The world is changing around us, and as a company, we’ve really needed to evolve to thrive in this shifting landscape. You know, we’re always reinventing our business to try and stay ahead of culture and technology.
Core foundation of our company goal was to create a culture and an environment that enables our people to do the best work that they are proud of. As a company that takes pride in building a business that matters, we wanted to position ourselves within an area we feel our brand could thrive and live by example.
Our work revolves around three things: brand experience, business design, and development. The core idea that runs throughout our years of practice is people-centricity: First and foremost, we think about people who will end up using what we’re creating.
"Brands have typically combined experiences with services, but experiences are a distinct offering, as different from services as services are from goods."
We enjoy designing experiences; a lot. We pay attention to the evolution of technology and try to be aware of what's happening globally, culture- and trend-wise.
We approach it with a well-balanced, hopefully, a mix of aestheticism and pragmatism.
- Whatever the experience may be, it has to be functional and valuable and has to help people in every action. We also want things to stand out and communicate implicitly just not only utilitarian: There's a great deal of emotional aspect that we care about.
- It's worth noting that we don't just create structured models and call it a day. We act on the technical implementation and overlook the entire process — we believe this is the only way to achieve the results we're after.
- Design and technology work together conjointly, and you can't just throw the designed static screens at third-party developers and expect them to make everything work magically. Making sure that the live product represents the designs accurately is half the job and sometimes more that requires close collaboration, meticulousness and… a lot of patience.
An experience is when a company purposefully uses services as the stage, and goods as props, to engage every individual customer in a way that creates a memorable event. Commodities are fungible, goods tangible, services intangible, and experiences memorable.
The Realms of an experience
Experiences, like goods and services, have to meet a customer need; they have to work, and they have to be deliverable. Just as goods and services result from an iterative process of research, design, and development, experiences derive from an iterative process of exploration, scripting, and staging—capabilities that aspiring experience brands will need to master.
Designing Memorable Experiences
We believe that experience design is as much a business art as product design and process design are today. Indeed, design principles are already apparent from the practices and results obtained by companies that have advanced into the experience economy.
An effective theme is concise and compelling. It is not a mission statement or a marketing tagline. It needn’t be publicly articulated in writing. But the theme must drive all the design elements and staged events of the experience toward a unified storyline that wholly captivates the consumer.
Harmonize impressions with positive cues
While the theme forms the core foundation, the experience must be rendered with lasting impressions. Impressions are the “takeaways” of the experience; they fulfill the theme. To create the desired impressions, companies must introduce cues that affirm the nature of the experience to the consumer. Each cue must support the theme, and none should be inconsistent with it.
Eliminate negative cues
Ensuring the integrity of the consumer experience requires more than the layering on of positive cues. Experience stagers also must eliminate anything that diminishes, contradicts, or distracts from the theme.
Entering the Experience Economy
As the experience economy unwraps, more than a few experience stagers will exit the business. There is no assurance of success; no one has invalidated the laws of supply and demand. Companies that fail to provide consistent, engaging experiences, overprice their experiences relative to the value perceived, or overbuild their capacity to stage them will, of course, see pressure on demand, pricing, or both.
Business innovation, which threatens to render irrelevant those who relegate themselves to the diminishing world of goods and services.