Strategic Planning in the Arts

Kaiser, Michael

doi:10.2307/j.ctv102bfmg

“…However, for cultural institutions to be able to carry out marketing activities, it is necessary, in addition to having a marketing plan, to have a person or a department in the organization who will be responsible for this type of work (Buljubašić, 2015;Kaiser, 2019), as well as to have the experience and knowledge in the use of marketing principles and activities (Najev Čačija 2013), as well as different marketing strategies, such as nonconventional marketing, whose main feature is creativity and minimal financial investments (Buljubašić et al, 2020a), which is extremely desirable for cultural institutions facing a reduction in (public) financial resources (Bestvina Bukvić et al, 2018;Bestvina Bukvić et al, 2015). Balog (2010) states that in the conditions of reduced financial resources, additional involvement of cultural institutions in fundraising is needed, in the sense that they are willing to do additional work unpaid by the state.…”

Section: Discussionmentioning

confidence: 99%

“…Sargeant (2001) introduces the term "relationship fundraising", according to which nonprofit organizations should build a relationship with donors so that they would donate to the nonprofit organization in the long term. Kaiser (2019) states that focused or targeted marketing can contribute to an organization's ability to raise money in a short period of time and with limited resources -focused marketing selects in advance the targets to which the campaign will be directed (primarily wealthy individuals, company directors but also politicians whose opinion is valued). Focused marketing in this case, the author states, is the organized, permanent nurturing of good relations with potential donors, and the ultimate goal is to encourage them to become involved in the work of the organization as donors, ticket buyers or even board members.…”

Section: Previous Researchmentioning

confidence: 99%

European realities - Power : Conference Proceedings 5th International Scientific Conference

2023

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countries points to the importance of the overarching theme of the conference and the encouragement of further research with the aim of strengthening the synergy between the activities of culture, economy and public communications.At this point, it should be noted that a collection of papers written in Croatian language -Power 2023 -has also been published, which also discloses the papers of the participants of the International Scientific Meeting European Realities -Power. These collective editions, we dare to say, complement each other excellently and make a valuable contribution to scientific reflection on the extremely dynamic changes in the fields of culture, media and management that we witness every day.Once again, we would like to thank the members of the Organizational, Scientific and Program Committee, the editors and reviewers, and all the authors and collaborators who contributed to the creation of this Proceedings and the successful conference.

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“…However, for cultural institutions to be able to carry out marketing activities, it is necessary, in addition to having a marketing plan, to have a person or a department in the organization who will be responsible for this type of work (Buljubašić, 2015;Kaiser, 2019), as well as to have the experience and knowledge in the use of marketing principles and activities (Najev Čačija 2013), as well as different marketing strategies, such as nonconventional marketing, whose main feature is creativity and minimal financial investments (Buljubašić et al, 2020a), which is extremely desirable for cultural institutions facing a reduction in (public) financial resources (Bestvina Bukvić et al, 2018;Bestvina Bukvić et al, 2015). Balog (2010) states that in the conditions of reduced financial resources, additional involvement of cultural institutions in fundraising is needed, in the sense that they are willing to do additional work unpaid by the state.…”

Section: Discussionmentioning

confidence: 99%

“…Sargeant (2001) introduces the term "relationship fundraising", according to which nonprofit organizations should build a relationship with donors so that they would donate to the nonprofit organization in the long term. Kaiser (2019) states that focused or targeted marketing can contribute to an organization's ability to raise money in a short period of time and with limited resources -focused marketing selects in advance the targets to which the campaign will be directed (primarily wealthy individuals, company directors but also politicians whose opinion is valued). Focused marketing in this case, the author states, is the organized, permanent nurturing of good relations with potential donors, and the ultimate goal is to encourage them to become involved in the work of the organization as donors, ticket buyers or even board members.…”

Section: Previous Researchmentioning

confidence: 99%

The Power of (Unconventional) Marketing in Fundraising: The Perspective of the Cultural Sector

Šain,

Buljubašić,

Mihaljević

2023

European Realities - Power : Conference Proceedings 5th International Scientific Conference

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This paper analyzes the importance and use of marketing for fundraising in the cultural sector. Namely, due to limited public financial resources and social changes in general, the cultural sector should turn to the market and to new sources of financing and implement a fundraising strategy. Activities are needed to attract financial resources from various sources to ensure the income necessary for its operation and sustainability. To be successful in fundraising and ensure stable business, the cultural sector needs to implement various activities that are usually associated with the profit sector (planning, management, marketing, analysis), which also includes an entrepreneurial way of thinking and acting. This paper aims is to identify the role of marketing in fundraising and the effectiveness of marketing strategies for the success of fundraising in cultural institutions. Empirical research was conducted on cultural institutions in the Republic of Croatia with an emphasis on the use of unconventional marketing for fundraising purposes. The conclusion is that this type of marketing affects the successful collection of funds and, ultimately, the success of the business and the financial result of the cultural institution. The results of the research indicate that it is necessary to implement an appropriate marketing strategy for the purpose of successful fundraising, as well as to educate the employees of cultural institutions in the field of marketing and fundraising.

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“…In contrast, Mullins (2002) advises caution over the value of mission statements, claiming that whilst it is important for organisations to have clear ideologies, they are ultimately only as effective as those at operational level who instigate them. Though a vital element of the foundation for strategic planning, Kaiser (2013) warns that drafting the mission statement can be a "frustrating exercise in semantics" which "should not obscure the importance of delineating explicitly the goals of the organization" (p. 13). However, semantics can be crucial because a carefully crafted mission which highlights the company's activities and accomplishments, whilst avoiding embellishments, can directly impact an arts organisation's performance (Pandey et al, 2017, p. 404).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“Saying yes to everything”: Slung Low’s mission in a time of rapid change

Perry

¹

2019

AAM

0

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Purpose This study explores what it means to be a mission-driven arts organisation (MDAO) in the UK. Drawing on literature relating to artistic risk and rupture, mission and vision, and arts participation, the purpose of this paper is to shed light on how Slung Low, a theatre organisation with a core staff of five, creates large and complex initiatives and seeks to make a difference to its local community. Design/methodology/approach Using a case study approach, this interpretive study makes use of qualitative data to offer context-specific knowledge about how MDAOs create new initiatives including: interviews with members of the Slung Low team; attendance at company meetings; analysis of internal organisational documents, company website and artistic director’s blog; and articles about Slung Low from the local, national and theatre industry press. Data was gathered through a research collaboration with Slung Low which is supported by Paul Hamlyn Foundation. Findings The results offer fresh insight into how MDAOs take a positive approach to rupture and rapid change. The study finds that by embracing risk and committing to an ambitious and provocative mission, small-scale arts organisations can achieve artistic, cultural and social objectives which far exceed their size. Research limitations/implications This paper offers an organisational perspective on the research questions and so participants were not interviewed on this occasion. However, the participant view will be the subject of further research with Slung Low. Originality/value This research paper provides insight into one of the UK’s most innovative theatre companies during a period of monumental change, and advances knowledge on mission-driven organisations by offering reflections on what it means to be an arts organisation which places rupture, risk and usefulness at the heart of its mission.

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Strategic Planning in the Arts

Cited by 5 publications

References 0 publications

European realities - Power : Conference Proceedings 5th International Scientific Conference

European realities - Power : Conference Proceedings 5th International Scientific Conference

The Power of (Unconventional) Marketing in Fundraising: The Perspective of the Cultural Sector

“Saying yes to everything”: Slung Low’s mission in a time of rapid change

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