Pine & Gilmore have authored or co-authored hundreds of articles over the past twenty years for publications worldwide — magazines, newspapers, and online — further exploring segments of our content and offering insights into business applications.
A sampling of articles by Pine & Gilmore can be found below:by B. Joseph Pine II
Joe Pine explains how businesses can unlock greater value by understanding customers' aspirations and guiding lasting transformations through experiences supported by preparation, reflection, and ongoing integration.
by B. Joseph Pine II
An opinion piece by Joe Pine arguing that healthcare, financial services, and education are leading a shift to a “transformation economy,” where businesses create value by helping people achieve lasting personal outcomes and human flourishing.
by Marco Robledo & B. Joseph Pine II
The article introduces a Consumer Evolution Model that helps businesses understand customers' shifting priorities—from practicality and status to experiences and personal transformation—and adapt their offerings to support individual growth and broader wellbeing.
by B. Joseph Pine II
Joe Pine explains how businesses can create lasting value and loyalty by understanding four types of customer aspirations—metamorphosis, cultivation, ambition, and refinement—and guiding people toward becoming who they want to become.
by James H. Gilmore
Jim Gilmore discusses the power of saying yes when customers want something you may not offer -- and why it can be a source of new capabilities.
by David W. Norton and B. Joseph Pine II
No one wants digital tools that waste their time. We all want digital experiences to offer time well spent. People engage when smart tools understand them, their situation, and the jobs they want done. But too many companies today are still building digital platforms that waste people’s time. Here both Joe Pine and Dave Norton explain what companies should be doing differently.
by B. Joseph Pine II
Markets are a fiction that can obscure consumers’ real needs. In this article Joe Pine explores why businesses need to engage with their customers' inherent uniqueness.
by B. Joseph Pine II
In this article, Joe Pine explains how to approach experience platforms -- one of the biggest growth opportunities in today's Experience Economy.
by James H. Gilmore & B. Joseph Pine II
Creating value in the marketplace begins with creating value in the workplace. In this article Pine & Gilmore assert that by supplying positive work experiences, ones that are known to transform employees, organizations can create demand for people to come aboard.
by Lance A. Bettencourt, B. Joseph Pine II, James H. Gilmore, and David W. Norton
In this Harvard Business Review piece, Pine & Gilmore explore the economic opportunities for companies that sell in relation to consumers' aspirations -- namely, guiding personal transformations.
by James H. Gilmore
Here Jim Gilmore advises organizations to look through a unique suite of lenses to find, develop, and leverage talent.
by B. Joseph Pine II and James H. Gilmore
In this publication of Duke Corporate Education, Pine & Gilmore more deeply explore why companies must think very richly about the management of their customers' time -- why they should stop wasting it, and instead help them invest it wisely.
by B. Joseph Pine II
Exclusive content authored by Joe Pine explores why employee engagement is the new competitive differentiator in today’s experience economy, published in this Point of View piece for Rightpoint.
by B. Joseph Pine II
In this piece written for Rightpoint, Joe Pine encourages businesses dealing with COVID-19 to refresh their places, redesign their offerings, and renew their capabilities.
by B. Joseph Pine II
Joe Pine's chapter contribution to this 2019 book, which explores what mass customization means for the architecture and the building industries.
by B. Joseph Pine II
In this whitepaper, Joe Pine examines the reasons behind the rise of the Experience Economy and discusses how to cut through the technobabble to understand the one thing that truly matters: the experience.
by B. Joseph Pine II & James H. Gilmore
Pine & Gilmore articulate the five different roles that CXOs must inhabit to successfully lead their enterprises into the Experience Economy.
by B. Joseph Pine II
Joe Pine discusses the opportunities and challenges retailers face particularly during the holiday season, and why experiences matter more than ever.
by Jim Gilmore
Article featuring Jim Gilmore and why meetings & events must go beyond "in name only" experiences.
by Joe Pine
An Op-Ed arguing why retailers must charge for what consumers value: their time.
by Jim Gilmore
Jim Gilmore explores the topic of observation as found in the Bible, including the application of the Six Looking Glasses tool to look at five different spheres of inquiry.
by B. Joseph Pine II
An overview of the Experience Economy with a focus on physical retail, featuring a myriad of international examples. Illustrations by our colleague Kevin Dulle of NewGround.
by B. Joseph Pine II
A short article written by Joe Pine on the future of retail and how stores must stage personal and memorable experience to survive.
by B. Joseph Pine II & James H. Gilmore
Pine & Gilmore explain the difference between truly distinctive experiences and standard CEM practices.
by B. Joseph Pine II
Joe Pine explains why time is what you design, and how to build up to the all-important moment.
by James H. Gilmore
In its issue devoted to identity, The Mockingbird features a piece by Jim Gilmore on authenticity expressed through consumerism.
by B. Joseph Pine II
Joe Pine explains the impact of an experience strategy based on 3-D innovation to help break out of the commoditization trap.
by B. Joseph Pine II
Learn why Singapore is bursting on the global scene as an experience hub.
by B. Joseph Pine II
Joe Pine discusses the advent of digital technology in staging experiences.
by B. Joseph Pine II
Joe Pine talks about the commoditization of the banking industry and strategies to elevate value through experiences.
by B. Joseph Pine II
A re-look at the subject Joe Pine’s first book, and the new frontier of business competition has become the new imperative.
by B. Joseph Pine II and Kim C. Korn
A brief look at the core model of Infinite Possibility: Creating Customer Value on the Digital Frontier, the Multiverse.
by B. Joseph Pine II and Kim C. Korn
A deeper look into the Multiverse and the various ways to fuse the real and the virtual.
by B. Joseph Pine II
How can one go farther than shifting from mass markets to markets-of-one? By understanding the multiple markets within each individual customer.
by B. Joseph Pine II
Unless you have no higher hope than being a mere commodity, turn your focus from the customer experience to the economic experience.
by B. Joseph Pine II
When you create a marketing experience worthy of an admission fee, you get your customers to pay you to sell to them, and the best ones are even profitable in and of themselves.
by B. Joseph Pine II
Joe Pine provides an overview on Mass Customization and the fundamental steps needed for success.
by B. Joseph Pine II & James H. Gilmore
The fundamental problem with advertising? It’s a phoniness-generating machine.
by B. Joseph Pine II & James H. Gilmore
Pine & Gilmore here explore eight principles for learning to understand, manage, and excel at rendering authenticity.
by James H. Gilmore and B. Joseph Pine II
Rather than slapping “authenticity” and “real” on your advertisements or packaging, understand these three Axioms of Authenticity.
by B. Joseph Pine II & James H. Gilmore
In this lengthy article for the American Marketing Association's publication, Pine & Gilmore touch on nearly all the key concepts for learning to understand, manage, and excel at rendering authenticity.
by B. Joseph Pine II & James H. Gilmore
In an age when consumers factor in authenticity as a primary, Corporate Social Responsibility (CSR) programs should be seen for the sham that they are.
by James H. Gilmore & B. Joseph Pine II
The fundamental problem with advertising: It’s a phoniness-generating machine. The solution that forces a company to be what it says it is: placemaking.
by B. Joseph Pine II & James H. Gilmore
Some pointers for how to react authentically with mistakes happen ... and let's face it -- they do happen. How you handle these bumps says as much, if not more, about your business then when things are running smoothly.
by B. Joseph Pine II and Stephen L. Cohen
As explained in this article for T+D, the house magazine for the American Society of Training & Development, mass customization is a way to bring more efficiency and effectiveness to training, thus adding value to every organization that embraces learning as a means to achieving improved business results.
by B. Joseph Pine II & James H. Gilmore
Pine & Gilmore describe the challenges many museums face in competing for visitors' time and attention in a world filled with experiences. Several notable examples, including Exploris and the Abraham Lincoln Presidential Library & Museum, distinguish themselves by superbly rendering themselves as authentic.
by B. Joseph Pine II
In an article for the Metals Service Center Institute, Joe sheds some light on the tensile strength necessary to move the metals industry from commodity provider to experience stager. Heavy lifting indeed!
by B. Joseph Pine II & Paul McAdam
Joe Pine expands on why new research by BAI, the financial services industry’s leading professional organization, shows that improving the customer experience is the best means for retail banks to differentiate themselves and avoid commoditization.
by James H. Gilmore & B. Joseph Pine II
Pine & Gilmore build the case for advancement of a new C-suite position: the Chief eXperience Officer - an executive level position responsible for overseeing the design, scripting, and staging of customer experiences. Not to be confused with traditional marketing responsibilities.
by B. Joseph Pine II
What the Experience Economy means for architects (and all those who design physical places).
by James H. Gilmore & B. Joseph Pine II
Four principles for turning your corporate events into engaging experiences.
by B. Joseph Pine II & James H. Gilmore
The aim of experiences is to make other forms of marketing superfluous.
by B. Joseph Pine II & James H. Gilmore
A countdown of the Top 10 Experiences of the Year, as unveiled by Pine & Gilmore at the 2003 Strategic Horizons thinkAbout in New York.
by James H. Gilmore & B. Joseph Pine II
Merely calling an offering an experience doesn't make it so. Marketers must think like experience stagers where the reality of the offering truly live up to the hype.
by B. Joseph Pine II & James H. Gilmore
Meet our very first Experience Stager of the Year award winner, a consumer goods company that recognized the value of paid-for experiences.
by B. Joseph Pine II & James H. Gilmore
thinkAbout burst onto the business scene in 1998. It’s back again, reuniting Pine & Gilmore with scores of like-minded individuals interested in exploring the outer reaches of the Experience Economy.
by B. Joseph Pine II & James H. Gilmore
Take a tour of one of the premier experience hubs in the U.S., and learn to apply the principles of the Experience Economy to your business.
by B. Joseph Pine II & James H. Gilmore
The second EXPY award winner uses theatre to turn an ordinary service into an engaging consumer and B2B experience.
by James H. Gilmore & B. Joseph Pine II
As a new consumer sensibility arises, businesses must learn how to quench the thirst for authenticity.
by B. Joseph Pine II & James H. Gilmore
the 2002 Experience Stager of the Year award winner is the best example we know of a company whose experience portfolio encompasses all ten levels of our Location Hierarchy Model.
by B. Joseph Pine II & James H. Gilmore
Where to hold the New York thinkAbout in 2003? The only possible place: The Marriott Marquis on Times Square.
by B. Joseph Pine II & James H. Gilmore
The 2001 EXPY award winner themes in an incredibly effective way – and impressed us so much that we held our 2002 thinkAbout at one of its venues!
by B. Joseph Pine II & James H. Gilmore
How this 3-D representation of our book cover, depicting a commedia dell’arte performer, came to be.
by B. Joseph Pine II & James H. Gilmore
Midway Airport, once a forgettable destination for weary travelers, has remade itself into an engaging experience stager with the creation of "Midway Boulevard".
by James H. Gilmore & B. Joseph Pine II
The provocation: steal 20% of your traditional marketing budget to design and stage high-impact marketing experiences that will generate demand for your offerings.
by B. Joseph Pine II & James H. Gilmore
Commodity suppliers, goods manufacturers and service providers are all turning to experiences as a way to drive economic demand.
by James H. Gilmore & B. Joseph Pine II
An original eDoc from Strategic Horizons. An unblushing look at the failure of traditional marketing and what will replace it. Full of real-world examples, the insightful Location Hierarchy Model, and the business argument for the emergence of a new executive – the Chief Xperience Officer (CXO).
by B. Joseph Pine II
What business are you really in? Going beyond merely providing goods and services. Joe Pine’s article on business transformations appears in this highly respected compendium of business theories and practices.
by James H. Gilmore & B Joseph Pine II
Creating a memorable experience is a powerful way to differentiate one hospitality operation from another. [The link provides an article summary by the publisher. The complete text of the article is available for purchase on the summary page.]
by James H. Gilmore & B. Joseph Pine II
In German. Das Erlebnis Ist Das Marketing. Eine neue Standort-Hierarchie-Theorie hilft den Unternehmen, wie und wo sie ihre Erlebnisse inszenieren sollen.
by James H. Gilmore & B. Joseph Pine II
Major League Baseball, in the midst of rapidly declining game attendance, gets some pointers on surviving in the Experience Economy.
by B. Joseph Pine II
Explores how the principles of mass customization and intentional design encourage designers to stage experiences that transparently deliver exactly what customers want.
by B. Joseph Pine II & James H. Gilmore
For the healthcare industry it's no longer just about healing: patients want a personal transformation.
by B. Joseph Pine II & James H. Gilmore
In the Experience Economy, Las Vegas in the experience capital of the world. And get ready because, for better or worse, everything in Las Vegas IS coming to your town.
by B. Joseph Pine II & James H. Gilmore
Focus groups should be dumped. Instead, real customers should be observed in real settings.
by B. Joseph Pine II & James H. Gilmore
As experiences become increasingly common, life-transforming experiences – transformations – will become a fifth and final type of distinct economic offering, and a few industries including healthcare are leading the way.
by B. Joseph Pine II & James H. Gilmore
Just as the service economy trounced the Industrial Age earlier this century, now it is time to make way for the Experience Economy.
by B. Joseph Pine II & James H. Gilmore
CEOs and other chief executives will need to reexamine their offerings in light of the emergence of the Experience Economy.
by James H. Gilmore
People are commemorating the loss of their loved ones in increasingly unique ways. Few funeral homes, however, offer unique memorable experiences. The complete text of this article is available for purchase at "The Experience Economy: Funeral Goods and Services are No Longer Enough"
by B. Joseph Pine II & James H. Gilmore
The internet is the greatest force of commoditization known to man. In the Internet Economy, delivering goods and services is no longer enough. Internet companies must do more: They need to stage experiences.
by B. Joseph Pine II & James H. Gilmore
Those firms that shift beyond delivering financial services to staging financial experiences and guiding financial transformations will ward off the commoditization that threatens service firms everywhere. Those that do not will find themselves subject to the vagaries of a very competitive and ruthless marketplace.
by B. Joseph Pine II & James H. Gilmore
The emerging Experience Economy demands recognizing that any work observed directly by a customer is an act of theatre.
by B. Joseph Pine II & James H. Gilmore
In German: Die Erlebnisokonomie. Sind Sie bereit fur eine Wirtschaft jenseits von Gutern und Dienstleistungen?
by James H. Gilmore and B. Joseph Pine II
Customer satisfaction is not a true measure of the connection a company makes with customers, even though thousands of companies rely on those "How are we doing?" surveys. Companies need to turn the question inside out. Instead of asking how we did, companies need to ask what you, the customer, want. That means understanding what we call customer sacrifice: the gap between what a customer settles for and what he wants exactly.
by B. Joseph Pine II & James H. Gilmore
In one of the earliest articulations of their ideas, Pine & Gilmore make the case for the emergence of the Experience Economy and unveil several key models including The Progression of Economic Value and The Four Realms of an Experience.
by B. Joseph Pine II
Variety is not the same as customization. For manufacturers, mass customization yields greater flexibility, efficiency and an overall lower cost structure in meeting the unique needs of every customer.
by B. Joesph Pine II & James H. Gilmore
A primer on the Experience Economy and a look at some early adopters of its principles.
by James H. Gilmore & B. Joseph Pine II
A milestone article that foreshadows many of the major viewpoints expressed in The Experience Economy including the progression of economic value, staged experiences and transformations. A must read.
by James H. Gilmore & B. Joseph Pine II
Powerful new frameworks to help companies determine the types of customization they should pursue.
by B. Joseph Pine II, Don Peppers, and Martha Rogers
Customers do not want more choices. They just want exactly what they want. A company that aspires to give customers exactly what they want must use technology to become two things: a mass customizer that efficiently provides individually customized goods and services, and a one-to-one marketer.
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