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Магистратура 2023/2024

Маркетинг в сфере искусства и культуры

Лучший по критерию «Полезность курса для Вашей будущей карьеры»
Статус: Курс обязательный (Менеджмент в индустрии впечатлений)
Направление: 38.04.02. Менеджмент
Когда читается: 1-й курс, 3 модуль
Формат изучения: без онлайн-курса
Охват аудитории: для своего кампуса
Прогр. обучения: Менеджмент в индустрии впечатлений
Язык: английский
Кредиты: 3
Контактные часы: 24

Course Syllabus


The course ‘Arts and Culture Marketing’ aims to provide insights into the field of marketing in the cultural and creative sectors. It applies the general marketing theory and practice to arts and culture organizations, and considers the specific features of the sector which result from the multipurpose nature of arts and culture organizations that does not boil down to financial results. A key idea that runs like a red thread through the course is that arts and culture organizations should be viewed as brands. They need to create effective positioning, implement strategies of developing and engaging audiences, create a unique artistic product, and maintain integrated marketing communications in digital and offline channels with a multitude of stakeholders. The course intends to provide the students with hands-on skills and competencies in marketing through the active use of real-life case studies of Russian and foreign arts and culture organizations in classroom, and a marketing plan project, that are vital parts of the course content.
Learning Objectives

Learning Objectives

  • to give a solid understanding of the specific nature of arts and culture organizations and environmental factors that affect them
  • to provide and discuss the basic concepts, approaches, and current trends in traditional and digital marketing in arts and culture
  • to develop students’ abilities to solve marketing management problems for arts and culture organizations
  • to build students’ skills in marketing planning for arts and culture organizations
  • to provide digital and offline marketing instruments for various tasks that marketers may face
Expected Learning Outcomes

Expected Learning Outcomes

  • student is able to develop a marketing plan for an arts and culture organization and ultimately judge the success of the marketing strategy and its implementation
  • student is able to implement (adjust and synthesize) selected digital and traditional marketing tools to analyze the problem, set the objectives and find solutions
  • student is able to solve managerial problems in the field of arts and culture marketing and takes into account the specific nature of the sector
  • student knows and is able to apply key definitions, concepts and theoretical approaches of marketing theory to arts and culture organizations
Course Contents

Course Contents

  • Introduction to Arts Marketing
  • The Context of Arts Marketing. Marketing Planning.
  • Developing Arts Audiences
  • Positioning and Branding in the Arts
  • The Marketing Mix. New Practices for the Arts.
Assessment Elements

Assessment Elements

  • non-blocking Classroom and homework activities
    During seminars and at home the students perform different assignments. They may be done individually, in pairs, or in groups, depending on the requirements of the instructor for each particular assignment. The assignments correspond with one of the topics of the course and are aimed at improving students’ soft and/or hard skills. The types of assignments may be the following: case studies, problem-solving exercises, implementation of digital and offline marketing instruments and tools, course project intermediate presentation, presentation on a particular marketing topic, critical analysis of a scientific article, etc.
  • non-blocking Marketing plan project
    The students develop a group project for a particular real-life arts and culture organization. The students are free to choose the organization themselves, but nevertheless have to confirm the choice with the instructor before starting the project. The students split into groups of 5-6 students and develop an integrated marketing plan with accordance to the SOSTAC model. During lectures and seminars, as well as through self-study, the students learn about the elements and tools of marketing planning and acquire the skills in preparing a plan via team work. In the end, the groups submit a written report of the marketing plan and give an oral presentation.
  • non-blocking Short test
    It is a written test with multiple-choice and open-ended questions. The test contains 12 questions. It focuses on the material discussed in class. To prepare for it, students should attend lectures and seminars and be acquainted with all course materials.
  • non-blocking Final test
    It is a written test with multiple-choice and open-ended questions. The test contains 30 questions. It focuses on the material discussed in class. To prepare for it, students should attend lectures and seminars and be acquainted with all course materials.
Interim Assessment

Interim Assessment

  • 2023/2024 3rd module
    0.25 * Classroom and homework activities + 0.3 * Final test + 0.3 * Marketing plan project + 0.15 * Short test


Recommended Core Bibliography

  • Alina Wheeler. (2017). Designing Brand Identity : An Essential Guide for the Whole Branding Team: Vol. Fifth edition. Wiley.
  • Chaffey, D., & Smith, P. R. (2017). Digital Marketing Excellence : Planning, Optimizing and Integrating Online Marketing (Vol. 5 edition). New York: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=nlebk&AN=1496981
  • Colbert, F. (2017). A Brief History of Arts Marketing Thought in North America. Journal of Arts Management, Law & Society, 47(3), 167–177. https://doi.org/10.1080/10632921.2016.1274700
  • Hannah Lewi, Wally Smith, Dirk vom Lehn, & Steven Cooke. (2020). The Routledge International Handbook of New Digital Practices in Galleries, Libraries, Archives, Museums and Heritage Sites. Routledge.
  • Hendrik Sonnabend. (2019). Pricing. Chapters, 87.
  • Kemp, E., & Poole, S. M. (2016). Arts Audiences: Establishing a Gateway to Audience Development and Engagement. Journal of Arts Management, Law & Society, 46(2), 53–62. https://doi.org/10.1080/10632921.2016.1150929
  • Wilmsen, F. (2020). Commissioning artists’ brands: the case of the Deutsche Guggenheim. Journal of Visual Art Practice, 19(3), 284–296. https://doi.org/10.1080/14702029.2020.1811489

Recommended Additional Bibliography

  • Agostino, D. (2018). Can Twitter Add to Performance Evaluation in the Area of Performing Arts? Reflections from La Scala Opera House. Journal of Arts Management, Law & Society, 48(5), 321–338. https://doi.org/10.1080/10632921.2018.1431985
  • Akbar, S., & Sharp, A. (2020). Strengths and challenges of Aboriginal art centre marketing. Australian Aboriginal Studies, 1, 66–83.
  • Besana, A., Bagnasco, A. M., Esposito, A., & Calzolari, A. (2018). It’s a Matter of Attention: The Marketing of Theatres in the Age of Social Media. International Journal of Arts Management, 20(3), 20–37.
  • Lou, C., & Yuan, S. (2019). Influencer Marketing: How Message Value and Credibility Affect Consumer Trust of Branded Content on Social Media. Journal of Interactive Advertising, 19(1), 58–73. https://doi.org/10.1080/15252019.2018.1533501
  • Miles, S. (2018). “Do We Have LIFT-Off?” Social Media Marketing and Digital Performance at a British Arts Festival. Journal of Arts Management, Law & Society, 48(5), 305–320. https://doi.org/10.1080/10632921.2017.1366379
  • Posner, H. (2015). Marketing Fashion : Strategy, Branding and Promotion: Vol. Second edition. Laurence King Publishing.
  • Preece, C., & Kerrigan, F. (2015). Multi-stakeholder brand narratives: an analysis of the construction of artistic brands. Journal of Marketing Management, 31(11–12), 1207–1230. https://doi.org/10.1080/0267257X.2014.997272