『The Experience Strategy Podcast』のカバーアート

The Experience Strategy Podcast

The Experience Strategy Podcast

著者： Dave Norton Aransas Savas and Joe Pine
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With over 100 episodes, the Experience Strategy Podcast is that secret superpower that helps strategists around the world grow their business acumen. Your hosts, Aransas Savas, Joe Pine, and Dave Norton discuss the most important topics in the business world, but they do it by focusing on the experiences and transformations that customers attain.2024 マネジメント マネジメント・リーダーシップ 経済学
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  • Modes — The Missing Variable Between Situation and Personalization

    Modes — The Missing Variable Between Situation and Personalization
    2026/09/18
    The Experience Strategy Podcast | theexperiencestrategist.substack.com Part three of a four-part mini-series unpacking the frameworks in Dave Norton's new book, Human Context: How Intelligent Companies Build Customers. Most companies build their entire models around habits and routines. But the number one behavior people exhibit today isn't a habit or a routine — it's mode acquisition. People move fluidly between modes all day, they're fluent in the language of them ("I'm in writing mode, don't talk to me"), and they expect the companies they interact with to understand where they are. Most companies don't. This episode explains what modes are, how they connect to situational markets, and why knowing someone's mode tells you more about how to serve them than any demographic ever could. What's in This Episode The definition that matters most — and it's one word. A mode is a mindset and a set of behaviors that a person gets into temporarily. That last word is what separates modes from habits (permanent patterns) and routines (permanent structures). Right now, the three hosts are in podcast mode. When they hit stop, they won't be. Joe takes a different tone between episodes. Aransas's voice changes. Dave gets Joe's "I'm in writing mode" texts. People are already living this way — the framework just names what's happening. The ballpark and the batter. To connect modes back to the last episode: if situational markets are the ballpark — the bounded context, the market you're going after — then modes are the batter. The same situation can contain many different modes. Two people can both be in the situation of choosing a college for their daughter. One is in full mommy mode — relational, emotionally loaded, cross-domain in its implications (financial, personal, professional, aspirational). Another is an adult returning to education for themselves, in a more self-directed, pragmatic mode. Same situational market. Completely different mode. Completely different support needed. Joe's extension makes it even richer: everyone on the field is in a different mode at every moment. The batter stepping up with a runner on third is in a different mode than when he's in the dugout. And if you know someone's in dugout mode — Dave's point is clear — sunflower seeds are your product. Modes cross demographics. That's the whole point. Aransas in mommy mode could be any age, any income, any geography. The mode — not the demographic — tells you what she needs. Joe names the full stack of jobs that mode carries with it: functional, emotional, social, and aspirational. Know the mode, and you know the context. Know the context, and you can personalize in a way that demographic data never allows. How modes, situations, and jobs connect. The three frameworks work together as a system. Jobs to be done describes what the customer needs broadly — the functional, emotional, social, and aspirational outcomes they're hiring for. Situational markets describe the bounded context: the when-statement, the market that's been identified and sized. Modes describe how — the specific mindset, energy, and intention the person brings to that moment. Dave's summary: situation tells you the market, mode tells you how they're experiencing their time within it. Know all three, and you have context that's genuinely actionable. Why modes replace personas — and why that matters. Personas imply a static, monolithic person. Modes are the opposite: dynamic, contextual, temporary. A person is not their persona. They are whoever they are in this moment, in this situation, in this mode. That concept changes what you build, what you say, and how you show up. The mode map in Human Context gives companies a practical tool: map your specific situations to the modes customers are likely to enter, and build for those combinations rather than for a type of person. Most companies are leaving this on the table. Dave has been developing the modes framework for over a decade. He remains genuinely surprised that more companies don't use it — especially now, when the language of modes is so embedded in how people describe themselves. The person who texts "I'm in writing mode" is handing you a direct signal about their context. Most companies have no system for receiving it. Get the Book Human Context: How Intelligent Companies Build Customers by Dave Norton is available now on Amazon (Kindle and print) and on Dave's Substack. The book includes a mode map framework and industry-specific workbooks showing how to apply modes, situational markets, and the other frameworks to your category. Find the hosts by name or as The Experience Strategist at theexperiencestrategist.substack.com.
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    16 分
  • Situational Markets — The Framework That Replaces Traditional Market Strategy

    Situational Markets — The Framework That Replaces Traditional Market Strategy
    2026/09/11
    The Experience Strategy Podcast | theexperiencestrategist.substack.com Part two of a four-part mini-series unpacking the frameworks in Dave Norton's new book, Human Context: How Intelligent Companies Build Customers. Every time you segment your target audience by who they are, you limit the number of people who could buy from you. That's the uncomfortable truth at the center of this episode — and the reason situational markets may be the most practically disruptive framework in Human Context. Dave and Joe trace the idea from Joe's original "markets within" concept through to how AI is already forcing companies to make this shift whether they're ready or not. What's in This Episode Where the idea came from: Joe Pine's "markets within" framework. Joe developed a framework he calls the bow tie — narrow in the middle, wide on both ends. On the left is the traditional marketing view: a company has a market, which it segments into smaller groups. On the right is the insight that flips everything: there are multiple markets within each individual customer. We want different things at different times, in different situations, in different contexts. The pivot point — where the bow tie narrows — is the recognition that every customer is their own market. Situational markets is Dave's extension of that idea into something companies can operationalize. The Amazon account problem as a live demonstration. Joe and his wife share an Amazon account. She buys Kindle fiction. He buys business and theology books. Amazon treats them as one customer and gets it wrong for both of them — recommendations that belong to one land with the other, constantly. Dave's point: even without the shared account problem, you and Joe are essentially the same demographic. Similar age, same household. Classic targeting tools wouldn't distinguish you at all. That's exactly what's broken. The situation — who's shopping, for what, in what mindset — is the only thing that actually tells you something useful. Every time you segment the "who," you shrink the market. Dave landed on this as one of the book's most clarifying insights. Six demographic segments means six defined targets — and an unknown number of people excluded because they show up in the situation sometimes but don't fit the profile always. Situational markets are inclusive by design: anyone who finds themselves in the situation is a potential customer. You're not narrowing to a type of person. You're identifying a moment that any type of person can enter. This is what Clayton Christensen was pointing at. Dave connects situational markets to Christensen's "Marketing Malpractice" — the argument that the job, not the customer, is the unit of analysis. Christensen developed this through Jobs to Be Done. Dave's situational markets framework arrives at the same threshold from a different direction: stop asking who your customer is, start asking what situation they're in. The analytical tools that worked for demographic segmentation — sizing, prioritization, value creation — all transfer. The difference is you're no longer excluding people who don't fit a profile. What a situational market actually is. Three elements: A when statement. "When I am making a hotel reservation." "When I want restaurant-quality pizza at home." "When I want water at a concert but don't drink alcohol and want to look cool." The when statement creates a boundary around the context — something specific enough to design for.The who stays generic. As generic as possible. The situation defines the entry point. Don't pre-filter by demographic.Size it. A situation isn't a market until you can size it. It also needs to be a situation the customer actually wants to hire you for — not just something that arises. Dave spends significant time in the book on how to size situational markets, because that's what separates a use case from a genuine market opportunity. Three types of situations. Obvious situations — making a hotel reservation, back-to-school shopping, holiday gifting — are already well-understood and competed over. Less obvious situations are where differentiation lives. And then there are externally-driven situations: COVID is the clearest example, a time-bound, universal situational market that few companies were built to serve and even fewer anticipated. The examples that make it concrete. Liquid Death — built entirely around the situation of wanting water at a concert without alcohol and without a plastic bottle, while still looking like you fit in. The situation defined the product, the design, and the brand.Ooni pizza ovens — when I want restaurant-quality pizza at home. Aransas's read: it's less about the pizza than about looking like you know how to make one. Either way, the situation is specific, sizeable, and worth designing for.Google Search — what if Google had decided academics were the primary users and targeted accordingly? Instead, they said: whenever someone ...
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    16 分
  • Stupid, Dumb, Smart, Genius — The Framework That Tells You When and How to Use AI

    Stupid, Dumb, Smart, Genius — The Framework That Tells You When and How to Use AI
    2026/08/27
    The Experience Strategy Podcast | theexperiencestrategist.substack.com Part one of a four-part mini-series unpacking the frameworks in Dave Norton's new book, Human Context: How Intelligent Companies Build Customers. The Stupid/Dumb/Smart/Genius framework has been in use with clients for nearly a decade. It was born in a room in Burbank, in real time, when Joe Pine found himself in the back of a client workshop and Dave told the client that Joe would have a new framework for them. This episode tells that origin story, walks through how the framework works — with examples from glasses to healthcare — and explains why it's never been more relevant than right now. What's in This Episode How the framework was born. Joe and Dave were working with a media company in Burbank. Dave had mapped out consumer insights across a whiteboard — rows, columns, the full picture. Joe, watching from the back of the room, took it as a prompt to build a two-by-two on the spot. The dumb-versus-smart contrast came from the conversation itself: broadcasting is dumb — it sends out a signal with no feedback loop — and the client knew they needed to move toward smart but weren't sure how. From there, the natural extension followed: if dumb has a worse version, it's stupid (intelligence used against the consumer). If smart has a better version, it's genius (intelligence that truly knows and serves the individual). The framework has been a core part of Dave and Joe's client work ever since, and it's now a central chapter in Human Context. What each level actually means: Dumb — no context is being collected or used. Not a pejorative. A pair of glasses that helps you see is dumb. A family doctor who knows your history and gives good care is practicing dumb medicine. The product or service does exactly what it's supposed to do, without any data layer. There will always be a market for dumb — and increasingly, it may feel like a relief. Smart — an iterative sense-and-respond loop. The system collects some data and adjusts. Your streaming service tracking what you watch and making recommendations is smart. Glasses with an audio component connected to your phone are smart. Genius — anticipatory, fully contextual, deeply personalized support. The system knows your history, your situation, your mode, and acts on your behalf before you have to ask. Dave uses the example of a health AI that knows your supplements, your medical history, and the fact that you're going golfing today — and surfaces exactly what you need to know, without a doctor's visit. Meta smart glasses are a current candidate, though the jury's still out. Stupid — intelligence used adversarially against the consumer. Getting in the way of what someone is trying to do. Collecting and deploying data in ways that feel invasive or serve the platform instead of the person. Google Glass — where users were famously called "Glassholes" — is the canonical example. Joe's live case study: Amazon Prime serving him ads for Lioness every single episode, for a show he's already watched in full. That's not smart personalization. That's stupid. The same technology, all four levels at once. The glasses example makes the framework concrete: regular glasses are dumb (and excellent at it). Hearing-aid glasses or phone-connected frames are smart. Meta smart glasses are approaching genius. Google Glass was stupid. One product category, four distinct orientations — and a viable business model for at least three of them. Healthcare is the most important application. The dumb version: fill out the same form you filled out last time, see the doctor, get the prescription. Not bad care — just no data layer. The critical gap Joe identifies: no one has the full picture of what you're taking. Your GP, your specialist, your rheumatologist — each knows their piece. Nobody has the whole context, including your supplements, which means drug interactions go undetected. The genius version: a health AI with your complete medical history, supplement stack, and daily context — flagging what you need to pay attention to before you even call the office, with the doctor as a periodic checkpoint rather than the first point of contact. Consumer expectations will catch up to this. When they do, dumb healthcare won't feel bad — it'll feel retro. The consumer's rising expectations change the baseline. As genius becomes standard, what felt cutting-edge becomes expected, and what was once acceptable starts to feel quaint. Dave's point: companies need to be building toward genius now, because the window in which it's a differentiator is shorter than it looks. This Is Part One of Four The next three mini-episodes unpack the remaining frameworks from Human Context: Part 2: Situational MarketsPart 3: ModesPart 4: Time Value Get the Book Human Context: How Intelligent Companies Build Customers by Dave Norton is available now on Amazon (Kindle and print) and on Dave's Substack. The ten ...
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    14 分
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