COCAL 2017 tuvo el privilegio de contar con el señor David Peckinpaugh (CMP), President de Maritz Global Events, quien disertó sobre La Neurociencia de Eventos: Creando experiencias de transformación
con diseño conductual, lo que traduce aproximadamente su conferencia en inglés “The Neuroscience of Events: Creating transformational experiences with behavioral design”.
Es importante destacar un tanto su trayectoria para imaginar el por qué David Peckinpaugh “lidera Maritz Global Events y proporciona supervisión estratégica para Maritz Travel y Experient – dos de los líderes más grandes y respetados en la industria de eventos con más de 4 millones de noches reservadas, 8.500 programas planificados y ejecutados y casi $ 1 Mil millones en el evento total gastan anualmente. Con su Equipo de Liderazgo Ejecutivo, David establece la estrategia de negocios y la dirección futura de las compañías colectivas, al tiempo que garantiza que las empresas diseñen y entreguen experiencias excepcionales a los clientes y sus invitados” como encontramos descrito parte de su perfil.
Es miembro del Consejo de la Asociación de Viajes de los Estados Unidos, de la Coalición de Negocios de Meetings Means, y Presidente-Elegido de la Fundación de Educación PCMA
David Peckinpaugh es visto en toda la industria de eventos como un líder apasionado e incansable defensor de la misma. Durante los últimos 30 años, David ha experimentado casi todas las facetas de la industria – desde hoteles y CVB hasta ventas y marketing y estrategia de negocios.
Mr. Peckinpaugh, we learned about his career path, the approach that permeates Maritz Global Events from the 2011 people-centered and science-based event design called “Experience Design”, in collaboration The Maritz Institute and Jim Gilmore, renowned author of The Experience Economy. With each research on these issues, it was more difficult to stop at one point to arrive on time with my interview before their COCAL 2017 conference and I had to choose between many questions.
Sentences in the Web of Maritz and in Wikipedia are the ones that lead the questions:
1. In 1998, B. Joseph Pine II and James H. Gilmore speak for the first time of the economy of experience or “The Experience Economy” … after so many years, it could still be considered innovation today?
When the book was written in 1998, then refreshed in 2009, Pine and Gilmore were focusing on how businesses sell to consumers. While not the first to articulate the concept, Pine & Gilmore magnified the idea that consumers would (and do) pay more for rich experiences. Their progression of economic value details the concept and set us on a path of experience focused thinking. In conjunction with Jim Gilmore and The Maritz Institute, we took the “experience economy” idea and made it relevant to businesses selling to businesses, specifically within our Events industry. What we know is that nearly 20 years later, peoples’ appetites for experiences is running on full throttle. In other words, if you’re not actively looking at, evaluating, and purposefully designing your customer experiences, touch points and interactions, you’re behind and have a lot of making up to do!
2. Pine and Gilmore argue that businesses must orchestrate memorable events for their customers, and that memory itself becomes the product – the “experience.” In that sense, it seems that Maritz literally took this sentence, is it? When and with which segment of the market did they begin to apply it? Were they successful from the start?
We took Pine & Gilmore’s experience economy, which was written for businesses selling to consumers, and applied their thinking to the business-to-business market. Specifically focused, we were looking at our Events industry and how to apply this concept. We’ve been incorporating experience design thinking into our business for a few years now. It is definitely catching on, but as it is truly a mindset shift on how we design Events, it takes a while to really get people engaged in the concept.
3. Make memorable events, according to the economy of experience, what changes demand in the very structure of an event organizer?
There are a lot of things that event organizers need to do to make their events more memorable. First – and most important – they need to know their guests better. They have to start designing events for the guests’ experiences, not logistics of the event itself. We know that experiences are memorable, inherently personal and unfold over time. Science says you can design for both the experience and the memory – that’s why we’ve designed the Eight Phases of the Guest Journey. This allows for an event organizer to think through the whole journey of their guest and develop unique experiences and touchpoints throughout every aspect.
4. On the other hand, what customer demand? Would there be any business, government or associative sector that does not apply “orchestrating” them “memorable events”? Does it imply higher production costs or, in some cases, precisely the opposite? Is the return on investment greater, to what extent?
Designing experiences isn’t sector specific – it is specific to the guest. Our consumer mindset has permeated everything – everyone one wants experiences relevant to them. Designing for the guest implies greater, intentional design. It doesn’t necessarily mean more money – just more thoughtful. In fact it helps you better understand whether some of the things you are currently spending money on is worth the investment.
5. The core value of the firm “First, taking good care of one another”, which has led to the company’s initiative of “Releasing the human potential”, refers to the Maritz team equally to its customers?
“First, Take Good Care of Each Other” is our signature core value in our Unleashing Human Potential initiative. At the heart of everything we do, we must ensure we are upholding this core value. It applies to ALL OUR STAKEHOLDERS – our people, our partners, our communities and our clients. We know we are only as good as our people, and without our people we could not provide exceptional experiences to our clients and their guests. We truly cannot have one without the other. We believe in A dual bottom line COMPANY, which is focusing EQUALLY on people AND profits.
6. The presentation on you also states that you have defended the company’s fight against trafficking in persons and to raise awareness throughout the industry of this insidious crime. Where has Maritz Global especially stumbled upon this situation, to the point of turning it into a banner of struggle?
A few years ago I became aware of the unwitting role our industry plays in human trafficking. Through hotels and transportation systems – bus, train, airports – millions of victims are being trafficked each year. And it’s not just in “other countries.” It is very much in our own backyard. This really hit me when I saw a photo of a victim being trafficked in a hotel with the St. Louis Gateway Arch in the background. I knew then that we had to do whatever we could to raise awareness of this issue in our industry. Shortly after, we signed The Code with ECPAT-USA, and since then we’ve seen many in our industry also commit their support to this fight. We’ve developed training for our people to not only spot human trafficking, but to also report it. As an industry leader, it is important for us to speak up on behalf of the millions of victims who have no voice, while doing everything in our power to raise awareness to help stop human trafficking.