Running head: NEW BUSINESS MODELNew Business Model for the NCCAName of the Student:Name of the University:Authors Note:
1NEW BUSINESS MODELTable of Contents1. Executive summary.....................................................................................................................22. Introduction (NCCA)...................................................................................................................23. Current Business Model..............................................................................................................34. Art Industry analysis....................................................................................................................35. Customer analysis........................................................................................................................46. Competitive analysis....................................................................................................................47. SWOT analysis............................................................................................................................58. Work with Attributes...................................................................................................................79. Creativity in business Model.......................................................................................................710. Marketing plan...........................................................................................................................811. Operational plan.........................................................................................................................812. Financial plan.............................................................................................................................913. Team work...............................................................................................................................1714. Ongoing task in project............................................................................................................18Reference List................................................................................................................................19
2NEW BUSINESS MODEL1. Executive summaryThe art gallery would develop new sales force for closing transactions with the interestedcustomers with the help of actions of overall marketing and operational strategy. Theorganisation would carry out a market research by appointing a reputed market research anddevelopment agency to realise the potential prospects of business in the selected target market.Most of the initial contacts would be obtained with the help of telephone inquiries. The interestedagencies would be shortlisted and they would develop a brief profile. Accordingly, the agencythat is focussed on providing services at lower cost would be selected. In addition, it wouldensure peaceful surroundings in its art gallery as a part of its operational plan for providingstress-relief to the customers. 2. Introduction (NCCA) At core of its business operations situated in Intramuros, “the National Commission forCulture and Arts (NCCA)” additionally has the support of the “Filipino Visual Arts” peoplegroup by opening the presentation space at anteroom of NCCA Building in light of presentrequests of presenting contemporary craftsmanship outlook within Philippines. The formation ofNCCA Gallery devoted to modern expressions of joint activity by “Committees on Visual Arts(NCVA)” and on “Art Galleries (NCAG)” (Agrawal, Singh and Murtaza 2016). Through the foundation of the display, the two boards of trustees imagine to enableyouthful craftsmen to get their artwork presentation without adversely affecting their enthusiasmto investigate new propensities in consideration to recently developed workmanship. Newdisplay is equipped to suit video presentations and portable boards for business purposes.
3NEW BUSINESS MODEL3. Current Business ModelThere is a need in Birmingham for frequently planned, respectably valued, privately sitedart classes, that can be provided at any time of the day. Current art galleries are observed to beunfit for serving bigger market section that includes participation groups or minor organizations(Awino and Mutua 2014). 4. Art Industry analysis The act of developing art works allowed tribes individuals to convey learning aboutnation and culture. Deals provided monetary help to numerous Indigenous families compelled toreside within government mission stations within areas such as Bass Strait, Victoria, New SouthWales and Queensland. The company is associated with honor winning association the KooriHeritage Trust in Victoria (Chou, Techatassanasoontorn and Hung 2015). In addition, Aboriginal and Torres Strait Islander craftsmanship is observed to remainglobally open and is deemed to be an effective artwork. Moreover, Western Desert workmanshipdevelopment is deemed to remain a major aspect amongst the most noteworthy craftsmanshipadvancements in the modern era craftsmanship. In 2004 there were around 96 employees andspecialty focuses all over Australia, within the states and districts, including urban, country andremote groups that give several fundamental support for Indigenous craftsmen (Creon, Groverand Teng 2017). Indigenous workmanship has grasped innovation. “Native Online Art” and “ManingridaArts and Culture” can be considered as illustrations. There exist numerous displays andpresentations on Indigenous craftsmanship on online platform that has improved universalubiquity and familiarity with “Aboriginal and Torres Trait” Islander workmanship.
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