Online from: 2011
Subject Area: Marketing
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Article citation: , (2012) "Editorial", Arts Marketing: An International Journal, Vol. 2 Iss: 1, pp. -
Welcome to the second volume of Arts Marketing: An International Journal. We have been overwhelmed by the response to the journal so far and were delighted that the inaugural issue's editorial – Terraforming Arts Marketing – was the most downloaded Emerald editorial in 2011. In addition, issue 2, which was a special issue on the business of live music, edited by internationally renowned Tovey Professor of Music – Simon Frith was a fascinating read and has received tremendous feedback from the academic and practitioner communities. We are grateful to Professor Frith and the authors who submitted for creating such a superb special issue in the first year of the journal's operation.
As the landscape for arts marketing research continues to develop, there are more and more interesting studies and papers emerging, and we are delighted to include five examples in this issue. In addition, we are delighted to introduce the Creative insights section, which brings the practitioner voice into the academic arena, something the editorial team feel is crucial to ensure balance and practical relevance.
The first paper is an analysis of arts management/marketing articles in leading marketing/management journals. Rentschler and Kirchner used bibliometric techniques to examine the content of 20 top tier management/marketing journals to identify articles published on the arts and authors cited. Perhaps unsurprisingly the findings indicate there are relatively few citations in top management/marketing journals that reference arts management marketing journals. Clearly these findings have a huge significance for all of us in the arts marketing academic community, and it is no exaggeration to suggest that Rentschler and Kirchner's article could be a cornerstone for future arts marketing research. In detailing the present, the article can help shape the future. The questions now are why this is, and what we can do to develop our field?
Duffett's Durkheimian analysis of the promotion of sold out concerts is a fascinating paper and explores the ways in which artists act as musical totems to their fans. The cross-pollination of Durkheim's “jolt of effervescence” with the lived experience of fans at sold-out concerts provides both a description and analysis of the emotional and psychological pull of live music.
Moving away from music, Conway and Leighton's paper explores the use of experiential marketing as a potential strategy for cultural organisations. Using a comparative case study approach, the paper examines the relevance of the experiential approach and presents a conceptual model that can be adopted by arts organisations when planning their marketing activities to meet the needs of what Conway and Leighton label the “discerning visitor”. The paper is thought provoking and there is no doubt that its findings will act as a catalyst for further academic enquiry and be of relevance to arts marketing practitioners as they develop their marketing efforts going forward.
Guercini and Ranfagni's paper provides an interesting perspective on the much debated art and the market debate. The paper examines three Italian theatres, their interactions and relationships with the market. The paper argues that theatre is entering the corporate world, particularly with regards to the parallels of the roles within the artistic organisation and in enterprises, and that further research should be conducted to analyse the link between artistic creativity and corporate innovation.
Kirchner, Ford and Mottner's paper is the first of its kind to explore disruptive marketing (a strand of entrepreneurial marketing) in the non-profit and arts sector. Their exploratory study, based on extant literature and input from four arts organisation executive/artistic directors culminates in a conceptual model of disruptive marketing and intended/unintended consequences. It is clear form this paper that there is immense interest in innovative approaches to marketing in the non-profit arts sector and this paper should serve as a basis for further academic enquiry and adoption of its ideas in the arts marketing organisations.
The final paper is part of the Creative insights section, which allows arts marketing professionals to share some of their experience. Joanne Rowlands provides us with a fascinating insight into some of the challenges facing arts marketing over the next ten years and suggests long-term strategic planning may help arts organisations to deal with some of these issues. This is a fascinating read and one that should spark some interesting ideas for further research.
As the arts continue to be adversely affected by the funding cuts and a reduction of philanthropic donations from businesses, it is more important than ever that arts marketers, artists and other stakeholders take a proactive approach to raising the profile of the arts and ensuring a sustainable future. There are various ways to do this, but most importantly, and as Joanna highlights in her Creative insights piece, it is about audience development and this is where education can play such a vital role. As Colbert succinctly posits: “The consumption of cultural products is a reality for 100% of the population” (Colbert, 2009, p. 9).
Aesthetics permeate all aspects of our daily lives and play a role in shaping our consumption patterns. The arts marketing community therefore has a great deal to offer in terms of future research. The papers in this issue are exemplary of the fine work taking place in our academic community, where insightful knowledge creation is taking place that is, without doubt, going to assist the world of arts as it battles through the challenges that lie ahead in the coming years.
Colbert, F. (2009), Beyond Branding: Contemporary Marketing Challenges for Arts Organizations, Kenneth Myer Lecture in Arts and Entertainment Management, Deakin University