Universitat Internacional de Catalunya

Cultural Marketing

Cultural Marketing
3
6725
1
First term
OB
Main language of instruction: Spanish

Other languages of instruction: English

Teaching staff


Mrs. BOBES GONZÁLEZ, Joaquina - jbobes@uic.es

Introduction

Cultural marketing aims to plan, execute and evaluate the exchange relationship that a cultural institution-project establishes with its stakeholders.

Marketing applied to cultural activities places people at the beginning of the planning and definition of strategies. Audience segmentation and institutional positioning allow the definition of the elements of the marketing mix: the programming, the pricing and subscription structure, the distribution channels for tickets and information, as well as the communication plan that will disseminate the offer among its potential audiences and all stakeholders.

In order to plan in a competitive environment, knowledge of the characteristics and opinions of the stakeholders is indispensable to improve the intermediation between the cultural institution and its stakeholders. Market research and stakeholder opinions are not a substitute for artistic creativity, but they are indispensable to have useful complementary information in the cultural and artistic programming and in the image that the institution wishes to transmit to its different audiences.

Marketing at the heart of the planning and management of cultural institutions

The connection with stakeholders, the achievement of increasing levels of self-financing, competition in the leisure, knowledge and culture market are some of the reasons that place marketing at the centre of cultural planning and management.

Likewise, the digital environment that has existed for some years now with the appearance of the internet, firstly, and then with the emergence of social networks, has brought about such significant structural changes in the ways of being informed and connected that it is necessary to rethink and resituate traditional marketing in the new media landscape.

Historically, cultural institutions have been built around creative or heritage content. In light of the new environment, many institutions have recognised the need for change and are making changes. However, there is a perceived gap between the definition of objectives and the intermediation between the cultural project and its stakeholders. Day-to-day life often prevents an analysis of stakeholders, an attentive look at changes in the behaviour and segmentation of multiple stakeholders, and an updating of technological innovations. The aim of this subject is to provide future professionals in cultural organisations with the appropriate training to establish and maintain a continuous and satisfactory relationship with their stakeholders.

 

Pre-course requirements

The same as for the Master's degree.

Objectives

The purpose of this subject is to describe the basic principles of the discipline of marketing, as well as its importance in the strategic decisions taken in the field of cultural organisations.

To know the main concepts related to marketing.
To analyse its presence in different cultural organisations.
To know the methodologies to analyse and evaluate stakeholders.

Competences/Learning outcomes of the degree programme

  • CB10 - Students should have the learning skills necessary to continue studying in a largely self-directed or autonomous manner.
  • CB6 - To have and understand knowledge that provides a basis or opportunity for the student to develop and/or apply original ideas, often in the context of research.
  • CB7 - Students should be able to apply their knowledge and ability to solve problems in new or little-known environments, within broader (or multidisciplinary) contexts related to their area of study.
  • CB9 - Students should be able to communicate their conclusions and the knowledge and arguments supporting these conclusions to specialised and non-specialised audiences in a clear and unambiguous manner.
  • CE4 - To interpret and apply the national and international laws that regulate culture and art and, in particular, the basic aspects of intellectual property rights in order to manage and contract cultural services.
  • CE5 - To diagnose and resolve economic and financial imbalances in a financial or cultural institution and create and plan funding plans for cultural projects and sponsor programmes.
  • CE7 - To analyse, apply and assess marketing strategies in different cultural sectors, institutions and projects and develop a basic communication strategy for a cultural institution or project.
  • CG1 - To analyse and interpret social and cultural environments to identify needs, opportunities, weaknesses and strengths.
  • CG2 - To lead, coordinate and form part of interdisciplinary work teams.
  • CG3 - To search for and/or administer economic resources within the framework of an institution or company, or a cultural programme, project or service.
  • CG4 - To know how to communicate, encourage and mediate between the various agents involved in a cultural project, programme or service.
  • CT1 - To design, direct, produce and assess cultural projects, programmes, strategies, policies or actions that involve a number of different numerous professional profiles, agents and institutions.

Learning outcomes of the subject

The student:

  • Analyses, applies and evaluates marketing strategies in different cultural sectors, institutions and projects.
  • Possesses and understands knowledge that provides a basis or opportunity for originality in the development and/or application of ideas, often in the context of research.
  • Knows how to apply acquired knowledge and problem-solving skills in new or unfamiliar environments within broader (or multidisciplinary) contexts related to his/her field of study.
  • Communicates his/her conclusions and the knowledge and rationale underpinning them to specialist and non-specialist audiences in a clear and unambiguous way.
  • Analyses and interprets social and cultural environments to identify needs, opportunities, weaknesses, strengths.
  • Is capable of designing, directing, producing and evaluating projects, programmes, strategies, policies or cultural actions in which different profiles of professionals, agents and institutions are involved.

Syllabus

Course Structure 

UNIT 1 Introduction. The Marketing Plan. 

Introduction to Marketing and Cultural Marketing: Setting a framework for cultural marketing Introduction to this course: Aim, structure, expectations.  Definition of Marketing. Relation between marketing, communication, and promotion. Creating a feedback loop with the market: marketing as information and support system. Change of marketing and the new role of the active consumer. The consumer product vs. cultural product – differences. Marketing for consumer products vs. marketing for cultural product.  

The Marketing Plan : “The White Elephant in the Room” – how to address important problems in your organization. Asking the right questions: Form, extension, structure and elements of a Marketing plan. Relation between strategy and tactics. 

Mission, Vision and Value: How to write and Mission, Vision and Value statement – practical exercise and analyzing examples. Communicating with established stakeholders or convincing new clients? Understanding for which reasons and in which moment we need Mission, Vision and Value statements. Different statements for different institutions.  

SWOT, PESTEL (PORTER):  SWOT, PESTEL, Porter. Understanding the available information systems: Defining your scope of action. Form, extension and function. Practical exercise and analyzing examples.  Strength and weaknesses of different information systems in comparison. From data and information collection to developing strategies and finally being able to act. Limitations to apply Porter to the cultural sector.  

Segmentation, market, and financing: Segmentation is not only “consumer segmentation”: the different market segments in the cultural sector. Segmentation, targeting and financing strategies. Consumer segmentation tools and strategies. Consumer segmentation and “personas”.  

UNIT 2 

The Marketing Mix and beyond  

Product: Defining the term “product”, the cultural product and its specific characteristics, new products for arts and culture, the product life cycle   

Place: Distribution channels and distribution strategies 

Promotion: Tools and strategies of promotion. The communication mix.

Price: The concept of value, price, and cost of culture. Strategies and methods of setting the “right” price.  

Branding and positioning:  The Costumers Journey.  Understanding the concept of branding, examples. Relation branding and positioning. Branding, mission and values in culture: How to tell a coherent story about your institution and its values. How collaboration with the wrong partners may damage your brand.   Putting together the marketing package: taking your costumer on a journey into you world.   

Social media and Branded Content: Understanding the concept of Social Media tools as online “support systems” for participation, involvement, audience development, data collection, relationship building and managing. Importance of “Branded Content” in culture as value driven environment.  

EXAM 

Evaluation systems and criteria

In person



The evaluation of this course is divided in three parts: 

1) Oral assessments (30 %): Attitude, cooperation, participation and argumentation in class: participation in discussions, presentation of own ideas, participation in exercises, presentations.   

2) Written Exam (30 %): Individual Exam 

3) Written Marketing Plan Analysis (40 %): Pairs of students are required to select a cultural organization, activity, or institution—subject to approval by the lecturer—and provide a detailed description and analysis of its marketing activities. The analysis must adhere to the prescribed structure and cover all key components of a standard Marketing Plan for cultural organizations

Bibliography and resources

Basic references

  • Bernstein, J. (Author), (2014), Standing Room Only: Marketing Insights for Engaging Performing Arts Audiences, Palgrave Macmillan
  • Colbert, Fracois; Ravanas, Philippe (2018), Marketing Culture and the Arts, HEC Montreal
  • Davey, Barney (Author), Guerrilla Marketing for Artists: Build a Bulletproof Art Career to Thrive in Any Economy (2013) CreateSpace Independent Publishing Platform
  • de Mooij, Marieke (Author) (2019), Consumer Behavior and Culture: Consequences for Global Marketing and Advertising, SAGE
  • Eagle, Lynne (Author)(2015), Marketing Ethics & Society, SAGE
  • Goodman,  Amanda (Author), Marketing Plans in Action: A Step-by-Step Guide for Libraries, Archives, and Cultural Organizations, (2019), ALA Editions
  • Hill, Liz (Author), O'Sullivan, Catherine (Editor), O'Sullivan, Whitehead, Terry (Editor)(2017), Creative Arts Marketing, Routledge
  • KERRIGAN, F., FRASER, P., ÖZBILGIN, M.,(2004) Arts Marketing. Oxford: Elsevier
  • KOTLER, N., KOTLER, P., KOTLER, W.: (2008) Museum marketing and strategy. San Francisco: Jossey-Bass
  • KOTLER, P.; (2004) Marketing de las artes escénicas. Madrid : Fundación Autor
  • KOLB, Bonita M. ;(2000) Marketing Cultural Organisations New Strategies for Attracting Audiences to Classical Music, Dance, Museums, Theatre and Opera. Oak Tree Press
  • O’REILLY, D., KERRIGAN, F. (2010) Marketing the Arts. A fresh approach. New York: Routledge
  • Miller Perkins, Kathleen (Author)(2019), Leadership and Purpose: How to Create a Sustainable Culture, Routledge
  • O'Reilly, Daragh (Editor)(2010), Marketing the Arts: A Fresh Approach, Routledge
  • Tharp, Marye (Author)(2014), Transcultural Marketing, Routledge
  • Polychroniou, Constantine (Author)(2019), Cultural Influences on Global Marketing, Cognella Academic Publishing 
  • Parowicz, Izabella (Author) (2018), Cultural Heritage Marketing: A Relationship Marketing Approach to Conservation, Palgrave Pivot


Complementary references

  • BOTTI, Simona (2000), “What Role for Marketing in the Arts? An Analysis of Arts Consumption and Artistic Value”, International Journal of Arts Management, vol. 2, núm. 3, primavera 2000.
  • COLOMBO, A., ROSELLÓ, D. (2008). Gestión Cultural: estudios de caso. Barcelona: Ariel Patrimonio.
  • KOLB, B.M., Marketing Cultural Organizations. New Strategies for attracting audiences to classical music, dance, museums, theatre and Opera. Dublin, 2000. Oak Tree Press.
  • LAPORTE, A.; BOBES, J. (2014), Manual de tiendas de museos. Gijón: Editorial Trea.
  • LEAL, A.; QUERO, M.J. (2011). Manual de marketing y comunicación cultural. Dirección General de Universidades de la Consejería de Economía, Innovación y Ciencia de la Junta de Andalucía.http://www.antoniovchanal.com/wp-content/uploads/2012/09/Manual-de-marketing-y-comunicacion-cultural-web.pdf
  • O’REILLY, D., KERRIGAN, F. (2010). Marketing the Arts. A fresh approach. New York: Routledge.
  • SELLAS, J.; COLOMER, J. ( 2009). Marketing de les artes escénicas. Creación y desarrollo de públicos. Barcelona: gescènic
  • STEIN, S.T., BATHURST, J. (2008) Performing Arts Management: A Handbook of Professional Practices. New York. Allworth Communications, Inc.,
  • YEOMAN, I., ROBERTSON, M., ALLI-KNIGHT, J., DRUMMOND, S., MCMAHON-BEATTIE, U.; (2007) Festivals and events management an international arts and culture perspective. Oxford: Elsevier
  • TOMLISON, R.; ROBERTS, T. (2006). Aforo completo. Cómo convertir los datos en audiencias. Madrid: Fundación Autor.
  • WALLACE, M. A. (2010). Consumer Research for Museum Marketers. Lanham: Altamira Press.
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