Marketing, Management, and Competitive Strategy in the Cultural Industries
Adam Finn (University of Alberta)
Stuart McFadyen (University of Alberta)
Colin Hoskins (University of Alberta)
Abstract: 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.
Résumé: Comme elles font face à une concurrence de plus en plus marquée, les organisations dans les industries culturelles ne peuvent plus se consacrer exclusivement à la création et à l'art. Elles doivent allouer leurs ressources à des projets où il y a une vraie demande commerciale, et doivent, pour ne pas se faire dépasser, mener avec compétence tous les aspects de leurs affaires. Les auteurs examinent le côté commercial des industries culturelles: comment les organisations réussissent-elles à être compétitives? Ils considèrent tour à tour le marketing et la distribution,...