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Cultural management (For whom are we doing this? Audience & markets…

- - - - With the advent of services marketing in the 1970s and its rapid development into a major sub-discipline of marketing in the 1980s and 1990s, the focus started to shift away from production and the traditional predominance of the 'product' towards aspects of consumption. This, in turn, effected a renewed appreciation of consumers and their different needs. Services, it was claimed, differed fundamentally from goods as a result of four key features: intangibility, heterogeneity, inseparability, and perishability—the so-called IHIP paradigm.
    - - Marketing means creating value for customers and capturing value from them in return.
        
        Rentschler highlights that the period from 1995 to around 2010 was marked by a rediscovery of what arts marketing actually entails, a time when performing artists and organisations started to play, collaborate, co-produce and co-create with audiences and wider communities.
      - Chong (2010) also raises the issue of value, questioning whether arts marketers are perceived as image promoters or value creators.
    - - 'Relationship marketing theory has been challenged by the new arts consumer who is on a quest for self-actualisation where the creative or cultural experience is expected to fulfil a spiritual need that has very little to do with the traditional marketing plan of an arts company or organization and who is changing the marketing paradigm.' (Radbourne 2013)
        
        Audience enrichment model
- - - - As the new century progressed, however, cultural leadership began to be conflated with the rise of organisational creativity and the lessons that could be shared outside the arts sector (Hewison 2004).
      - Cultural leadership is a relatively new term in the academic landscape. In the UK, cultural leadership emerged as part of the focus on the creative industries and 'emphasised the role of cultural sector professionals operating within existing institutions' (Price 2016).
      - A brief history of cultural leadership shows how the concept emerged from specific concerns about cultural sector governance in the UK, leading to the establishment of the Clore Leadership Programme in 2004, before becoming the subject of widespread initiatives nationally and internationally (Price 2017).
      - Alternative coinages
        
        Cultural leadership in America (Corn
        1998). This work refers to the role of private collectors, particularly women, in establishing late 19th and early 20th century galleries and museums in the United States and in the process acting as public tastemakers.
        
        South Africa (2012)
        
        The Netherlands (2013)
        
        Pan-European programme under
        the name of The Fika Project from 2014.
        
        University of Hong Kong’s Advanced Cultural
        Leadership programme from 2009.
        
        More perspectives.
    - - Inspiration
      - Strategic thinking
      - Forward-looking
      - Honesty
      - Fair-mindedness
      - Courage
      - Supportiveness
      - Knowledge
    - - Transactional leaders
      - Transformational/heroic leaders
      - Relational leaders
    - - Cultural leadership is an umbrella term and therefore brings together a range of practices and settings with a corresponding diversity of purposes and business models (Price 2017).
    - - Entrepreneurial cultural leadership (centring on the interests and operational success of a project or organisation, at whatever scale of operation)
      - Generous cultural leadership (prioritising the needs of the cultural form or sector, extending efforts beyond individual or organisational interest)
      - Public cultural leadership (relating to wider societal influence
        and involvement in the public realm)
- - - - Feeds from strategy and operational planning
      - It has fixe and flexible coomponenets
      - It serves as a control tool
    - - Feeds from marketing and sales
      - It's sensitive to the environment, namely the compeitors
      - Value/benefit
    - - Informs long-term health and investment decisions
      - Shareholder value
      - Sustainability