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4.6 | Off the Record: Marketing

Course video 29 of 36

A tension exists between artistic/mission and economics. As much as we’d like to try, we can’t be everything to everyone. We must find alignment and balance. How do you recognize and systematically respond to changes in your community? In this unit we’ll explore advancing your mission through a sharp focus on customers and markets; how best to understand the needs and interests of stakeholders; how to identify the best target-customer segments for your organization/project; and how to attract and retain those customers.

Arts and culture leaders have a tough but rewarding task: creating and leading sustainable organizations that deliver real social value. There is a lot of competition out there. Being an effective leader means constantly adapting, cleverly using the best tools to reach as many people as possible. This course is designed to help leaders at any level do just that.

Taught By

Peter Frumkin
Professor
Mrs. Russell Willis Taylor
Lecturer, School of Social Policy & Practice; Past President & CEO, National Arts Strategies

Transcript

[MUSIC]

You know, in our field there are few people who Tell everybody that what's

wrong with our approach to marketing is we just don't spend enough money on it.

>> Mm-hm.

>> That everything we do should have an enormous marketing budget with it.

I know in Hollywood a third of the budget is marketing.

Is it just a resource question that we get wrong?

>> No, I think you have to spend money on marketing, and

in the non-profit arts there's a sense of, oh my God, we can't afford to do it

because that's money that's been entrusted to us that should be used for

mission-related purposes, but ultimately >> Organizations have to say it's

part of the core function of the organization.

It's not some add-on that's used to kind of enhance the organization.

It's core.

If you can't draw people in, if you can't connect to people, if you can't

find out what they want and give them what they want, you're not producing value.

So I don't think marketing should be viewed as overhead,

an excessive kind of cost.

Yeah, I think it should be viewed as part of a core function of the organization

that makes it relevant.

>> So it's an attitude, not an activity.

>> It is, it's an attitude that says we're gonna know our customer.

We're gonna know our audience.

We're gonna try to design things that are gonna be of interest to them.

That's not a sellout.

It's not some kind of a treason, it's called smart positioning.

>> And what about your own attitude, Peter?

What do we need to do to adjust that?

>> [LAUGH]

[MUSIC].

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