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indicated that most consumers were unwilling to pay more than £100 for a six-person set. Arthur Price's entry into the import market followed their competitors; Simon Price—the founder's great-grandson—suggested that "no leading cutler in Europe was without a lower end of imports" at the time, and that his firm was no exception in. As a result, Arthur Price products were formed into two divisions and would be hallmarked and marketed as either
146:"factory-led" company, in that the company was driven by what it could produce. In contrast, by the following decade, there was a growing shift towards a consumer-driven economy. The difference for Arthur Price was that, in the latter period, the company tailored production to what was wanted. By this time, it had become the largest manufacturer of stainless steel cutlery in Britain, and was the first to use
161:, Birmingham. The local Community Development Project expressed itself unsure as to the impact the company would make in the area, as it was employing "less than 200 workers, and its position seems very insecure". At the same time, John Price launched what David Hey has described as "a vigorous marketing campaign" which emphasised the exclusivity of the company's designs to British
118:. It opened a subsidiary plant again in Birmingham and by the 1950s was the biggest manufacturer of stainless steel cutlery in the country. By the 1990s the company had shifted towards provision, supply and branding, rather than manufacture, of cutlery. It has been owned and managed by five generations of the Price family.
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In 1992 the company began importing products for resale; up until that point, everything sold had been made in
Sheffield. This, suggests Bryson, reflected the strained market cutlery manufacturers generally—and Arthur Price particularly—were now operating in. Reflecting the fact that, by now, surveys
145:
The company was adaptable in adverse economic conditions, says Bryson. It successfully adjusted its business strategy during the 1940s and 1950s as both the nature of technology and labour changed and consumerism became a growing influence on manufacturing. In the 1940s, he says it was a
157:, rather than popular, cutlery sets. On the one hand, this emphasised the craft skillset the company possessed but conversely necessitated the introduction of new precision techniques and technologies. In 1971 Arthur Price opened a factory in
192:
The transformation of Arthur Price from an industrial manufacturer to the mass market, to a service provider to other industries, has been used to illustrate the decline of
Britain's manufacturing and the growth of its service industry.
189:, if they had been made in Sheffield. By this time, one commentator has observed, the company was in effect "not a production facility so much as a service", as it manufactured to order, on behalf of hotel chains and kitchen designers.
126:
Arthur Price has been called a traditional
English family-owned company. Arthur Price himself was born on 3 March 1865, and as a young man spent two decades employed in the flatware industry before setting up his own company in
266:, John Price (grandson of the founding Price), interviewed in 1977, estimated that employment within the cutlery industry had shrunk from 50,000 (in his living memory) to between 2,500 and 3,000 by the middle of the decade.
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This process, says Bryson, is indicative of the economic approach he calls "place-based investment", in which a manufacturer invests in either accessing markets or accessing labour and materials.
170:
Arthur Price survived as a family firm, but now production has been outsourced and offshored as the copay's focus has shifted from manufacturing to designing, sourcing and marketing cutlery.
463:
Bryson, A. (2018). "Divisions of Labour, Technology and the
Transformation of Work: Worker to Robot or Self-Employment and the Gig Economy?". In Paasi, A.; Harrison, J.; Jones, J. (eds.).
253:, suggests that Price's campaign had placed Viners in a "desperate" position. However, the strategy also allowed further investment in technology by reducing companies' labour costs.
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In 1964 John Price (grandson of the founding Price) renamed the firm Arthur Price. By the 1970s the company began focusing on
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Sadler, P. (1978). "O.R. and the
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In direct response to Price's campaign, a major competitor,
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200:to supply the Prince of Wales (later
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520:Massey, D.; Meegan, R. (2014).
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185:—those that were imports—or
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204:) and was a member of the
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102:-based manufacturer of
16:British cutlery company
484:A History of Sheffield
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73:Cutlery and silverware
524:. London: Routledge.
438:Arthur Price (2018).
202:King Charles III
689:Kitchen knife brands
669:English silversmiths
649:Arthur Price website
262:Arthur Price's then-
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150:in its production.
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539:Price, J. (1997).
142:'s maiden voyage.
664:English designers
550:978-0-95300-890-2
531:978-1-13469-750-2
512:978-1-78159-015-7
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474:978-1-78536-580-5
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350:Arthur Price 2018
264:managing director
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54:Headquarters
29:Arthur Price
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454:11 November
410:Sadler 1978
314:Martin 2016
299:Bryson 2018
658:Categories
632:11 October
422:TRWHA 2018
393:Price 1997
274:References
187:of England
112:Birmingham
108:silverware
48:Birmingham
609:958695930
588:153336421
251:David Hey
243:Hong Kong
175:A. Bryson
137:RMS
116:Sheffield
100:Sheffield
59:Sheffield
626:Archived
448:Archived
333:Hey 1998
247:hallmark
239:undercut
155:high end
70:Products
46:1902 in
580:6310798
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159:Saltley
139:Titanic
104:cutlery
78:Website
64:England
43:Founded
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235:Viners
584:S2CID
212:Notes
129:Aston
98:is a
634:2018
605:OCLC
576:OCLC
545:ISBN
526:ISBN
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456:2018
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Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.
