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（con't）Re-establish the quality-of-life notion—The apropos takeaway from the fresh debate on ‘Lives vs Livelihoods’ is to provide experiences that enable people to spend valuable time on their passions and interests along with professional pursuits. Staging experiences along this line of thought would mean a surge in experiences that demand active participation and/or are more immersive in nature.
Redesign market offerings—Taking into cognizance the way people would want to interact once corona risk abates, the enterprises would need to restructure and restyle their offerings, aiming to provide a holistic experience comprising the core characteristics as outlined in the second section. By doing so, they successfully repackage their offerings to create greater experiential value for their customers (Pine, 2020c). An interesting example of such striking innovation is from a Swedish couple who plan to open a one-person restaurant—rightly named as Bord för en, or Table for one from 10 May 2020 to 1 August 2020. Totally relevant for the socially distant times, it plans to serve one customer per day, amidst meadows, via a basket attached to a rope. What is amazing is that the customers get to decide how much they wish to pay for the meal.
Re-prioritize investment—From hitting the accelerator on digitalization, to creating remote-work infrastructure, the post-pandemic investment plans need to be methodical, consistent as well as sustainable. Only then the enterprises would be able to create new capabilities, discover new prospects and be the one to redesign the future. As counter-intuitive as it might sound, businesses need to resist the urge to change remote working rules frequently, lest the productivity begins to decline instead of stabilizing.
Renewed health consciousness—Health and hygiene aspects of everyday life and work need re-calibration as a result of heightened health mindedness, which is going to continue for a long time from now. This renewed health mindfulness is therefore likely to take a front seat in several business operations. For instance, the enterprises need to be more pro-active so as to accommodate for the diverse health needs of all the stakeholders involved
（con't）Return to humanizing technologyAnother vital step in this direction would be to avoid investing in technology for technology’s sake. Technology lacks empathy and hence would fail to evaluate the inherent varied purchase intentions of the consumers. In this context, the suggestion given by Kadam (2019) much before the coronavirus pandemic hit us is relevant and worthy of adoption. He goes on to suggest the need for a chief human officer in contemporary corporate entities—whose exclusive role would be to keep a track on how the organization is evolving in employing technology—and if it is human enough.Figure 3. Experience Economy-driven Course CorrectionSource: Authors understanding based on available literature.
‘Long term’ is a relative concept and the temporal measures that are taken at the time of occurrence of the pandemic and post the turbulent times would mark the arrival of the revival stage differently for each of the businesses. However, anyone who can bring, add or be of value to the marketplace by communicating consistently, unequivocally embracing consumer choices tailored to new realities and establishing sustainable relationships would be a successful experience provider.Managerial ImplicationsBusinesses often frame strategies aiming at selling more of their products or services. This inside-out thinking gets replaced with an outside-in mindset, in which the primary focus is on the customer’s needs—when the offerings are experiences. The consumption patterns are guided by ‘essentials only’ regime wherever the pandemic-driven restrictions are stringent. Given this, the enterprises need to be flexible and open enough to be able to refresh or re-wrap their offerings under any circumstances. In this context, ‘going local’, as emphasized by Prime Minister Modi’s 12 May appeal (PMO India, 2020), would ensure strengthening of domestic supply chains and activation of regional synergies, especially at this juncture, when globalization needs to take a back seat at least in the near term. Likewise, immediately after the lockdowns are lifted, there will be several small moments that would acquire new emotional resonance. EE proposes to make emotional milestones such as getting back to your fitness studio/yoga/guitar class, first pint of beer at the bar, first romantic date after the pandemic, etc., even more special and leave the customers in the state of ecstasy with the way such milestones are now celebrated by the concerned businesses. Here, staging an empathetic experience as an exclusive and privileged offering is the prerequisite for it to become a success, and dramatizing makes it swift and long lasting. Although like other recessionary crises, the pandemic would certainly entail individuals to want goods and services to be commoditized, in all likelihood, the people would then spend their hard-earned money (and harder-earned time) on experiences they value more highly. The businesses, today, must factor in these new EE attributes to be able to serve their customers and build upon (or retain) their market presence during and after the COVID-19 pandemic
（Con't）Concluding RemarksThis article offers an amalgamation of the facts, collected through secondary sources, that serve as the drivers of conducting business amidst COVID-19, and adaptive strategic paths for the future times to come. Owing to the limited academic research pertaining to the EE during the current pandemic, the article provides a pioneering perspective in this field by incorporating static theories and fluid sources with futuristic models for survival and revival of businesses. Since the managerial challenges of COVID-19 are still evolving, this article represents the viewpoint of the authors without focusing on any fixed methodological approach per se. Hence, reaching at definitive conclusions for an ongoing phenomenon would be an exercise done in haste. Perhaps the only modest conjecture that can be made is that, in the times to come, researchers in this field will be busy disentangling these issues. On one hand, the article provides practical solutions for businesses to build their future on, while, on the other, it leads and carves the way for future research of the new and upcoming EE swayed by COVID-19.
Undoubtedly, adapting is the first imperative of survival. No matter how Darwinian it sounds, but the ‘fittest’ businesses in their battle to revive from the COVID-19-induced peril would need the dose of disruptive transformations from the lens of the New Experience Economy. For this, every firm may need to rewire and reboot itself into the future that would not be a linear extension of the past experiences. Businesses have reckoned that customer experience is becoming an important variable in addition to the quality of a product or service (Yeganeh, 2019). Under the constraints on human interaction, building robust and flexible experiences goes a long way. Digital proliferation, which is the need of the hour, needs to be accompanied with care and connection towards all the stakeholders; such experiences are conceivable when embedded into the fabric of the enterprise. Investing in relationships, therefore, needs to be re-crafted in response to new sensitivities. The pandemic is here to teach the lesson of building experiences that are robust enough to survive the plunges in the market, personalized enough to retain loyalties, cohesive enough to not get diluted with a change in channel of offering and dramatic enough to keep the engagement alive at all times. Seen in this light, the potency of the new EE measures can probably help navigate through the COVID-19-induced business crisis and be the framework pushing for a frugal approach. While the current crisis would change business dynamics for sure, new experiences would come up and some old ones would see resurrection, but hopefully the world will be normal once again.（COVID-19 and the Rise of the New Experience Economy by Gurleen Kaur & Chanpreet Kaur. First Published September 29, 2020 in https://doi.org/10.1177/2319714520958575）
陳明發《敘事：文化旅遊產品》 文化要成為旅遊產品，最關鍵的因素是“敘事”，怎樣將相關的地方與遊客建立起“聯繫”與“交會”，使到客人不只是從表面上看來平常無奇得到物質、觀感上的體驗，拍了照還有深度素質的感受，還有依依不捨的心靈親近感，覺得物有所值，附加價值高，不虛此行，超越期望，甚至打算再來一趟，需要讓故事成為一個媒介，拉近心靈。 ( 2017年8月11日 陳明發博士《文化旅行》 研究筆記) （Source：Tristan Elwell）
本平台台長陳明發博士力推本土文化旅遊，在沙巴博物館導覽南海中國沈船打撈古文物。 同步發佈《陳楨： 札記2001》 《陳明發的詩與詩想》 《陳明發論故事》 《旅遊·把故事說好的快意》 我想將老子、莊子同後現代的領導美學聯繫上來。 不僅這樣，老莊鮮活的創意領導，必須替代現代管理思想中的理性中心主義。 讓它成為後現代人在知識社會中學習、工作和耕耘生活的基礎。 我希望這不是一種技術，而是一種人生抉擇。～～陳明發博士
創意人·故事人 精進計劃 》》
》《我的加雅街杜順公主》本事 》《我的加雅街杜順公主》生活&旅遊札記 》《我的加雅街杜順公主》攝影輯 》文創玩家記事本 2001～2013 》陳楨： 札記2001 》說好的俳句 I 》說好的俳句 II 》馬來西亞微博 》白垚經典： 中國寡婦山～～史詩的變奏
誠意推薦 》 陳明發的詩與詩想 故事人心靈素質 愛墾MOOCS課堂 韻文化：愛墾網定位 愛墾欄目 說好的俳句 旅遊·把故事說好的快意 愛懇文化街節慶 高齡社會與生死學 最好的告別 遊戲：身體·體驗 故事人心靈素質 敘事·創意 《我的加雅街杜順公主》本事 《我的加雅街杜順公主》生活&旅遊劄記 《我的加雅街杜順公主 》文化劄記 THE LIGHT OF CITY “城市之光”微文學
風格遊記：最優美的體驗紀錄 陳楨： 劄記2001
愛墾雲端藝廊： 小時代趣味主題館 愛墾雲端藝廊： 中藥故事館 愛墾雲端藝廊： 藝·攝影館 愛墾雲端藝廊： 戀戀情詩館 愛墾雲端藝廊： 族群和解主題館 愛懇雲端藝廊：設計故事館 愛墾雲端藝廊：花卉攝影館 愛墾雲端藝廊：美食主題館 愛墾雲端藝廊： 戀戀·文物館 愛墾雲端藝廊： 藝·攝影館 (https://iconada.tv/photo/life-in-kuala-lumpur)
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愛墾網 是文化創意人的窩;自2009年7月以來，一直在挺文化創意人和他們的創作、珍藏。As home to the cultural creative community, iconada.tv supports creators since July, 2009.
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