Marketing, Management, and Competitive Strategy in the Cultural Industries

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Bibliographische Detailangaben
Beteiligte: Finn, Adam
In: Canadian Journal of Communication, 19, 1994, 3-4
veröffentlicht:
University of Toronto Press Inc. (UTPress)
Medientyp: Artikel, E-Artikel
weitere Informationen
ISSN: 0705-3657
1499-6642
DOI: 10.22230/cjc.1994v19n3a831
veröffentlicht in: Canadian Journal of Communication
Sprache: Englisch
Schlagwörter:
Kollektion: University of Toronto Press Inc. (UTPress) (CrossRef)
Inhaltsangabe

<jats:p> As the cultural industries come under increasing competitive pressure, industry organizations cannot afford to focus exclusively on creative and artistic concerns. They have to allocate their resources to projects where there is a real market demand, and must conduct all aspects of their business affairs in a competent manner or fall by the wayside. Therefore the authors examine the business aspects of successfully competing in the cultural industries. They consider in turn marketing and distribution, new product development, general management and organizational analysis, accounting and management information systems, finance, and competitive strategy in a global environment. The authors argue that a competitive industry begins with a recognition that a country’s cultural products are really only successful when they reach an audience which is prepared to pay (at least a significant proportion of) the real cost to experience them. Moreover, as creative and other input resources are always limited, improving the marketing, financial, and operational efficiency of a cultural industry organization is one way of increasing industry output and providing a richer cultural environment for Canadians. </jats:p>