...Marketing American Western Art in China Lewis Clark State College Business 482-7501 Introduction Specializing in American Western and wildlife art, the idea of penetrating the Chinese art market is very intriguing, and it has been on the mind of art dealers of all genres for years. The first section of this paper will analyze China and the business experience including GDP, etiquette, negotiating, business attire, and banquet dinners. The next section will discuss China's market structure and direct foreign investors. Third, discusses China's demographics followed by advertising regulations. Finally, the Chinese art market will be introduced and in section two, a marketing strategy will be proposed to enter China's art market, create demand for American Western and wildlife art, and discuss strategic partnerships and co-branding opportunities. China And The Business Experience For centuries, China stood as a leading civilization, outpacing the rest of the world in the arts and sciences, but in the 19th and early 20th centuries, the country was beset by civil unrest, major famines, military defeats, and foreign occupation. After World War II, the communists under MAO Zedong established an autocratic socialist system that, while ensuring China's sovereignty, imposed strict controls over everyday life and cost the lives of tens of millions of people. After 1978, MAO's successor DENG Xiaoping and other leaders focused on market-oriented economic development...
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...Science vs. Art Marketing Similarities and Differences of Analytics and Creativity in Marketing A common misconception about marketing amongst those who are unfamiliar with the field is that marketing is simplistic and its value not as necessary as “hard skill” fields such as finance and accounting. However marketing is the key to optimum success in that a carefully concocted balance between creativity and analytics are necessary for brand recognition and profit. It involves science marketing, which involves predominantly market research, focus group studies, and data analysis, along with art marketing, focusing on creative strategy and branding. Although it may appear these focal areas of marketing are from opposite ends of the spectrum, they share several similarities and depend on each other to thrive. According to BusinessDictionary.com, scientific marketing is the “application of analytical testing and statistical methods in gathering and interpreting market information”. It is the understanding of society’s demand through predominantly scientific testing and reasoning. Scientific marketing requires fluency in statistics and figuring out consumer behavior through demographics and numbers derived from data mining from digital outlets and marketing information systems, focus groups, referring to rivals, experimental research, and tapping into marketing partner expertise. The market research process involves defining the problem and researching objectives, developing...
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...Abrakadoodle Marketing Plan Table of Contents Executive Summary …………………………………………………………………….. Page 3 Environmental Analysis …………………………………………………………….. Page 4 SWOT Analysis …………………………………………………………………….. Page 8 Marketing Objectives …………………………………………………………….. Page 9 Marketing Strategies ……………………………………………………………..Page 10 Marketing Implementation ……………………………………………………………..Page 12 Evaluating & Control ……………………………………………………………………Page 14 EXECUTIVE SUMMARY Abrakadoodle offers full service visual art classes for kids, summer art camps, holiday art camps, art parties and art events that stimulate and educate to more than one million children in schools, community sites, and art studios for kids around the world. Abrakadoodle primarily targets middle-income professional families who are having their children participate in exciting activities that involve arts and crafts. The proposed marketing plan is designed to allow Abrakadoodle to focus on getting their name and professional services out into the Maryland area; specifically the area from Landover to Annapolis. Because of the unique experience of art creativity for kids, Abrakadoodle would like to be known for its excellent classes for kids, well-trained teachers and always allowing kids to have a blast. Expansive art lesson plans are unrivaled, exceeding national standards for visual arts education. Understanding the cost related to quality art education, Abrakadoodle...
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...partnership for securing the future vitality of the arts and culture of Metro Louisville and Southern Indiana September 20, 2004 • [pic] ▪ Preamble 1 ▪ Cultural Blueprint Goals ← Goal 1 6 ← Goal 2 8 ← Goal 3 10 ← Goal 4 12 ← Goal 5 14 [pic] Imagine if you will: • Walking in downtown Louisville and having every weekend evening feel like the First Friday Gallery Hop, with people popping in and out of galleries, retail stores and restaurants, getting on the trolley for a next stop and meeting and greeting neighbors and friends… • Experiencing the excitement of going to your church, where four gospel groups have come together in celebration of vocal music… • Attending a school theater performance where the audience is made up of your neighbors, other parents, and arts patrons who don’t have children in that production but have come to experience that night’s show… • Our region will be considered a premier destination by cultural tourists… • Attending an arts or cultural event, knowing that all of our arts and cultural institutions are financially healthy and will continue to grow and thrive… • Being proud of the arts and cultural programs that you, your family and children attend together right in your neighborhood, produced by an arts group that has grown up and been supported by your...
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...Expansion Proposal Part 2 Established in 1991 Sagebrush Fine Art has found a niche in the art publishing and licensed imaging business. Located in Salt Lake City, Utah Sagebrush is very profitable and does business throughout much of the world. Trends are constantly changing in the art world and Sagebrush has proactively stayed competitive by hiring staff members who are skilled in modern technologies pertinent to the industry. Sagebrush has profitably serviced major art framing companies across the U.S. but numbers have grown stagnant over the past two years. Research shows that more and more of Sagebrush’s clients are producing or publishing their own art. In a preemptive strategy Sagebrush recently formed a branch called Art That Celebrates. Whereas before Sagebrush only sold prints or licensed images, now - via Art That Celebrates - they will offer finished art products such as: framed art, canvas giclees, and ready to hang wood plaques. The wood frames and plaques will be manufactured locally. All printing for Art That Celebrates will continue to be produced in house at Sage Brush’s warehouse. Sagebrush is convinced that the in-house publishing trend will continue so they have positioned themselves well compared to their competitors. Sagebrush has close business relations with major retailers across the country, and as these major retailers have been briefed on Sagebrush's entrance into the finished art market the feedback has been overwhelmingly positive. In fact...
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...Will Hawkins is the Museum Coordinator at the Tuscaloosa Museum of Art, home of The Westervelt Collection. Mr. Hawkins graduated from Huntington College in Montgomery, AL with a degree in History. After college, he began working in the restaurant industry and continued for 15 years. While working in Tuscaloosa, he began volunteering with the Tuscaloosa Museum of Art, and shortly after, he was hired as a member of the staff and worked his way up to becoming the Museum Coordinator. The Tuscaloosa Museum of Art houses The Westervelt Collection comprised of approximately 1000 works of fine and decorative arts. The collection was amassed by Jack Warner as investments for Gulf States Paper, now the Westervelt Company. Operating under a nonprofit foundation, the museum was asked by the Westervelt Company to share its collection with the community. Being a collection that was pieced together simply by the tastes of one man, the Westervelt Collection is remarkably cohesive. Hawkins stated that's he is always amazed at the story told through the pieces of art. There are four paid staff members at the museum. Mr. Hawkins and Kathy Thurman are the only two professional staff members. The museum employs two part-time college students. Mr. Hawkins’s duties as Museum Coordinator include a very wide range of daily tasks. From handling the art to training docents and from scheduling tours to giving them himself, Hawkins’s day is packed with many different tasks. The museum has gone through...
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...Bahria university Karachi campus Business plan Art on wheel Group members: Anjali Pinjani Aqsa Rajput Hina Kumari Samia Irshad Sumbal Saleem TABLE OF CONTENTS Description of Business: 3 1.0 Executive Summary 3 Business Idea: 6 Type of Organization 7 Marketing and sales strategy 7 Key success factors: 8 Short-term business goals: 8 Long-term business goals: 8 Mission 9 Vision 9 Socially responsible organization. 10 4.0 Opportunity Analysis & Research 10 Target customer: 11 4.1 Industry Analysis 11 Future Outlook and Trends 12 Market Segmentation 12 Industry and Market Forecast 13 4.2 Environmental Analysis 13 SWOT Analysis 13 Competitive Analysis 14 Analysis of Competitors 14 5.1 Products/Services 17 Products 17 2.2 Services 19 Meeting customer needs: 20 Pricing 21 Type of Payment 21 5.3 Promotion 22 Publicity for your organization 25 Public Relations & Publicity 25 Distribution 26 Access routes : 26 6.0 Management & Operations 27 6.1 Management Team 27 6.2 Research & Development 29 6.3 Facilities 30 Machinery and Equipment 30 Technology Utilization 30 Inventory, Production, & Quality Assurance 30 Production process 30 Production-distribution channel 31 Flow of Orders 31 7.0 Financial Analysis & Projections 34 Record keeping system. 34 7.1 Sources & Uses of Capital 34 Cash reserve & start-up capital: 35 Sources of financing 36 Bootstrap financing...
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...‘I've read and heard too much nonsense about how arts management is somehow special, but a good manager should be able to transpose their management skills to meet the needs of their business, arts or otherwise.’ Dave Moutry (2012). - Is there a need for arts managers? Introduction: On the basis of the quote mentioned in the title by Dave Moutrey (2012), I think he is trying to convey that there is not much difference between an arts manager and a general business manager. He mentions that he has heard from a lot of people saying that being an arts manager is different or maybe superior to a general manager. However he concludes that if a person is a skilled professional then that is enough, as long as it helps him to achieve the organizations goals and gets the work done on time, whether it is in the arts or any other sector. Bendixen (2000) cited in Caust (2010) shares the same thoughts as Moutrey, where he says that managing an arts organization is not much different than managing any other business activity. Based on Dave Moutrey’s quote I would like to add an extract from Kirchberg and Zembylas’s (2010; p. 2) article on Arts Management: A Sociological Inquiry: “Arts management has been traditionally closely associated with business economics and management studies. An extreme position would therefore argue that arts management represents a professional field that has no significant difference to any other business field. Hence, persons with practical experience...
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...-luxury stores are becoming hybrid institutions, embodying elements of both art galleries and museums, within a context of exclusivity emblematic of luxury - Participants take note of the company’s sleekly elegant architecture, interior design, and adroit use of lighting that are modelled after those of museums housing world-class exhibits. The store’s merchandize is artisanal, often produced in collaboration with artists. Objects for sale are displayed alongside actual art, rendering both products equivalent. Employees function as curators, offering guidance and knowledge, as well as goods for sale. We analyze how luxury consumers experience and evaluate the ways in which luxury stores operate as contemporary art institutions, and extrapolate those insights into managerial implications for other retail venues. - According to Kapferer and Bastien (2009), art is the aesthetic and social guarantor of luxury: truly a marriage of culture and luxury. - primary research site, the LV Hong Kong flagship store. focus on consumer perceptions of LV’s strategy of casting art as vital to its success—the first such research to demonstrate how consumers decode and experience a luxury brand’s positioning. We selected two LV stores in Hong Kong as our focus. We collected data over a period of two years (2006–2007) in Hong Kong using an ethnographic approach. interviewed twenty-five people in total, whose ages ranged fromyoung adulthood to middle age. - study limited to participants who regularly...
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...Why Should Government Support the Arts? State governments today face monumental challenges: record-breaking budget shortfalls, rising unemployment, widespread home foreclosures and escalating needs for public assistance. States are wrestling with these immediate pressures while also trying to address long-term concerns about education, economic competitiveness and health care. All the while, public managers and elected officials must uphold the principles that taxpayers expect: thrift, accountability, equity and transparency. In this environment, all areas of spending—including the arts—are under increased scrutiny. Lawmakers may question whether government has a legitimate role to play in the arts or may ask why the arts should receive funds when so many other needs are pressing. We encourage you to welcome dialogue about these issues. The 40-year history of state arts agencies proves that when policymakers understand how the arts benefit government and citizens, they find a way to continue support, even during hard financial times. We hope that this document will help bring those benefits to the foreground and help your state answer common questions about government’s role in arts support. Designed for public arts leaders and advocates to excerpt and adapt, this material can be used to support your state’s case for the arts. Select the points that are most relevant in your situation. Quote the research. Add your own examples, and consider the tips and ideas included...
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...Art is an almost limitless vehicle for expression. It takes a wide variety of forms and is always evolving into new avenues of expression over the centuries. People have used art since the beginning. In prehistoric times cave art was used as a form of storytelling using pictograms. For example, cave people used charcoal to draw onto the roofs of caves. To this day, these drawings depict the hunting of animals and record part of the lives of people long ago. This is an example of one of the first purposes of art as a historical record. Throughout time various cultures would use drawings on tablets, walls, and buildings to depict important events and everyday occurrences. Over time, gradually art took on other roles and forms. For example, in ancient Rome villas would depict pleasant scenery. These murals can still be viewed today in the ruins of Pompeii. In addition, both Rome and Greece used sculptures to celebrate and memorialize the human form. Thus, in ancient times art took a big leap by providing an outlet for self expression and pleasure to its admirers....
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...STRATEGIC ANALYSIS REPORT MUSEUM OF CONTEMPORARY ART Australia University of Technology, Sydney Faculty of Business School of Management Table of Contents INTRODUCTION 3 MISSION & VISION STATEMENTS 4 GOALS AND OBJECTIVES 5 EXTERNAL ENVIRONMENTAL ANALYSIS 7 SOCIAL 7 TECHNOLOGICAL 8 POLITICAL 9 ENVIRONMENTAL 9 ECONOMIC 10 INTERNAL CAPABILITY ANALYSIS 11 VRIN 12 S.W.O.T ANALYSIS 14 PROPOSED STRATEGIES 16 STRATEGIC ALLIANCES 18 REQUIRED RESOURCES 20 CONCLUSION 23 REFERENCES 24 INTRODUCTION Located on Sydney’s unique Harbour, one of Australia’s most popular tourist destinations is the Museum of Contemporary Art (MCA). The MCA has been dedicated to displaying, collecting and interpreting contemporary art since it first opened its doors to the public in November 1991 (MCA, 2014). The beginning of the MCA was due to an Australian artist, John Power, who left his fortune to the University of Sydney when he passed away. The University of Sydney, on Power’s request, used this money to educate and inform Australians about contemporary art. This eventually led to the NSW Government donating the old Maritime Services Board premises to the cause. This location is where the MCA remains today. The following paper will analyse critical elements involved in the MCA’s strategic operations. Beginning with the mission, goals and objectives, followed by an external environmental analysis and an internal capability analysis. The majority...
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...Many beginning artists have a difficult time trying to take the first few steps into their career. Bands that are successful are likely to have possessed something new that they bring to the music world. Throbbing Gristle brought in the innovation of violence to their music. Today, violence is sometimes a crucial piece that needs to be implemented in the music that a band or bands produce depending on the genre or style that the band is. Throbbing Gristle used violence religiously in their music (Kromhout). Threats were made to Throbbing Gristle for their offensiveness that they were going to get in trouble if they kept going on with the act. Adding fuel to the fire, during their premiere gig, Genesis P-Orridge mounted an art exhibit consisting of entirely of used tampons and soiled diapers (Ankeny). Now not every band is encouraged to reenact some of the performances that Throbbing Gristle did but the consumers of media are intrigued by these ‘new things’. Bands are finding the ‘wow’ factors that bring more people to their concerts or more people to buy their CD’s or download their music online. Vaulting to the 21st century, Bands and producers are more involved with social media than ever before. A prime example of a 21st century artist is none other...
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...ART 110 – Art Appreciation Assignment #1 1. Find and read the course document "Introduction – What is Art?" Write a brief response to the document. After reviewing ‘What is art’ by M. Cawley, I am faced with deciding what I believe to be the true definition of art. In as few words as possible, I would describe art as anything that moves you. A longer definition for me might reference arts ability to speak to our many senses through a variety of mediums such as paint, photography, words, or music. I believe art can be anything that appeals to your senses; even food can be art for both the eyes and the taste buds. 2. What is “art”? According to our textbook, Artforms by Patrick Frank, “a work of art is a visual expression of an idea or experience formed with skill through the use of a medium (Frank, p.3)” This means that if you develop a skill such as a painter or a guitarist, and you paint a picture or play a song, that would be you, the artist, creating a work of art. My own definition of art, as stated above, can be anything that ‘moves’ you. 3. Do you think you are greatly separated from the art world? Explain. I do not think I am separated from the art world. In fact, I feel very much a part of it. I have always had a love of architecture, am an amateur photographer, a lover of music and film, and think I have always been on the creative side. I still have my old notebooks full of sketches and poetry, and I love to spend my Sundays painting with my 5 year old, and...
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...Survey of Creative Individuals’ Space Needs and Preferences Survey of Creative Enterprises and Interested Businesses CONCORD, NH September 2011 Prepared by Sw an Research and Consultin g for — Survey of Creative Individuals, Enterprises and Businesses – Concord Table of Contents Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Summary of Survey Results – Creative Individuals’ Space Needs and Preferences . . . . . . Relocation to a Live/Work Facility: Interested Respondents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Needs and Preferences for Live and Work Space . . . . . . . . . . . . . . . . . . . . . . . . . . Current Studio/Work Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Current Living Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Studio/Work Space Rental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Current Space Arrangements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Needs and Preferences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 16 20 21 23 26 27 1 2 9 ...
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