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The Experience Economy, Updated Edition by James H. Gilmore, B. Joseph Pine II

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A Refreshing Experience

WHEN SIR COLIN MARSHALL FIRST realized that British Airways was really in the business of orchestrating experiences, he thought that the “wear-out factor” for the BA brand was “somewhere in the five-year range. Now I am pretty convinced that five years is about the maximum that you can go without refreshing the brand.”1 Actually, experience stagers must constantly refresh their experiences—change or add elements that keep the offering new, exciting, and worth paying money to experience all over again. Failing to do so devalues the offering. Rather than an experience that remains the same between visits, people would rather try a new one where they don't know quite what to expect and are sure to be pleasantly ...

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