Performing on boards: the link between governance and corporate reputation in nonprofit arts boards

This paper is built on the hypothesis that good governance and reputation are inextricably linked. It takes the governance of performing arts organizations in Queensland, Australia as a case study, and focuses on the role of the nonprofit arts board and its practices of governance and measures of effectiveness. Because of the financial constraints under which arts companies operate, their sustainability relies on audiences and on government or corporate support. The reputation of the company flows from the board's capacity to manage finances, stakeholders and mission. In-depth interviews with board chairs and general managers revealed that strong management systems and rigorous financial reporting are the drivers of good governance. Innovation in product development and artistic excellence are secondary in reputation to these measures. The paper proposes a model of good governance for arts boards.

Intra-organisational attitudes to marketing and the Implementation of the marketing concept in nonprofit organisations

This paper explores the market orientation and marketing culture of all staff within a nonprofit organisation to ascertain the extent to which members of the organisation support or create barriers to the implementation of the marketing concept. Of particular interest in this research is the role of nonprofit organisations, which are often thought of as having a production, rather than marketing focus. Consequently, there may be cultural and behavioural conflicts between, for example, marketing personnel and production personnel. This paper provides a brief overview of the existing literature in the field of market orientation and marketing culture. After detailing the general research design, a summary of the results of 11 initial focus groups, consisting of all staff in one nonprofit organisation, is presented. The findings indicate that while all areas within this organisation are committed to marketing, there are various interpretations of marketing and how it should be implemented.

Entrepreneurship in the markets of nonprofit performing arts organisations

This paper explores how managers in nonprofit performing arts organizations balance the interests of the various funding sources and market opportunities to service their revenue requirements. It reviews a tension in nonprofit performing arts organizations: the relationship between limited funding and the subsequent need to act entrepreneurially and innovatively amongst the various funding sources. Using a longitudinal analysis of annual reports in six major nonprofit performing arts organisations in Australia since 1975, the paper uncovers some of the interplay essential to entrepreneurship. From this discussion, different strategies and tensions are highlighted that nonprofit general managers have used. Comparisons are made with nonprofit art museums which previous research has shown have the same funding tensions.

Orientation and impact of nonprofit museum web sites

Museums face increasing pressure to attract wider audiences. This requires an understanding of visitor expectations and motivations for visiting the ‘real’ museum. Websites can act as an attracting mechanism for ‘real’ museum visits. However, for the most part, museums have concentrated their efforts on attracting visitors to promotional efforts and collecting statistical data on the demographic profiles of visitors. Museum websites as a means of attracting audiences have been ignored in the research literature. This paper researches the role of museum websites in developing audiences with special attention to the attracting power of the websites for visitors. Content analysis of 40 Australian museum websites was conducted using a structured tool, WebNPattract, designed and tested specifically for the purpose. Content analysis results can be used for the purpose of strategic positioning of the museum and cultural tourism. The paper outlines five aspects of museums—museum offer; corporate governance; finding the museum; characteristics; and governance communication—and two approaches to museum websites: the ‘aesthetic’ and the ‘services’ perspectives. Marketing implications can be deduced from website orientation.

Issues in measuring the return of marketing investment in sporting club brands

This paper examines approaches to the measurement of brand value, and discusses their applicability to the various parties and branded products relevant to professional football clubs. It is concluded that the applicability of many of these measures of performance to sporting club brands is questionable. In order to provide an appropriate measure of the return on investment in brand loyalty to both the sporting club brand and sponsor-related products, the use of nonfinancial performance measures is critical. This paper suggests future research directions to enable greater consistency of the measurement of the return on marketing investment for sporting club brands.

Building capacity in an indigenous nonprofit artistic enterprise

Growth in Indigenous artistic enterprises has attracted government funding, cultural tourists, and arts managers with a strong interest in cultural democracy and, more recently, an interest in business models for these artists. This paper documents a case study of Arilla Paper, an artistic enterprise in Queensland, Australia, where a group of Aboriginal women, worked on making paper from natural materials, to create a sustainable non-profit arts business. Sections of the business manual developed for these women, together with primary and secondary data supporting the Indigenous creative industries, are presented. The paper concludes that success in such ventures requires a social entrepreneurship model of funding that recognises the challenges of Indigenous cultural ownership and capacity building in business practice.

The case of "difficult" brands

Purpose – To examine an atypical member of the brand family, “difficult” brands, defined as brands that have intermittent availability, and have inherent performance risks, that, contrary to traditional marketing teachings, may have a positive influence on consumer evaluation and brand loyalty. Findings – Through an examination of the underlying social and psychological reasons that consumers might be attracted to difficult brands, an alternative approach to the marketing of these types of brands might be warranted. Practical implications – The conceptualisation of difficult brands provides marketers with a means to identify potential antecedents to brand bonding under atypical marketing conditions. Originality/value – Suggests how researchers, and marketing practitioners might go about understanding the nature of the bond that consumers form with these types of brands, and therefore, how they can take advantage of consumers' desire to develop a relationship with a difficult brand.

Bonding with cultural brands: exploring the 'binds that tie us'

In contexts such as those in the arts and culture industry, where the use of branded products may be difficult to access due to intermittent availability, or, where the branded product outcomes may be difficult to predict, it is argued that consumers form complex relationships with brands.
In order to explore these complex relationships, this research explores the components of the bond that consumers form with arts and cultural products and brands. This research highlights empirically five components of brand bonding with arts and cultural products, viz., brand trust/affinity, social/self connectedness, loyalty, emotional connectedness and brand involvement. These results found that intricacies emerge, such as consumer optimism about branded product failures, anticipation of usage, and a sense of responsibility for the success of the brand. More importantly, these findings suggest that in situations where service outcomes are uncertain, and where the service is available intermittently, loyal consumers are still willing to develop a relationship based on their connectedness or bond with the brand, despite the situational difficulties associated with accessing it.

Managing strategic versus tactical green collaborations : a nonprofit perspective

This exploratory study examines how non-profit organisations view collaborations with other organisations, based on the objective of the collaboration. This perspective has not been previously considered within the literature. Our findings suggest that non-profits believe there are differences in the management of collaborations depending on whether they are designed
to achieve strategic or tactical goals. The variables of power and managerial imbalance were found to impact on the perceived effectiveness of strategic collaborations while organisational compatibility was found to impact on the perceived effectiveness of tactical collaborations.

Service blueprinting in the nonprofit sector : a case study

This paper examines the implications for nonprofits of managing donation exchanges using customer relationships management and service blueprinting. Based on a UK case study it identifies that there are a range of issues that might make managing donation services exchanges more complex than occurs in the for profit setting.

Special events in the nonprofit sector

Learning Objectives
On completion of this chapter; thereader will
• Define special events and understand the role of special events in the
nonprofit sector
• Describe the different types of nonprofit events
• Describe the factors that influence the objectives of special events
• Understand the issues involved in producing special events
• Understand the risks associated with hosting special events
• Describe the procedures involved in managing special events
• Understand the importance of marketing and public relations for special events in the nonprofit sector

Conceptualising the effect of self-service technologies on established brands

Self-service technologies (SSTs), such as machine assisted and electronic services are prevalent. Many established brands in industries such as banking, retailing, and hospitality have adopted SSTs to complement or replace existing channels of service delivery, e.g., face-to-face service. However, the influence of SSTs on established brands has not been examined previously. In the light of this, a conceptual model is proposed that incorporates SST-related variables and their influence on brand satisfaction, brand associations, brand attitudes, and brand loyalty, along with customers' future likelihood to reuse the SST. Arguably, these outcomes affect brand equity and the long-term survival of SSTs.