Author: Wyszomirski, Margaret J.; McClellan, Amy; Power, Shelly; Rao-Rebello, Darlene

Publication Year: 1997

Media Type: Periodical (article)

Summary:

This study examines how people are aware of arts and cultural organizations in their communities and how this awareness is created. The team of authors writing this paper suggest that a continuum of activity called a persistent presence is vital for the future of a healthy arts environment. As defined here, persistent presence is an infrastructure for an organization and an awareness and attitudinal predisposition by its constituents and potential audience. Having a predisposition and awareness forms a multi-faceted groundwork that contributes to advocacy, attendance, donations, volunteer activity, and more. And this goes beyond a local presence as well.

Abstract:

This study examines how people are aware of arts and cultural organizations in their communities and how this awareness is created. The team of authors writing this paper suggest that a continuum of activity called a persistent presence is vital for the future of a healthy arts environment. As defined here, persistent presence is an infrastructure for an organization and an awareness and attitudinal predisposition by its constituents and potential audience. Having a predisposition and awareness forms a multi-faceted groundwork that contributes to advocacy, attendance, donations, volunteer activity, and more. And this goes beyond a local presence as well.

The study states that arts organizations, large and small, from major cities and smaller communities, all seem to express a need of recognition outside of their communities, whether to encourage actual participation through cultural tourism mechanisms, or simply to have their reputation elevated or validated from those outside their immediate circle.

The study points to five required factors:

1. facilities and signage (physical/visual elements);
2. seasons and performances;
3. national reputation;
4. artistic product; and
5. personalities (a personal presence in artistic and/or administrative personnel, or board leadership).

In more detail, some of the most obvious ways in which an organization establishes a tangible marker of presence is its facility, or building, signage, and advertising. Another characteristic of the persistent presence is the amount and timing of an arts organizations programming For example, organizations with a regular season of some length has an easier time maintaining visibility than shorter, periodic, or fractured seasons. Developing branding strategies and expanded marketing practices are other strategies to achieve a persistent presence, as is having a very visible person associated with the organization, someone who can personify and humanize an organization. However, the findings indicate that the most important element to achieving persistent presence lies in the artistic quality, which was cited more often in their market research than other image-building techniques already mentioned.

The authors conclude that:

Each organization is unique and must cultivate its own persistent presence with the construct of its own kitchen. The foundation of the five ingredients (listed above) must be present in some form or another and is built through strategic thinking and planning processes unique to the organization, its mission, members, and culture. They must explore and experiment in a deliberate and creative way, to produce the kind of presence that strategically supports the institution, the discipline, and the arts community as a whole.

Arts & Intersections:

Categories: Marketing and Communications