0%
AA A B C NC
1,771
2,5792,597
4,382
0,642
1,872
0,9
2,732
1,359
2,109
2,75
0,9290,836
1,532
0,816
1,062
0,615
0,7950,679
1,579
2,671
0,985
1,115
1,55
0
0,5
1
1,5
2
2,5
3
3,5
4
4,5
5
0
1
2
3
4
5
6
7
Inte
rnat
iona
l Jou
rnal
of
Hos
pita
lity
Man
agem
ent
Serv
ice
Indu
stri
es J
ourn
al
Tour
ism
Man
agem
ent
Jour
nal o
f O
pera
tion
s M
anag
emen
t
Man
agin
g Se
rvic
e Q
ualit
y
Jou
rnal
of
Bu
sin
ess
Res
earc
h
Bus
ines
s H
ori
zons
Jour
nal o
f Se
rvic
e R
esea
rch
Dec
isio
n Sc
ien
ces
Jour
nal o
f Pr
oduc
t In
nova
tion
Man
agem
ent
Jour
nal o
f R
etai
ling
Inte
rnat
iona
l Jou
rnal
of
Con
tem
pora
ry
Ho
spit
alit
y M
anag
emen
t
Cu
rre
nt I
ssu
es
in T
ou
rism
Inte
rnat
iona
l Jou
rnal
of
Info
rmat
ion
Man
agem
ent
Inte
rnat
iona
l Jou
rnal
of
Tour
ism
Res
earc
h
Mar
keti
ng T
heo
ry
Jour
nal o
f Se
rvic
es M
arke
ting
Euro
pea
n M
anag
emen
t Jou
rnal
Euro
pean
Pla
nnin
g St
udie
s
Jour
nal o
f Tr
avel
Res
earc
h
Jour
nal o
f th
e A
cade
my
of M
arke
ting
Sci
ence
Jour
nal o
f A
dver
tisi
ng
Inte
rnet
Res
earc
h
Inte
rnat
iona
l Jou
rnal
of
Elec
tron
ic C
omm
erce
Nº articles 2011 Impact Factor
17
Based exclusively on the ISI indexed journals (i.e., 58 journals), we obtained 19 subject areas2
(Figure 4) which confirms the broad scope and multidisciplinary nature of the experience
concept. Management (17.3%) and Business (16.9%) are the subject areas that have been the
most influenced by the seminal paper on customer experience. Moreover, tourism, sport,
leisure and hospitality emerged also as highly influenced subject areas. This result reveals the
multidisciplinary nature of the area evidenced by an enormous dispersion of articles and
journals, reflecting that the area has not yet created sufficient critical mass to achieve
scientific autonomy (Vieira and Teixeira, 2010).
Figure 4: The influence of ‘experience economy’ by subject area
Scientific papers have been recognized as a way to transmit knowledge (Silva and Teixeira,
2009). In this line, citation analysis is based on the premise that authors cite texts which they
consider to be important in the development of their research (Ramos-Rodriguez and Ruiz-
Navarro, 2004).Based on the country of affiliation of the authors that cite Pine II and
Gilmore‟s article, Figure 2 shows the influence of this seminal article worldwide.
Interestingly, this analysis reveals that the influence of Pine II and Gilmore‟s article covers 36
countries in the world. Notwithstanding, the United States, with 89 citations (24.3%), and the
United Kingdom, with 50 (13.6%), are the most influenced by the seminal article. Asia has
2Some journals encompass more than one subject areas.
1,7
1,7
3,4
5,2
5,2
5,2
5,2
5,2
5,2
6,9
6,9
6,9
15,5
55,2
55,2
55,2
55,2
75,9
77,6
0,0 10,0 20,0 30,0 40,0 50,0 60,0 70,0 80,0 90,0
Mathematical methods
Antropology
P&D and Urban Studies
Economics
Sociology
Healty Policy & Services
Psychology
Geography
Communication
Information science
Library science
Social Sciences
Environmental studies
Hospitality
Leisure
Sport
Tourism
Business
Management
18
been also highly influenced by this article absorbing more than 20% of total citations, with
Taiwan (9.8%) and China (6.3%) at the forefront.
Figure 5: The geographical influence of Pine II and Gilmore’s article
Note: The number of citations gathered from Scopus on August 4, 2012, was 320.
Source: Authors‟ computation.
4.2. Classification of the articles according to topic, type and method.3
Based in the taxonomy gathered from the literature review (Section 2), we identified four
main topics related with the experience concept: customer experience design, customer
experience management, customer experience measurement and customer experience
innovation. We considered two additional topics, „Customer experience‟, as a broad category
related to customer experience (e.g., healthcare experience, tourism experience, virtual
experience, visitor experience, commercial experience, customer experience, country
experience, co-experience, experience expectations, consumer experience hospitality) but not
with design, management, measurement or innovation, and a residual category, „Others‟.
3 The classification was based on 74% of the total data collected. The first two years (1998, 1999) were cut off
due to the reduced number of observations available.
Legend
United
States
United
KingdomTaiwan China Australia Canada Sweden France Italy Norway Denmark Finland
Netherla
ndsSpain
South
KoreaGermany
Hong
KongIndia
89 50 36 23 18 14 10 9 9 9 8 8 7 7 6 5 5 5
24,3% 13,6% 9,8% 6,3% 4,9% 3,8% 2,7% 2,5% 2,5% 2,5% 2,2% 2,2% 1,9% 1,9% 1,6% 1,4% 1,4% 1,4%
New
ZealandPortugal Turkey Brazil Greece Israel Japan Austria Iceland Singapore Malaysia Croatia Iran Ireland Macao
South
Africa
Switzerla
ndThailand
5 5 5 4 4 4 4 3 3 3 2 1 1 1 1 1 1 1
1,4% 1,4% 1,4% 1,1% 1,1% 1,1% 1,1% 0,8% 0,8% 0,8% 0,5% 0,3% 0,3% 0,3% 0,3% 0,3% 0,3% 0,3%
19
For the overall period of analysis (2000-2012), the results show a wide-ranging dispersion of
topics (cf. Figure 6), with a relatively large proportion of papers falling in the residual
category „Others‟. This reflects the fact that almost one third of the papers that cite Pine II and
Gilmore‟s article do not directly relate to customer experience subjects and cite the study en
passant. Regarding the papers strictly related to customer experience, the topics that gather
more attention are „customer experience management‟ (22.5%) and „customer experience
design‟ (19.2%). „Customer experience innovation‟ is still barely tackled (6.1%) but it may be
considered as an emergent topic.
Figure 6: Papers published by research topics
Source: Authors‟ computation based on the data (213 articles) from Scopus SciVerse (reference date: 4 August 2012)
„Customer experience measurement‟, encompassing 12.2% of the total papers, is rather
underrepresented, suffering a significant decline in its relative importance (from 23.8% down
to 10.6%) in the most recent period (2008-2012).
Next, Figure 7 reveals the distribution by period of the different types of articles (conceptual,
discursive, and empirical). The results show the growing importance of empirically-related
works in the domain of customer experience. Indeed, the studies that involve some kind of
theory testing increased by almost twenty percentage points, from 50.0% in first period
(2000-2003) to 69.5% in third period (2008- April 2012). In contrast, opinion-based,
discursive studies saw their share fall dramatically over the period in analysis. It is interesting
to note the dynamism of the area of customer experience evidenced by the increasing share of
15,0
0,0
11,9 9,9
25,0
16,7
19,219,2
5,0
2,4
7,36,1
15,0
26,2
22,522,5
0,023,8
10,612,2
40,0
31,0 28,5 30,0
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
[2000;2003] [2004; 2007] [2008; 2012] [2000; 2012]
Others
Customer ExperienceMeasurement
Customer ExperienceManagement
Customer ExperienceInnovation
Customer Experience Design
Customer Experience
[151][20] [213][42]
20
conceptual, theory-building papers, which is likely to reflect the rise of a new research
domain.
Figure 7: Papers published by research type
Source: Authors‟ computation based on data (213 articles) from Scopus SciVerse (reference date: 4 August 2012)
Restricting the analysis to the empirical research on customer experience (that is, 158 studies),
we can see that their focus of analysis involved 41 countries/regions. However, only four
countries/regions represent almost half of the empirical papers - United States, United
Kingdom, Taiwan and China.
Figure 8: Empirical studies by country of analysis
Source: Authors‟ computation based on the data (158 empirical articles) from Scopus SciVerse (reference date: 4 August 2012)
10,0
21,4 17,9 17,8
40,0 16,7
12,6 16,0
50,0
61,969,5 66,2
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
[2000;2003] [2004; 2007] [2008; 2012] [2000; 2012]
Empirical
Discursive
Conceptual
[151][20] [213][42]
11
35
112
158
0
20
40
60
80
100
120
140
160
180
[2000;2003] [2004; 2007] [2008; 2012] [2000; 2012]
53%
15%
12%
12%
8%
0% 10% 20% 30% 40% 50% 60%
Others(37 countries): < 5%
U.S.A
U.K
Taiwan
China
[ 7%] [ 22% ] [ 71 % ]
21
Although papers that resort to qualitative methods represent the majority for the whole period
and for each of the periods considered (cf. Figure 9), their relative importance has been
steadily decreasing. In contrast, the quantitative-led papers saw their importance rise over the
period, from 10% in the initial period (2000-2003), to 36.4% in the most recent period (2008-
2012).
Figure 9: Empirical papers by method of research
Source: Authors‟ computation based on the data (158 empirical articles) from Scopus SciVerse (reference date: 4 August 2012)
5. Conclusions
The main goal of the present paper was to study the emergent field of customer experience
based on the „small world‟ of Pine II and Gilmore‟s article published in the Harvard Business
Review in 1998. The bibliometric exercise undertaken was based on a set of articles that have
cited Pine II and Gilmore‟s seminal article, which served to assess the contribution of
customer experience research within the scientific field of management, in general, and
marketing, in particular, constituting a complement to other, more qualitative, analyses of the
literature (Ferreira, 2011).
The results show that the publication activity on „customer experience‟ and related concepts
has been increasing, mainly in the most recent years (2008-2012), and has achieved a broad
geographical influence. Such trends seem to convey that the customer experience topic is
25,0
11,9 12,6 13,6
65,0
61,951,0
54,5
10,0
26,2
36,431,9
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
[2000;2003] [2004; 2007] [2008; 2012] [2000; 2012]
Quantitative
Qualitative
MixedMethods
[151][20] [213][42]
22
solidifying its importance in terms of research, receiving increasing attention from marketing
academics. Moreover, the „quality‟ of the papers within the topic of customer experience is
reasonably high, with 53% of the articles published in top-quality journals.
The multidisciplinary nature of customer experience is quite apparent, ranging from tourism,
sport and leisure to hospitality, albeit with prominence in the areas of management and
business. The results show a wide-ranging dispersion of the topics addressed in customer
experience studies, being the bulk related to „customer experience management‟ and fewer
contributions on „customer experience innovation‟ and „customer experience measurement‟.
Although revealing a positive trend, quantitative research methods are used to a lesser extent
than qualitative methods in empirical research on customer experience. This latter evidence
might in part be explained by the still embryonic stage of research related to customer
experience measurement. Measurement is today critical as companies need to know what
experiences they want to provide, what factors are more important for their customers and
which (limited) resources are necessary in order to create the most positive experiences.
Given that the management of customer experience is crucial to marketing strategies (e.g.,
positioning and branding), to achieve sustained financial success, satisfy and keep customers,
further studies are required to increase scientific knowledge in this area. For instance,
resorting to different methods of research design, such as ethnographic (Tynan and
McKechnie, 2009) or experimental approaches, might contribute to better understanding
experience in practice, namely through the assessment of the dimensions/components of
customer experience, the quality of the experiences (Chang and Horng, 2010; Lemke et al.,
2011), and the monitoring of companies‟ marketing strategy (Berry and Carbone, 2007;
Maklan and Klaus, 2011).
References
Berry L.L.; Carbone P.L.; Haeckel H.S. (2002). “Managing the Total Customer Experience”.
MIT Sloan Management Review 43 (3): 85-89.
Berry L.L.; Carbone P.L. (2007). “Build Loyalty Through Experience Management”. Quality
progress, 40: 26-33.
Brakus J.J.; Schmitt H.B.; Zarantonello L. (2009). “Brand Experience: What is it? How is
measured? Does it affect loyalty?, Journal of Marketing, 73: 52-68.
23
Carbone P.L.; Haeckel H.S. (1994). “Engineering Customer Experiences”. Marketing
Management, 3: 9-19.
Chang T.; Horng S. (2010). “Conceptualizing and measuring experience quality: the
customer's perspective”. The Service Industries Journal, 30 (14): 2401-2419.
Creswell W.J. (2009). Research design: qualitative, quantitative, and mixed methods
approaches (3nd edition). Thousand Oaks, California: Sage Publications.
Donna Quadri-Felitti D.; Fiore M. A. (2012). “Experience economy constructs as a
framework for understanding wine tourism”, Journal of Vacation Marketing 18(1): 3 -
15.
Ferreira P. M. (2011) "A bibliometric study on Ghoshal's Managing across Borders".
Multinational Business Review, 19 (4): 357 – 375.
Garg R.; Rahman Z.; Kumar I. (2010).“Evaluating a model for analyzing methods used for
measuring customer experience”. Database Marketing & Customer Strategy
Management, 17 (2): 78 – 90.
Gentile C.; Spiller N.; Noci G. (2007). “How to sustain the Customer Experience: An
overview of experience components that co-create value with the customer”.
European Management Journal, 25(5): 395 – 410.
Grewal, D.; Levy M.; Kumar V. (2009).“ Customer Experience Management in Retailing: An
Organizing Framework”. Journal of Retailing 85 (1): 1 - 14.
Gross, M.A.; Pullman, M. (2012).“Playing their roles: Experiential design concepts applied in
complex services”. Journal of Management Inquiry, 21(1): 43-59.
Hemmington, N. (2007). “From service to experience: Understanding and defining the
hospitality Business”, The Service Industries Journal, 27 (6): 747 – 755.
Hsieh, Y. (2011). “A Dynamic Model of Service Recovery”, Journal of Convergence
Information Technology 6(10): 391-400.
Hudson, S. (2010). “Wooing zoomers: marketing to the mature traveler”, Marketing
Intelligence and Planning, 28 (4): 444 - 461.
Hultén, B. (2011). “Sensory marketing: the multi-sensory brand experience concept”,
European Business Review, 23 (3): 256 – 273.
Johnston R.; Kong X. (2011). “The customer experience: a road-map for improvement”.
Managing Service Quality, 21(1): 5 - 24.
24
Lemke F.; Clark M.; Wilson H. (2011).“Customer experience quality: an exploration in
business and consumer contexts using repertory grid technique”, Journal of the
Academy of Marketing Science, 39: 846 – 869.
Lilja J.; Eriksson M.; Ingelsson P. (2010). “Commercial experiences from a customer
perspective Elaborated, defined and distinguished”, The TQM Journal 22 (3): 285 –
292.
Kim H. S.; Cha J.; Knutson J. B., Beck A. J. (2011)."Development and testing of the
Consumer Experience Index (CEI)", Managing Service Quality, 21 (2):112 – 132.
Klaus P.; Maklan S., (2012). "EXQ: a multiple-item scale for assessing service experience",
Journal of Service Management, 23 (1): 5 – 33
Knutson J. B.; Beck A. J. (2004).“Identifying the Dimensions of the Experience Construct:
Development of the Model”. Journal of Quality Assurance in Hospitality & Tourism,
4 (3-4): 23-35
Johnston R.; Kong X. (2010). “The customer experience: A road-map for improvement”,
Managing Service Quality, 21(1): 5 - 24.
Maklan S.; Klaus P. (2011). “Customer experience: are we measuring the right
things?”.International Journal of Market Research, 53 (6): 771-792.
Norton, D.W.; Pine II, B.J. (2009). “Unique experiences: disruptive innovations offer
customers more „time well spent”. Strategy and Leadership, 37 (6): 4 – 9.
Palmer A. (2010), “Customer experience management: a critical review of an emerging idea”.
Journal of Services Marketing, 24 (3): 196 – 208.
Pine II, B.J.; Gilmore J.H. (1998). “Welcome to the experience economy”. Harvard Business
Review, 76 (4): 97-105.
Poulsson, H.G.S.; Kale H.S., (2004). “The Experience Economy and Commercial
Experiences”. The Marketing Review (4): 267-277.
Pullman E.M.; Gross A.M. (2004).“Ability of Experience Design Elements to Elicit Emotions
and Loyalty Behaviors”. Decision Sciences 35 (3).
Ramos-Rodriguez A.; Ruiz-Navarro J. (2004). “Changes in the intellectual structure of
strategic management research: a bibliometric study of the Strategic Management
Journal, 1980-2000”, Strategic Management Journal, 25 (10): 981-1004.
25
Same, S.; Larimo, J. (2012). “Marketing Theory: Experience Marketing and Experiential
Marketing”. Ginevičius, R.; Vytautas Rutkauskas, A.; Stankevičienė, J. (Toim.). 7th
International Scientific Conference "Business and Management-2012", in Vilnius,
Lithuania, May 10-11, 2012.
Samuelsen B. M.; Olsen L. E. (2010).“Promising attributes and experiences: attitudinal
responses to functional versus experiential ad claims and the moderating role of
involvement”. Journal of Advertising, 39 (2): 65 - 77.
Schmitt B. (1999). “Experiential Marketing”. Journal of Marketing Management, 15: 53 – 67.
Schmitt B. (2010). “Experience marketing: concepts, frameworks and consumer insights”.
Foundations and Trends® in Marketing,5 (2): 55 – 112.
Silva G. E.; Teixeira A. A.C.(2008). “Surveying structural change: Seminal contributions and
a bibliometric account”, Structural Change and Economic Dynamics, 19 (4): 273–300.
Stuart I. F. (2006), “Designing and executing memorable service experiences: lights, camera,
experiment, integrate, action!”.Business Horizons, 49: 149 – 159.
Su, C.-S.(2011). “The role of service innovation and customer experience in ethnic
restaurants”. Service Industries Journal, 31 (3): 425 – 440.
Sundbo J. (2009). “Innovation in the experience economy: a taxonomy of innovation
organisations”, Service Industries Journal, 29 (4): 431–455.
Terblanche S. N. (2009). “Customer experiences, interactions, relationships and corporate
reputation”, Journal of General Management, 35 (1): 5-17.
Tynan C.; McKechnie S.(2009).“Experience marketing: a review and reassessment”. Journal
of Marketing Management, 25 (5-6): 501-517.
Van Calster, B. (2012). “It takes time: A remarkable example of delayed recognition”.
Journal of the American Society for Information Science and Technology. 63 (11):
2341–2344.
Van Raan, A.F.J. (2004). “Sleeping beauties in science”. Scientometrics. 59(3), 467-472.
Verhoef C.P.; Lemon N. K.; Parasuraman A; Roggeveen A.; Tsiros M.; Schlesinger A. L.
(2009). “Customer Experience Creation: Determinants, Dynamics and Management
Strategies”, Journal of Retailing, 85 (1): 31 - 34.
26
Vieira, P.C.; Teixeira, A.A.C. (2010). "Are Finance, Management, and Marketing
Autonomous Fields of Scientific Research? An Analysis Based on Journal Citations",
Scientometrics, 85 (3): 627-646.
Teixeira, A.A.C.; Mota, L. (2012). "A bibliometric portrait of the evolution, scientific roots
and influence of the literature on University-Industry links", Scientometrics, 93 (3):
719-743.
Tung, S.W.V.; Ritchie, B.J.R. (2011). “Exploring the essence of memorable tourism
experiences”. Annals of Tourism Research, 38 (4): 1367–1386.
Walls, R.A.; Okumus, F.; Wang, Y.; Joon, D.; Kwun, W. (2011). “An epistemology view of
consumer experiences”. International Journal of Hospitality Management 30: 10 – 21.
Zang J. (2010) “The Coming Era of Experience Economy and Breakthrough of Service
Innovation Dilemma”. 2010 International Conference on Management and Service
Science (MASS), in http://ieeexplore.ieee.org/xpls/abs_all.jsp?arnumber=5577130.
Zomerdijk G. L.; Voss A. C. (2010), “Service Design for Experience-Centric Services”.
Journal of Service Research, 13 (1): 67 – 82.
Zomerdijk, L.; Voss, C.A. (2011). “NSD processes and practices in experiential services”.
Journal of Product Innovation Management, 28: 63 – 80.
Recent FEP Working Papers
480 Ana Carina Araújo and Aurora A.C. Teixeira, Determinants ofInternational Technology Transfer: an Empirical Analysis of theEnterprise Europe Network, January 2013
479 Paula Gracinda Santos, Ana Paula Ribeiro and Vitor Manuel Car-valho, Export-Led Growth in Europe: Where and What to Export?,January 2013
478 Elena Sochirca, Pedro Mazeda Gil and Oscar Afonso, TechnologyStructure and Skill Structure: Costly Investment and Complemen-tarity Effects Quantification, January 2013
477 Pedro Gonzaga, António Brandão and Hélder Vasconcelos, Theoryof Collusion in the Labor Market, January 2013
476 Mário Graça Moura and António Almodovar, Political Economyand the ’Modern View’ as reflected in the History of EconomicThought, December 2012
475 Marta S.R. Monteiro, Dalila B.M.M. Fontes and Fernando A.C.C.Fontes, Solving Concave Network Flow Problems, December 2012
474 Marta S.R. Monteiro, Dalila B.M.M. Fontes and Fernando A.C.C.Fontes, Ant Colony Optimization: a literature survey, December2012
473 João Correia-da-Silva and Carlos Hervés-Beloso, Irrelevance ofprivate information in two-period economies with more goods thanstates of nature, December 2012
472 Gonçalo Faria and João Correia-da-Silva, Is Stochastic Volatilityrelevant for Dynamic Portfolio Choice under Ambiguity?, October2012
471 Helena Martins and Teresa Proença, Minnesota SatisfactionQuestionnaire - Psychometric Properties and Validation in a Po-pulation of Portuguese Hospital Workers, October 2012
Editorial Board ([email protected])Download available at: http://wps.fep.up.pt/wplist.php
also in http://ideas.repec.org/PaperSeries.html
28
