The faculty leads a discussion of an arts sector case
focused on questions of segmentation and targeting,
the challenges of attracting new customers while
serving current customer segments, and the range
of segments an organization can effectively serve.
Session 2: Exercise on Organizational Positioning
Building on the concepts from the case discussion,
organizational teams work together to develop a
target-market segmentation plan for their organizations.
Session 3: Mission and Marketing
You use another arts-sector case to explore the relationship
between mission, customer selection, and value positioning.
Session 4: Exercise on Organizational Positioning
A team-based exercise builds on the concepts from the day's sessions to apply considerations
of customers and competition to setting an organization's mission, vision, and strategy.
Teams develop a marketing positioning statement for their organizations.
Day Two
Session 1: Reaching Target Segments
An arts-sector case is used to explore the range of
marketing "levers" that can and need to
be used to acquire and retain audiences or visitors
in a complex cultural environment.
Session 2: Exercise on Integrated Customer Strategies
A team-based exercise builds on the work you completed in the first day's exercises to start to
develop implementation plans for your organization.
Session 3: Marketing Implementation
A case study from the for-profit sector is used to
examine a "complete" marketing strategy.
This for-profit sector case is especially interesting,
as the organization had an issue many nonprofit
arts and culture organizations face: a very high
quality product that was nonetheless not being purchased.
Session 4: Exercise on Refining Marketing Strategy
This closing exercise asks you to review your marketing strategy, as captured in the exercises
so far, and make refinements based on the last case discussion. Class discussion of your
plans allows for faculty and peer feedback.
