Strategic Management in the Creative and Cultural Industries by Gander, Jonathan;

Short description:

A unique, concise and authoritative textbook delivering insights into strategic management in the arts, this updated edition brings fresh perspectives and experiences to the field. 

Long description:

While creativity is their main focus, organisations in the creative industries don’t succeed or fail based solely on their creative output. Their success also depends on how effectively they understand and address competitive challenges.

In this second edition of Strategic Management in the Creative and Cultural Industries, Jonathan Gander offers an updated guide to applying the practices of strategic management to this diverse and dynamic field. This book has been extensively revised to include new technological and social trends, new case studies, and theoretical developments in the field of strategic management. Readers will be introduced to a range of competitive scenarios and case studies in which to practically apply a recommended set of analytical frameworks needed to understand the competitive scenario in which the firm operates and to follow the decision‑making processes necessary to craft a response. Additional coverage includes the rise of remote and hybrid working, the growth in open strategy adoption, and new practical case studies from the museum sector, NFTs in the arts world, genAI, new technologies in arts consumption, and the digital transformation of archives.

This concise and practical book offers a clear, step‑by‑step approach to identifying and addressing strategic challenges facing creative enterprises. It is ideal for students and professionals in the creative sector who want to develop a strategic understanding of their competitive landscape.

“Of interest anyone to who wants to understand and implement strategy across the cultural and creative industries, this book elaborates a novel and prescient approach. Readers will find valuable insights into the differential strategic alignment of products, services, markets, and audiences in conditions where cultural value is more determinant than price.”Andy Pratt, City, St George’s, University of London, UK

"The discussion of open strategy is a welcome addition to this second edition. Rather than limiting strategic deliberations to small arts leadership teams, open strategy involves a wider group of people—such as front-line employees, experts, etc. It involves ‘opening up’ strategy. This in theory means that it will be more likely that it will be adopted by all levels of the creative and cultural organisation and this highly readable book very successfully articulates this approach." Guy Morrow, University of Melbourne, Australia

"This is an essential text for students. Though firms in the creative and cultural industries often struggle with their alignment between aesthetic mission and business success, this book is a stellar resource which students and practitioners alike can put into use immediately." Jeremy Peters, Wayne State University, USA

"A compelling and much needed addition to the limited literature on strategy in the creative industries, this book eloquently applies foundational concepts of strategy to the distinctive challenges faced by creative organisations and offers practical guidance on how to become more strategic." Antonius van den Broek, Lougborough University, London, UK

"This updated edition offers a timely contribution to the debate on Cultural and Creative Industries. Jonathan Gander shows that their success depends not only on managing creative talent, but also on a clear understanding of markets and strategic positioning. Providing accessible theory and a rich range of case studies, the book equips readers with the strategic mind needed to navigate the evolving challenges of the creative and cultural economy." Catherine Morel, Associate Professor of Marketing, Audencia Business School, France

Table of Contents:

1. Competing in the creative and cultural industries: The need for a strategic approach 2. What are the questions? Diagnosing the problem and formulating a response 3. What are the answers? Strategies for experience providers 4. What are the answers? Strategies for bespoke singularities/one‑offs 5. What are the answers? Strategies for the makers of reproducible products 6. How to design and deliver a strategy 7. Concluding recommendations References