Well, it doesn't sound right and logical.
But think about the queuing up at Starbucks, DIY service at IKEA and flights without meals on Southwest--these are examples of "pain" within an experience. Without those pains, the Pleasure Peaks they generated would not be as evident, we need Pain Peaks to contrast with pleasure peaks. The same pleasure peaks feel like more pleasure once we go through some pain, and it's the foundation of Effective Experience (an experience is not effective unless it is remembered)--it enhances the "relative" pleasure peaks.
We feel good or bad is basically the result of comparing with others, we're comparison animals. Our experiences cause us to set our anchors differently. We benchmark against experiences (inter-experience). We also benchmark within an experience (intra-experience), I call it "Intra-Experience Anchoring [1]".
Let's illustrate with the Emotion Curve [2] of IKEA.
Emotion Curve--IKEA
Emotion curve represents the ratings of my emotional feeling on each sub-process of an experience being mapped in a natural time sequence, and in an experience-centric perspective. I've both pleasure peaks and pain peaks during my in-store experience at IKEA, and the emotion curve of IKEA is similar to the great brands', e.g. Starbucks, Southwest, they all share the same trait--they generate both pleasure and pain peaks, and maximize the Pleasure-Pain Gap (PPG).
Pain is a necessary angel both to your customers and to your brand. Not only does it help contrast with the pleasure peaks of the experience (make customer feel more pleasure), but it can also free up resources and release constraints, so that we could allocate more resources to generate more effective pleasure peaks, and deliver your unique yet highly differentiating Branded Experience [3]--it enhances the "absolute" pleasure peaks.
The bottom-line: not to let the pain peaks fall into Unacceptable Levels.
We need more pain.