Developing a Sustainable Customer Experience Management

College of Business Plan for Public Land Management White Paper Series Because policy makers Fall 2007 understood the necessity and value of nature and one’s experience within it, the United States government set out to preserve forests, mountain areas, and other lands for current and future generations through the declaration Contents and protection of public lands. The National Park Service (NPS), Why Marketing? National Forest Service (NFS), and 1 Bureau of Land Management Grand Teton National Park Developing a CEM Strategy (BLM) facilitate the protection, with Sustainability as a GOAL preservation, and usage of public Why Marketing? 2 lands. The organizations assist Step 1: Understand global citizens in co-creating an The Importance of Marketing to Public Customers through Research 3 experience with nature, while Land Management Organizations Step 2: Develop a Positioning continuing to preserve the public Statement lands for future admiration and use. Marketing can be thought of as 5 The NFS, NPS, and BLM both a philosophy and a function. Step 3: Create a Brand depend on high attendance or usage As a philosophy, marketing 5 Identity rates to receive the funding encourages individuals at all levels Step 4: Improve Visitor necessary to fulfill their missions. of an organization to understand Satisfaction However, due to changing lifestyles what customers and society value. 7 and priorities, at least some public Customer value propositions may be Step 5: Keep the Edge land usage rates (e.g. NPS) have understood by discovering the 9 been steadily declining (Warren benefits customers seek and/or Ensure Sustainability 2006). This possibly disastrous trend receive from an organization and its must be reversed to ensure offerings. For example, they may 9 continuous political and economic receive functional, psychological, Conclusion support for the preservation of social, and other benefits. Societal 11 public lands. value propositions are based on the References & This paper suggests that public well-being of consumers and their Other Works of Interest land management organizations environment. For instance, people 11 employ a marketing mindset and evaluate an organization’s social and About the Authors marketing tools. By creating a ethical footprint on future 12 sustainable Customer Experience generations by analyzing their Acknowledgements Management (CEM) plan, public efficient use of resources and their land management organizations can ability to minimize negative effects. 12 truly understand their users, satisfy Collective evaluations of an By visitors’ needs, and assure adequate organization’s efforts form the basis Sara Hoversten, BSBA (Marketing) usage rates. of societal value propositions. and To implement a marketing Stacey Menzel Baker, Ph.D. (Marketing) philosophy, an organization develops plans and programs for

...... Fall 2007 Bureau of Land Management all subconsciously think, feel, and do Mission Statements make mention of meeting the needs while engaged in an experience with of “future generations” while nature on public lands. In National Forest Service Mission: “To sustain the health, diversity, and preserving public land. strategically implementing a CEM productivity of the Nation’s forests Unfortunately, visitation numbers strategy, organizations should seek and grasslands to meet the needs of may suggest that public land to increase customer and societal present and future generations.” consumers’ needs have been value. (National Forest Service 2007) overlooked. For instance peak For a CEM process to be visitation to Yellowstone National beneficial to public land National Park Service Mission: Park, the first national park organizations, it must be “To conserve the scenery and the established in 1872, was in 1992. implemented with sustainability in national and historic objects and the Around 3.1 million people visited mind. Sustainability focuses on the wildlife therein and to provide for the same in such manner and by the park that year, but that number coordination of economic such means as will leave them had decreased by about one million development, environmental unimpaired for the enjoyment of by 2005 (Keck 2007). This may stewardship, and community well- future generations.” suggest that customer satisfaction is being concerns. Sustainable (Keck 2007) down or that cultural shifts have economic development meets occurred where fewer people seek current needs while also considering Bureau of Land Management the benefits a nature experience the needs of future generations. Mission: provides. Either way, public land Environmental stewardship ensures “To sustain the health, diversity and organizations must work to address conservation of natural resources productivity of the public lands for the underlying issue of increasing or and ecological integrity. And, the use and enjoyment of present and future generations.” maintaining visitation levels. community well-being focuses on (Bureau of Land Management 2007) Applying marketing tactics and a sustainable CEM plan should help public land management A Sustainable CEM reaching and interacting with organizations understand how to Strategy customers. This is where marketing assist their users in having the as a function comes into play. experiences they desire as well as Focuses on the coordination of: Organizations assist their customers communicate to potential users the • Economic Development in creating the value they seek types of experiences which are Meet current needs while considering (Lusch 2007). Marketing as a possible on public lands. needs of future generations function can be thought of as an ongoing process of researching, • Environmental Stewardship analyzing, and developing and Developing a CEM Ensure conservation of natural implementing a strategy to co-create resources and ecological integrity value with their customers. In the Strategy with • Community Well-Being research phase, marketers work with Sustainability as a Consider the quality-of -life available their customers to understand the to all individuals with a focus on benefits they can or may receive GOAL equal opportunity for all participants from the organization’s offerings. In the analysis phase, marketers “Customer experience the quality-of-life available to all define target markets and develop a management (CEM) is the process individuals with a focus on equal positioning strategy. Implementing of strategically managing a opportunity for participation. Thus, a marketing mindset throughout the customer’s entire experience with a sustainable practices integrate entire organization focuses product or a company” (Schmidt environmental, economic, and marketing programs (e.g., 2003, 17). A CEM framework human and social goals in activities promotions, processes) on the focuses explicitly on the customer. and policies. consumer, the one for whom the The approach allows organizations Sustainable economic land is preserved. to gain insight into the customer’s development concentrates on the The mission statements of the experiential world. The customer’s balance and interdependence of National Forest Service, the experiential world consists of what social, environmental, and economic National Park Service, and the the users consciously and 2 ...... CEM Framework comparable consumers who will Teaching by Example Step 1: Understand respond to marketing mix tactics similarly. Segmentation only has The development of a Customers through value if it is related to consumer- sustainable CEM plan is a Research product relationships (Arnould, process. This paper aims to assist Price, and Zinkhan 2004). The public land management segmentation strategy which most organizations step through the Understanding and analyzing process of designing and the experiential world of the appropriately addresses the implementing a tailored CEM customer provides a company or consumer-product relationship is plan. organization with key insights benefit segmentation. Benefit Examples of certain steps are regarding the intricate needs, those segmentation divides consumers provided throughout the paper to obvious and latent, of their based on the different benefits better illustrate the process. The customers, as well as how to fulfill sought from the product (i.e., the examples are based on previously those needs. “Customer insight land and its plant life and wildlife) conducted research (See Alm, enables a company to position a and its consumption. The underlying Hayford, Hoversten, and Magby product with the right features, belief of the benefit segmentation 2007). The research focused on strategy is that “the benefits which the consumption of one national appeal, communications, and park by one segment of customer interface” (Schmitt 2003, people are seeking in consuming a consumers by means of one 54). To successfully understand the given product are the basic reasons recreational activity; however, needs of the customers, the for the existence of true market this process can be easily applied foundation of the entire CEM segments” (Haley 1968). Each to different consumers partaking project, an organization must customer is seeking a different in a variety of activities perform a series of tasks. experience from the consumption of (recreational and business) on all To begin, the organization must public lands. Every experience is public lands. identify the target customer for the personal; however, market segments The importance of the intended experience. Next, the can be differentiated by strategy lies in the process itself. understanding the total The process of developing, expectations and usage patterns of implementing, and maintaining a consumers should be understood. To configuration of benefits sought by sustainable CEM process can be do this, the organization should different groups of consumers. employed by any public land track the entire customer experience management organization. along all the touchpoints between the customer and the organization, Understand from simple awareness of the factors that affect all stakeholders product to its purchase, usage, and Customers through (Arnould 2007). It is imperative that disposal. The final step to a CEM plan be implemented with understand the customer through Research all these factors in mind. research is to be aware of the The suggested sustainable competition, and examine how the • Identify the Target Customer Experience Management competition can affect the customer Customer framework has five fundamental experience by understanding Segmenting and targeting steps: understand customers through substitutes and other demands on the the market research, develop a positioning consumers’ time. It is crucial that statement, create a brand identity, • Understand Customer the public land management Expectations and Usage improve visitor satisfaction, and organizations complete this step Patterns keep the edge. These steps will be successfully, for this is where the Tracking experiences explained more explicitly and entire process of becoming along touchpoints applied as suggested to the customer-focused begins. management of public lands • Understand Substitutes throughout the paper. Identify the Target Customer and Other Demands on The process of segmenting and Customer Time Identifying direct and targeting allows an organization to indirect competitors effectively and profitably divide a market into identifiable groups of

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Potential Segmentation Strategy Remote Nature Experiences Consumers belonging to the Remote Nature Experiencers desire to engross themselves in all nature has to offer, and display complete competence by doing so on their own terms. These consumers use public lands to escape from civilization and most of its remnants. Their experience is hindered by excessive people and instructions.

Guided/Assisted Nature Experience Consumers belonging to the Guided/Assisted Nature Experiencers segment seek a more secure experience in nature. They require more directions, and see the “clutter” of signs and people as safety, not obstructing, but aiding in the experience.

These two segments help to define the general consumers of public lands, however benefits sought are much more complex and the market requires more specific segmentation.

Remote Nature Experiences Discoverers – People who crave to go off the beaten path and discover nature on their own. Adrenalines – People who seek an unguided nature adventure, and receive a rush from the thrill of the activity in which they are engaged. Thoreaus – People who want to fully immerse themselves in nature and take it in as it comes. Guided/Assisted Nature Experience Groupies – Large groups, families, older individuals, and others who seek more security and structure in their nature excursions. Learners – People who yearn for cognitive stimulation, and want to be educated about the sites they visit including their cultural heritage. Tourists – The “list checkers.” People who simply want to see and absorb as much as they can as to check each experience off the list.

(Alm, Hayford, Hoversten, and Magby 2007)

Understand Expectations and Usage Experiences are highly personal and to deliver uniqueness. Successful Patterns memorable events, which require experiences are achieved when Visitor experiences should be the organizations to create a consumers are able to show tracked at the touchpoints that exist connection with the customers. The competence and are granted control between the company and the co-creation of an experience means over their experiences. Each customer. A touchpoint is any point the organization sets the stage for an touchpoint offers the NPS, NFS, and of contact between the organization experience to occur with services BLM an opportunity to enhance the and the customers. This contact can and the land, but includes the users experience of the consumer if range from personal interactions with organizational employees to visitors’ encounters with the signs Competitive Landscape and trails on public lands. “Every time your customers see, visit, talk Direct Competitors: public lands and organizations that provide a comparable experience to what is being offered by the public land organization in question. to or interact with your company, - Examples of direct competitors to camping in Grand Teton National Park (GTNP) they are using a touchpoint” (Kohs include: 2007). • National Forest Service lands Understanding consumers’ • Bureau of Land Management lands expectations and land usage patterns • Private camp areas (KOAs) allow for the opportunity to enrich • Concessionaire-operated campgrounds the customer experience throughout • Other national parks that permit camping and are located near GTNP the entire land consumption process. Essentially, consumers’ experiences Indirect Competitors: organizations that could provide an alternative to the on public lands are dependent on an experience that is being offered by the public land organizations. - Examples of indirect competitors to camping in GTNP include: organization’s ability to fully • Nearby resorts, hotels, and rental cabins engage consumers in and allow • RV rentals and parks in and around GTNP them to co-create the experience. (Alm, Hayford, Hoversten, and Magby 2007) 4 ...... CEM Framework appropriate information and props (e.g., signage, topography) are Positioning Statement Step 3: Create a available during each stage of the consumption process. Brand Identity Positioning Statement Structure With the positioning statement Understand Substitutions and Other To (target audience), (name) is the Demands on Consumers’ Time built to show differentiation and brand of (frame of reference*) that what customers value, the brand Visitors’ decisions to consume (differentiated benefit**) because public land controlled by NPS, NFS, (reason to believe). identity must follow straight from or BLM can be affected by this platform. The brand identity is numerous direct and indirect * What product category the brand “how the [provider] wants competitors offering a similar belongs to consumers to think, feel, and act experience to consumers. It is ** Promise, what the brand stands with respect to their brand” (Kotler necessary for the organizations to be for in the customer’s mind and Lee 2007, 114). In the case of aware of their competitors and the public lands, the organizations’ Sample Positioning Statement effects they may have on brands stand for the sustainability of consumers’ desired and achieved “To the Discoverers, the National and connectivity with nature. experiences. Park Service offers the ultimate The primary functions of a secluded, unguided, unique, and brand are to identify the provider of memorable experience with nature the good, service, or experience, Step 2: Develop a because the NPS manages the land signify quality, create competitive and provides the necessary barriers, and secure price premium Positioning information that allows visitors to create their own trip and (Hunt 2007). A strong brand image Statement experience.” can help achieve several marketing objectives of the organizations. The strategic connection (Alm, Hayford, Hoversten, and According to Kotler and Lee (2007, between the research of Step 1 and Magby 2007; see also Braig 2007) 117), “Heightened awareness and the implementation phase of the understanding of the features, spirit, entire CEM project comes when the The most efficient and effective experience value offered to communication of the strategic consumers by the organization is connection between the experience Create a Brand Identity communicated. Determining the value determined through research value provided during the and the implementation phase of experience sets the course for the CEM is a positioning statement. A • Specify the Marketing next three implementation steps of positioning statement is an internal Objectives the Brand the CEM framework. “The statement of strategy that specifies Supports [indication and communication of the nature of the brand promise. The • Internally Communicate an the value] effectively convey statement outlines the promise made Ideal Brand Identity internally and externally what an to the customers by the organization organization, its brand, and its by addressing three questions: who • Differentiate the Brand products stand for and what…they is the promise being made to, what Relative to its Competition offer to customers” (Schmitt 2003, is the promise, and why should the • Choose Brand Elements 87). consumers believe the organization A company benefits by making the promise (Braig 2007). • Secure the Brand’s Future indicating the experience value as o Instill in visitors the mission this articulates the value of a for public land management company, brand, or product to its o Provide guidelines for usage customers. The determined value of brand elements Manage touchpoints captures key insights on customers, o o Ensure brand visibility helps coordinate marketing efforts, o Track the brand’s position in and suggests an implementation the minds of visitors over direction (Baker 2007a). time

...... 5 Fall 2007 and personality of your brand may Differentiate the Brand Relative organization’s positioning make all the difference in usage to its Competition statement. By use of the arrowhead, levels.” A brand image that is The direct and indirect mountain, tree, and buffalo, it is recognizable, trusted, and attractive competitors determined in Step 1 of apparent that the logo represents the can help ensure more consumption the CEM process are what the brand NPS’s mission to protect and share of the provided experience. A strong will be positioned against in the nature. It would also be appropriate brand identity also serves to help minds of the consumers. The for each park, forest, and land in consumers find what they are positioning statement (step 2) their respective systems to have looking for, allowing them to make should clearly show how the public their own brand elements that their decisions more easily and land offering is different than what signify individuality, yet still reflect quickly, guaranteeing their the competition offers. For instance, the organization’s overall brand satisfaction. the mission for NPS is and always positioning. For example, Grand To create a desired brand has been about preserving the land Teton National Park could have its identity, (a) specify marketing and providing visitors an experience own logo to accompany the NPS objectives the brand supports with with nature. This is what logo, linking it to the overall system, the target audiences and the brand differentiates NPS, NFS, and BLM yet differentiating it from the other positioning in mind, (b) from the competition. parks. communicate an ideal brand identity, (c) differentiate the brand Choose Brand Secure the Brand’s Future relative to its competition, (d) Elements Once the brand identity has choose brand elements, and (e) Brand elements been created, it is important to secure the brand’s future (see also are the colors, maintain that identity (see also Kotler and Lee 2007). names, slogans, or Kotler and Lee 2007). logos associated Instill in visitors the mission for Specify the Marketing Objectives with the brand. public land management. The brand the Brand Supports Brand elements NPS Logo, should inspire visitors to do their The brand may be used to should be consistent, NPS website 2007 part in preserving the land (e.g., create awareness about the complementary, and clean up after themselves, leave the availability and possible usages of reflective of the previous decisions campsite better than they found it, public lands, it may be used to made regarding the target audience etc.). All communications about the persuade people to participate in and the brand’s positioning. For brand should reflect this theme. natural experiences because of the example, the current logo of the Provide guidelines for usage of benefits provided, and/or it may be NPS properly conveys the brand elements. An internal style used to remind current users of the manual should inform and assist benefits of natural experiences. others in reproducing and displaying Objectives should specify desired Brand Elements the brand. outcomes and should keep in mind Brand elements are the Manage touchpoints. the desired target audience(s) (step trademarkeable devices used to Customers come in contact with the 1) and what they are being promised identify and differentiate the brand. brand in many ways other than (step 2). They include: advertising. Touchpoints where ƒ Product Itself (public lands) visitors contact the brand include Internally Communicate an Ideal ƒ Logos interactions with organization Brand Identity ƒ Signage employees and partners (e.g., ƒ Characters The brand image created should vendors in the park), online and ƒ Brochures phone experiences, and numerous trigger certain memories, images, ƒ Colors words, and feelings in the minds of ƒ Advertising` points along each particular the customers. This image should ƒ Sales Promotions experience while using public lands help customers imagine successful ƒ Public Relations (e.g., ease of parking, cleanliness experiences on public lands or help and availability of restrooms, them recall successful co-created * Selected brand elements should be cleanliness of the land, etc.). The experiences in which they already meaningful, memorable, likeable, brand identity communicated to have partaken. attributable and adaptable to new products or services, and legally protectable. 6 ...... CEM Framework visitors should be consistent along (Schmitt 2003). The first exchange of the CEM process, indicating and touchpoints. is the face-to-face interface, which communicating the positioning Ensure brand visibility. includes interactions that occur in statement determined in Step 2, and Appropriate and adequate exposure the physical space and through the reinforcing the brand identity as to brand elements is necessary for organization’s employees. The specified in Step 3, the visitors to develop the desired second interface involves the organizations should be able to perceptions of the brand and the personal-but-distant exchanges. The design a customer interface that will organization itself. interactions in this interface occur improve customer satisfaction and Track the brand’s position in over the phone, via fax, in writing, differentiate public land the minds of visitors over time. and in the electronic interface. The management organizations and their Conduct research to measure brand electronic interactions may be on an individual units from their image. Establish a benchmark and e-commerce site or by means of e- competitors. then occasionally measure visitors’ mail. By the very nature of this type To accomplish the goal of attitudes toward the brand (or of communication, the electronic improved customer satisfaction, the brands) to make sure positioning is interface is the least personal, organizations should: correct. If not, changes should be although the customer may believe made and tests should be conducted otherwise (Schmitt 2003). Create an Internal Culture that again. Supports Great Service Be consistent. Consistency of It is important for the public positioning and brand identity over Improve Visitor land management organizations to time leads to less customer recognize the importance of confusion and a stronger brand Satisfaction employees, and the key role image. 1. Create an Internal Culture that employees play as the faces of the Supports Great Service organizations. Considering the • Show employees what being significance of positive employee Step 4: Improve customer-focused means attitude, the organizations should • Provide a means for adequate focus their attention and resources

Visitor Satisfaction training on attracting, developing, • Empower employees to make The second key implementation encouraging, and maintaining the decisions about how best to best employees they can find. of the positioning statement meet visitors’ needs involves improving customer In thinking about hiring and • Develop evaluation and supporting employees some basic satisfaction. Improved customer reward systems that provide satisfaction can increase usage, incentives for employees to principles should be applied. improve operational efficiencies, make the CEM process an Show employees what being improve performance measures, and everyday part of their job customer-focused means. Directors support future funding (Kotler and and managers should lead by Lee 2007). 2. Develop or Maintain example. For example, Infrastructures and Systems to During this stage of the CEM conversations about visitor Assist in Service Delivery satisfaction should be a common approach, the company examines the “dynamic exchange of 3. Foster Relationship Building occurrence in staff meetings. information and service that occurs Provide a means for adequate between the customer and the training. Professional development company” (Schmitt 2003, 141). With customer exchanges and for new and existing employees Once again, based on customer interactions offering the public land should include training on the input, the organization must management organizations the concepts and tools of CEM. structure the customer interface to opportunity to connect with the Empower employees to make ensure information exchanges customers and increase their decisions about how best to meet enhance the customer’s experience. satisfaction with their experience, it visitors’ needs. Once employees The interface includes two is imperative that the organization understand what visitors’ needs are primary types of exchanges, most structure the customer interface and/or how to determine them, successful when tailored to the correctly. Using what was learned employees can be empowered to needs of the individual customer about the target customers in Step 1 provide appropriate assistance to

...... 7 Fall 2007 meet the unique needs of each visitor. For instance, assistance could include information about Example: The Ideal Service Interaction what lands are available and how Each visitor of Grand Teton National Park (GTNP) has different expectations of proper lands should be used appropriately. service from the park employees. While camping in Grand Teton National Park, the members of Develop evaluation and reward the Discoverers segment expect a higher level of interaction with park employees during the systems that provide incentives for planning and preparation stage of the trip, limited interaction during the camping trip itself, and the least amount of service interaction once the trip has concluded. Although desiring only a employees to make the CEM process restricted amount of service interaction, the exchanges that do occur must always be informative. an everyday part of their job. The The Discoverers require adequate information to make their camping experience a success. CEM process is only effective if For this reason, GTNP employees must be extremely well educated about the land and animals, each and every employee realizes its the park restrictions and regulations, and the areas that the segment would most like to visit. It is at this point that employee empowerment will be essential. Employees must understand the work potential contribution to the they complete and the service they provide can directly affect the success of the consumer’s organization. Making the CEM camping experience. efforts of each employee a part of the evaluation and reward structure Before the trip: ensures that CEM becomes part of Consumers may call or e-mail requesting information about trail and weather conditions, current number of other campers in the area, safety information pertaining to the area, and any the organizational culture. other pertinent information before heading out miles away from civilization.

Develop or Maintain Once on the trip: Infrastructures and Systems that Consumers desire to be left alone to discover nature to its fullest, and would most likely appreciate little to no human interaction. Passing an occasional park ranger will demonstrate to Assist in Service Delivery the campers that the NPS is active in protecting and preserving the public lands. However, if the Well functioning systems are consumer is unable to truly escape from society and its inhabitants, then their experience may be another key to ensuring customer spoiled. Within constraints of rules, the park rangers should seek to enhance and never hinder satisfaction. All customer contact the camping experience. Informing the campers about an excellent private area, the best place to points and procedures should be view undisturbed wildlife, and possibly how to properly interact with nature will allow for the co-creation of a superior experience. explored for potential improvements. Everything from After the trip: maps and brochures, to websites, to Consumers may wish to communicate to the park rangers about the successes and failures trail signs, to interactions with of their trip, what they encountered or saw, and any suggestions they may have to increase customer satisfaction. It is imperative for this opportunity to be provided, for it tangibilizes the employees should communicate the visitor’s connectivity with GTNP, the NPS, and nature itself. Encouraging visitors in this values of the organizations, and help segment to share their insights and interaction with the organizations, illustrates to visitors that in the co-creation of experiences they have a stake in the condition of the national parks. This also increases their desire to with nature. Emphasis should be preserve the lands, and provides the NPS crucial information about visitors’ needs and how to placed on making it easier for fulfill them better. visitors to get the types of (Alm, Hayford, Hoversten, and Magby 207) information and services they need to facilitate their experiences. The preserved land sets the scene, service delivery, and fostering

and the granted control permits the relationship building, public land Foster Relationship Building customers to realize their individual management organizations can The relationship under “moment of truth” that personalizes create the ideal service interaction. consideration is that between the their trip in nature and their The ideal service interaction customers, the land, and the public relationship with the land. The addresses the service delivery land management organizations. “moment of truth” for customers is imperatives, and how to deliver In the creation of national parks, the instant they feel that the service as expected. national forests, and other public experience has been a success and lands, the organizations have decide they would like to experience cultivated the relationship between it again. It is the moment visitors visitors and nature. The personally decide their trips on organizations’ personnel can public lands were “worth it.” continue to foster these relationships In supporting the employees to by allowing for co-created nature deliver great customer service, experiences on pristine public lands. ensuring that the infrastructure helps

8 ...... CEM Framework

Step 5: Keep the Innovation Suggestions Edge The National Park Service must engage in continuous innovation to sustain the brand and stay in the consumers’ lives. It is essential that the NPS integrate customer experience into the It is necessary for all companies development process. to engage in continuous innovation Product Development to enhance the customer experience Based on the idea that the active Discoverers seek to explore nature off the beaten path and and keep pace with the competition, discover things on their own, the NPS can offer a product that allows for an enhanced thus living up to the promise of its experience. stated experience value (Schmitt The NPS could offer Discoverers an unbeatable experience if they were to team up with a corporation such as Magellan to provide visitors the ability to rent a global positioning system 2003). The final implementation (GPS) at the visitor center in Grand Teton National Park stage of the CEM process allows the ƒ Equip GPSs with plotted points that the employees and experienced customers of GTNP organization to stay center stage in feel the Discovers would like to visit the consumer’s lifestyle. Customer ƒ Visitors could rent out a GPS for a more challenging excursion not marked on the trail experiences are enhanced by maps that few get to experience ƒ GPSs can also be offered for purchase at the visitor center if the consumers wish to plot innovations, for they increase the their own favorite spots as to experience the perfect “moment of truth” on each camping value of doing business with the journey company, improve the customers’ ƒ Magellan would benefit from increased exposure to potential customers, frequent use of lives by providing new solutions, their products, and the association with the respectable National Park Service ƒ The NPS and GTNP would benefit from increased customer satisfaction in showing a and project an image of relevance. desire to co-create the best experience possible for their visitors An innovative organization simply shows that it desires to build Marketing Innovations customer equity. Directors More innovative marketing efforts could convey to more potential consumers the significant understand that the more an experiences that can be provided by the consumption of national parks. The sponsoring of events could offer the NPS a unique and affordable method to remain organization invests in new and center-stage in consumers’ lives. For instance, an event entitled Show Us Your Moment of existing customers, the more long- Truth could entice Discoverers to visit GTNP for a competition in which the participants must term return they will achieve (Baker set out on a secluded weekend camping journey to capture on film their “moment of truth.” 2007b). ƒ Enlist local outdoor gear and photography stores to donate items to create a prize package for the best image Innovations should be ƒ Local stores would profit from the demonstrated support of GTNP and the patronage of developed with the intention of contestants preparing for the competition improving customers’ personal ƒ GTNP and the NPS would receive ample exposure, and attract many new and existing lives. Innovations can take the form customers to the park – the collection of submitted photographs will act as personal of new product developments or testimonials to the experiences that can be had in GTNP ƒ If the event is well received, it can become an annual occasion and celebration of the marketing innovations (Schmitt National Park Service, Grand Teton National Park 2003). New product developments are considered major breakthroughs (Alm, Hayford, Hoversten, and Magby 2007) that can change the experiences of customers entirely. Small lives. It is essential that the their interrelationships within each innovations to the existing products organizations integrate customer step of formulating and or customer interface can also experience into the development implementing a Customer improve the customer experience. process. Experience Management plan. Marketing innovations often Sustainable economic demonstrate to customers the development meets the current organization’s creativeness in Ensure Sustainability needs of consumers, while advertising and promotions, new As discussed earlier, considering the needs of future product launches, special events, sustainability involves the generations. Public land and other visible activities (Schmitt coordination of economic management organizations were 2003). development, environmental originally created to maintain the Public land management stewardship, and community well- integrity of the land for current organizations must engage in being. It is important that public visitors, and ensure its preservation continuous innovation to sustain the land management organizations for future visitors. Unfortunately, brand and stay in the consumers’ consider each of these factors and without proper funding, the

...... 9 Fall 2007 organizations may no longer be able importantly, involves the customers must be respected and appreciated. to continue to appropriately and encourages in them a feeling of Proper employee empowerment, conserve the land for the enjoyment responsibility to protect and encouragement, and reward systems of visitors. For proper funding, the experience the lands. Each critical can go a long way. Public land organizations must have monetary touchpoint and interaction such as management organizations should support from the government, which visiting the website, communicating be a desired place of employment, requires increased usage rates. with employees, and personal providing them a pool of the best, Becoming customer-centric by encounters in nature, should foster a most productive and loyal means of implementing a proper sense of responsibility in the visitors employees from which to select. CEM plan is a step in the right to appreciate the organizations’ The formulation and direction. brand’s values themselves and implementation of a CEM plan Changing lifestyles have altered communicate them to others. essentially aims at providing the people’s views on visiting and using It is imperative that all be on the highest quality-of-life to customers; public lands, and the organizations same level as the organizations’ however, focusing on equal must work to show consumers that employees regarding respect for the opportunity for all participants is a an experience with nature is not land and wildlife on that land. major factor not previously only beneficial, but essential. When a consumer visits a public addressed. As mentioned earlier, the Experiences in nature can provide land they should know how to treat co-creation of an experience with consumers a sense of humility, the land and how to safely view nature relies on the organizations’ responsibility, and self-identity. If wildlife. The organizations should ability to provide adequate the organizations can properly try to instill in visitors a sense of information to visitors, and foster convey this message, attract visitors, environmental stewardship through relationship building between the and then co-create the ultimate their brands. The brands’ values are visitors and nature. Because the land experience in nature, those brought to life through the visitors is by definition public, it is essential customers are more likely to be who stay on trails when no one is that each consumer is provided the retained. Loyal customers lead to around to watch, who pick up their same opportunities. However, some monetary and political support, trash, who do not camp in sites that visitors are more desirable than ensuring that the public land are closed for re-growth, who do not others and more effort can be management organizations will have feed or approach wild animals, and exerted to attract the preferred the resources to meet the needs of who are simply socially and target. For example, visitors who current customers as well as those of environmentally responsible public are respectful of the land and the future generations. land users. The employees who wildlife are preferred. To attract Environmental stewardship educate visitors and encourage them this type of visitor, information must ensures conservation of natural to perform these actions are also be tailored to be useful and resources end ecological integrity. bringing the brand’s values to life, beneficial. With proper This concern is in-line with the and are ensuring further communication and enforcement of primary purpose of the preservation environmental conservation. rules and regulations, both visitors of the natural environment. Thus, Community well-being and public land managers should be these organizations already do a addresses the quality-of-life able to achieve their goals. good job focusing on environmental available to all individuals with a Consumers visiting public lands stewardship. However, it may focus on equal opportunity for are essential to the livelihood of require more than just the participants. Providing the highest gateway communities. Gateway organizations’ employees respecting quality-of-life for all stakeholders communities rely on people visiting and protecting the land. leads the organizations to consider public lands to survive and thrive The organizations represent the their employees, customers, and the economically. For instance, national preservation and exploration of communities surrounding the public park visitors spend about $226 nature. Becoming customer centric lands. million a year in Montana creating: and making the organizations’ As addressed in Step 4: Improve $96.9 million in personal income, brands distinct and more relevant to Visitor Satisfaction, positive, 5,840 jobs, and $113.5 million in targeted customers not only productive employees are a value added by the region to the provides a competitive advantage necessity. For the employees to be goods or services produced (Keck for public lands, but more beneficial to the organizations, they 2007). It is apparent that increased

10 ...... CEM Framework public land usage is key to the Hunt, David (2007), “Building Brands livelihood of these local References and Developing Products,” communities. The organizations Advanced Marketing Management Alm Eric, Kendall Hayford, Sara should work closely with these Class PowerPoint Slides, October, Hoversten, and Chad Magby communities to create a symbiotic University of Wyoming . (2007), “Managing Customer relationship that benefits all. That is, Keck, John (2007), “National Park Experiences in National Parks,” gateway communities should be Service,” Guest Lecture in Customer Customer Experience viewed as both customers and Experience Management Class, Management Class Project. partners. Spring, University of Wyoming. Arnould, Eric (2007), Kohs, Cathy (2007), Personal “Sustainability: Orientations and Communication. Possible Directions,” Department Conclusion Kotler, Philip and Kevin Lane of Management and Marketing Keller (2007), A Framework for The execution of a Customer Presentation to College of Marketing Management. 3rd Experience Management plan is an Business Faculty, September, edition, Upper Saddle River, NJ: analytical and creative process that University of Wyoming. Prentice Hall. is focused on strategy and Arnould, Eric, Linda Price, and Kotler, Philip and Nancy Lee (2007), implementation. The process George Zinkhan (2004), Marketing in the Public Sector, challenges organizations to become Consumers (2nd ed.). New York, Upper Saddle River, NJ: Wharton completely customer-focused so as NY: McGraw-Hill. School Publishing. to differentiate the organization, Baker, Stacey Menzel (2007a), Lusch, Robert F. (2007), “Marketing’s build rich relations with customers, “Understanding Customers and Evolving Identity: Defining Our and ultimately obtain absolute Developing Positioning Future,” Journal of Public Policy & customer experience satisfaction. Statements,” Customer Marketing, 22 (2), 261-268. Since the existence of public lands Experience Management Class National Forest Service (2007), “About is reliant on loyal customers and PowerPoint Slides, March, Us-Mission,” (accessed November their affect for the parks as well as University of Wyoming. 15, 2007), [available at: their repeat patronage, it is Baker, Stacey Menzel (2007b), www.fs.fed.us/aboutus/mission]. especially important for the public “Innovation and Long-Term National Park Service (2007a), “Grand land management organizations to Thinking,” Customer Experience Teton National Park,” (accessed become customer-focused and Management Class PowerPoint April 24, 2007), [available employ a CEM strategy. Slides, April, University of at: www.nps.gov/grte]. Based on an understanding of Wyoming. National Park Service (2007b), the customer, implementing the Braig, Bridgette (2007), “History,” (accessed April 26, 2007), determined experience value “Positioning Tutorial,” Guest [available at: through creating a desired brand Lecture in Customer Experience www.nps.gov/aboutus/history]. Management Class, Spring, identity, increasing customer Warren, Lynn (2006), “Our National University of Wyoming satisfaction, and keeping the edge Parks in Peril,” National Geographic, Bureau of Land Management will provide the organizations a October, 68-87. (2007), “BLM Mission,” means to become entirely customer- focused as to attract and retain (accessed November 15, 2007), customers. The suggested CEM [available at: Other Works of strategy can help the organizations www.blm.gov/nhp/facts/index]. increase public land visitations to a Haley, Russell I. (1968), “Benefit Interest desired rate, maintain the Segmentation: A Decision- Alm, Eric (2007), “The Experiential organizations and ensure citizens oriented Research Tool,” Journal of Marketing, 32 (July), World of Mountain Bikers,” will always have the ability to Customer Experience discover life and themselves through 30-35. Management Class Paper, experiences with nature. University of Wyoming.

...... 11 Fall 2007 Hayford, Kendall (2007), “Backpacking on Public Lands,” Acknowledgements Customer Experience The authors would like to Management Class Paper, acknowledge the intellectual University of Wyoming. contributions of John Keck (NPS), Hoversten, Sara (2007), “Explaining Jane Darnell (NFS), Sharon Kyhl the Experiential World of the (NFS), Diane Chung (NFS), Britta National Forest Service’s Target Hall (BLM), Brent Hathaway (UW), Segment,” Customer Experience John Jackson (UW), Eric Arnould Management Class Paper, (UW), David Hunt (UW), and the University of Wyoming. members of the Customer Magby, Chad (2007), “Customer Experience Management Course at Experience Management the University of Wyoming in the Paper,” Customer Experience Spring of 2007. Management Class Paper, University of Wyoming Pine II, Joseph and James H. Gilmore (1998), “Welcome to the Experience Economy,” Harvard Business Review, July-August, 97-105. Smith, Shaun and Joe Wheeler (2002), Managing the Customer Experience, Great Britain: Prentice Hall. Weaver, Stephanie (2007), Creating Great Visitor Experience: A Guide for Museums, Parks, Zoos, Gardens, & Libraries, Walnut Creek, CA: Left Coast Press. Zaltman, Gerald (2003), How Customers Think: Essential Insight into the Mind of the Market, Boston, MA: Harvard Business School Publishing.

About the Authors Sara Hoversten holds a Bachelor of Science degree in Marketing from the University of Wyoming. This paper was the result of an independent study on Managing Customer Experiences in Non-Profit Organizations. Stacey Menzel Baker, Ph.D., is Associate Professor of Marketing and Sustainable Business Practices in the College of Business at the University of Wyoming. She may be reached at [email protected].

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