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The eight principles of strategic authenticity

The eight principles of strategic authenticity 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 genuine they perceive an offering to be. The authors warn that fakery, phoniness, or manipulation that becomes associated with your offering will harm your brand. Findings – The paper finds that executives must learn to understand, manage, and excel at delivering authenticity. So how can leaders tell the difference between bogus and authentic business opportunities? Research limitations/implications – A short case study of the Walt Disney Company shows that authenticity will not result when a company strives for a strategic position that is inimical to its traditions. Practical implications – The execution zone is the set of decisions and actions that a company can make and still be perceived as true to self. For companies that try to operate outside their execution zone there is little likelihood that the resultant offerings will be perceived as authentic. Managers can learn to use eight principles to guide them in delineating where exactly your own “execution zone” lies, and thereby stake out viable, powerful, and compelling competitive positions. Originality/value – To discover your company's authentic opportunities, use the eight principles to peer into your future until you determine where you should go. And then treat that future not as a destination but as a guide to the path before you. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

The eight principles of strategic authenticity

B. Joseph Pine II; James H. Gilmore
Strategy & Leadership , Volume 36 (3): 6 – May 9, 2008
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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878570810870776
Publisher site
See Article on Publisher Site

Abstract

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 genuine they perceive an offering to be. The authors warn that fakery, phoniness, or manipulation that becomes associated with your offering will harm your brand. Findings – The paper finds that executives must learn to understand, manage, and excel at delivering authenticity. So how can leaders tell the difference between bogus and authentic business opportunities? Research limitations/implications – A short case study of the Walt Disney Company shows that authenticity will not result when a company strives for a strategic position that is inimical to its traditions. Practical implications – The execution zone is the set of decisions and actions that a company can make and still be perceived as true to self. For companies that try to operate outside their execution zone there is little likelihood that the resultant offerings will be perceived as authentic. Managers can learn to use eight principles to guide them in delineating where exactly your own “execution zone” lies, and thereby stake out viable, powerful, and compelling competitive positions. Originality/value – To discover your company's authentic opportunities, use the eight principles to peer into your future until you determine where you should go. And then treat that future not as a destination but as a guide to the path before you.

Journal

Strategy & Leadership – Emerald Publishing

Published: May 9, 2008

Keywords: Innovation; Marketing strategy; Value analysis

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