Emerging Key Elements of a Business Model for Sustaining the Cultural and Creative Industries in the Post-Pandemic Era
Abstract
1. Introduction
2. Conceptual Background
2.1. The Distinctive Character of Cultural and Creative Industries
- The goods or services developed by these firms may contain intellectual property that can be attributed to the individual or group responsible for their creation;
- Most of these goods or services are difficult to duplicate and remake;
- The production of these goods or services involves a degree of human creativity; and
- These products are mediums for conveying figurative messages to their consumers.
2.2. The Potential Vital Spheres for Establishing a CCI Business Model
2.2.1. The Attainment of Cultural and Creative Value
2.2.2. Market and Trade Circumstance Estimation
2.2.3. Strategies for Achieving Business Benefits
2.2.4. Marketing Strategy Progression and Leverage
2.3. The COVID-19 Pandemic and the CCI
- The scope of peoples’ living circles has been readjusted: Most people are trying to reduce reliance on long-distance transportation and decrease contacts with crowds. They have more willingness to participate in regional activities;
- The borderline between life outside of work and work has become blurred: Most individuals did not work remotely, at home, in the past. However, since this pandemic, many people have begun working from their abodes. As a result, homes have turned into work hubs. Many individuals express a greater demand for customized and personalized decorations and commodities to enrich their moods;
- Electronic consumption and virtual and digital experiences will become mainstream: Individuals of all ages are growing increasingly accustomed to online shopping and have become used to accessing virtual experiences. Moreover, non-contact payment methods have enhanced the progress of digital cash flow;
- ‘Safe social distance’ has changed individuals’ social behaviors: Transformations in social activity willingness, connections, and interactions mean that many customers have migrated to virtual social networks to stay connected while maintaining safe social distances. Activities intended only for small numbers of participants have become commonplace, and the frequency and duration of stay-at-home activities have increased.
3. Method
3.1. Data Collection
3.2. Data Analysis
3.2.1. Stage 1—First and Second Level Content Analysis
3.2.2. Stage 2—Emergence of the Potential Key Elements of a Business Model for CCI
- (1)
- Statement of cultural value commitment;
- (2)
- Explication of added creativity values for CCI products;
- (3)
- CCI products and services marketplace conjecture;
- (4)
- Analyses of direct and indirect trading rivalry;
- (5)
- Tactics for acquiring industrial profits;
- (6)
- Marketing strategies for CCI products and services;
- (7)
- Future commerce development plans;
- (8)
- Requisite knowledge and skills for cultural business management.
4. Results and Discussions
- (1)
- Statement of cultural value commitment
- (2)
- Explication of added creativity values for CCI products
- (3)
- CCI products and services marketplace conjecture
- (4)
- Analyses of direct and indirect trading competitors
- (5)
- Tactics for acquiring industrial profits
- (6)
- Marketing strategies for CCI products and services
- (7)
- Future commerce development plans
- (8)
- Requisite knowledge and skills for cultural business management
5. Research Limitations
6. Conclusions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
- What is your background (i.e., education, previous work experience, how long you have been operating your current business)?
- Could you please share your observations in terms of comparing the circumstances of the cultural and creative markets before and after the COVID-19 pandemic?
- Has a mentor or course taught you how to form a proper business model for the cultural and creative industries?
- If you answered ‘YES’ to the question above, how did what you learned affect how you operate your business now?
- If you answered ‘NO’ to the question above, would you be willing to try to learn from the presentation of a comprehensive mechanism designed to help you to form a proper business model in the future?
- Which of the following aspects are you already implementing?
- The attainment of cultural and creative value
- CCI market and trade circumstance estimation
- Strategies for achieving business benefits
- Formulating specific marketing strategies for the firm
- Any further aspects
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Number of Informants | |
---|---|
Type of firm | |
Agricultural product industries | 3 |
Application of cultural assets and publication industries | 7 |
Craft industries | 16 |
Lifestyle and creative industries | 15 |
Visual arts and design industries | 6 |
Others | 7 |
Years of operation of firm | |
1~3 years | 9 |
4~10 years | 28 |
More than 11 years | 17 |
Number of employee(s) | |
Locally based sole proprietorship | 23 |
2–5 persons | 28 |
More than 6 persons | 3 |
Major marketing channel | |
E-commerce platform or website of the firm | 20 |
Physical store, local market fairs, and/or holiday markets | 31 |
Social media | 3 |
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Lin, A.C.-H. Emerging Key Elements of a Business Model for Sustaining the Cultural and Creative Industries in the Post-Pandemic Era. Sustainability 2023, 15, 8903. https://doi.org/10.3390/su15118903
Lin AC-H. Emerging Key Elements of a Business Model for Sustaining the Cultural and Creative Industries in the Post-Pandemic Era. Sustainability. 2023; 15(11):8903. https://doi.org/10.3390/su15118903
Chicago/Turabian StyleLin, Aleck Chao-Hung. 2023. "Emerging Key Elements of a Business Model for Sustaining the Cultural and Creative Industries in the Post-Pandemic Era" Sustainability 15, no. 11: 8903. https://doi.org/10.3390/su15118903
APA StyleLin, A. C.-H. (2023). Emerging Key Elements of a Business Model for Sustaining the Cultural and Creative Industries in the Post-Pandemic Era. Sustainability, 15(11), 8903. https://doi.org/10.3390/su15118903