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MCC: Milanese Cultural Club. How to implement the TR3S C business model (Spain) in Milan

This work will focus on the business idea of TR3SC, the Cataluñan initiative that has experienced a great success in merging all the cultural activities in the Spanish region, and trying to understand if this idea is transferable to Milan and, if so, how to do it.
In order to reach our main goal, we will analyze the business model of TR3SC in depth and identify the strengths and weaknesses of the project. Moreover, we will evaluate the impact that the local community’s culture and their sense of belonging to Cataluña have on the project through a social overview of the region.
Once we obtain the general overview of the environment in which TR3SC has been successful, we will try to develop a formula for how to replicate the project in Milan by identifying which points could work and are transferrable, as well as new approaches for the points that cannot be reproduced.
Qualitative and quantitative research will be used to get a better understanding of the cultural environment of Milan. Through a quantitative survey, we will understand the general appeal of the initiative on Milan residents and their willingness to pay.
Through the qualitative approach, we will identify the appeal of the project on the institutional stakeholders (media, municipalities etc).
We will demonstrate that “Milanese Cultural Card“ (hereinafter MCC) is a profitable and sustainable initiative not only under a strategic standpoint but also under a financial one thanks to the projection made in the Forecast Budget.
We will finally examine the possible path to grow, illustrating different scenarios and the legacy on the city of Milan of such a project.

Mostra/Nascondi contenuto.
Introduction In our postindustrial society, a new equilibrium has been created. In the 1950’s, consumers’ needs were related to physical goods. Nowadays, the economy development and the welfare of society have transferred and changed the general meaning of “needs”. Now, the “need” is more immaterial, intangible and subjective. At the same time, services, in their broadest meaning, have become the most important business of our economy. The amount of investment spent to obtain consulting or an 1 immaterial service now eclipses the value of physical goods. Not dwelling too much on the general topic of services and experiences, we want to focus on all that kind of immaterial goods that falls in the basin of experiential needs of the customer. All kind of arts, from the finest to the most folkloristic, are the highest representative of this experiential need. Especially in our fast and stressed society, art becomes an escaping path in which, each of us takes refuge from the everyday life. Examining the perspective from a different point of view, we can easily argue that in the last 10 years the cultural offerings have increased dramatically, largely due to the presence of new technology. In this scenario, the choice for the arts attendees has become harder and harder. The offer is always more fragmented and niche oriented, and the huge quantity of information obtainable through newspaper, TV, internet, and so on is becoming 2 harder to be managed by consumers. For this reason many actors in the market are trying to collect, systematize and organize information to make the decision process of consumers easier. In this market of aggregators, we can find some actors that have taken the initiative of attempting to help all of the stakeholders in the industry. They are trying to be not just aggregator of information but real hub for everything connected with these “products”. For example, 1 J.H. Gilmore & J. Pine (2000) Markets of one: creating customer-unique value through mass customization, Boston, MA, Harvard Business Review 2 W. Santagata,(2004) Cultural Industries and production of culture, Routlegde, London 8

Laurea liv.II (specialistica)

Facoltà: Economia

Autore: Alessandro De Pace Contatta »

Composta da 65 pagine.

 

Questa tesi ha raggiunto 111 click dal 22/12/2010.

 

Consultata integralmente una volta.

Disponibile in PDF, la consultazione è esclusivamente in formato digitale.