Arts Management Newsletter No. 84 (July 2008)

ARTS MANAGEMENT NEWSLETTER
Monthly information service by Arts Management Network
ISSN 1610-238X | Issue No. 84 - July 2008


Some of the latest news and developments in arts management.

An exclusive interview with Philip Kotler. Kotler
is said to be one of the best marketing experts in the world, who has also co-edited
books for arts marketing. In the interview with Arts Management Network, he underlined the importance of management and marketing for the arts. He also introduces some of the latest results of his research in audience development and value-based
marketing.

CONTENT OVERVIEW
1. Interview: Philip Kotler, marketing expert, Kotler Marketing Group
2. Book: Museum Marketing. Competing in the Global Marketplace
3. Magazine Digest: Museum and Society
4. Review: 2008 EUConsult Conference
5. Preview: The Northern Urban Regeneration Exhibition and Conference
6. Preview: Arts Reach Nat. Arts Development & Arts Marketing Conference

TOPICS & BACKGROUNDS
1. Interview: Philip Kotler, Kotler Marketing Group

AMN: Prof. Kotler, you are one of only a few marketing experts, who pay attention with your management theories to the specific requirements of the arts. Does the arts sector – as opposed to the business sector - need its own management and marketing concept and system? And if yes, why?

Philip Kotler: I have had a great interest in the question that you raised about the applicability of current management and marketing theory to the arts. It is
the reason that I co-authored two books on the arts,namely Museum Strategy and Marketing and Standing Room Only: Strategies for Marketing the Performing
Arts.

I discovered that current management and marketing theory, when read by managers in the arts,opened up their minds to new perspectives and applications.Perhaps the major revelation is to think of art patrons as consumers (as wellas potential givers) with varying needs, wants, and preferences.

This leads to managing the arts organization from a "customer perspective." It leads the arts organization to develop multiple programs providing different offerings and satisfactions for different customers. Some people come to the museum to contemplate the great art, others come for a class, others come to meet their friends or to meet new people. As for performing arts organizations, they have to prioritize their market groups. A symphony orchestra must prepare different programs to satisfy the tastes of different audiences that the symphony orchestra values.

AMN: In both the business and the arts sector, there are always crises from
time to time, which can lead to factory closings and unemployment. Does this
happens because of wrong or missing management decisions?

PK: In the U.S., several symphony orchestras closed down because they couldn't draw
a sufficiently large attending audience or sufficient funding from patrons or granting organizations. Some museums close down for the same reason. There are usually early warning signs of a declining audience, declining giving, or both. This is a crisis time that requires fresh thinking about how to improve the programs, services, and audience experiences.

AMN: What are the current discussions in marketing and management research?
Are there new developments? Your speak, for example, about valuebased
marketing? What does it mean for the arts sector?

PK: Arts organizations should pay attention to the following developments:
1. The increasing importance of branding and differentiating the organization from its competition.

2. The use of relationship marketing strategies to build loyal audiences who not only
attend but who will act as advocates and bring in new members. Arts organizations
must start to understand how to stimulate word-of-mouth and buzz about their activities.

3. Treating the audience not as passive recipients but as active partners in developing programs and experiences. This is called co-creation strategy.
Kotler Marketing Group: http://www.kotlermarketing.com
Kellogg School of Management: http://www.kellogg.northwestern.eduStanding Room Only: http://www.artsmanagement.net/Books-id-14.htmlMuseum Marketing and Strategy: http://www.artsmanagement.net/Books-id-770.html

BOOKS & RESOURCES
2. Book: Museum Marketing. Competing in the Global Marketplace
Museums have moved from a product to a marketing focus within the last ten years.
This has entailed a painful reorientation of approaches to understanding visitors as
customers; new ways of fundraising and sponsorship as government funding decreases;
and grappling with using the internet for marketing.

This book brings the latest in marketing thinking to bear on the museum sector taking into account both the commercial issues and social mission it involves. Carefully structured to be highly accessible the book offers: a contemporary and relevant and global approach to museum marketing written by authors in Britain, Australia, the United States, and Asia;an approach that reflects the particular challenges museums of varying sizes face when seeking to market an experience to a diverse set of stakeholders: audience;funders; sponsors and government; a particular focus on museum marketing in the 'Information Age'; and, major case studies at the beginning and end of each section of the book, and smaller case studies within chapters.The hugely experienced author team, includes both leading academics and practitioners to ensure the book has broad appeal and is both relevant, innovative and progressive in approach.
It will be essential reading for students in museum studies, non-profit marketing, and arts management and marketing. It will also be equally relevant for professionals working in and managing museums and galleries, heritage attractions and ministries of arts. This is the most up-to-date treatment of marketing museums with a global approach. There is a blend of academic and practitioner expertise to appeal to students and professionals seeking a contemporary and relevant approach. It features a range of international case studies that demonstrate the museum experience and draw out the particular challenges that museums and galleries of varying sizes and types face in the global marketplace.
Author : Ruth Rentschler, Anne-Marie Hede
296 pages, Butterworth Heinemann (July 2007)
Details: http://www.artsmanagement.net/Books-id-791.html

3. Magazine Digest: Museum and Society
March 2008 , Volume 6 No. 1
Content:
1) Private and public memories of Expo 67: a case study of recollections of Montreal's World's Fair, 40 years after the event, by David Anderson and Viviane Gosselin 2) The Micro-history of a world event: intention, perception and imagination at the Exposition universelle de 1867, by Volker Barth
3) On the boundaries and partial connections between amateurs and professionals, by
Morgan Meyer
4) Gender representation in the natural history galleries at the Manchester Museum, by Rebecca Machin Book Reviews
5) Paul Basu and Sharon Macdonald (eds), Exhibition Experiment, by Haidy Geismar
6) Arthur MacGregor, Curiosity and Enlightenment: Collectors and Collections from the
Sixteenth to the Nineteenth century, by Sam Alberti
7) Richard Sandell, Museums, Prejudice and the Reframing of Difference, by Andrew
Newman
More information: http://www.le.ac.uk/ms/museumsociety.html

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Details: http://www.artsreach.com/conference.htmlArts Management Newsletter No. 84 (July 2008)