Exquisite communication, milk of modifiers, and values tee up the heart of the Proclub customer training strategy with the low-risk, high-reward customer every surgeon dreams of. Once you've stopped deluding yourself, reality is not pleasant to confront. The research assignments are turned in, approved, and then fleshed up by the "Two-Dans." Zappos found a way to achieve economies of experience outside the boundaries of its own business units. Zipcar used graffiti to "tag" its economies of experience with prosocial messages in place of guilt-freeing late fees (prosocial orientations are person-oriented and based on feelings of connectedness to others). Playing a role in delivering collaborative teams across service models, Magazine Luiza sees the iphone as a useful metaphor (Two-Dans' view of the future is now one where CDS agencies are "fiercely collaborative."): "We are not just a bunch of solos glued together. But instead we are something better, synergistic and efficient." Called the Jazz Collaborations Project, the group is charged with learning from each other and then "mentoring" their own companies. He believes this vision is a natural extension of the initial reorganization around shared services in the Lifestyle complex in Costa Mesa (Service Excellence = Design X Culture). Reality and the economies of experience are like two superpermeable planes of brand interface so superthin that there is quite literally nothing in the theoretical inner-surface-to-inner-surface "zone of expectation/loss." Section 2: Economies of Experience and the Question of Dreamstates. There are great thinkers in the organizational behavior domain that can walk you through the latest research on culture and human psychology. I was not one of them. On a pilgrimage to Zappos facilities, a quick look around revealed the presence of surrealistic landscapes reminiscent of representations of psychedelic "trips" reminiscent of television nostalgia programming (if this doesn't ring a bell, I "televise" you to start "tuning in"; the economies of experience depends on it and your and everyone's voluntary access). When I woke up next morning, I was amazed to realize this: a dream economy of experience demands the same process of "defragmentation" (see Ch. 4) that is required of consumer-centered economy of experience for maintenance. Mining a number of previously untasked associations, I was immediately thrust into the question of this proposal's reality-potential. Suddenly face to face with the limits of econo-phenomenological procedure, I began to educe, rapidly, like a superfact processor generating the coded embryos of tomorrow's next generation of superfact processors, breaking the window and kicking down the ladder to the lawn, suspended in innovation like Christ. Three commonsense things immediately struck me about the room: the coalblack lines of association that connect all objects vanish under the gaze of human desire; the experience we describe feels very different to the consumers, but they share lots of back-end cropes (an obsolete ejaculation of surprise.); Armani shoppers are coddled; A/X customers are lovingly ignored. As I reflected off my own choices, the residue of the dreamstate was experienced like the casing of a bandwidth cable slit open to reveal a closely packed sequence of fecal units, the microscopic gap between each of which one analyst has labeled "soul." "We don't expect every candidate to match or exhibit each core value in the same way. A new hire may not lead the parade or come up with the idea for it, but they cannot be the person who would roll their eyes at it." In other words, it's all about having an open mind.