Marketing Planning for Culture and the Arts

ISBN : 978-2-9808602-2-5
Auteur(s) : Johanne Brunet, François Colbert, Dan J. Martin, Jennifer Radbourne, Philippe Ravanas, J. Dennis Rich
Année de publication : 2008
Pages : 154

La première édition du Marketing des Arts et de la Culture a reçu en 1994 la Médaille de l'Académie des Sciences de Paris.

Johanne Brunet, François Colbert, Dan J. Martin, Jennifer Radbourne, Philippe Ravanas, J. Dennis Rich

Marketing Planning for Culture and the Arts approaches marketing planning not just in terms of the local market, but also in terms of the international market. It explores topics such as planning a world tour, the globalization of firms in the cultural industries sector (film, publishing and sound recording), planning online promotional campaigns, sales forecasting, dynamic pricing, customer service, and steps for conducting a successful fundraising campaign in the private sector.

Marketing Planning for Culture and the Arts will appeal to both students and managers of firms in the arts and cultural field. Its authors have several years of experience as managers in various cultural fields and currently teach and direct cultural management training programs. Four of these authors contributed to the book Marketing Culture and the Arts, which has been published in 10 languages.

Johanne Brunet, MBA, PhD (Industrial and Business Studies), University of Warwick (UK), is Associate Professor in Marketing at HEC Montreal. She specializes in international marketing, strategic marketing, creativity and innovation. She is an Associate Member of the Carmelle and Rémi Marcoux Chair in Arts Management. She has been involved in cultural industries for over 25 years. She has served on the boards of numerous organizations, including the Canadian public broadcaster, CBC/Radio-Canada.

François Colbert, CM, MBA, MSc, is Professor of Marketing at HEC Montréal, where he holds the Carmelle and Rémi Marcoux Chair in Arts Management and is responsible for the graduate diploma program in management of cultural organizations. He is Editor of the International Journal of Arts Management. Professor Colbert has been actively involved in the field of arts and culture for over 30 years. He is the author of more than 150 publications on issues related to arts management. In 2002 he was awarded the Order of Canada for his many achievements and for his unique contributions in developing the field of arts management.

Dan J. Martin is Director of the Institute for the Management of Creative Enterprises at Carnegie Mellon University. He served in senior management positions at CSC Repertory (New York City), the Virginia State Company (Norfolk) and the Walnut Street Theatre (Philadelphia) before joining the academic community. He also consults with cultural organizations in strategic planning, information technology and finance management. He has taught classes and led workshops on cultural management issues in the United States, Canada, Germany, Spain, Austria, Greece and Italy.

Jennifer Radbourne is Head of the School of Communication and Creative Arts at Deakin University in Melbourne, Australia. Her teaching and research have focused on arts management and arts marketing and she has published extensively in these areas internationally. Professor Radbourne serves on the editorial boards of three international journals and on the Scientific Committee of AIMAC (International Association of Arts and Cultural Management). She has consulted with local and state governments and arts organizations in Australia and internationally, in strategic and marketing planning and business development for the arts and creative industries.

Philippe Ravanas, MBA, is Marketing Professor in the Graduate Program of the Arts, Entertainment and Media Management Department at Columbia College Chicago. He is past Vice President of Corporate Communications for Euro Disney in Paris and past Manager of Client Development for Christie's in London. He is a Registered Expert and Advisor for the United Nations Conference on Trade and Development and for the World Trade Organization.

J. Dennis Rich is Chairperson of the Arts, Entertainment and Media Management Department at Columbia College Chicago. He is a founder of the Center for Arts Policy at Columbia College. He is also a consultant, researcher and lecturer. His international activities include colloquia and workshops for the United States Information Agency in India and lecture series in Mexico, Russia, Austria, Hungary, Germany and France. He trained in theatre, has an extensive arts management background and has managed a variety of performing arts organizations.

Chapter 1
Elements of Arts and Culture Marketing
by François Colbert



Definition of the Word “Marketing”


Why Use Marketing?


The Market


1.3.1 The Cultural Consumer


1.3.2 The Partner Market


1.3.3 Governments (the State) as a Market


1.3.4 The Private-Sector Market


Environment, Competitors and Competitive Advantage


1.4.1 The Environment


1.4.2 Competition


Serving the Audience (Quality of Service)


The Marketing Information System (MIS)


The Marketing Mix


1.7.1 The Product


1.7.2 The Concept of Product Life Cycle




Distribution (Place)




Positioning and Brand Management


1.11.1 Positioning and Repositioning


1.11.2 Segment Positioning


1.11.3 Competitive Positioning


1.11.4 Branding


 The Marketing Plan


1.12.1 The Marketing Plan Process


1.12.2 Situation Analysis


1.12.3 Objectives


1.12.4 Strategies and Tactics


1.12.5 Planning the Marketing Mix


1.12.6 Monitoring the Effectiveness of the Marketing Program




Chapter 2
The Marketing Planning Process
by Dan J. Martin



Key Marketing Concepts


2.1.1 Key Concept 1: Art/Culture Is a Commodity but the Challenges Are Complex


2.1.2 Key Concept 2: Relevance and Resonance: Customer Orientation


2.1.3 Key Concept 3: Marketing Is Every Interaction between the Institution and Its Audiences


2.1.4 Key Concept 4: Points of Entry


2.1.5 Key Concept 5: The Complexity of the Purchasing Process: Individualized Communications


2.1.6    Key Concept 6: Prioritize Sensibly


Addressing Barriers or Obstacles to Marketing Planning


2.2.1 Lack of Resources


2.2.2 Lack of Support from the Leadership or Colleagues


2.2.3 Isolation of Marketing from Related Programs and Service


2.2.4 Lack of Proper Orientation


The Marketing Planning Process


2.3.1 Phase 1: Centring the Marketing Process around the Mission, Vision and Values


2.3.2 Phase 2: Situation Analysis


2.3.3 Phase 3: Strategy/Tactic Development


2.3.4 Phase 4: Success Metrics


2.3.5 Phase 5: Evaluation


Chapter 3
Integrating Information Technology into the Marketing Process
by Philippe Ravanas





3.1.1 Direct Marketing Principles


3.1.2 Advantages of E-Marketing


3.1.3 Application: Steppenwolf Theatre Company (Chicago, Illinois, United States)


Online Distribution


3.2.1 Principles


3.2.2 The Importance of a Good Website


3.2.3 Application: Sydney Opera House (Sydney, New South Wales, Australia)


Customer Identification


3.3.1 Principles


3.3.2 Consumer Data Integration


3.3.3 Application: Royal Albert Hall (London, United Kingdom)


Customer Modelling


3.4.1 Principles


3.4.2 Customer Lifetime Value


3.4.3 Application: Stratford Shakespeare Festival (Stratford, Ontario, Canada)


Sales Forecasting


3.5.1 Principles


3.5.2 Forecasting Methods


3.5.3 Application: Steppenwolf Theatre (Chicago, Illinois, United States)


Dynamic Pricing


3.6.1 Principles


3.6.2 Segmented Pricing


3.6.3 Yield Management


3.6.4 Negotiated Pricing


3.6.5 Application: Chicago Symphony Orchestra (Chicago, Illinois, United States)


Relationship Marketing


3.7.1 Principles


3.7.2 Total Experience


3.7.3 Application: Metropolitan Opera (New York, New York, United States)


Building Trust


Chapter 4

Planning for Fundraising and Sponsorship
by J. Dennis Rich



Understanding the Private Sector Support Market


4.1.1 The Case Statement


4.1.2 Donors


The Fundraising Plan


Sponsors and Sponsorship


Sponsorship and the Consumer


Measuring the Value of Sponsorship


Negotiating the Sponsorship Agreement


Pitfalls and Dangers of Sponsorships (from the Perspective of the Arts Agency)


Chapter 5
Planning for International Touring in the Performing Arts
by Jennifer Radbourne



Globalization and Internationalization


International Touring


The Principles of International Touring


5.3.1 International Touring Must Be a Valid Activity Designed to Achieve the Company's Mission and Strategic Development Goals


5.3.2 A Set of Measurable and Strategic Objectives for International Touring Should Be Established and Evaluated by the Company


5.3.3 A Specific Marketing Plan Tailored to International Touring and Supportive of the Organization's Mission Must Be Constructed


5.3.4 A Detailed Financial Model Should Be Adopted for International Touring, Independent of the Organization's Domestic Financial Plan


5.3.5 Market-Specific Operational Logistics Must Be Carefully Planned, with a Particular Emphasis on the Cultural, Political and Legal Contexts of the Touring Destination


5.3.6 A Retrospective Analysis Should Be Used to Assess the Success of International Touring and to Develop Future Touring Plans


Stages in International Marketing Planning


Case Studies


Case Study: Cirque du Soleil


Case Study: Chanticleer


Case Study: Strange Fruit


Chapter 6
International Marketing for Cultural Industries (film, publishing, recording)
by Johanne Brunet



Trends in Internationalization and Globalization


6.1.1 Evidence from Different Cultural Sectors


Incentives and the Barriers to Internationalization


Factors to Consider before Engaging in International Activities


6.3.1 Market Potential


6.3.2 Access


6.3.3 Competition


6.3.4 Product Fit


6.3.5 Service or Consulting Services after the Sale


6.3.6 International Markets and Fairs


6.3.7 A Visit to the Identified Territory


Revisiting the Marketing Mix


6.4.1 The Product


6.4.2 Communication and Promotion Decisions


6.4.3 Pricing Issues


6.4.4 Distribution or Exportation Process


6.4.5 Digital Distribution


Joint Ventures or Direct Investment


6.5.1 Collaboration: From Co-production to a Joint Venture


6.5.2 Foreign Direct Investment