The thesis explores the gap between theory and practise throughout the hospitality industry. 1) It identifies is a lack between theoretical progression and practical use; 2) it develops a framework to explore and explicate this gap; and 3) it presents tangible recommendations to the industry in general, on how to improve performance and industrial capabilities, by turning attention to the insights presented in the thesis’ framework, analysis and conclusions. Key findings • A lack of strategic development throughout the industry. • The main challenges for industrial success and use of experiences are to understand relevance, activity and strategic foundation to increase customer value. • The use of strategic experience development is fundamental in the focus of increasing industrial recognition and competitiveness. • Experience design can be controlled and measured by using metrics, measures and objectives, presented throughout this thesis. Recommendations • An emphasis on experience planning and strategy will provide more aligned activities, and therefore create more relevant experiences. • The industry must recognise and understand the Experience Economy to exploit it. • Organisations must consider if their current commercial expenditures are being put to good use, or if the money should be reallocated to experience design. • Experience development incorporates the entire organisation, making it vital to share goals, communicate organisational culture and use staff as a resource. Conclusion Through the industrial analysis, I have identified only few areas that differ from the presented framework, and the actual experience design. Through interviews, I have determined that some of the individual areas of the framework are already being focused upon, however these will not be optimised without the use of the remaining areas. Given the fact that organisations may already understand parts of the design, only a small amount of resources is needed to diminish the gaps, making the implementation of the presented experience framework realistic in practice. The thesis argues that optimisation of the experience strategy is vital for the industry to increase competitiveness, and to step out of the negative trend within the area of hospitality. Individual organisations must incorporate the experience framework presented, and HORESTA, the trade association must act as an implementer by training, leading and guiding organisations. For future research, I identify the need of generalisable data, which can only be extracted after the framework has been put to actual use, as this will determine its effectives in creating customer value. Also, new research must be made to focus on the pricing and revenue management of experiences, as this will become essential to the overall success, and industrial monetary value over time. Furthermore, companies that do implement the framework, and follows the guide, will be able to provide detailed evaluations of the degree, to which the experience development creates customer value.
|Educations||MSc in Brand and Communications Management, (Graduate Programme) Final Thesis|
|Number of pages||90|