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B. Joseph Pine II

B. Joseph Pine II
Strategic Horizons

SM Management of Technology, MIT

About

50
Publications
307,887
Reads
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17,983
Citations
Introduction
B. Joseph Pine II is an internationally acclaimed author, speaker, and management advisor to Fortune 500 companies and entrepreneurial start-ups alike. He is cofounder of Strategic Horizons LLP, a thinking studio dedicated to helping businesses conceive and design new ways of adding value to their economic offerings.

Publications

Publications (50)
Article
All too often fitness centers, medical providers, colleges, and organizations in many other industries seek to distinguish themselves only on the quality, convenience, and experience of what they sell, say the authors. It’s not that those things aren’t important. But they matter only as means to the ends that people seek. Too many organizations los...
Article
Full-text available
In an increasingly competitive market for tourist destinations, visitor attractions play a key role in enticing visitors to the destination, and as such must continually develop new extraordinary experiential offerings to keep visitors coming. The Renaissance castle of Kronborg, a Danish heritage visitor attraction and the setting of Shakespeare’s...
Article
Purpose The author’s thesis is that today we have transitioned from a Service Economy to an Experience Economy, . What customers increasingly want are experiences – memorable events that engage each individual in an inherently personal way. And if companies want to create and consistently offer engagement experience value, then they need to give th...
Book
Time is limited. Attention is scarce. Are you engaging your customers? Apple Stores, Disney, LEGO, Starbucks. Do these names conjure up images of mere goods and services, or do they evoke something more—something visceral? Welcome to the Experience Economy, where businesses must form unique connections in order to secure their customers’ affectio...
Article
Purpose As information technology and digital networking advances, success increasingly means designing offerings that respond to customers as the unique individuals they are – whether consumers or corporations – with specific needs and preferences. “Customering seeks to create a customized offering that meets the individual wants, needs and desire...
Chapter
There are no markets, only customers. Markets, as commonly conceived of in business, simply do not exist. They are a convenient fiction for companies that do not want to treat customers as the unique individuals they truly are. A customer is not part of a market, nor a segment, nor a niche, nor a generation, nor a persona, nor any other agglomerat...
Article
Purpose The article introduces practitioners to the concept and process of co-creating customization with buyers. Design/methodology/approach This article offers a process and a model that mass market companies can use to take a scalable approach to involving customers in offering development, delivery and use. Findings Companies that co-create c...
Article
Purpose – In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises. Design/methodology/approach – The authors describe best practices for five approaches Five approaches are noteworthy: Experiential marketing (EM or XM). Digital experiences using the Internet and other...
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Purpose – This article explains how B2B companies can create economic value by designing experiences and innovations that will be transformative for their customers. Design/methodology/approach – The article shows that B2B goods and services are increasingly marketed in an Experience Economy, an arena where interactions are based on what experienc...
Article
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Purpose – To succeed in the rapidly evolving experience economy executives must think differently about how they create economic value for their customers. Design/methodology/approach – Five value-creating opportunities are likely to drive further progress in the dynamic experience economy: customizing goods; enhancing services; charging for exper...
Article
Full-text available
Purpose ‐ The article describes how to strategically analyze and stage manage the customer journey ‐ the sequence of events that customers go through to learn about, purchase and interact with company offerings. Design/methodology/approach ‐ The article explains how to develop a customer journey that implements a coherent strategic plan. One that f...
Article
Full-text available
Purpose - This paper aims to offer a new experience innovation framework to identify new customer value and develop potential new business models. Design/methodology/approach - The framework, a Typology of Human Capability, illuminates the potential uses for digital technology across four dimensions of human experience. Findings - When exploring th...
Article
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Purpose – This paper, written by leading brand experience consultants, aims to describe how disruptive innovation occurs for experience offerings. Design/methodology/approach – The paper presents a case study review of major disruptive experience innovators over the past 30 years. Findings – The paper reveals that, different from manufacturers of g...
Article
Full-text available
Purpose ‐ As more companies wrap their offering with "an experience," it is important that experience authenticity is understood to be a critical consumer sensibility. This paper aims to address this issue.Design/methodology/approach ‐ The authors have studied experience marketing and found that consumers often choose to buy or not buy based on how...
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Mass customization surfaced more than a decade ago with the publication of several books and articles that extolled the virtues of treating all customers differently, and is now becoming endemic in industries as diverse as personal computers, shoes, apparel, eyewear, and information. It is not about market segmentation. It is about truly understand...
Article
Full-text available
Purpose – The authors advocate making storytelling an integral tool of corporate strategy. Stories create the experience that lets strategy be understood at a personal level. In order to be effective, strategy must not just inform, it must. And people are never inspired by reason alone. Design/methodology/approach – A case study of the development...
Article
Thesis (M.S.)--Massachusetts Institute of Technology, Sloan School of Management, 1991. Includes bibliographical references. by Buddie Joseph Pine, II. M.S.
Article
Full-text available
This paper serves as an extended editorial for this inaugural issue of the International Journal of Mass Customisation. Its main objective is to give a brief overview of the recent developments in Mass Customisation (MC) research and practices, although more comprehensive reviews should be referred to existing review articles (Silveira et al., 2001...
Article
Full-text available
Marketing flounders at many companies today, as people have become relatively immune to messages broadcast at them. The way to reach customers is to create an experience they can participate in and enjoy, the new offering frontier. To be clear, this article is not about “experiential marketing” – that is, giving marketing promotions more sensory ap...
Article
By infusing your hospitality operation with a theme—explicitly stated or creatively subtle— you can improve your guests' experience and (not incidentally) your profits.
Article
Full-text available
Goods and services are no longer enough. There is a fundamental shift going on in the very fabric of all developed economies. That shift is not to an information economy, much less to a knowledge economy. The new economy emerging is now based on an age-old but newly identified economic offering: experiences.
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Health care is no longer just about healing: patients want a "personal transformation," a way to be made whole again. How can your organization think about making the play from services to experiences to transformations, but without your organization's dropping the ball?
Article
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The authors describe and explain the progression of economic value, showing that customizing a good turns it into a service, customizing a service turns it into an experience, and customizing an experience turns it into a transformation. Businesses that wish to prosper in the emerging experience economy should begin by mass customizing their goods...
Article
First there was agriculture, then manufactured goods, and eventually services. Each change represented a step up in economic value--a way for producers to distinguish their products from increasingly undifferentiated competitive offerings. Now, as services are in their turn becoming commoditized, companies are looking for the next higher value in a...
Article
Virtually all executives today recognize the need to provide outstanding service to customers. Focusing on the customer, however, is both an imperative and a potential curse. In their desire to become customer driven, many companies have resorted to inventing new programs and procedures to meet every customer's request. But as customers and their n...
Article
In his keynote presentation “An Age of Instability?” Peter Schwartz, president of the Global Business Network and world-renowned scenario planner, began by asking the audience how many thought their children's lives would be better than their own. A scant 10 percent raised their hands—a very different picture than would have been the case in past d...
Article
For better or worse, the business world of today is vastly different than it was a decade ago or even just a few years ago. The amount of uncertainty, instability, and lack of control that firms have in their business environments—the market turbulence—has increased dramatically for companies in almost every industry. So much so, in fact, that the...
Article
Many innovative companies are experimenting with a strategy of mass customization—the low-cost production of high variety, even individually customized goods and services. Based on his experiences at IBM and research into mass customization conducted at MIT and at the IBM Consulting Group, the author has identified five basic methods for mass custo...
Article
Bally Engineered Structures, Inc. has figured out how to mass customize many different types of end products—such as walk-in coolers, freezers, insulated outdoor structures, refrigerated warehouses, and environmentally controlled rooms—based on a set of standard panel modules and accessories that can be put together in a virtually limitless number...
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Full-text available
The old competitive strategies of invention and mass production no longer work in an increasingly turbulent business environment. Successful firms are implementing the new competitive strategies of continuous improvement (constant process improvement) and mass customization—a dynamic flow of goods and services via a stable set of processes. This pa...
Article
Full-text available
The Application System/400™ (AS/400™) is the culmination of a development effort requiring seven million lines of code. Key challenges to its development were those of ensuring that the system had been designed correctly and thoroughly tested, that IBM Business Partners were ready for its introduction together with their applications, and that IBM...
Article
Traducción de: Markets for one : creating customer-unique value through mass customization

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Project (1)
Project
If business enterprises are not seeking to thrive forever, they are planning to fail eventually. Enterprises seeking to thrive long-term must continually revitalize to create new value in accord with their ecosystems. Regenerative managing brings enterprises the dynamic order they require to thrive in the sea of dynamic chaos surrounding them--producing vitalizing creative destruction within the enterprise mimicking the creative destruction outside the enterprise. We summarize and present what we have learned so far here: https://kimkorn.com/regenerative-managing/overview/ We are currently drafting what will become published articles and a book on regenerative managing.