By David Parrish
Winning inventive organisations combine creativity and business.T-Shirts and fits deals an method which brings jointly either inventive ardour and enterprise top perform. Written in an interesting and jargon-free type, the booklet bargains thought and applicable recommendation for all these considering operating or developing an inventive enterprise. advertising, highbrow estate, finance, pageant, management– and extra – are integrated during this consultant. Examples of top perform are illustrated in 11 ‘Ideas in motion’ sections that includes a number inventive companies and corporations.
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Extra resources for T-shirts and Suits: A Guide to the Business of Creativity
Example text
An even more potentially devastating competitive force is the substitute product. Remember what affordable word processors did to the typewriter industry! Who goes to New York by ocean liner in the age of the plane? Again, looking at it from the customer’s point of view, what they want is not a typewriter or word processor but the ability to produce a professional document; not a berth in a ship or a seat on a plane, but to arrive safely and quickly in New York. In terms of potential substitute products, the question here is: What is the benefit that the customer gets from existing products and services?
Forces of Competition see page 47 Competition not only from rivals but threats from other Forces of Competition such as new entrants and substitute products. Economics includes factors such as inflation, exchange rates, downturns in the industry, public spending etc. Demographics include the ageing of the population, migration, trends in employment, social class etc. Ideas in Action — see pages 78,102 Regulations such as new laws, protocols, agreements, conventions and industry regulations eg Ofcom regulations and school inspections via Ofsted.
Usually a lack of them. The ‘marketing problem’ they claim to have is that they cannot convince people to buy their things. Their real problem is that their business is built around themselves and their products or services, not around customers’ needs. They do their thing in a customerfree zone, a kind of creative vacuum. They are productfocused, not customerfocused. Then they hope that some marketing magic will sell it. It’s as if they believe marketing is a kind of magic dust that clever marketers can sprinkle onto any old product or service to make it sell like hot cakes to anyone.