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Whether your education programs target businesses or educational institutions, your customers deserve to experience transformation as a result of their effort and engagement. While you cannot make the transformation for them, Echo360 provides the tools necessary for them to transform their own lives…with a little help from your educational staff. Because classes created using Echo360 are limitlessly customizable, they can provide the kind of experience that Joe talks about when he discusses transformational events. To find out more about the classroom as part of the experience economy, continue reading to see what Joe has to say as he talks with Echo360’s own Jeff Peterson.
Jeff Peterson: Welcome to EchoCast and welcome, Mr. Joe Pine. Now, you know, we throw around the word pioneer a lot, but Joe is the very definition of it. Twenty-five years ago now, introducing the world of both business and education to the experience economy, an idea introduced way back in 1998’ish through a Harvard Business Review article, which then became a best-selling book right here, published in 15 languages, named one of the 100 best business books of all time, and most importantly, spawned an entirely new philosophy, practice, and really, industry of creating meaningful experiences to generate customer value and loyalty. Now he continues to develop new ideas and applications within the experience economy framework, delving into the digital world. And for the record, Joe’s probably too humble to admit this, but Joe was actually talking about a multiverse of digital experiences way back in 2011, long before Metaverse even became a thing. Joe is doing a lot of teaching and speaking around the world for companies, schools, and very impressive groups like the World Economic Forum, TED Talks, MIT Design Lab, Harvard, and more. Including, in that more, for Echo360, for those that, if Joe’s name sounds familiar, you may have caught him earlier this summer. Joe keynoted Echo360’s recent Echo Experience 2022 Global Virtual Conference. Believe me, it was a real honor to have him inspire our community with his ideas and applications. The list of Joe’s accomplishments and contributions goes on much longer than an entire episode of EchoCast, so I’m going to shut up here and welcome our guest and our friend, Mr. Joe Pine. Hey, Joe.
Joseph Pine: Hey, Jeff. Thank you very much. I was about ready to cut you off myself.
Jeff: I know, let’s go, let’s go. It’s very easy to go on and on. But hey, for those unfamiliar, if anybody could be unfamiliar with the experts, maybe before we get into some of the specifics of it, just give us a quick little elevator speech, and then really, if you can remember back those many years, what was the impetus for it. So maybe just a little bit of what it is, and then sort of where it emerged from.
Joe: Sure. Well, the basic idea, the progression of economic value is the core framework in our book The Experience Economy, which basically says that we’ve gone from an agrarian economy based off commodities, through an industrial economy based off goods, through a service economy, and now today in the 21st century, we’re in an experience economy. An economy where experience has become the predominant economic offering. Experiences are what consumers as well as business people want today over goods and services. The key notion there, as I understand it, is that experiences are a distinct economic offering as distinct from services as services are from goods. It’s basically when you have goods as props and services as the stage, to engage each and every individual in an inherently personal way and thereby create a memory, which is the hallmark of the experience. So that’s the shift that’s going on and I discovered it, actually, way back when in the early 1990s based off my first book, Mass Customization, which is about efficiently serving customers uniquely. How to give everybody exactly what they want, but do it at a price you’re willing to pay. And I often said that customization automatically turns a good into a service. If you look at the classic distinctions, goods are standardized, services are customized. They’re done just for a particular person. Goods are inventoried after production, but services are delivered on demand when the customer says this is what they want. Goods are tangible and services are intangible. So part and parcel of mass customization is the intangible service of helping customers figure out, what is it that they want. So you go up to a Coca-Cola freestyle machine, for example, to get your personal cup of Coke, and they don’t produce it until you say what you want on demand. Everything is not finished in its inventory. It’s sitting in all the different compartments in there, and then they deliver exactly what you want, delivering a service to you. So long ago, I talked about service examples of mass customization and one astute gentleman said, what happens when you mass customize a service? I shot back that mass customization automatically turns a service into an experience. I went, whoa, that sounds good.
Jeff: Got to get that down.
Joe: I never thought about it. It just came out of my mouth. But once it did, I knew I had something good. I sat down and I spent a lot of time realizing that it’s true, that if you design the service that’s so appropriate for a particular person, exactly the service that they need at this moment in time, you can’t help but make them go wow, and turn it into a memorable event. That meant that experiences would be a distinct economic [inaudible 05:19]. That meant we have an economy based off of experiences and that was the basis of the whole book and all the ideas on it in the last 20 years.
Jeff: That’s so cool. So born from kind of a service economy, and now 25 plus years later, infused with technology and at Echo360 we’re all about learning technologies, and as I mentioned in the intro, you addressed technology specifically in your book Infinite Possibility, where you did introduce the notion of a multiverse. What role has technology now, so even though the experience economy was maybe born from service, it is so tightly linked now with technology, has technology been, in your mind, has technology been an accelerant of the experience economy, or an enabler or how do you look at it now? Because back in the mid-’90s, I still joke with my kids, my first job I shared a computer with my cube mate. We literally had it on a lazy Susan and you had to spin it around. So how do you see technology with the experience economy now?
Joe: Well, interestingly, there are three dynamics in this progression of economic value, and technology, particularly digital technology, affects all three of them. So it’s actually an inhibitor, it’s an enhancer, it’s everything, depending on how you use it, how you think about it, what you do with it. So the first thing I’ll say is that I first started talking about the experience economy before there even was an internet, but what we quickly learned is that the internet is the greatest force of commoditization ever invented. Because the frictionless marketplace means that customers can instantly compare prices from one vendor to another and tends to push it down to the lowest possible price. So one of the factors of the progression of economic value is that in the experience economy, goods and services will become commoditized. Where they’re treated like a commodity that people want to buy based off price and convenience, not based off the value you get because they figure it’s all about the same. And again, digital technology helps commoditize offerings. Secondly, anything you can digitize, you can customize. So customization again, key to going up the progression of economic value, is the antidote to commoditization. Commoditization is the law of gravity. It drags you down year after year. If you do nothing else, you will be a commodity. But customization lifts you up. You can’t help but be differentiated if you customize down to this individual. So it’s automatic differentiation. So it helps commoditize, it helps customize, and then the other third dynamic in the progression of economic value is this ladder up, that it’s the economic function that you extract commodities, you manufacture goods or make goods, you deliver services, and you stage experiences. And digital technology allows us, today, to stage experiences that have never before been possible. And that’s where the multiverse model, if an impossibility comes into play, because it talks in particular about all the different ways you can use digital technology to fuse the real and the virtual. And thanks to digital technology, we can reach customers everywhere, we can customize to them, and then we can engage them more, including with inspired learning experiences. We can engage them more with what we have to offer through the technology that simply wasn’t possible before you get the virtual reality and augmented reality and alternate reality and those things.
Jeff: You mentioned inspired learning experiences, which is what we talk about a lot here at Echo and you do a great job with the experience economy in applying it to a variety of sectors. Business, of course, but outside of business and education, civic. You travel all over the world and you talk to so many different groups. How have you seen, over the years, the experience economy land, if you will, across the different segments? I would imagine within the business sector, that was a fairly quick uptake. Economic value, okay, just tell me how to make more money and get more customers. But how has it translated? How have you seen it translate across different markets?
Joe: There’s an amazing translation. I often say that not every business has to embrace the experience economy, but pretty much every business would benefit by doing so. One of the places where any company can is through creating what I call marketing experiences. Experiences that do the job of marketing by generating demand. So if you’re a commodity producer or you’re a goods manufacturer, and even if you don’t want to stage experiences directly, you still want to make your stuff and extract your stuff, then you can create marketing experiences that generate demand. That’s why we have, for example, the World of Coca-Cola in Atlanta, the Heineken Experience in Amsterdam, the Guinness Storehouse in Dublin. All those are these flagship marketing experiences. Look at Lego with an entire portfolio of scores of different marketing experiences from their Lego Land Theme Parks around the world to Lego Discovery Centers through to the movies that generate demand, the TV show that’s out there on Lego Building Masters and all these other websites and virtual worlds that they’ve created. They all exist and they’re all wonderful experiences to be able to expose people to the product and then get them to buy it. Because one of the basic principles of the experience economy is that if you get your customer to experience your product before they buy it, then the chances that they will buy it go up. And that includes in B2B. My favorite examples being the Case Tomahawk Experience Center in the north woods of Wisconsin where Case Construction brings potential customers up to literally play with the equipment. They have a giant sandbox, it’s like, with rodeos and contests about who can move the most raw dirt in the shortest amount of time. They did a study and found that if a normal customer goes up to a dealer, they have perhaps a 20% chance of getting their business. But they bring them up to the Tomahawk Experience, there, it goes up to 80%. From 20% to 80% because the experience is the marketing. And so even in B2B, even in basically commodities and goods industries, any company can benefit. And one of the other things to understand is that the simplest and easiest way, and the cheapest way to turn, for example, any service into experience is to understand that work is theater. That whenever your workers are in front of customers, they’re on stage. So if you get them to engage their customers, then you can create a better experience and create a preference for your particular brand, like the Geek Squad does with installing and repairing computers. They do it with wonderful costuming, with wonderful acting that they do. It just makes all the difference with where you get your computers repaired.
Jeff: You mentioned the Heineken Experience and it reminds me of one of our daughters when she was studying abroad sending pictures home of her study abroad, and most of them came from the Heineken Experience. Which calls to mind a question around just the global absorption of the experience economy. As I mentioned, you travel all over the world. You’ve seen this in action. Have you seen certain regions of the world adapt this faster, adapt it more deeply, or is it really a universal kind of language now?
Joe: That’s a good question. It is a universal language in the sense that every culture has experiences, has natural experiences, whether it’s going to a sauna in Finland or a tea ceremony in Japan, whatever it might be. A baseball game in the US. Where you have these things that you do by dint of who you are as a people. And tourism is the number one industry in the world. Not just experience industry, but industry of any kind in the world. It employs 10% of the world’s population, so you’re going to see it all over the world. There are particular places. I think the US still leads, particularly in experience design, but Scandinavia is an interesting place where it sort of comes naturally to them. I’ll put it that way. They may not be as sort of over the top as we are, I think about Las Vegas. But they do a wonderful job. Iceland has more natural wonderous experiences per square mile than I think anyplace in the world. Denmark has more master’s degrees in the experience economy than any place that I know of. And going to Stockholm in September and elsewhere in Scandinavia, including Nordic countries of Finland, has embraced the experience economy very much. I think I’m also, I’m more famous in the Netherlands than I am anywhere in the world because I’ve been there so many times talking about experiences and authenticity and so forth. So every place embraces it, but they may interpret it differently and they may do it differently. There’s something about their own unique culture about how they want to do it.
Jeff: When you mention you’re big in the Netherlands, it reminds me of David Hasselhoff. He’s huge in Germany.
Joe: Germany, is it?
Jeff: He killed in Germany. Last question before we let you go here. A lot of guys who would have come upon this kind of success and adoption and really redefining a lot of, for businesses and all of these different sectors, a lot of people would have ridden this wave off the fumes, basically. But you don’t do that. You continue to evolve the model and evolve the framework, and recently, you’ve been talking a lot about transformation. I’d love you to talk a little about how transformation has become sort of the, it’s not like a Maslow’s hierarchy, but it really has become an even higher evolution of the economy. So talk a little about transformation and even how that came to be. Because there must have been a little bit of an origin story of that next level of experience in the transformation.
Joe: In fact, it’s always been there from the beginning. It’s in Chapter 9 of The Experience Economy from the very beginning because one of the things I always do myself is I’m always asking what’s next. I’m always looking, like you said, to expand it. I’m not going to rest on my laurels and say this is it. There’s always got to be something next, or usually, there is. So from the very beginning, I said, can experiences become commoditized? And even back then in the ‘90s, you could see it happen with themed restaurants. It’s like, you go once, you don’t have to go again. So can experiences be customized? Absolutely. You can customize the experience. My favorite example there being Carnival’s Ocean Medallion, which has an entire experience platform that allows them to customize your moment-by-moment experience on their Princess cruise ships. So given that, what would customization turn an experience into? And I said, well, if you customize an experience, if you create the right experience now, that’s exactly right for the person or company, then you can’t help but turn to what we often call a life-transforming experience. A transformation. So transformation is a distinct economic offering. It’s the fifth and final level in this progression of economic value. We’re using experiences now as the raw material to help people to change. Help them guide in achieving their aspirations. So fitness centers are in the transformation business. Healthcare is in the transformation business. Coaches of all stripes. Management consultants, B2B transformation. Nobody hires them unless they want a different business, they want a better business in some way. And education, of course, can be not just an experience, but a life-transforming one. A transformative experience that gets people to embrace new skills and capabilities, new ways of thinking, new frameworks for viewing the world. So it, too, should really view itself as being fundamentally in the transformation business. But as we continue to think about it, we’ve explored experiences so much, we’re starting to explore transformations more, and that’s what led to our January/February article in our Business Review called The New You Business. That’s the way to think about it is that you are helping people become a new you. You can’t do it for them. They have to do it themselves, but you can guide them and help them, understand what their aspirations are, help them achieve that, and then become a new you.
Jeff: That’s fantastic. Well, the book is called The Experience Economy. The website, I didn’t mention, strategichorizons.com. It’s Joe’s website for any kind of resources that folks want to look into for workshops and certification that you mentioned. It’s fantastic work. Now normally, so I want to thank you, Joe, for being here. Normally here on EchoCast, we would now be transitioning to a demonstration of some kind of technology that would be illustrative of the conversation that we just had. But we’ve got a special treat for all of you viewers here of EchoCast. So I mentioned Joe gave the keynote at Echo Experience 2022 and so that keynote is available online at Echo360 online. So you can see that in full at Echo360.com and if you stay tuned right now, you’re going to see some highlights from that keynote. So we’ve kind of mashed up some of the—I mean, it’s all highlights. It’s basically 40 minutes of highlights. But we’ve got even the highest of the highlights that’s going to come next. And then if you would like to see Joe’s full keynote, you can go to Echo360.com. And where you can also find more episodes of EchoCast and tons of other resources to help you unlock your own inspired learning experiences. So thanks again, Joe, it was great to see you.
Joe: Thank you, Jeff. Enjoyed it.
Joe: It’s a pleasure to be with you today to talk about inspired learning and today’s experience economy. You know the most precious resource on the planet is the time of individual human beings. And the number one competitor for their attention is the smartphone. In fact, I think I see one or two of you using your smartphone right now. And also recognize that money should never be the purpose of any organization, money is the measure of how well you fulfill that purpose. And time, attention, and money are so crucial today because of the shift that’s going on in the fundamental fabric of the economy. Where we’ve gone from an agrarian economy based off commodities through an industrial economy based off goods to a service economy, and today we’re in an experience economy. An economy where an experience has become the predominant economic offering, that experiences are what consumers and increasingly business people and employees and so forth all desire. We desire experiences over goods and services. What’s happened is that in the experience economy, goods and services become commoditized. They’re treated like a commodity where people don’t care who makes them. They figure the brand or features are pretty much all the same anyway. They come to care about three things and three things only: price, price, and price. That’s when goods and services have been commoditized. That means it’s time to shift up this progression of economic value to staging experiences. To staging inspired learning experiences for each one of your individual customers.
You can see this progression of economic value in any industry, but one we’re all familiar with is the coffee industry. You think about coffee. Coffee at its core is what? It’s beans. You grow them in the ground, you extract them out of the ground, and you sell them in the open marketplace. If you look at the future price of coffee and convert it from a per-pound to a per-cup basis, you know how much coffee costs per cup when you treat it as a commodity? Two or three cents. That’s it. That’s what a cup of coffee is worth. But if you take those beans and you grind them, you roast them, you package them, you put them on a grocery store shelf, now you can get 5, 10, 15 cents per cup of coffee. If you then use those beans to be able to brew them for a customer in a vending machine, a kiosk, a corner diner, or a 7-11 somewhere, then you get 50 cents, a dollar, a dollar and a half, maybe two per cup of coffee.
But surround the brewing of those beans with the ambiance and theater of a Starbucks, and now how much are you paying? Three, four, five dollars for a cup of coffee with only two or three cents worth of beans. That’s the progression of economic value. That is what’s going on in every industry.
Event Bright did a study a few years ago and talked about, like, who’s really fueling the experience economy, and they came up with Millennials. Millennials are fueling the experience economy. Why? Well, they’re the first generation to really grow up in the experience economy. Their entire life has been spent in experiences. And what they said is that living a happy, meaningful life is about creating, sharing, and exploring memories earned through experiences that span the spectrum of life’s opportunities.
I recognize it’s not only Millennials, it’s not only Gen-Xers. Every generation desires experiences. Every generation would rather have experiences over buying things. Every generation recognizes when we do buy experiences it makes us happier, as research shows, than buying things does. So we need to understand this shift to the experience economy. Perhaps it’s very hard to talk about it without talking about these folks.
Think about Walt Disney. Walt Disney created the world’s first theme park on July 13, 1955. You go to Disneyland or Disney World, and first of all, you pay an admission fee, right? That’s a signal that this is a place worth experiencing. You pay an admission fee, but that doesn’t mean you don’t buy goods and services as well. You buy Mickey Mouse hats, Mickey Mouse watches, memorabilia from the experience. You buy food services, parking services, photographic services. But why do people go? It’s for that shared family experience that they have. An experience with memories that last not just for days and weeks but for months and for years afterward.
I think about one of the things that’s happened since we’ve started talking and writing about the experience economy has been the rise of the CX movement, the customer experience. When most people talk about the customer experience, they’re not talking about what I’m talking about. It’s not the same thing at all. All these companies have their offices of CX and they’re measuring CX, but what they really mean is, well, let’s make our interactions with our customers nice and easy and convenient. And nice and easy and convenient are all well and good, but they’re service characteristics, not experience characteristics.
If you want to stage and engage an experience, something for which many companies are hiring the position of Chief Experience Officers, or CXOs, if you want to stage and engage an experience, you’ve got to recognize that nice is nice, but rarely does it rise to the level of memorability. If you want to stage a true distinctive experience, you have to create that memory inside of people. We have to reach inside of them, engage them, to be able to create that memory.
We think about making things easy. Often that means we routinize things for our employees to make it easy for them to serve our customer. But that gets in the way of being personal, and experiences are inherently personal. In fact, no two people can have the same experience. Even if you’re in the same place at the same time, right, because you’re different people with different backgrounds and different prior experiences. You’ve been primed in different ways. Experiences actually happen inside of us as a reaction to the events that are staged in front of us. So again, reaching inside of people, engaging them personally, and creating that memory.
And finally, convenience is the antithesis of what I am talking about. Convenience means let’s get in and out as quickly as possible and spend as little time with customers as possible. Where with experiences, what people value is the time they spend with you. That’s what they’re actually buying from you.
Zappos is sort of famous. The late CEO, Tony Shea, once said that our philosophy is delivering happiness to customers and employees. What they do at Zappos is they don’t measure average handling time. At their contact center, everybody else measures average handling time, which is the measure of how little time we spend with customers. We want you to engage customers. We want you to have a conversation with them. We want you to take however much time you need.
Because they recognize it’s not a one-period model, it’s a multi-period model. If they engage people, they create what they call a personal/emotional connection with them, then their chances that they come back go up. The chances that they have a memory about it go up. The chances that they tell other people about it go up. See, to create that emotional connection with them. In fact, every day at Zappos contact centers, they celebrate the person who got to spend the most time with a customer that day. Think about it. They celebrate the one who got to spend the most time because they recognize the value that is there of creating that experience for them. The record—10 hours and 46 minutes. Imagine that.
Notice what Tony Shea says here, too, is that it’s not just about customers, it’s about employees as well. You need to engage employees. You need to give your employees the wherewithal to create a great experience for your customers, so you need to create employee experiences as well.
So the question is, how can you turn your education services into learning experiences? I want you to think about that. I want to give you some principles and frameworks to think about how you can go about doing that, too, and one of them is to hit the sweet spot of experience. What do I mean by the sweet spot of the experience? Well, you know the sweet spot if you play golf or tennis, you hit exactly in the center of the club or in the racket, you get exactly the result you want. That’s the sweet spot. And the sweet spot of experience is in the middle of this 2×2 framework. Recognize that experiences can be more or less passive or more or less active. The experiences you have can be one where you absorb the experience into you or one where you immerse yourself into the experience. It’s easy to see that when I talk about these four different realms of experience.
One of which is entertainment. Entertainment. Passive absorption, where you’re passively taking in the sights and sounds that are presented to you. Whether you’re watching TV, going to a concert or play, a movie, whatever it might be. The entertainment industry is a huge sector of the experience economy, but it’s passive absorption experiences.
But now when you go from passive to active, what happens? You can turn it from entertainment to education. You want to become actively involved in absorbing the information that you’re presenting to me. That’s when I can learn things as a result.
Then the experience realm of the third kind is when you have active immersion. Active immersion, when I’m going from one place to another. Where I’m basically scaped into that. That’s what escapist experiences are. Entertainment industry, watching TV and so forth, escapism is really about tourists. Where I’m going from where I am today, going to another place, and I’m doing all of these activities there. If I watch golf on TV, it’s an entertainment experience. If I go play golf in the real world, well, then that is an escapist experience.
And finally, the final realm of experience, where you have passive immersion. Where you’re passively immersed in a place that engages you and that’s an esthetic experience. Esthetic with an e, not an AE, but esthetic with an E. That’s an architectural term about the built environment. How we create a place where people want to hang out and just be.
So we have four different realms of experiences and the most robust experiences, the most compelling and engaging experiences are those that hit the sweet spot in the middle. That have aspects of all four realms. That’s what you want to aim for in any experience.
Another key principle to think about is to mass customize your offerings. Mass customize, what do I mean by that? Basically, it’s where you efficiently serve customers uniquely. You give everybody exactly what they want, but do it at low prices, do it with high volume, do it with efficient operations. That’s in fact how I originally discovered this progression of economic value, where from my first book, which was called Mass Customization, where I recognize that if you customize a good, you automatically turn it into a service.
A great example of that is Coca-Cola with its freestyle machines. You may have seen these in many restaurants, where you go up with your cup and you put it in the machine, and then you determine what type of Coke do I want based off of a base of regular Coke, Diet Coke, Coke Zero. Then you can mix others into it. You can put in Fanta or Root Beer. You can mix caffeine with non-caffeine. You can mix regular with diet. You can even then add in flavors like lemon, cherry, vanilla, or my favorite, lime. And then you press the button, and once you design that, it fills exactly the concoction that you want that’s designed for you. Echo360 what was a physical good into the service of making that good at point-of-sale right there for you.
In the same way, if we customize a service, if we design a service that’s so appropriate for a particular person, exactly the service that they need at this moment in time, then they can’t help but go wow, and turn it into a memorable event. Turn it into an experience.
So what happens when you customize an experience? What happens when you design an experience that is exactly what this customer needs at this moment in time? Well, then you can’t help but turn to what we often call a life-transforming experience. An experience that changes us in some way, and that I call a transformation. A transformation is the fifth and final economic offering in this progression of economic value. We’re using experiences as the raw material to guide people to change, to help them achieve their aspirations. That’s the key to transformation.
Now you think about it, education is naturally in the transformation business. One business school that recognizes this, the London Business School, where the former dean, John Quelch, once told Fast Company Magazine that we’re not in the education business, we’re in the transformation business. We expect everyone who participates at the London Business School, whether it’s for three days or for two years, to be transformed by the experience. That is a different mindset. That is a different economic offering. That is a distinct economic offering, where we help people become who they want to become.
With transformation, it’s recognized that the customer is the product. Think about that for a second. The customer, the student, is the product. It doesn’t matter anything that we do, anything that we teach, unless the students get out of it what they’re looking for and it helps them change their lives, change their work, change their business in some way. Inputs don’t matter, only outcomes.
I talked before about the distinction between services and experiences as time well saved and time well spent. Well, if transformation is what you’re doing is you’re offering time well invested. Time well invested, that you’re using those experiences and people are taking those experiences, investing them in themselves, that’s going to pay out compound interest in dividends now and into the future. So you need to invest in your students and get them to have these experiences that help them achieve their particular aspirations.
So the question is, what business are you really in? Is it the services business? Is it the experience business? Or are you truly in the transformation business? And if so, then understand this: again, it’s about achieving aspirations. It’s about knowing where your customers are today and what they aspire to become. From, to. So wherever they are today and they have their aspirations, then how do you design the set of experiences that’s going to close that gap?
Generally, it’s not one life-transformation experience. Generally, it’s not one activity. It’s a set of things that works them towards achieving their aspiration. That’s the outcome that they want. That’s the outcome you need to guide them to as a transformation.
So what should you, individually, do differently? I don’t want this just to be an edutainment presentation. I don’t want it just where I’m entertaining you and giving you frameworks and educating you. I want you to change as a result of this as well. And I want you to think about what you should be doing differently now that you understand the shift that we’re going on and these principles about how you can create inspired learning experiences. Experiences that, in the end, transform.
Because this is what is going on in the world. You can stay in the illusory safety of past practices and keep on doing the same things you’ve always been doing. Well, then, mark my words, you will be commoditized. Or you can shift up this progression of economic value to staging experiences and guiding transformations for each one of your individual customers, your individual students, and then you’ll be economically rewarded.
Joe has the right idea when it comes to utilizing the various aspects of Echo360 to promote transformation in the lives of its users. Being able to customize a video, a class, and even individual lessons for specific students opens up the door to provide you with the opportunity to provide the kind of memorable experiences that Echo360 strives to support. Get in touch with us and find out more.