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Experience Design: A Framework for Integrating Brand, Experience, and Value by Kevin Farnham, Patrick Newbery

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Chapter 9

Getting Business to Act on Experience Design

We have purposefully taken a broad approach to describing experience design, largely because we want to present it as a mind-set that can inform how problems can be framed and approached. We don’t think it should be simply viewed as a specific strategy with a tactical initiatives checklist that a business might choose to implement. Part of this is due to the nature of the problems it is intended to address—these things change over time. Having the right systems, tools, and basic concepts that can be adapted to meet new requirements provides for a higher level of flexibility and, hopefully, a longer life span in providing value to business and design. The other reason for this is our intentions for this book—to start a conversation about the challenges facing business, design, Brand, value, and experience, and to help move people away from what we believe are dated and inefficient approaches to solving these problems. We aren’t saying there is only one way to do things.

We do want these ideas to move beyond the confines of this book, because we strongly believe that acting on this thinking will be beneficial to businesses and their customers. So now we will focus a little more narrowly to provide some useful ways for people to begin using what we have presented so far. Because there are probably more people involved in business than in design, much of this chapter will assume that the context in which the reader is considering ...

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