An Exploration of Combinative Creative Living Mall - In Experience Economy Perspective

碩士 === 國立政治大學 === 科技管理與智慧財產研究所 === 102 === The term “Experience Economy” was first delineated in an article published in 1998 by B. Joseph Pine II and James H. Gilmore, named "The Experience Economy". In it they described the experience economy as the next economy following the agraria...

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Bibliographic Details
Main Authors: Cho, Ching Jung, 卓靖容
Other Authors: Lee, Jen Fang
Format: Others
Language:zh-TW
Online Access:http://ndltd.ncl.edu.tw/handle/64196115180171205091
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Summary:碩士 === 國立政治大學 === 科技管理與智慧財產研究所 === 102 === The term “Experience Economy” was first delineated in an article published in 1998 by B. Joseph Pine II and James H. Gilmore, named "The Experience Economy". In it they described the experience economy as the next economy following the agrarian economy, the industrial economy, and the most recent service economy. In the trend of experience economy, or so-called “Creative Economy”, people place a high value on local experience and craftsmanship in shopping mall instead of caring the size of the space solely. On these conditions, the concept of traditional shopping mall has been transformed into “Creative Living Mall.” Creative living mall operates businesses that orchestrate memorable events for their customers, and that memory itself becomes the product — the "experience". In order to understand how to better leverage the value of experience and memory in creative living mall, this study attempts to discuss the dynamics between creative living mall operators and the brands, the interactions with customers, and the organizational management. Two cases investigated in this study are eslite and HAYASHI. This thesis shed lights on the importance and the meaning of co-creation of memories and experiences in creative living mall. Literature review and in-depth interviewing of the one-year long research led to the following conclusions. First, creative living mall and local brands are emotionally connected to achieve co-existence and co-flourishing. Therefore, co-existence can then offers to both malls and brands enormous growth potential. Second, the operating teams of malls come from diverse and extensive related expertise background. These local and cultural working experiences combine to create precious knowledge and know-how, and further build core competence. Last but not least, this study concludes that customers, malls and local brands are the essence of the value creation system. This value system can further create an environment that fosters the formation of aesthetic community.