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:

 

2017:

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 By B. Joseph Pine II & James Gilmore

Pine & Gilmore article demonstrating to retailers that to succeed in the Experience Economy, one must go beyond merely making customer interactions nice, easy, and convenient.

2016:

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.

2015:

By B. Joseph Pine II & James H. Gilmore

Pine & Gilmore explain the difference between truly distinctive experiences and standard CEM practices.

2014:

By B. Joseph Pine II

What companies must do to withstand what Joseph Schumpeter called “the gale of creative destruction”

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.

2013:

By B. Joseph Pine II

Learn why Singapore is bursting on the global scene as an experience hub.

2012:

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.

2011:

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 James H. Gilmore & Cheryl D. Stokes

Jim Gilmore, along with Cheryl Stokes of Duke Corporate Education, team up to help readers understand why immersive learning experiences excel at engaging participants. One key element to designing these types of powerful interactions: a mash-up of the 4E model from The Experience Economy.

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.

2010:

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.

2009:

B. Joseph Pine II

Joe Pine provides an overview on Mass Customization and the fundamental steps needed for success.

B. Joseph Pine II & James H. Gilmore

Extended piece by Pine & Gilmore discussing how managers and executives can apply the rendering of authenticity to the business of art.

2008:

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

The fundamental problem with advertising? It’s a phoniness-generating machine.

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.

2007

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 B. Joseph Pine II & James H. Gilmore

As advertising and marketing campaigns increasingly fail to reach their intended audiences, Joe Pine and Jim Gilmore admonish companies to designate a Chief Experience Officer and suggest a method for measuring the effectiveness of staging experiences vs. spending on advertising.

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 & James H. Gilmore

A precipitous $200 price reduction on Apple’s iPhone, then a ham-handed $100 rebate offer to existing customers bruised the iconic company’s reputation. Pine & Gilmore offer alternative approaches to help Apple recapture its legendary appeal.

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!

2006

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

A compenduim of observations, insights and commentary Jim Gilmore blogged for Fast Company's online site. Full of interesting musings on everything from sports to tourism to fastfood and more.

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).

2005:

By James H. Gilmore & B. Joseph Pine II

Four principles for turning your corporate events into engaging experiences.

2004:

By B. Joseph Pine II & James H. Gilmore

The aim of experiences is to make other forms of marketing superfluous.

2003:

By B. Joseph Pine II & James H. Gilmore

The best way to market any product is with an experience so engaging that potential customers can't help but pay attention - an pay up as a result.

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

Opportunities abound for new offerings in the Experience Economy. Prime industries include entertainment, wealth care, retail tourism and health care. As the Experience Economy matures, the Transformation Economy will emerge to supplant it.

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".

2002:

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 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

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 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

Major League Baseball, in the midst of rapidly declining game attendance, gets some pointers on surviving in the Experience Economy.

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.

2001:

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

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

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

For the healthcare industry it's no longer just about healing: patients want a personal transformation.

 

2000 & Prior

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

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

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

In German: Die Erlebnisokonomie. Sind Sie bereit fur eine Wirtschaft jenseits von Gutern und Dienstleistungen?

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 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

CEOs and other chief executives will need to reexamine their offerings in light of the emergence of the Experience Economy.

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 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 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

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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