Strategy, Structure and Knowledge
Clearly, the only way to earn more (the end objective of any strategy that seeks to ensure survival) is to have asymmetric competitive advantages that are not easy to obtain. And, if these are exclusive, then so much the better. Today we are aware of this, since the only legal monopoly which is socially admitted is that of intellectual and industrial property (brands, designs and patents). So relevant are these so-called "intangible assets" that today it is far more worthwhile to be the owner of the knowledge than to be the (subcontracted) physical producer of the products or services based on this knowledge.
However, if protectable knowledge (in the sense of intellectual and industrial property) is the key to developing one strategy or another; if strategic exclusivity is focused increasingly more on holding - or not holding - certain "knowledge rights"; then it is also true that a company's human structure is decisive, since it is people who generate knowledge. And a structure that generates knowledge makes it possible to implement a strategy altogether different from one that does not generate it.
This explains why Santa & Cole defines itself as a knowledge industry. We do our utmost to generate, contract, protect and spread knowledge, expressed through physical products with fine design, the fondly remembered Gute Form of the Bauhaus: constructive solidity, aesthetic sobriety and functional quality, which develop into a standard that verges even on the moral.
Santa & Cole employs its brand name to edit (1) lighting products and indoor furniture, (2) urban elements, (3) books and (4) plant elements for urban reforestation. In Spain it also defends the interests of certain important manufacturers (the German bulthaup, in kitchen furniture; the German Ingo Maurer, in interior lighting; La Cornue, the French cuisinières; and the American SubZero, in cold ..