4.3 | Marketing?

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Из курса от партнера University of Pennsylvania

Arts and Culture Strategy

оценки

University of Pennsylvania

Arts and Culture Strategy

оценки

Arts and culture leaders have a tough but rewarding task: creating and leading sustainable organizations that deliver real social value. There is a lot of competition out there. Being an effective leader means constantly adapting, cleverly using the best tools to reach as many people as possible. This course is designed to help leaders at any level do just that.

Из урока

Where Do We Stand? Making Choices

A tension exists between artistic/mission and economics. As much as we’d like to try, we can’t be everything to everyone. We must find alignment and balance. How do you recognize and systematically respond to changes in your community? In this unit we’ll explore advancing your mission through a sharp focus on customers and markets; how best to understand the needs and interests of stakeholders; how to identify the best target-customer segments for your organization/project; and how to attract and retain those customers.

4.1 | Introduction to Unit Four0:58

4.2 | Why Is it Imperative that We Define Our Promise8:56

4.3 | Marketing?5:59

4.4 | Public, Product, Place, Promotion & Pricing15:28

4.5 | Brands & Beyond9:38

4.6 | Off the Record: Marketing1:44

Познакомьтесь с преподавателями

Peter Frumkin
Professor
Nonprofit Leadership Program, School of Social Policy & Practice
Mrs. Russell Willis Taylor
Lecturer, School of Social Policy & Practice; Past President & CEO, National Arts Strategies

[MUSIC]

We've talked about how non-profit cultural institutions create meaning outside

of markets, so why are we devoting an entire week to the subject of marketing?

Isn't that contradiction?

Well, no.

Marketing is not a value system.

It's not a category of why and how you do business.

It's how you create relationships, whatever business you're in.

Marketing is the commonly used language to describe a broad range of activities

that are undertaken to reach those people you want to attract,

their time, their money and their loyalty.

In the non-profit sector,

our mission is that customers will benefit more than we do.

We're always interested in relationships, not just transactions and

a lot of commercial companies are these days as well.

Phillip Kotler, a marketing expert and

a guru in our field, has a great definition of marketing.

One that's all about relationships.

And I think it's important to note that the idea of exchange is key to his

definition.

Marketing and selling are not the same thing.

Marketing is an exchange and it may involve selling to others, but

it's also at its best the creation of new value in the exchange itself.

Sergio Zyman, who despite his introduction of new Coke,

is considered to be a really sound thinker on commercial marketing, talks about

the contrast between commercial and non-profit marketing activities.

In his perspective for profit marketing is about selling more stuff,

to more people, for more money, in more places, more often, more efficiently.

For our sector you can adapt this to include

providing more services to more clients in more places,

more often, more efficiently, and we might add, more effectively.

With regard to donors and supporters, because fundraising is a niche form of

marketing, we can consider that we're trying to interest,

and attract more donors for more money, more places, more often, more efficiently.

Now i want to stress two points in this quick overview of what marketing

encompasses for cultural institutions.

The first is that marketing is much more than selling.

And the second, is that effective strategic marketing is integrated

throughout all activities in the organization.

It's not a department.

It's a way of doing business.

First, how is marketing is more than selling.

Well, marketing begins from some profound questions from mission related

organization.

As we talked about in the last lecture, we have to ask,

whom do we want to serve and why.

What customers do we actually want and why.

Who are our competitors?

Who are our potential collaborators?

These are mission-related questions.

And it's important that they form part of any marketing strategy.

A marketing strategy is a decision about the story we want to tell.

In our marketing seminar at National Arts Strategies,

our professors tell the story of what happened a few years ago when Joshua Bell

played in a Washington, DC metro station without anyone knowing who he was.

A few people stopped, most people just walked by.

And this is someone who sells out Carnegie Hall.

The reason is that there wasn't a story associated with him.

And so people subconsciously attached the story they would have for

most musicians playing on public transportation.

Nice they have talent, but not special, not worth stopping for.

The way we tell the story about our work is what makes it worth stopping for,

not to tell people what they should like, but

to make sure they understand why they might like it.

The second point I want to make is that the most effective marketing

really is mission linked.

It's integrated throughout all of our strategies and business practices.

Because it's about how we reach people and create value for them.

The writer and arts commentator Diane Ragsdale asks, in her blog Jumper,

why we don't gather information about what our audiences may want and

need through every aspect of our business.

Our governing boards, our staffing structures,

the way we're engaged in the community at all levels and

the way we interact with other organizations in our communities.

In the end, marketing is about how we create and communicate value.

This quote from Harvard Business School Marketing Professor Bob Dolan

sums it up nicely for the non-profit sector,

even though he wrote it with the for-profit sector in mind.

And I want to draw your attention particularly to marketing is the process

via which a firm creates value for its chosen customers.

A firm needs to define itself, not by the product it sells, but

by the customer benefit it provides.

And lastly, thinking about target markets that you wish to

serve is a great lead-in to Peter's next session,

who's going to be showing us how to identify market segments.

[MUSIC]

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