Article

UNDERSTANDING INTERNAL CONNECTIONS OF MUSIC FESTIVALS’ EXPERIENCE DIMENSIONS

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Abstract

Purpose – For Generation Z (born after 1995) tourism during the summer usually means visiting festivals (especially music festivals) or seeking for extraordinary experiences. For them, the classical tourist attractions are not satisfying and interesting anymore. The aim of the paper is to examine experience factors based on models from the literature review and understand the internal connections among the experience dimensions in the case of music festivals in Hungary. Design / Methodology / Approach – For testing the suggested model based on the literature review and previous researches, a quantitative primary research was conducted. A structured questionnaire was used focusing on five factors of experience economy in case of Hungarian music festivals. The data was collected by an online survey via LimeSurvey, and PLS-SEM path analysis was used to interpret the acquired data. Findings – As a result of the quantitative research significant connection appear among the five experience factors in the field of festivals like other previous researches suggested in other fields. Education, entertainment and escapism experience can be built on aesthetics and economic value – the fifth experience factor – can be built on these four factors. Originality of the research – Knowing how experience factors are based on each other and how they can influence each other is an important factor for festival managers to create an optimal and balanced mix of experience for visitors. By achieving this memorable experience and long lasting memories of the event can be reached.

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... Süli and Martyin-Csamangó (2017) acknowledged that Facebook, Instagram, and Snapchat are the main platforms where festival-goers share their festival experiences. Iványi and Bíró-Szigeti (2020) added that the Generation Z audience of Hungarian music festivals does not only share their experiences to create memories but also to help others or become a social media celebrity. This behaviour implies that music festivals not only have a self-experience utility for festival-goers, they are also useful to signal their identity to others (Bronner & de Hoog, 2021). ...
... Furthermore, this experience economy model was extended by a fifth element, economic value by Rivera et al. (2015), creating the 5E model in a music festival context. Based on the 5E model, Iványi and Bíró-Szigeti (2020) found that in the context of Hungarian music festivals several of these elements are interconnected. Education, entertainment, and escapist elements are influenced by aesthetic elements 9 and economic value is influenced by the other four elements (Iványi & Bíró-Szigeti, 2020). ...
... Based on the 5E model, Iványi and Bíró-Szigeti (2020) found that in the context of Hungarian music festivals several of these elements are interconnected. Education, entertainment, and escapist elements are influenced by aesthetic elements 9 and economic value is influenced by the other four elements (Iványi & Bíró-Szigeti, 2020). Finally, what is important to remember is that these elements are intangible and subjective and therefore difficult to define (Brown & Sharpley, 2019). ...
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... They enable Generation Z to discover, document, and share memorable moments, reinforcing perceived value and fostering emotional connections to destinations (Losada et al. 2022). This emotional satisfaction, coupled with positive perceptions, strengthens psychological bonds, such as place attachment (Lin et al. 2022), which in turn influences future travel choices and encourages destination loyalty (Iványi and Bíró-Szigeti 2020;Lončarić et al. 2013). ...
... 4-Yellow Cluster-delves into the dissemination and communication aspects within the tourism field, focusing on how information is shared and consumed. The most important research topics involve "travel"(Lončarić et al. 2013;Zhang et al. 2024), "information"(Aras 2023;Machado Carvalho 2024), and "authenticity"(İlhan et al. 2022;Iványi and Bíró-Szigeti 2020;Lebrun and Bouchet 2024). • Cluster 5-Purple Cluster-includes studies that compare various generational cohorts within the tourism framework. ...
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... Fontos kiemelni azt is, hogy a fesztiválszervezők további célja olyan éves rendezvények létrehozása, melyek imázsukkal látogatókat vonzanak (Raj, 2003;Liang et al., 2008), gondoskodva arról, hogy a helyi közösség értékeit, kultúráját és fejlődését közvetítse a látogatóknak (Liang et al., 2008;Iványi & Bíró-Szigeti, 2020). ...
... The experience of a tourist is the personal state of the mind that is felt during a tourism service encounter (Ryan 2010). Tourism experience comprises of multiple aspects, encompassing behavior, perception, cognition and emotions: that may be explicitly expressed or implied (Kim and Chen 2020) and internal connections are important for extraordinary experience (Iványi and Bíró-Szigeti 2020). Multiple conceptualizations of tourism experience have been constructed including travel experience (Ryan 2010); transformative tourism experience (Kirillova, et al. 2017); and memorable tourism experience (Kim 2014;Kim and Chen 2019;Kim and Chen 2020), of which the last one received significant importance among researchers. ...
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In this article, I contrast traditional marketing with a new approach to marketing called Experiential Marketing and provide a strategic framework for Experiential Marketing. Traditional marketing views consumers as rational decision-makers who care about functional features and benefits. In contrast, experiential marketers view consumers as rational and emotional human beings who are concerned with achieving pleasurable experiences. Five different types of experiences, or strategic experiential modules (SEMs), that marketers can create for customers are distinguished: sensory experiences (SENSE); affective experiences (FEEL); creative cognitive experiences (THINK); physical experiences, behaviours and lifestyles (ACT); and social-identity experiences that result from relating to a reference group or culture (RELATE). These experiences are implemented through so-called experience providers (ExPros) such as communications, visual and verbal identity, product presence, electronic media, etc. The ultimate goal of experiential marketing is to create holistic experiences that integrate individual experiences into a holistic Gestalt. The paper concludes with an examination of strategic issues and a discussion about how to create the experience-oriented organization.
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This article explores the nature of extraordinary experiences through a netnographic analysis of the views of committed attendees at the 2005 Sidmouth Folk Festival. After uncertainty over finance and the withdrawal of the previous event management company, the festival eventually went ahead under a different, collaborative organization and on a reduced scale. The new format was vigorously debated by posters to an Internet message board, Mudcat Cafe, providing a wide-ranging and unprompted set of opinions on the criteria for a successful festival. To provide a framework for analyzing these responses, a holistic prism model was developed from the literature to bring together the main external and internal elements of the festival experience: "Design and Programming," "Physical Organization," "Social Interaction," "Personal Benefits," "Symbolic Meanings," and "Cultural Communication." This was used to analyze the messages and explore the way in which festival-goers evaluate their experience. The findings support the view that festivals provide a space and time away from everyday life in which intense extraordinary experiences can be created and shared. These are evaluated through a subjective response to the whole event, interpreted within the broader narrative context of the consumer's life and their values.
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Marketing managers currently face an explosion of subjectivity. A glance at the business world reveals new solutions developed to offer customised products. Mass customisation is stressed by academicians in different ways. For example, relationship marketing emphasises the role of the relationship between a vendor and its customer, with particular reference to the importance of personal involvement and trust. Reading such phenomena as manifesting an explosion of subjectivity in consumption suggests an enhanced opportunity for applying the experiential view of consumer behaviour. This paper invites marketing managers, as well as marketing and consumer researchers, to recognise the changing environment more proactively and to embrace the increasingly well-established conceptions of the consumption experience more enthusiastically. Copyright © 2001 Henry Stewart Publications.
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Nowadays the experience factor plays an increasingly important role in determining the success of a company's offering. The literature on Customer Experience is growing fast and the debate among scholars and practitioners is fervent. While many studies explore such theme from a theoretical viewpoint, tools aimed at supporting marketing managers in devising the right stimuli to support an excellent Customer Experience are still scarce. In this perspective, this study sheds some light on the concept of Customer Experience, and on how the right environment and setting for the desired Customer Experience should be created in such a way as to contribute to the value creation for customers and the company itself. Drawing from the results of a survey submitted to several groups of customers, this paper attempts to understand the specific role of different experiential features in the success achieved by some well-known products. Following the empirical investigation, this work also suggests an interpretative model to support the marketing manager in generating the proper stimuli to activate the various components of the Customer Experience.
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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 an economic offering. Leading-edge companies are finding that it lies in staging experiences. To reach this higher level of competition, companies will have to learn how to design, sell, and deliver experiences that customers will readily pay for. An experience occurs when a company uses services as the stage--and goods as props--for engaging individuals in a way that creates a memorable event. And while experiences have always been at the heart of the entertainment business, any company stages an experience when it engages customers in a personal, memorable way. The lessons of pioneering experience providers, including the Walt Disney Company, can help companies learn how to compete in the experience economy. The authors offer five design principles that drive the creation of memorable experiences. First, create a consistent theme, one that resonates throughout the entire experience. Second, layer the theme with positive cues--for example, easy-to-follow signs. Third, eliminate negative cues, those visual or aural messages that distract or contradict the theme. Fourth, offer memorabilia that commemorate the experience for the user. Finally, engage all five senses--through sights, sounds, and so on--to heighten the experience and thus make it more memorable.
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