Marketing for the Arts

While studying marketing for numerous years, there has been a lack of focus on marketing within the arts sector. Sure I've seen advertisements for concerts, posters for the ballet, and the promotion of a band, but can marketing concepts which are used for food, for example, be used to promote the arts? The Arts Marketing Association (2010) states that marketing is the activity to be taken if one wants to cover the complex characteristics of the arts. Furthermore, Butler (2000) states that a traditional marketing framework cannot be applied to the arts sector, and thus it is through general marketing concepts and a strong focus on the distinct characteristics of the arts organization that a marketing strategy can be achieved. Now this makes for an interesting thought: Is Lauderdale House applying just general marketing concepts or thoroughly combining them and tailoring them to the services they offer? While printing off hundreds of "What's On" brochures and mailing them out to a list may seem time consuming in a digital age, is this what strategy fits the organization due to its unique nature? While corporations and businesses are using e-marketing, advertising space, and public relations, Lauderdale House is posting a monthly brochure. However, is this more effective?
When developing the website for the House, one of the new additions was a menu of social media consisting of Facebook and Twitter as well as signing up for a mailing list and reading a blog. Therefore, it seems as if the House has found a balance between their own unique strategy, one which has been used for years and reaches their target market, and a new age concept of expanding their reach to internet users and social media fanatics. It is difficult to say which one is more effective, but it is refreshing to see an organization which has not abandoned its traditional ways. Score card stands as House: 1, Social Media Trends:...well we'll say 1/2 for now.

Arts Marketing Association. 2010. History and Achievements [Online] Available at: http://www.a-m-a.org.uk/history.asp [Accessed 12 December 2009].

Butler P. (2000). By Popular Demand: Marketing the Arts. Journal of Marketing Management. 16(4):343-364.

London and the Arts

Being born in Russia, the importance of arts and culture has been emphasized to me from an early age. While my grandparents could still recite poetry from their school days, piano lessons and dance classes became a daily activity and continued on through my late teens in America. However, when moving to London, it only took taking the train from Heathrow to realize how widely publicized and emphasized the arts are in this city. From theater to ballet and galleries to classes, it became a question of what on which night rather than a constant search for an event. Although a concrete number is not available, TimeOut London (2009) shows that there are 309 performances within the music category, 183 art exhibitions, 145 theatre productions, 125 classical and opera performances, and 28 dance shows available within the next week. This does not include the numerous comedy, cabaret, and film shows available. With over 700 types of performances to choose from within the arts and culture sector, who is to argue that London does not have enough to offer?
Currently at Lauderdale House, we are discussing ways to publicize performances to greater London while still being seen as a local venue. It has been mentioned that some, from the first glance, find the House intimidating and too posh, yet after they get inside and either get to know the staff or see an exhibition, they see the house for what it really is: a friendly environment and an outlet for creativity (Ives, 2009). With this image in mind, the House needs to remember that they are part of these 700+ performances and are considered an arts and culture venue. Furthermore, it is essential to make that known to the general public. Do I feel another topic for a paper brewing? Would it be possible for the House to obtain greater visibility throughout the vast London community? How can this be done? Where there is a will, there's a TimeOut, facebook, local newspapers, websites, jazz blogs, and media outlets which can create awareness and increase attendance. Without getting too ahead of myself, it's a strategy, one that can be attempted and attempt I shall!

Ives, K., 2009. Discussion on website building [Conversation](Personal Communication, 8 December 2009 ).

TimeOut, London. 2009. [Online] Available at: www.timeout.com/london [Accessed 8 December 2009].

Making the Brand

Lauderdale House is no Coke or Pepsi, but regardless of its size, it is still a brand. What makes that brand? Is it the name? The logo? The pictures that are associated with it? Technically, it's all of the above, but at the same time, it's much more. One of the biggest aspects of a brand is the emotional and personal feelings an individual attaches to it (Moustakas, 2009), which is especially relevant to an organization whose main focus is the arts. A brand should answer the question of "who are we?" but at the same time have an answer which reaches beyond the a simple definition (Bradfield, n/a). Lauderdale House encompasses arts education while providing a place for memories to be made and emotions to be expressed. Most visitors to the House first stepped through its doors as children, thus having developing an attachment from an early age (Heritage Lottery Application, 2009). Those individuals may see the brand of Lauderdale House as where they were inspired by a painting or music, or a house which provided them with a place to hold their wedding: a place which is more than a description on a website. Some might view it as simply a beautiful house in a park or a name on a brochure. With these different perceptions of the brand, the House needs to make sure to upkeep their activities while making them more visible and public, letting their brand develop while building upon those diverse perceptions. If the association individuals build is a positive one, why not let one have a unique perception of Lauderdale House? With this, the brand will truly be as unique as the House itself, and in a globalized society, who wouldn't want a bit of distinction?

Lauderdale House, 2009. Heritage Lottery Application 2009, London: Lauderdale House.

Bradfield, J., n/a. Brand on the run [Online] Arts Marketing Association. Available at: http://www.a-m-a.org.uk/casestudy.asp?id=120 [Accessed 1 December 2009].

Moustakas, E., 2009. Branding Strategies and Media Planning [Lecture](Personal Communication, 1 December 2009).

Let There Be a Website!

After numerous opinions, e-mails, and much debate about the design, the Lauderdale House is website is….well, on its way. While it may seem that putting together a website is a matter of figuring out a design and putting it on the web, it is miles from it. When an organization has so much information to give and so many services to provide, how do they keep clear of an information overload? The tentative layout that came back asked those looking at the page to give their emails to be contacted for feedback. It is this way that the designer and the House could know what the general public, i.e. their target market, is thinking while trying to find the information on Lauderdale House that they need. Is it easy to find? Did they find what they were looking for? How long did it take? These are all questions that need to be considered in order to create a website that is useful and to the point. Since the number of web users is increasing and over 400 people signed up to give their feedback (Ives, 2009), a valid and working website is the first impression one might see of Lauderdale House and if they spend hours trying to find a concert time, the design has not been done well. Fortunately, since so many people have decided to partake in the development, it will be more user friendly and adjusted. While not everyone's opinion can be turned in to an aspect of the website, it will be helpful to create a broader understanding of the target market's way of looking at an arts organization website. Take a look at www.lauderdalehouse.co.uk to sign up to participate in a "website trial" and contribute to the development of the House's web page!

Ives, K., 2009. Discussion on website building [Conversation](Personal Communication, 24 November 2009 ).

To Creativity and Beyond

It’s great to volunteer. It’s even greater when you can actively contribute and see progress. It becomes the icing on a very delicious and big cake when concepts that are being taught and learned in class are getting put in to practice. On Monday morning, I learned the essential components of building a website. On Monday afternoon, I was applying them to establishing a new website for Lauderdale House. It was clear that this was going to be a lengthy process. Since the charity had only a handful of employees, all opinions were to be considered while still taking in to account our varied target market. The mock website definitely had some issues to tackle. After a lecture on clear and organized e-marketing and website development, the mock up was anything but. Duplicate menus, random pictures, and jumbled information filled the screen. The clear message in the morning was to create clear information and to create value and simple accessibility. By showing the manager my notes and scheduling a meeting with an e-marketing expert, I was able to sway her towards less content and, most importantly, less menus. Furthermore, we came to the conclusion that an option to sign up for a mailing list is essential. According to Reynolds (2002) within the e-marketing issue of the Arts Marketing Association, it essential to establish a relationship with the user as part of your strategy. By providing users with an option to sign up, it not only builds a long lasting relationship, but also makes an individual feel as if he or she is in control of the information they receive.
As a website user, it is interesting to see the actual making and the mindset behind developing something most look at as a simple concept. However, when handling designs, menus, a manager, and a designer, it becomes anything but simple. Needless to say, I've developed a new found respect for website design!

Reynolds, M., (2002). There are Some People You Just Click With. JAM, [Online]. 6, p.10-11.
Available at: http://www.a-m-a.org.uk/publications_detail.asp?id=9 [Accessed 17 November 2009].

Love Mondays

While some may think a charity can provide a relaxed environment, a Monday is a Monday in any office. As I stroll in during the middle of the day, I am welcomed by an opera rehearsal and the wind produced by the manager as she breezes past me on her way to meet a flyer deadline. After she catches her breath, she informs me that today is scheduling day. She works backwards as she gives me the dates and deadlines for copy, programming, designing, printing and stuffing. My head is spinning. Not only am I filling in dates for the whole year, I wonder how she can keep sane remembering all these dates. Each month, no, each WEEK has about 5-10 deadlines for flyers, the main source of information for Lauderdale House audience. These are professionally and neatly designed and sent out to a specific mailing list. However the effort it takes to make these paper wonders, make me wonder: Is there a better and less chaotic way? As I enter dates and deadlines, making names bold and specifying months and tasks, I slowly become inspired to write down a section to cover and analyze in my final project: marketing strategy. According to the Cashman (2004) in his contribution the Arts and Marketing Association, tactical planning is the first step to a successful marketing or communication campaign. Although the general manager doesn't have a "specific" campaign, the goal of her planning is to inform and attract the public. Therefore, while her day planner may seem overwhelming to the naked eye, it is actual a tactical plan in the works.

Cashman,S., 2004. 'Wot's All this Then?'. JAM, [Online]. 14, p.4-7. Available at: http://www.a-m-a.org.uk/publications_detail.asp?id=93 [Accessed 2 November 2009].

Local Treasure

Lauderdale House has done a magnificent job of not only being around (since 1582 does seem like a long time), but making a presence. While it maintains a steady income through events, it still aims for sustainability (Lauderdale House Annual Report, 2009). Taking a quick read over their application for a historic grant, it was amazing to see just how much the House does and accomplishes. From an array of employees and volunteers, a strong sense of diversity is emphasized. The House treasures local talent and provides a hub for arts development for anyone from kids, to adults and families. The director and manager have made it a priority to keep not only the activities going, but to maintain the building for years to come. The internal dedication to the House is extraordinary, while the external interest shows through the sold out shows, purchased paintings, and non-stop phone calls to reserve the magnificent space. Volunteers, which include retirees, individuals looking to improve their English, or local residents, contribute a great deal to Lauderdale House. With only 5 full time staff, the amount of activities outweigh the resources of the arts charity and the House is as much dependent on their numerous volunteers to help out as they are on the full time staff. As a volunteer, it feels great not to only be included, but actually asked for an opinion to participate in the organization's development. Furthermore, it gives the learning acquired in the classroom to be put in to practice within the charity and arts sector.

Lauderdale House, 2009. Lauderdale House Annual Report 2008-2009, London: Lauderdale House.

Targets and Opinions

Currently, Lauderdale House is in the process of developing a new website. In order to push forward with the content, I was summoned to sit down with those in the office and watch them go through the rough content while "thinking out loud". Since the Society has a very broad target market, providing workshops, activities, and events from kids to adults, the diversity in age at the office proved to be a beneficial factor. A few hours and notebook pages later, it was fascinating to witness what thoughts go through the mind of a potential consumer and how important website content and layout really is. While it was obvious that you cannot please everyone, there were similarities on what can be added or changed. This process really emphasized how marketers need to think like their target market, or at least strongly about their target market, when considering even simple things like logo placement or wording. Since Lauderdale House had to capture not only people in various demographics but with various psychographics, a very general concept had to be achieved, providing clear information while being visually stimulating and interactive. According to Moustakas (2009) a website cannot have an overload of information, nor can it be confusing to get to the desired content. Therefore, it was stressed to the general manager that although the House does a variety of activities, they cannot all be fit on the homepage. Poor content, incorrect landing pages, and the lack of "attractiveness" on a site leads to problems. However, enhancing the user experience to keep one coming back leads to a successful web-page (Moustakas, 2010). As mentioned to the general manager, these were all factors that were to be considered for the development of the Houses's web-page to enhance the user's experience, build a positive image of the Lauderdale House, and increase the number of visitors as well as visits they make to the site.

Moustakas, E.,2009. E-Marketing I. [Lecture](Personal Communication, 25 October, 2009).

New Beginnings

Upon starting the search for a non-profit organization, global and international came to mind. A student of International and Cross Cultural Marketing and a volunteer throughout the years in Israel and Rwanda, my mind was narrowly set on reaching beyond borders. However, through my research, came the realization that unless I could take the time to visit a specific place, the personal touch in the volunteering experience desired would be hard to come by. Through changing a few keywords, my search stumbled upon a local venue called the Lauderdale House Society. Curious by the need for publicity support, I was soon sitting across from the manager, learning that this beautiful and captivating house has been around since 1582 and is now a hub for workshops, music, performances, and outreach programs, just to name a few. Their need: to kick-start a new website, look at new marketing strategies while analyzing the current implementations, gain community awareness and support, and, most importantly, do this on a charity run budget. The challenger: a masters marketing student, eager to contribute to development that results in the organization's goals being met and, hopefully, exceeded. This arts and culture based society does not only provide an excellent hands on marketing opportunity, but the chance to witness growth and personally experience the outcome of the Lauderdale House Society's impact in the local community. I'm eager to be part of this organization and the many programs it offers.