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Mr. Gilmore works with management teams to grasp the nature of the emerging Experience Economy and envision their role in it - whether it be staging experiences, guiding transformations, or mass customizing any economic offering. Mr. Gilmore is a frequent speaker at professional society and trade association conferences, as well as executive education programs of individual companies. He has written numerous articles on business strategy and innovation for such publications as the Harvard Business Review, The Wall Street Journal, Strategy & Leadership, Context, and The Journal of Cost Management, among others.
Mr. Gilmore is also co-author (with B. Joseph Pine II) of The Experience Economy: Work Is Theatre & Every Business a Stage (Boston: Harvard Business School Press, 1999). The book demonstrates how companies -- across a myriad of industries -- are finding their goods and services commoditized with customers increasingly spending their money on experiences -- memorable events that engage customers in an inherently personal way, like going to Walt Disney World or a theme restaurant. It also shows how businesses can create value by embracing theatre as an operating model to stage unique experiences that, ultimately, transform those who participate in them. As a follow-up, Messrs. Pine & Gilmore recently edited Markets of One: Creating Customer-Unique Value through Mass Customization (Boston: Harvard Business School Press, 2000).
Mr. Gilmore began his career with Procter & Gamble and then spent over ten years consulting with Cleveland Consulting Associates and Computer Sciences Corporation, heading up CSC Consulting's process innovation practice.
Mr. Gilmore is currently a Batten Fellow in Residence at The Graduate School of Business Administration at the University of Virginia. He previously served as the 2002-2003 Dean Helen LeBaron Hilton Endowed Co-chair at the College of Family & Consumer Sciences at Iowa State University. He has also lectured at Case Western's Weatherhead School of Management, Cornell's School of Hotel Administration, and Rochester Institute of Technology's College of Applied Science and Technology.
Mr. Gilmore is a graduate of the Wharton School of the University of Pennsylvania.
Programs:
Jim Gilmore (and Joe Pine) are professional speakers, each with more than a decade experience addressing audiences large and small, in the U.S. and internationally. As such, they have a rich and highly developed stage presence that compliments and enhances their ideas and frameworks.
Speeches by Pine and/or Gilmore typically run 25-90 minutes but vary depending on client needs. Each presentation is highly customized and reflects the needs and priorities of the client. Exploratory conversations with key client executives prior to the speech, along with their own research into the company and its industry, help tailor content. In each speech, Pine & Gilmore offer their latest thinking on the subject area and share the insightful exemplars that best suit the audience. Informal Q&A sessions supplementing the speech can also help promote greater interaction and understanding.
A Strategic Horizons keynote speech introduces the audience to important concepts that will engage their intellect and challenge their thinking. Individual speeches can cover any of a wide variety of topic areas - or focus on a particular area of interest, including:
Authenticity in Business
A sneak peak at Pine & Gilmore's next book -- in progress as you read. In a world of paid-for experiences, consumers increasingly question what is real and what is not. As a result, authenticity is becoming the new consumer sensibility, determining what offerings consumers buy and who they buy them from. First revealed publicly at thinkAbout 2003, be among the first to hear how your business can render its offerings authentic.
The Experience IS the Marketing
An unblushing look at the failure of traditional marketing and what will replace it. Pine & Gilmore share real-world examples, unveil their insightful Location Hierarchy Model, and make the case for the emergence of a new executive - the Chief Xperience Officer (CXO). Based on the new Pine & Gilmore e-Doc "The Experience IS the Marketing."
Welcome to the Experience Economy
A look at the competitive landscape through a new lens - going beyond goods and services to stage truly memorable experiences. An overview of the principles and frameworks needed to stage compelling experiences, with relevant, up-to-date exemplars that illuminate the ideas. Based on the book The Experience Economy: Work Is Theatre & Every Business a Stage.
Work Is Theatre
A new model for staging business performance using the principles of theatre to fundamentally change how - and why - work is performed in the Experience Economy. Particularly valuable for molding company culture and attitudes in the workplace.
Going Beyond the Experience
Once an emerging phenomenon, the Experience Economy is now fully here - with increased competitive intensity and even some commoditization amongst experience stagers. The next step? Using customized experiences to guide individual change via transformations.
Understanding Customer Sacrifice
Understanding the gap between what customers settle for and what they want exactly. A model for rethinking the traditional metric of customer satisfaction and discovering hidden opportunities for innovation and differentiation. An expanded discussion based on the article first appearing in Context Magazine entitled "Customer Satisfaction is No Longer Enough."
Mass Customization
The most innovative companies are rapidly embracing a new paradigm of management – Mass customization – that allows them the freedom to create greater individuality in their offerings at desirable prices. Based on Joe Pine's pioneering book, Mass Customization: The New Frontier in Business Competition.
The Four Faces of Mass Customization
A unique perspective on understanding where, how, and for whom to customize. Four distinct approaches to mass customizing only where it counts. Based on the Harvard Business Review article of the same name.
Cultivating Learning Relationships
Using the knowledge gained from customer interactions to customize offerings and create true customer loyalty. Based on the Harvard Business Review article entitled "Do You Want To Keep Your Customers Forever?"
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