Today cultural institutions are facing important dilemmas in many aspects of their management. Over the past decades, a new figure has emerged that of the art manager. Imagine you went to work every day to connect artists with audiences, vision with reality, and money with a mission. That is what managers in the arts do, they play an essential role in transforming the minds, lives, and communities through creative expression. This course has been conceptualized to address the need of skills and techniques to help professionals and managers in running art and cultural institutions. Learning Objectives There are three objectives to this course. First, we will approach the biggest issue cultural institutions face, the coexistence of managers and curators and giving evidence as to when, how, and why they can get along. Second, we will focus on some contemporary facets on what is means to manage a cultural institution and what cultural managers should expect and be able to face. And lastly, we will provide models and tools to design and implement appropriate courses of action to satisfy customers (visitors and audiences) and build an advantage over the competition. Course Structure The course is divided into six sections. Five sections are dedicated to specific aspects and themes of managing cultural institutions, while the sixth section is dedicated to individual interviews of prominent cultural institution managers on specific topics. The involvement of professionals and managers gives an incredible value to the learning experience of this course. Each module is paired with a quiz and discussion forums to reflect on the variety of the heritage management, its complexity, and the power of the network that we will build together during the course. Successful completion of the quizzes is required for a course certificate as explained in the Grading Policy page. If you love art and want to make an impact in this unique and fantastic sector, this course will support you in understanding the peculiarities of this sector and how to leverage on its tools to make a bigger impact. Look forward to meeting you online! Acknowledgements: Vatican Museums: www.museivaticani.va Cenacolo Vinciano: www.beniculturali.it/mibac/export/MiBAC/sito-MiBAC/Contenuti/MibacUnif/Eventi/visualizza_asset.html_1283837989.html (ITA) FAI (Fondo Ambiente Italiano): eng.fondoambiente.it MUVE (Fondazione Musei Civici Venezia): www.visitmuve.it The National Trust: www.nationaltrust.org.uk The Archeological Site of Paestum: www.museopaestum.beniculturali.it whc.unesco.org/en/list/842 Museo dell'Opera del Duomo (Florence): www.museumflorence.com Museo del Violino: www.museodelviolino.org _________________________________ Disclaimer - Since some of the videos are conducted with those whose native language is not English, we have decided to sometimes preserve their more emphatic speech to keep a tighter match between the audio and subtitles.
2.6 Targeting and Segmenting
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From the course by Università Bocconi
Arts and Heritage Management
317 ratings
From the lesson
HERITAGE AND THE MARKETPLACE: A DELICATE EQUILIBRIUM
"Art for art's sake." Does it still work? How important is the role of visitors to a museum or an audience in a theatre for defining an institution's cultural offering?
Meet the Instructors
Andrea RuraleDirector
Master in Arts Management and Administration (MAMA)
People come to museums for different reasons.
People go to concerts in order to experience different characteristics and
of course people buy products because they are looking for different things.
In a way, customers are very different from each other.
We cannot generalize the customers of our company.
We cannot generalize the visitors of this museum,
or the audience that is here in the auditorium listening to the concert.
We need to do segmentation.
What is segmentation?
Segmentation is nothing else but leveraging on these differences.
Considering that there are different consumers in a given moment of time in
a precise area, we want to exploit these differences and
try to give the value proposition that each customer is looking for
in a precise way.
We already know what customer value proposition is.
We already know that customers are looking for
something that can satisfy and fulfill their own needs.
And we know now that in a given moment of time,
customers are different from each other.
We need to segment.
What is the importance of segmenting in a cultural institution?
First of all, segmenting allows the company
to decide what the best group of consumers to refer to is.
Then the company is also be able to convey a unique message to each of these groups.
Then the company is also be able to convey a unique message to each of these groups.
Consider an example for a museum.
In a particular moment of time you have a family, the mom is a professor of music.
so when she comes here to the Museum of Violins,
she already knows what the importance of violins is and
what the importance of this museum is in terms of promotion of this instrument.
Then we have the father in this family that is simply appreciating music.
He doesn't know anything about the craftsmanship necessary to build and
to create a violin,
and he doesn't know anything about the composer or the importance of Stradivari.
Then we have the children.
They come to a museum with their family and
they don't know anything at the beginning when they are very young.
These are different segments, different groups of consumers, different
groups of visitors that, in this moment of time, are coming to visit the same museum.
Here is the importance of segmentation,
leveraging on these differences can convey a unique message
to a single group of consumers that you're facing in a precise moment.
The act of grouping the great amount of consumers and
visitors you have in front of you is the act of segmenting.
How can you segment your market, your customers?
There are typically two ways of realizing this activity.
The first one is based on the benefit that the customer is looking for.
What is the benefit that the children are looking for while entering the museum?
What is the benefit of the professor of music inside the Museum of Violins.
And what is the benefit that the father of our hypothetical family is looking for
entering here?
A segmentation based on the benefit that the customer is looking for
in relation to the institution.
The second way to segment is based on individual characteristics.
This segmentation consists of four different alternatives
of collecting information from the market that
start from the first step of the demographic segmentation:
the basic characteristics of age, sex, race and so on.
Then the second one is geo-demographic, the same group of
Then the second one is geo-demographic, the same group of
demographic characteristics in a precise area and/or geographical zone.
Then we have something that is more difficult to obtain,
which is the psychographic segmentation,
the psychological make up that pertains to the consumer itself.
From this third approach we can arrive to the final
one that is the most effective way of segmenting the market,
which is based on the behavior of the consumer.
In a way, basing on the behavior that, in the past,
a particular consumer has done, we can predict
and assume what is the best way to convey to a given
consumer a proper customer value proposition he's looking for.
At this point we know the importance of segmenting.
Just now take into consideration the example of a museum,
a cultural institution.
We said that we have many consumers in a given moment of time.
We need to create a new offer, a new product that is sold to the market.
A new particular way of appreciating the history of the
craftsmanship and value in this museum.
Of course, we need to refer it to the different segments of
consumers that we have in front of us in a different way.
If we want to convey the message of the importance of the tradition of
a craftsmanship in violins to the segment of the children, we will use a specific way.
And the example of the path here in this museum that is reserved for
conveying of the message for
the experience, the visitor experience of the young people, is a very good example.
If we need to speak to somebody that has already an abundant
knowledge on music or the history of violins, we have to use different messages.
This is something that is quite intuitive.
But what is important to do is to use this scientific approach
in segmenting the market.
So using and leveraging on these differences in order to convey
a proper customer value proposition.
After the segmentation we arrive to the moment of targeting.
We have the group of consumers,
because we have already done the different selections based on the geographic,
psychographic, demographic, and/or ge-odemographic segmentations.
Now as a manager of accounting institution, we need to decide what is
the best group of consumers that we need to refer to.
Or which is the best way to refer to the single segment of consumers we have
in front us.
And so we decide what is our target.
Our target can be the children for an educational project.
We can have as a target the professor of music,
like the mom of this hypothetical family, for an important concert,
a very niche concert performed here in this auditorium.
Or it can be the family as a whole as a target,
if we want to organize brunch in a museum for example,
connected with the small and very famous concert for a solo violin.
So this is the target, but
we can talk about the target only after we did the segmentation.
Targeting without segmenting doesn't exist.
Then we are to the final part, segmentation with divided groups.
We leverage on the differences in order to convey a proper customer value
proposition.
Targeting, we decide which is the best group to refer to or
not only the best to refer to, but the best groups to refer to, so
different messages for different groups of consumers.
Then there is the positioning.
Once we have decided that our target is the group of children or
the family, typical family that comes to the museum on Sunday.
We want to position, so create and
convey a message that explains our customer our proposition,
our value proposition in order to arrive and be perceived by our target.
Segmenting the first step, targeting the second one, third is the positioning.
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