The marketing approach in museums

Tobelem, Jean-Michel

doi:10.1016/s0260-4779(98)00008-9

Cited by 19 publications

(11 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…T he growth of museums has generated questions about financing and funding, growing competition, and the need to know the visitors better (Tobelem, 1997). This has provoked an evolution in the management of cultural organizations and museums, but there are different perspectives about the marketing focus.…”

mentioning

confidence: 99%

Improving Museums’ Performance Through Custodial, Sales, and Customer Orientations

Camarero

Garrido

2008

Nonprofit and Voluntary Sector Quarterly

View full text Add to dashboard Cite

Although customer orientation seems to be an adequate marketing approach to achieve the objectives of for-profit organizations, this approach is not enough for cultural organizations that are also involved in a social mission. The current work is focused on the case of museums and arts organizations and analyzes the implications of three alternative strategic orientations (customer, sales, and custodial orientations) to improve social performance (education and conservation) as well as economic performance (income or number of visitors). The empirical analysis of 182 Spanish museums reveals that social performance is highly related to custodial and customer orientation, whereas economic performance depends mainly on a sales orientation.

show abstract

mentioning

confidence: 99%

Improving Museums’ Performance Through Custodial, Sales, and Customer Orientations

Camarero

Garrido

2008

Nonprofit and Voluntary Sector Quarterly

View full text Add to dashboard Cite

show abstract

“…In our context, a service-oriented museum assumes that visitors will value the exhibition for its high artistic quality and that society will value the museum’s effort into conservation, research, and new acquisitions (Tobelem 1997). Even if we assume that curators do worry about visitors’ demands and needs, they should not forget the relevance of preservation and the quality and value of their collections.…”

Section: Conceptual Developmentmentioning

confidence: 99%

Fostering Innovation in Cultural Contexts

Camarero

Garrido

2011

Journal of Service Research

View full text Add to dashboard Cite

Many museums are committed to market orientation as the underlying philosophy for their strategies. This orientation has to be coordinated with a service orientation focused on quality and custody in order to fulfill the museum’s mission. In the current work, the authors analyze the different impact of market orientation and service orientation on organizational and technological innovations implemented by museums. The hypotheses posited are examined for a sample of 491 British, French, Italian, and Spanish museums. Findings suggest that visitor and donor orientation are two key market orientation dimensions for technological and organizational innovation in museums, whereas interfunctional coordination and collaboration with competitors do not act directly, although they do boost the effect of visitor orientation. Further, quality orientation is also central to innovation. The present work thus concludes the existence of two interrelated routes that lead to technological and organizational innovation in museums, a business approach based on market orientation and a cultural approach based on service orientation.

show abstract

“…This change of focus has encouraged the more innovative museums to adopt a visitor-oriented approach (Falk and Dierking 1992;Reussner 2003). At the same time, museum curators have started to use marketing to raise the funds required to meet their funding targets, achieve their objectives and fulfil their missions (Lord and Lord 1997;McLean 1993;Moore 1994;Rentschler and Geursen 1999;Tobelem 1998).…”

Section: Introductionmentioning

confidence: 99%

Destination competitiveness and museum marketing strategies: an emerging issue in the Italian context

Siano

Eagle

Confetto

et al. 2010

Museum Management and Curatorship

View full text Add to dashboard Cite

The aim of this paper is to inform the development of effective marketing strategies for provincial Italian museums. Being long-standing organisations, the characteristics of museums are deeply rooted within the context where they are located. As such, they must reflect an awareness of the location in which they are situated. With this in mind, we investigated the multifaceted nature of major Italian museums, located in a range of different provinces that had different degrees of competitiveness. We explain these variations in competitiveness by means of a descriptive analysis, in which we report on the most popular Italian museums and the levels of competitiveness in the province in which each museum is located.It is possible to categorise the most popular Italian museums in terms of those that are extreme outliers and those that fall into clusters. The differences in the number of visitors and the levels of competitiveness in the Italian provinces where the museums are located indicate that specific marketing strategies are warranted for the museums investigated, as determined by whether they are extreme outliers or part of a cluster.Marketing strategies for museums that are based on an analysis of the number of visitors and the degree of competitiveness of the province concerned have not been previously investigated. By using a novel approach of this kind, we present a preliminary attempt to develop strategies that are appropriate to the Italian context.

show abstract

The marketing approach in museums

Cited by 19 publications

References 7 publications

Improving Museums’ Performance Through Custodial, Sales, and Customer Orientations

Improving Museums’ Performance Through Custodial, Sales, and Customer Orientations

Fostering Innovation in Cultural Contexts

Destination competitiveness and museum marketing strategies: an emerging issue in the Italian context

Contact Info

Product

Resources

About