2023

ULMS890 Experiential Marke

QUESTION 2 & 3
STUDENT ID: 201651854
Contents

Question 2..................................................................................................................................2
Response.................................................................................................................................2
References..............................................................................................................................4
Question 3..................................................................................................................................6
Response.................................................................................................................................6
References..............................................................................................................................8

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Question 2
Flow state is an important aspect of online experiences (Hoffmann & Novak, 1996). Explain
how companies can help consumers to reach flow state when interacting with their online
presence (e.g., websites, social media).

Response

Flow state, defined as a state in which individuals are immersed in an activity to the point of
being unaware of their surroundings (Csikszentmihalyi, 1990), has become a crucial element
of online experiences. This significance arises from the absence of sensory appeals typically
associated with offline experiences (Hoffman and Novak, 1996). Empirical research has
shown the positive impact of flow state on marketing outcomes, including enhancing
customers' attitudes, behavioural intentions, and purchase behaviours (Hoffman and Novak,
2009; Wu et al., 2016). Flow state has also been linked to exploratory behaviours (Korzaan,
2003), learning (Skadberg and Kimmel, 2004), and improved brand loyalty (Shim et al.,
2015). This essay analyses two primary approaches through which companies can help
consumers achieve an online flow state: creating a seamless customer journey and
incorporating both utilitarian and hedonic features.

Firstly, a seamless customer journey is essential for facilitating flow experiences. Companies
must ensure that customers can navigate through online platforms smoothly, encountering
minimal disruptions or obstacles (Verhagen & van Dolen, 2011). By employing intuitive
navigation, companies enhance ease of use (O'Cass and Carlson, 2012), which increases
users' perceived control—a key driver of flow according to Webster et al. (1993). Cuevas,
Lyu, and Lim (2020) found that intuitive operations contribute to customers experiencing a
flow state while searching for information on Instagram. Companies should also aim to
minimize distractions, such as excessive advertisements, pop-up windows, or flashing texts or
images to maintain users' concentration and avoid information overload (Lee and Wu, 2017).
Finally, commercial websites can incorporate recommendation mechanisms that keep
customers immersed in the browsing and comparison process. This practice is common
among fashion retailers, who often suggest related items to help customers create complete
looks.

Furthermore, integrating both utilitarian and hedonic features in the design of online
platforms is crucial for increasing flow. Utilitarian value pertains to whether customers can
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fulfil their specific purposes (Venkatesh, 2000). By enhancing functional aspects, such as
providing abundant information and content, effective links, and rapid download speed,
companies can promote perceived usefulness and customers' sense of control (Lee and Wu,
2017). However, as consumers increasingly prioritize experiential factors alongside rational
considerations in their purchasing decisions, hedonism also plays a critical role (Hirschman
and Holbrook, 1982; Jantzen et al., 2012). It has been found that hedonic features, such as
media richness and appealing design, can stimulate sensory and affective responses, leading
to customers reaching the flow state (Bilgihan et al., 2014; Lee and Wu, 2017). Bilgihan et al.
(2014) explain how including a virtual tour of a resort can trigger an escapist element.
Additionally, companies have placed greater emphasis on stimulating visual and auditory
senses through well-organized layouts and distinctive visual-audio elements (Shim et al.,
2015). Nike serves as an exemplary case, as they provide ample product information while
incorporating images and videos to create an enjoyable shopping experience.

In conclusion, achieving flow state in online experiences is crucial for enhancing user
engagement and satisfaction. By implementing the two strategies, companies can help
consumers reach the online flow state, thereby maximizing the potentials of their online
presence.

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References

Bilgihan, A., Okumus, F., Nusair, K. and Bujisic, M. (2014) ‘Online experiences: flow
theory, measuring online customer experience in e-commerce and managerial
implications for the lodging industry’, Information Technology & Tourism, 14, pp.49-
71.

Csikszentmihalyi,M. (1990), Flow: the Psychology of Optimal Performance, Harper and

Row, New York, NY.

Cuevas, L., Lyu, J. and Lim, H. (2021) ‘Flow matters: antecedents and outcomes of flow
experience in social search on Instagram’ Journal of Research in Interactive
Marketing, 15(1), pp.49-67.

Hirschman, E.C. and Holbrook, M.B. (1982) ‘Hedonic consumption: Emerging concepts,
methods and propositions’, Journal of marketing, 46(3), pp.92-101.

Hoffman, D.L. and Novak, T.P. (1996) ‘Marketing in hypermedia computer-mediated

environments: Conceptual foundations’, Journal of marketing, 60(3), pp.50-68.

Hoffman, D.L. and Novak, T.P. (2009) ‘Flow online: lessons learned and future prospects’,
Journal of interactive marketing, 23(1), pp.23-34.

Jantzen, C., Fitchett, J., Østergaard, P. and Vetner, M. (2012) ‘Just for fun? The emotional
regime of experiential consumption’, Marketing Theory, 12(2), pp.137-154.

Korzaan, M.L. (2003) ‘Going with the flow: Predicting online purchase intentions’, Journal
of Computer Information Systems, 43(4), pp.25-31.

Lee, C.H. and Wu, J.J. (2017) ‘Consumer online flow experience: The relationship between
utilitarian and hedonic value, satisfaction and unplanned purchase’, Industrial
Management & Data Systems, 117(10), pp. 2452-2467.

O'cass, A. and Carlson, J., (2012) ,An empirical assessment of consumers' evaluations of web
site service quality: conceptualizing and testing a formative model’, Journal of
Services Marketing.

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Shim, S.I., Forsythe, S. and Kwon, W.S. (2015) ‘Impact of online flow on brand experience
and loyalty’, Journal of electronic commerce research, 16(1), p.56.

Skadberg, Y.X. and Kimmel, J.R. (2004) ‘Visitors’ flow experience while browsing a Web
site: its measurement, contributing factors and consequences’, Computers in human
behavior, 20(3), pp.403-422.

Venkatesh, V. (2000) ‘Determinants of perceived ease of use: Integrating control, intrinsic

motivation, and emotion into the technology acceptance model’, Information systems
research, 11(4), pp.342-365.

Verhagen, T. and Van Dolen, W. (2011) ‘The influence of online store beliefs on consumer
online impulse buying: A model and empirical application’, Information &
Management, 48(8), pp.320-327.

Webster, J., Trevino, L.K. and Ryan, L. (1993) ‘The dimensionality and correlates of flow in
human-computer interactions’, Computers in human behavior, 9(4), pp.411-426.

Wu, L., Chen, K.W. and Chiu, M.L. (2016) ‘Defining key drivers of online impulse
purchasing: A perspective of both impulse shoppers and system users’, International
Journal of Information Management, 36(3), pp.284-296.

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Question 3
As part of sensory marketing, Evans (2008) distinguishes between fast and slow
processing systems. Using a company example, explain how these two systems
combine to create the sensory experience.

Response

Evans’s (2008) processing theories posit that the experiencing consumers engage in two
distinctive but complementary processing systems - fast and slow - which together contribute
to the total experience. This essay explores how this dual-processing model shapes customer
perception and creates a holistic sensory experience using the case of Starbucks.

Recognising that contemporary consumers seek experiential aspects of consumption

(Hirschman and Holbrook, 1982), Starbucks strategically utilises sensory cues to appeal to
customers' fast processing system, which is characterized by immediate responses and
intuitiveness (Evans, 2008).

Upon entering a Starbucks store, customers are immediately greeted by sensory cues that
engage their olfactory and auditory senses. The aroma of freshly brewed coffee permeates the
air, instantly capturing customers' attention and evoking positive emotions. Empirical
research suggests that sensory cues, particularly aroma, have a significant impact on
capturing immediate attention and creating initial attraction (Spangenberg et al., 2019).
Starbucks recognizes the power of aroma in sensory marketing and goes beyond the aroma of
coffee beans by carefully blending scents that are pumped into stores every day, creating a
distinct and memorable olfactory experience (Think Marketing, 2023)

Additionally, Starbucks strategically employs in-store music to create a vibrant atmosphere

that instantly engages customers’ senses. In fact, music has been a core element of the
Starbucks experience since its foundation. Starbucks curates its in-store playlists from
international artists and partners with Spotify to stream music that aligns with the brand
concept and the recent trends (Starbucks, 2023). This reflects the need for professional music
selection proposed by Jang and Lee (2019), as music significantly influences consumption
experience (Jain and Bagdare, 2011) and help build a stronger brand identity (Garlin and
Owen, 2006).

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While appealing to customers' fast processing system, Starbucks also recognizes the
importance of engaging the slow processing system to create a holistic sensory experience.
The slow system allows customers to engage in rational, analytical, and instrumental thinking
(Evans, 2008), complementing the emotional responses elicited by the fast system (Phelps,
Lempert, and Sokol-Hessner, 2014). Starbucks appeals to this system by providing
information related to the origin and taste profile of their coffee beans in-store, as well as
training their employees to engage in personalized interactions with customers. This not only
establishes an emotional connection that influences customers’ overall experience (Rafaeli et
al., 2017), but it also allows customers to assess the barista expertise and service quality.

Moreover, Starbucks pays careful attention to store design to further engage customers’
visual sense. Well-organized and aesthetically appealing store design has been found to
increase customer satisfaction and willingness to pay more (Lin, 2016). Starbucks follows a
purpose-built store design approach, facilitating a strong connection with customers and
creating an inclusive and accessible environment (Peiper, 2023).

By integrating both fast and slow processing systems, Starbucks creates a comprehensive
sensory experience. Sensory cues like aroma and music capture immediate attention, evoke
positive emotions, and establish initial brand attraction. Simultaneously, customers engage
their slow processing system to evaluate the quality, expertise, and attention to detail
associated with the Starbucks brand. This integration enhances overall perception and
satisfaction with the sensory experience.

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References

Evans, J.S.B. (2008) ‘Dual-processing accounts of reasoning, judgment, and social

cognition’. Annual Review of Psychoogy, 59, pp.255-278.

Garlin, F.V. and Owen, K. (2006) ‘Setting the tone with the tune: A meta-analytic review of
the effects of background music in retail settings’, Journal of business
research, 59(6), pp.755-764.

Hirschman, E.C. and Holbrook, M.B. (1982) ‘Hedonic consumption: Emerging concepts,
methods and propositions’, Journal of marketing, 46(3), pp.92-101.

Jain, R. and Bagdare, S. (2011) ‘Music and consumption experience: a review’, International
Journal of Retail & Distribution Management, 39(4), pp.289-302.

Jang, H.W. and Lee, S.B. (2019) ‘Applying effective sensory marketing to sustainable coffee
shop business management’. Sustainability, 11(22), p.6430.

Lin, I.Y. (2016) ‘Effects of visual servicescape aesthetics comprehension and appreciation on
consumer experience’, Journal of Services Marketing, 30(7), pp.692-712.

Peiper, H. (2022) Reimagining the third place: How Starbucks is evolving its store
experience, Starbucks Stories. Available at:
https://stories.starbucks.com/stories/2022/reimagining-the-third-place-how-starbucks-
is-evolving-its-store-experience/ (Accessed: 30 May 2023).

Phelps, E.A., Lempert, K.M. and Sokol-Hessner, P. (2014) ‘Emotion and decision making:
multiple modulatory neural circuit’, Annual review of neuroscience, 37, pp.263-287.

Rafaeli, A., Altman, D., Gremler, D.D., Huang, M.H., Grewal, D., Iyer, B., Parasuraman, A.
and de Ruyter, K. (2017) ‘The future of frontline research: Invited
commentaries’, Journal of Service Research, 20(1), pp.91-99.

Spangenberg, E.R., Sprott, D.E., Grohmann, B. and Tracy, D.L. (2006) ‘Gender-congruent
ambient scent influences on approach and avoidance behaviors in a retail
store’, Journal of Business Research, 59(12), pp.1281-1287.

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Starbucks Coffee Company (no date) ‘Music: Starbucks Coffee Company’. Available at:
https://www.starbucks.com/rewards/music/ (Accessed: 30 May 2023).

Think Marketing (2023) ‘You smell that? how big brands use the science of Scent
marketing’, Think Marketing. Available at: https://thinkmarketingmagazine.com/you-
smell-that-how-big-brands-use-the-science-of-scent-marketing/ (Accessed: 30 May
2023).