Your most recent post really struck a chord and a resounding, “Yes!” — Marketing and development are the ying and yang of a performing arts institution, and often, they are not in sync and out of balance. Historically, I would argue, the pendulum has swung heavily in the direction of development in terms of budget and, both board resource and buy-in, often leaving marketing departments lacking. I have witnessed development and marketing departments operating not only on different branding playing fields of an institution (this due to weak marketing), but physically as far apart from each other as they could be; on different floors, in separate wings. If marketing and development represent the right and left hemispheres of the organizational brain, respectively, then they must operate if not in complete unison, then in a complimentary fashion stemming from an organization’s strategic plan. And it is essential to invest institutional capital into realizing more earned revenue just as it is to contributed.

Hello Michael and all arts managers! I am the new NSO Development intern and am extremely excited to be working with such an amazing, diverse, and cultured group of people. Granted, I am new in the arts management world, but I would like to add a perspective to your most recent posting.

On one side of the spectrum, the side that I have mostly experienced, marketing in the arts is generally targeted to an older audience. Growing up in the San Francisco Bay Area, I can say that an eclectic assembly of arts opportunities was being exposed to the majority of what is the ‘arts crowd’.  Unfortunately, what was apparently at my fingertips was, in reality, nowhere to be seen.  Of course, it may not be in the best interest of a non-profit to market toward a younger audience due to our financial situation, however wouldn’t this exact strategy be considered a long-term investment?

Many organizations, including the Kennedy Center, have been producing educational programs, in addition to other events and programs geared toward the youth. Even with these programs, it doesn’t seem as if targeting a younger population is at the top of most arts organizations agendas.  I don’t mean to criticize, but this ‘information’ which is being delivered to and for the youth, is somehow primarily reaching the older generations. For example, when I was in high school, my mom would often inform me about upcoming symphony performances or events that would be of interest, and we would regularly attend. When I reached college, these opportunities diminished immensely.  

As a young professional in the field, I ask how these programs can be tweaked in order to get more youth involved. Can arts managers reconstruct their priorities and agendas to better appeal to all audiences? I am inexperienced as an arts manager; however I can say that I do have some experience as a prospective long term marketing target!