Contrived. Disingenuous. Phony. Inauthentic. Do your customers use any of these words to describe what you sell—or how you sell it? If so, welcome to the club. Inundated by fakes and sophisticated counterfeits, people increasingly see the world in terms of real or fake. They would rather buy something real from someone genuine rather than something fake from some phony. When deciding to buy, consumers judge an offering's (and a company's) authenticity as much as—if not more than—price, quality, and availability. In Authenticity, James H. Gilmore and B. Joseph Pine II argue that to trounce rivals companies must grasp, manage, and excel at rendering authenticity. Through examples from a wide array of industries as well as government, nonprofit, education, and religious sectors, the authors show how to manage customers' perception of authenticity by: recognizing how businesses "fake it;" appealing to the five different genres of authenticity; charting how to be "true to self" and what you say you are; and crafting and implementing business strategies for rendering authenticity. The first to explore what authenticity really means for businesses and how companies can approach it both thoughtfully and thoroughly, this book is a must-read for any organization seeking to fulfill consumers' intensifying demand for the real deal.
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Editorial Reviews
From Publishers Weekly
This eye-opening but muddled volume tells companies to remain true to self or, at least, to appear genuine, arguing that in a world increasingly filled with deliberately and sensationally staged experiences... consumers choose to buy or not buy based on how real they perceive an offering to be. Everything that forms a company's identity—from its name and practices to its product details—affects consumers' perceptions of its authenticity. Juggling philosophical concepts, in-depth case studies and ad slogans, Gilmore and Pine (The Experience Economy) run into trouble with a chapter called Fake, Fake, It's All Fake, which eviscerates the entire idea of authenticity: Despite claims of 'real' and 'authentic' in product packaging, nothing from businesses is really authentic. Everything is artificial, manmade, fake. The argument is unexpected and perhaps brilliant—yet rather confusing, since most of Authenticity argues that businesses should strive to not only appear authentic but to be so. The book's bullet points, charts and matrices add to the tangle, as the authors' early advice (your business offerings must get real) becomes a demand for furrowed-brow soul-searching. Still, the prose is snappy and conversational, and the book is densely packed with insights and provocations, and may inspire some executives to consider how consumers see their company. (Nov.)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.
About the Author
James Gilmore and Joseph Pine are co-founders of Strategic Horizons LLP, a 'thinking studio' that combines the best of consulting firms, think tanks, and acting workshops to help companies design all-new say of adding value to their economic offerings. Together they authored the bestseller, The Experience Economy, and edited Marketing of One and Pine himself wrote Mass Customization.
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Most Helpful Customer Reviews
30 of 35 people found the following review helpful
Format:Hardcover
This is the latest in a series of several books (notably The Experience Economy: Work is Theater and Every Business a Stage and Markets of One: Creating Customer-Unique Value through Mass Customization) in which James H. Gilmore and B. Joseph Pine focus on what Peter Drucker once identified as one of the greatest challenges any business faces: How to get and then keep profitable customers? Their thesis in this latest volume is that marketers need to address the problem of managing "the perceptions of real or fake held by the consumer's of [an] enterprise's output - because people increasingly make purchase decisions based on how real or fake they perceive offerings. These perceptions flow directly from how well any particular offering conforms to a customer's self-image."
In this volume, Gilmore and Pine examine "the authenticity of economic offerings, not the authenticity of individuals in personal relationships, something people also greatly desire but the subject of many other tomes." They cite two exemplars in particular - Disney and Starbucks - because no company "has more affected our collective view of what is real and what is not" than has Disney. As for Starbucks, no other company "more explicitly manages its perception of authenticity, making direct appeals to authenticity in every way" Gilmore and Pine define this new discipline.
Here are some of the specific issues they address with rigor and eloquence:
1. The appeal of "real"
2. The drivers of the new consumer sensibility
3. Three axioms of authenticity
4. Five genres of authenticity
5. Two "time-honored standards" of authenticity
6. Ten elements of authenticity
7. How to be what you say you are
8. How to continue to be "true to self"
9. The nature, extent, and interaction of five key "real/fake polarities"
10. How to sustain the authenticity of what is offered
Decision-makers in any organization (regardless of its size or nature) are provided a comprehensive, cohesive, and cost-effective program by which to address and resolve these and other issues. Of course, even if Gilmore and Pine were in residence, actively involved in the design and implementation of such a program, assistance, it cannot succeed unless the given offering is and remains inherently authentic, That is, it fully meets (if not exceeds) the given consumer's perceptions of the benefits claimed for it.
In this volume, Gilmore and Pine examine "the authenticity of economic offerings, not the authenticity of individuals in personal relationships, something people also greatly desire but the subject of many other tomes." They cite two exemplars in particular - Disney and Starbucks - because no company "has more affected our collective view of what is real and what is not" than has Disney. As for Starbucks, no other company "more explicitly manages its perception of authenticity, making direct appeals to authenticity in every way" Gilmore and Pine define this new discipline.
Here are some of the specific issues they address with rigor and eloquence:
1. The appeal of "real"
2. The drivers of the new consumer sensibility
3. Three axioms of authenticity
4. Five genres of authenticity
5. Two "time-honored standards" of authenticity
6. Ten elements of authenticity
7. How to be what you say you are
8. How to continue to be "true to self"
9. The nature, extent, and interaction of five key "real/fake polarities"
10. How to sustain the authenticity of what is offered
Decision-makers in any organization (regardless of its size or nature) are provided a comprehensive, cohesive, and cost-effective program by which to address and resolve these and other issues. Of course, even if Gilmore and Pine were in residence, actively involved in the design and implementation of such a program, assistance, it cannot succeed unless the given offering is and remains inherently authentic, That is, it fully meets (if not exceeds) the given consumer's perceptions of the benefits claimed for it.
8 of 9 people found the following review helpful
By Kim C. Korn
Format:Hardcover|Amazon Verified Purchase
This truly is a tour de force that deserves the potent descriptors of "groundbreaking" and "defining a management discipline."
This may be a challenging read, not due to the writing per se, but because of the newness and depth of the subject. Gilmore and Pine's take on authenticity is novel enough that the reader may not have the mental hooks in their management theory framework to immediately hang the new ideas. But this is exactly what I would expect from the definition of a new management discipline.
The book builds the case for authenticity as a dominate consumer sensibility. From there, the construct framing the realness and fakeness of economic offerings forms the foundation for all that follows. Rendering authenticity takes authenticity out of the realm of ambiguity and into the realm of explicit definition. This process addresses the essence of business-organization identity and the underpinnings of the value of its offerings. The author's approach to rendering authenticity is a uniquely substantive approach to 1) exploring and defining your identity, what it is "you will be true to", 2) defining your total offering "to be what it says it is," and 3) the possibility of joining these two together for greater synergy, forming a more powerful authentic offering.
The book culminates with an approach to acting into the future. This approach employs the authenticity framework and the juxtaposition process used to understand and render authenticity, but extends it to explore an unlimited number of dimensions to spur the creation of novel value.
This book is a `must read' for those responsible for strategy and creating unique value in businesses of all types.
This may be a challenging read, not due to the writing per se, but because of the newness and depth of the subject. Gilmore and Pine's take on authenticity is novel enough that the reader may not have the mental hooks in their management theory framework to immediately hang the new ideas. But this is exactly what I would expect from the definition of a new management discipline.
The book builds the case for authenticity as a dominate consumer sensibility. From there, the construct framing the realness and fakeness of economic offerings forms the foundation for all that follows. Rendering authenticity takes authenticity out of the realm of ambiguity and into the realm of explicit definition. This process addresses the essence of business-organization identity and the underpinnings of the value of its offerings. The author's approach to rendering authenticity is a uniquely substantive approach to 1) exploring and defining your identity, what it is "you will be true to", 2) defining your total offering "to be what it says it is," and 3) the possibility of joining these two together for greater synergy, forming a more powerful authentic offering.
The book culminates with an approach to acting into the future. This approach employs the authenticity framework and the juxtaposition process used to understand and render authenticity, but extends it to explore an unlimited number of dimensions to spur the creation of novel value.
This book is a `must read' for those responsible for strategy and creating unique value in businesses of all types.
10 of 12 people found the following review helpful
Format:Hardcover
In their 1999 best seller `The Experience Economy' the authors, Joseph Pine and James Gilmore, described the shift in the economy from mining raw materials to the production of goods, to delivering services, to setting the scene for leisure experiences. Despite all the praise given to this book, there was nagging feeling: the American examples presented by the authors, such as Disney and Las Vegas, really did not work as authentic experiences for Europeans. This resulted in negatively equating The Experience Economy with facile, superficial and passive amusement in a fun-oriented society resembling a children's party. In their subsequent book, which recently appeared, `Authenticity - What consumers really want' it is clear that the authors have taken this criticism to heart. In their new book they claim that consumers have had enough of the common pre-set-scene products of the experience industry. Short-term stimuli and superficial must make way for experiences promising a long term and constant change. `Authenticity' is the new catchword. Anything we buy is increasingly adorned with adjectives like `real', `natural', `original' or `honest'. In fact, it is not only products that are measured to the degree to which they are authentic. `Authentic leadership' is nowadays also demanded of board members and managers. The recent American primary elections were not so much about content, but were more about perceptions of the candidates' authenticity. Hillary's tears - how real were they? And Obama's promises - will he realize them?
According to Gilmore and Pine this quest for authenticity did not appear from thin air, but came about as a result of three interwoven social developments. The first one has to do with the development of the experience economy itself. Now that the fascination for artificial events (Disney, Rainforest Cafe) has ebbed away, people ache for more authentic and meaningful experiences. In the second place the focus on authenticity has to do with the demographic influence exerted by `baby boomers' and `culturally creative persons' on society as a whole. Although these two groups are strongly divergent in age - the baby boomers are now in their third life phase, whereas most of culturally creative persons are in the prime of their life and career - they mutually connect in a common focus on questions of spiritual faith and belief systems relating to quality of life. As a third explanatory factor the authors mention the undermining of the reputation of important institutions. The public trust in political and economic institutions has been seriously hurt by lack of leadership, by fraud and self-enrichment. People long for a return to the basic reason (raison d'ętre) of institutions and organisations connected to these institutions. They demand not only that they really stand for something but that they also do what they say they stand for.
The challenge here is that it is often unclear what the term `authenticity' exactly means. In practice the concept is often associated with the following five aspects. Being natural (authenticity thus stands for the natural, raw and untamed), being original (authenticity thus stands for the original and innovative), being unique (authenticity thus stands for individual and exceptional achievements), being influential (authenticity thus stands for spiritual authority) and finally contextual matters (authenticity referring to well known persons, periods or events). In order to come to a simplified description, Pine and Gilmore went back to philosophers. These relate authenticity most of all with that which has developed naturally. This viewpoint was strongly advocated by the romantic thinker Jean-Jacques Rousseau. He contrasted the natural ideal of the `noble savage' to modern civilisation, which has been corrupted through and through. It follows that authenticity refers to a mode of acting in which one rejects the rules of society in order to become one's true self. Thus anything made by machines and made for money cannot be accepted as authentic. Following this line of thinking, Pine and Gilmore cannot come to any other conclusion than to regard every economic offer as fake. For every economic offer is made by a firm acting according to the laws and rules of society. It makes use of technology and has making money as its aim. End of this little test, one would say. If anything a firm offers is fake by definition, why would you make the effort to offer `authenticity'? However, Pine and Gilmore are not in checkmate here. By entering perceptions of experience as a new element in the game, they come to the conclusion there is an `authenticity paradox': even though all firms, products and services are in fact fake, we experience a number of them as authentic. We call one product or brand fake and the other authentic. In terms of ontology, this distinction is nonsensical, but in our experience we can handle it well.
Authenticity is thus subject to the free game of subjective emotions. What is experienced by one person or target group as the apex of authenticity is perhaps taken by others as fake. Smartly, the two consultants point at the fact that Europeans are often inclined to mark American cultural events as fake. For Americans and peoples from Asia this works differently, say Pine and Gilmore. In their experiences the replica of Venice in Las Vegas is at least as authentic or perhaps even more authentic than that city itself. The experiences of what is experienced as authentic, is indeed different in varied persons and cultures. In the end the authenticity of experiences is based upon the self-image of a person or group: does one identify with the product, that service or that firm? Does it dovetail with your self-image? Does it touch you and do you feel you can relate to it? If and when firms wish to increase the authenticity of their offer, they will have to take into consideration the perception of their target groups in the market. A firm may thus make a product authentic for a specific target group. In this case, the authors use the word `rendering' in order to indicate that in fact something inherently non-authentic is perceived as authentic.
In order to move ahead of the only logical conclusion from the reasoning followed thus far, offering authenticity is nothing but an age old marketing trick in which something is created out of nothing - here the authors again change their line of reasoning in a remarkable shift. In order to be perceived as authentic, they write, it is really of the utmost importance to come across in a truthful and/or credible manner. The truthfulness of an offer has to do with the degree of correspondence with the identity of the firm. Credibility has to do with the question whether one actually does what one promises. Distinguishing the elements identity (yes/no) and whether one is involved, the criteria of `truthfulness' and `credibility' yield a matrix allowing managers to measure their products, services, stores or events in terms of the degree of authenticity. According to this matrix Disney is truthful (their identity is based on delivering family amusement), but not credible (fairy tales actually don't exist). As a reverse example the NBA Store in New York City is credible (it is indeed a store selling all kinds of basket ball articles), but it is not truthful as it forbids kids to `dunk' - which according to the authors is the core characteristic of basketball.
The contents summarized here, in short, indicate that we are dealing with a book that is really fascinating and in terms of theory very rich, but that is not readily applicable. As there are a great number of models, examples, strategies and theoretical referrals - including almost 30 pages of notes in small print (!) - this book resembles a seriously detailed work of academia rather than a lucid management book full of insights - there is often just too much stuff to tell. On the other hand this book is too sparsely grounded in the empirical sense to convince the reader. In their quest for the essence of authenticity, they lose track - and the reader as well - a number of times. On the one hand this is caused by the encyclopaedic zeal of the authors in trying to fit into one framework everything ever said or thought about authenticity. On the other hand this has to do with the limitations of the framework that strangely enough goes no further than a somewhat naďve marketing perspective. If they would have chosen a wider perspective, the authors would have been less rigid in stating that only clients decide whether a product, service or firm is authentic and they would have included in the analyses other stakeholders as well - such as employees, stock owners, pressure groups in society, and public opinion. A wider perspective would have also opened the authors' eyes to the fact that authenticity is grounded for the greater part in the relationship people feel with a certain offer or firm. Factors such as continuity, congruence and consistency play an important part: firms which have existed for a long time, that make a consistent offer and communicate the same story, time and time again, stand a much better chance of being perceived as authentic than those firms incapable of delivering those characteristics. It is at this very point that the comparison of the town of Venice and the replica in Las Vegas are completely at odds: whereas Venice has deep historic roots, delivers a continuous image and a consistent message, this is not true of Las Vegas - which is only a fleeting mix of styles and ambitions.
Finally: the fact that their last book is deficient in the areas of theoretical system and empirical depth, does not take away from the interest of the many examples, anecdotes and sweeping statements offered by the authors. Read more ›
According to Gilmore and Pine this quest for authenticity did not appear from thin air, but came about as a result of three interwoven social developments. The first one has to do with the development of the experience economy itself. Now that the fascination for artificial events (Disney, Rainforest Cafe) has ebbed away, people ache for more authentic and meaningful experiences. In the second place the focus on authenticity has to do with the demographic influence exerted by `baby boomers' and `culturally creative persons' on society as a whole. Although these two groups are strongly divergent in age - the baby boomers are now in their third life phase, whereas most of culturally creative persons are in the prime of their life and career - they mutually connect in a common focus on questions of spiritual faith and belief systems relating to quality of life. As a third explanatory factor the authors mention the undermining of the reputation of important institutions. The public trust in political and economic institutions has been seriously hurt by lack of leadership, by fraud and self-enrichment. People long for a return to the basic reason (raison d'ętre) of institutions and organisations connected to these institutions. They demand not only that they really stand for something but that they also do what they say they stand for.
The challenge here is that it is often unclear what the term `authenticity' exactly means. In practice the concept is often associated with the following five aspects. Being natural (authenticity thus stands for the natural, raw and untamed), being original (authenticity thus stands for the original and innovative), being unique (authenticity thus stands for individual and exceptional achievements), being influential (authenticity thus stands for spiritual authority) and finally contextual matters (authenticity referring to well known persons, periods or events). In order to come to a simplified description, Pine and Gilmore went back to philosophers. These relate authenticity most of all with that which has developed naturally. This viewpoint was strongly advocated by the romantic thinker Jean-Jacques Rousseau. He contrasted the natural ideal of the `noble savage' to modern civilisation, which has been corrupted through and through. It follows that authenticity refers to a mode of acting in which one rejects the rules of society in order to become one's true self. Thus anything made by machines and made for money cannot be accepted as authentic. Following this line of thinking, Pine and Gilmore cannot come to any other conclusion than to regard every economic offer as fake. For every economic offer is made by a firm acting according to the laws and rules of society. It makes use of technology and has making money as its aim. End of this little test, one would say. If anything a firm offers is fake by definition, why would you make the effort to offer `authenticity'? However, Pine and Gilmore are not in checkmate here. By entering perceptions of experience as a new element in the game, they come to the conclusion there is an `authenticity paradox': even though all firms, products and services are in fact fake, we experience a number of them as authentic. We call one product or brand fake and the other authentic. In terms of ontology, this distinction is nonsensical, but in our experience we can handle it well.
Authenticity is thus subject to the free game of subjective emotions. What is experienced by one person or target group as the apex of authenticity is perhaps taken by others as fake. Smartly, the two consultants point at the fact that Europeans are often inclined to mark American cultural events as fake. For Americans and peoples from Asia this works differently, say Pine and Gilmore. In their experiences the replica of Venice in Las Vegas is at least as authentic or perhaps even more authentic than that city itself. The experiences of what is experienced as authentic, is indeed different in varied persons and cultures. In the end the authenticity of experiences is based upon the self-image of a person or group: does one identify with the product, that service or that firm? Does it dovetail with your self-image? Does it touch you and do you feel you can relate to it? If and when firms wish to increase the authenticity of their offer, they will have to take into consideration the perception of their target groups in the market. A firm may thus make a product authentic for a specific target group. In this case, the authors use the word `rendering' in order to indicate that in fact something inherently non-authentic is perceived as authentic.
In order to move ahead of the only logical conclusion from the reasoning followed thus far, offering authenticity is nothing but an age old marketing trick in which something is created out of nothing - here the authors again change their line of reasoning in a remarkable shift. In order to be perceived as authentic, they write, it is really of the utmost importance to come across in a truthful and/or credible manner. The truthfulness of an offer has to do with the degree of correspondence with the identity of the firm. Credibility has to do with the question whether one actually does what one promises. Distinguishing the elements identity (yes/no) and whether one is involved, the criteria of `truthfulness' and `credibility' yield a matrix allowing managers to measure their products, services, stores or events in terms of the degree of authenticity. According to this matrix Disney is truthful (their identity is based on delivering family amusement), but not credible (fairy tales actually don't exist). As a reverse example the NBA Store in New York City is credible (it is indeed a store selling all kinds of basket ball articles), but it is not truthful as it forbids kids to `dunk' - which according to the authors is the core characteristic of basketball.
The contents summarized here, in short, indicate that we are dealing with a book that is really fascinating and in terms of theory very rich, but that is not readily applicable. As there are a great number of models, examples, strategies and theoretical referrals - including almost 30 pages of notes in small print (!) - this book resembles a seriously detailed work of academia rather than a lucid management book full of insights - there is often just too much stuff to tell. On the other hand this book is too sparsely grounded in the empirical sense to convince the reader. In their quest for the essence of authenticity, they lose track - and the reader as well - a number of times. On the one hand this is caused by the encyclopaedic zeal of the authors in trying to fit into one framework everything ever said or thought about authenticity. On the other hand this has to do with the limitations of the framework that strangely enough goes no further than a somewhat naďve marketing perspective. If they would have chosen a wider perspective, the authors would have been less rigid in stating that only clients decide whether a product, service or firm is authentic and they would have included in the analyses other stakeholders as well - such as employees, stock owners, pressure groups in society, and public opinion. A wider perspective would have also opened the authors' eyes to the fact that authenticity is grounded for the greater part in the relationship people feel with a certain offer or firm. Factors such as continuity, congruence and consistency play an important part: firms which have existed for a long time, that make a consistent offer and communicate the same story, time and time again, stand a much better chance of being perceived as authentic than those firms incapable of delivering those characteristics. It is at this very point that the comparison of the town of Venice and the replica in Las Vegas are completely at odds: whereas Venice has deep historic roots, delivers a continuous image and a consistent message, this is not true of Las Vegas - which is only a fleeting mix of styles and ambitions.
Finally: the fact that their last book is deficient in the areas of theoretical system and empirical depth, does not take away from the interest of the many examples, anecdotes and sweeping statements offered by the authors. Read more ›
Most Recent Customer Reviews
4.0 out of 5 stars
Essential reading for those interested in customer experience
This book provides a theoretical framework for businesses to refine their offerings by "rendering authenticity," and thereby convincing the consumer that their product or service... Read more
Published 1 month ago by Michael Ruckman
5.0 out of 5 stars
Great book!
This book was very insightful and James Gilmore has a unique way at looking at the economy, culture, and society.
Published 7 months ago by Taylor A. Marr
5.0 out of 5 stars
A fantastic book
a very interesting book that is very useful both for who works in economy's sector and who's like a relaxing book for everyday's life.
Published 22 months ago by Luca
5.0 out of 5 stars
Amazing parody of marketing books
This book is an amazing parody of the genre of marketing books -- you know, the kind that create simple, persuasive theories and then extrapolate them to ridiculous lengths. Read more
Published on January 9, 2010 by J. Thomas
2.0 out of 5 stars
too many words to become an authentic book
Very academic, too much jargon just to explain that all it requires for authenticity to gain validity is to be honest.. Read more
Published on October 20, 2009 by Jose Juan Urrutia Ybarra
4.0 out of 5 stars
Real research
The main thesis here is simply that customers want real experience. In these days of contrived and bogus 'Reality shows', this is more important than ever. Read more
Published on July 16, 2009 by Martin Gollery
5.0 out of 5 stars
Authenticity
The authors, Gilmore and Pine, present an indubitable assertion that being real in today's business world is now a necessity for continued success. Read more
Published on May 27, 2008 by FSM
5.0 out of 5 stars
enlightening & educational!
I read this book from my perspective as a consumer, rather than perhaps the perspective of the target audience of marketing professionals.
I truly enjoyed this book! Read more
I truly enjoyed this book! Read more
Published on May 18, 2008 by Peter McKay
5.0 out of 5 stars
brilliant - read it cover to cover straight through.
the ideas in this book will blow your mind.
linking post-modernism to business strategy.
its only flaw was quoting a dave mathews lyric. ugh. Read more
linking post-modernism to business strategy.
its only flaw was quoting a dave mathews lyric. ugh. Read more
Published on April 27, 2008 by S. Kumar
5.0 out of 5 stars
Maddock Douglas endorses "Authenticity" as a masterpiece
I've been pimping this AWESOME book to many of my big brand clients - it is a powerful reinforcement of the idea that strategic clarity = authenticity. Read more
Published on March 25, 2008 by Bead Girl
Front Cover | Front Flap | Table of Contents | First Pages | Index | Back Flap | Back Cover | Surprise Me!
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