Kf Lehman

Marketing orientation and activities in the arts-marketing context: Introducing a visual artists’ marketing trajectory model

Abstract Answering the call by Fillis, this paper aims to build an ‘arts-marketing orientation’ model by exploring the parallel relationship that exists between the Product Life Cycle (PLC) and the notion of the ‘career trajectory’ (as it applies to visual artists). In so doing, this paper provides a finer-grained understanding of the marketing orientation and activities of visual artists as they progress through their career. Qualitative analysis of the data (and the subsequent development of the Visual Artists’ Marketing Trajectory model) suggests that the marketing orientation and activities undertaken by visual artists deviates significantly from the assumptions underpinning traditional marketing theory. Unlike customer orientation (central to traditional marketing theories), this research suggests that in the arts-marketing context, the marketing orientation and activities of visual artists change according to the career trajectory stage in question.

Communicating sustainability priorities in the museum sector

This paper analyses the sustainability priorities evident in the annual reports published between 2001/2002 and 2010/2011 of Australias six state-museums (which represent the largest and most financially viable cultural heritage tourism organisations in the country). The study provides insight into the communication of sustainability priorities in the heritage tourism sector and offers a fine-grained understanding of what is required for such organisations to effectively manage such priorities. Based on a content analysis of the annual reports, the paper proposes a Sustainability Priorities Model for Cultural and Heritage Organisations. The Model reflects two important findings: first, that the communication of sustainability practices has emerged to play a central strategic role in the annual reporting of the leading cultural heritage organisations in Australia; second, that the conceptualisation of sustainability in the cultural heritage context has widened to include the allocation and utilisation of a wider range of resources. The Model provides a framework for cultural heritage tourism organisations to follow in order for them to effectively identify and communicate the optimal mix of sustainability practices to salient stakeholder groups.

The art of entrepreneurial market creation

Purpose – The purpose of this paper is to use the case of the Museum of Old and New Art (MONA) in Hobart, Tasmania, to investigate the role of entrepreneurial marketing (EM) in shaping an arts enterprise. It draws on the notion of effectuation and the process of EM in explaining new venture creation and assesses the part played by David Walsh, the entrepreneurial owner/manager. Design/methodology/approach – This case study analysis enables an in-depth appraisal of the impact of EM and effectuation within the growing domain of arts marketing. Findings – The paper offers a glimpse into how creativity and business interact in the creation of new markets. It demonstrates how formal methods of marketing are bypassed in the search for owner/manager constructed versions of situational marketing. In addition, it provides insight into dominance of entrepreneur-centrism vs customer-centrism in entrepreneurship marketing. An additional contribution to knowledge is the use of effectuation to assist in better understa...

The strategic role of electronic marketing in the Australian museum sector

Abstract Issues such as whether museum websites are used for marketing purposes, and what role they play in a museums broader marketing strategy, have relevance for theory and practice. Yet, little is written on museums and other cultural institutions within the electronic marketing literature. This paper explores the strategic role of electronic marketing in the Australian museum sector, taking a qualitative approach and using in-depth interviews with strategic and operational level staff from all the Australian state museums as a data source. Findings indicate that Australian state museums increasingly use their websites to communicate with their audiences in a marketing sense, with an emphasis, however, on a tactical rather than a strategic use. The success of an electronic marketing strategy appears to rest with the support and acceptance the technology has within the museum.

The use of social customer relationship management by building contractors: evidence from Tasmania

Despite its ever-increasing popularity with consumers and businesses, many organizations are still unsure how to effectively use social media in a marketing context. One way in which building firms can use social media is as a customer relationship management (CRM) tool to improve customer engagement and satisfaction (known as social CRM). In order to explore how social CRM (SCRM) can be used, and is being used by building firms, semi-structured interviews with accredited building practitioners were utilized to collect data on SCRM use in the sector. The data were analysed to determine the factors that influence social media use, the extent of SCRM use, and the ways in which building contractors are using SCRM. It was found that builders are using social media to manage client relationships, but to a limited extent due to the complex nature of the builder–client relationship and a lack of perceived trustworthiness. Building firms favoured a transactional approach to social media use, and preferred not to use formal social media strategies. Builders are also reluctant to use social media to assist them in segmenting customers by their value to the firm. For effective social media use, builders may consider two main issues: SCRM strategy and customer-value segmentation to develop profitable customer relationships.

The Museum of Old and New Art Leveraging entrepreneurial marketing to create a unique arts and vacation venture

Entrepreneurial marketing is used to understand new venture creation in the vacation tourism sector through a case study of private art museum in Tasmania that has become a tourist destination of major international significance. The Museum of Old and New Art (MONA) has emerged as a major driver of tourism in the region. Interrogation of the arts and cultural tourism literature sets up a key research proposition – in arts and cultural tourism, the unique artistic tastes of the entrepreneur often trump customer needs and preferences by shaping the visitor’s experience through creative artistic innovation. The findings support our proposition, with additional grounding through the impact of the owner/manager and associated entrepreneurial marketing and effectuation impacts.

The Boag?s Centre for Beer Lovers: building brand with a corporate museum

In the twenty-first century we are surrounded by brands. Born out of the Industrial Revolution, when factories needed to ‘brand’ their barrels, branding as a marketing phenomenon has risen in prominence over the last 50 years. Modern branding is linked to the rise of the television and the consequent need to drive consumption to a mass market. Marketers then had to find ways of differentiating their products. Today, few areas of modern life have escaped the influence of branding; from the shoes on our feet to the food that we eat and the cars that we drive.

A private entrepreneur and his art museum: how MONA took Tasmania to the world

This chapter examines a private entrepreneur and his art museum as a single deep, rich case study. Occasionally, new art museums emerge in small regional cities that contribute to economic and social development. Using the entrepreneurship theory of effectuation, with biographical research methods, interviews, observations and content analysis, the authors provide a lens on how one man’s vision has changed opportunities in a rust-bucket city and state, boosting jobs and tourism and changing the urban environment. They analyse how the complex and paradoxical attractions of a distinctive museum succeeded, which have been little investigated from the perspective of its broader role in stimulating a small regional city’s rise as an emerging creative city. Theoretically, the chapter makes a contribution by applying entrepreneurship theory through an entrepreneurial marketing and effectuation lens, demonstrating how unpredictable products in a new venture process under conditions of uncertainty provided a unique difference and unexpected success in the arts and cultural sector.

Modelling the Government/Cultural Tourism Marketing Interface

ABSTRACT The arts and cultural sector is recognised as an important driver of urban and regional development, with empirical evidence linking it to economic growth, social inclusion and increased social capital. Despite best efforts, however, government-sponsored cultural tourism policy development has been met with mixed results; researchers and practitioners alike agreeing that there are fundamental issues regarding government policy conceptualisation and implementation in this regard. In order to explore the policy development decisions that underpinned a successful cultural tourism-based economic and social development, this paper examines the relationship between a regional government and the globally renowned Museum of Old and New Art located in Tasmania, Australia. The quasi-longitudinal data revealed four critical interactions underpinning the regional government’s cultural tourism policy development: cooperation between the Tasmanian government and (a) the cultural organisation and (b) related industries; the provision of supportive infrastructure, and; the ability of the cultural organisation to provide immersive experiences.