Chris Bilton

This shortform book tells the research story of cultural management, helping scholars to analyse and combine theoretical models into an approach of their own. Cultural management emerged and developed out of the field of arts management in the 1980s, which imported managerial techniques and assumptions from mainstream commercial business into the arts. In the late 1990s, the field integrated entrepreneurial approaches to management in the creative industries before adapting to a new model, based on user experiences and co-creation. These historical phases are theorised respectively as cultural management 1.0, cultural management 2.0 and cultural management 3.0. Yet they also overlap. Bringing together theories of management and creativity, this book enables scholars to get a grip on the underlying assumptions and conditions which lie behind an eclectic and evolving field. The author, an established expert in this field, empowers scholars and reflective practitioners to develop their own approach to cultural management, drawing on the available approaches, and to recognise that successful cultural management is contingent on understanding the context (organisational and personal) within which these models will be applied.

This shortform book tells the research story of cultural management, helping scholars to analyse and combine theoretical models into an approach of their own. Cultural management emerged and developed out of the field of arts management in the 1980s, which imported managerial techniques and assumptions from mainstream commercial business into the arts. In the late 1990s, the field integrated entrepreneurial approaches to management in the creative industries before adapting to a new model, based on user experiences and co-creation. These historical phases are theorised respectively as cultural management 1.0, cultural management 2.0 and cultural management 3.0. Yet they also overlap. Bringing together theories of management and creativity, this book enables scholars to get a grip on the underlying assumptions and conditions which lie behind an eclectic and evolving field. The author, an established expert in this field, empowers scholars and reflective practitioners to develop their own approach to cultural management, drawing on the available approaches, and to recognise that successful cultural management is contingent on understanding the context (organisational and personal) within which these models will be applied.

'Chris Bilton pursues a critical issue for everyone in arts and entertainment. The giants of the internet age have disintermediated IP owners. How can creators of content reclaim their relationship with their audiences?'- Peter Bazalgette, Chair of ITV and previously Chair of Arts Council England 2012-2016 The Disappearing Product combines analysis of developments in the creative economy with practical guidance for marketing in the creative industries. Using theoretical models and extensive practical examples, this book challenges cultural producers to reclaim their place in the creative economy. Marketing is situated in the context of social, cultural and technological change that has revolutionised the creative and media industries. Traditional broadcasters, publishers and record labels have been displaced by a new generation of intermediaries including Amazon, Apple, Facebook and Google. These new intermediaries are marginalising cultural producers, devaluing products and monopolising consumer attention. Bilton's analysis focuses on how the creative industries must respond to these structural changes with new, innovative marketing methods for cultural products. Key features include: a defined approach to marketing geared towards the cultural and creative industries, distinguished from `business as usual' and `arts marketing' case studies and questions for discussion that can be used in the classroom analysis of the creative economy highlighting practical strategies for marketers and managerskey examples of recent innovative marketing by artists and cultural entrepreneurs. An essential guide for students of creative industries, marketing and management, this book allows readers to develop their own tailored approach to marketing. Cultural entrepreneurs, marketers and managers will benefit from the in-depth insight into new patterns of consumption, transformed markets and emerging business models.

'Chris Bilton pursues a critical issue for everyone in arts and entertainment. The giants of the internet age have disintermediated IP owners. How can creators of content reclaim their relationship with their audiences?'- Peter Bazalgette, Chair of ITV and previously Chair of Arts Council England 2012-2016 The Disappearing Product combines analysis of developments in the creative economy with practical guidance for marketing in the creative industries. Using theoretical models and extensive practical examples, this book challenges cultural producers to reclaim their place in the creative economy. Marketing is situated in the context of social, cultural and technological change that has revolutionised the creative and media industries. Traditional broadcasters, publishers and record labels have been displaced by a new generation of intermediaries including Amazon, Apple, Facebook and Google. These new intermediaries are marginalising cultural producers, devaluing products and monopolising consumer attention. Bilton's analysis focuses on how the creative industries must respond to these structural changes with new, innovative marketing methods for cultural products. Key features include: a defined approach to marketing geared towards the cultural and creative industries, distinguished from `business as usual' and `arts marketing' case studies and questions for discussion that can be used in the classroom analysis of the creative economy highlighting practical strategies for marketers and managerskey examples of recent innovative marketing by artists and cultural entrepreneurs. An essential guide for students of creative industries, marketing and management, this book allows readers to develop their own tailored approach to marketing. Cultural entrepreneurs, marketers and managers will benefit from the in-depth insight into new patterns of consumption, transformed markets and emerging business models.

This is the fourth book in the "Adventures of Neanderthal Bob" series. As with all previous books in this series, each book has three illustrated stories. The stories featured in this book are, 1: "Neanderthal Bob and the Woolley Mammoth" 2: "Bob Meets Mogar's people" 3: "Bob's Lucky Escape". As always, these books are aimed at children between five and ten years old, but the younger children will enjoy them being read to them by there mother's, father's, teachers and even child minders. This book will be followed by further books in this series. Chris and I have many ideas for further stories and hope to produce them on a regular basis. We hope that all those who read them and have them read to them, with enjoy them and follow the series as they unfold. We are also in the progress of creating other aspects of the Neanderthal Bob stories, for example, colouring books, picture cards to collect, Neanderthal Bob activity books, Small busts of the ranging figures and characters from each story and other ideas are being looked at. These books will be in everyone's home with any luck and people we hope will also collect the Neanderthal Bob products. Please tell your friends about all that is happening, but firstly read the books. All the best from Keith and Chris.

This book explores the relationship between the management of creativity and creative approaches to management. Challenges the stereotypical opposition between ‘creatives’ and ‘suits’. Draws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden. Draws on the practical experience of individuals working in the creative industries. Looks at the place of creative organisations and creative business management in a new creative economy, based on ideas, images and information.

This book explores the relationship between the management of creativity and creative approaches to management. Challenges the stereotypical opposition between ‘creatives’ and ‘suits’. Draws on the work of management theorists such as Mintzberg and Porter and creativity theorists such as Amabile and Boden. Draws on the practical experience of individuals working in the creative industries. Looks at the place of creative organisations and creative business management in a new creative economy, based on ideas, images and information.