Crisis in the arts: the marketing response

Article Abstract:

The nonprofit performing arts industry in America, along with many performing arts organizations around the world, are facing crises on a variety of fronts. Accordingly, arts organizations must learn new ways to attract the resources they need to sustain their mission and quality. Arts managers must improve their skills in increasing and broadening their audience base, improving accessibility to various art forms, and learning how to better meet the needs of specific audience segments and contributors. To accomplish this, they must develop a better understanding of their own business and of the interests, attitudes, and motivations of their customers. They must professionalize their marketing and management skills and learn to be accountable to all their publics: their artists, their funders, and their audiences. Then they can create offerings, services, and messages to which the target audience will enthusiastically respond, without compromising their artistic integrity. (Reprinted by permission of the publisher.)

Performing Arts, Spectator Sports, and Related Industries, Arts & Humanities, Art industry, Art industries and trade, Performing arts

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Marketing counterterrorism IT in the digital era

Article Abstract:

The challenges faced by New Jersey State Police (NJSP) in implementing the statewide intelligence management systems proposed as a common platform for all New Jersey law enforcement agencies are discussed. The marketing campaign used by NJSP for promoting the system is described.

Electronic computers, Electronic Computer Manufacturing, Marketing procedures, New Jersey, Management dynamics, Government Computer Systems, Management, Installation, Technology application, Powers and duties, Intelligence service, Company marketing practices, Company business management, Government systems management, Technology installation instructions, Law enforcement agencies, New Jersey. Department of Law and Public Safety. Division of State Police

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