Museums go International

Name: Museums go International | New strategies, new business models
Brand: Peter Lang Verlag
Price: 44.99 EUR
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New strategies, new business models

Rebecca Amsellem(Autor*in)

Peter Lang Verlag

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Erschienen am 15. Oktober 2019

228 Seiten

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978-2-8076-1268-6 (ISBN)

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Inhalt

Cover
Copyright information
Acknowledgments
Table of Contents
Part 1 The internationalization of museums: stakeholder classification
Chapter 1 The internationalization of museums: scope, characteristics and stakeholders
1. Why go abroad?
1.1. Going international for artistic and scientific reasons
1.2. Going international to adapt to the audience behaviors
1.3. Going international for economic reasons
1.4. Going international for cultural diplomacy
2. What do museums export?
2.1. Loans and exhibitions: activities based on the moving of a museum's collection
Loans
Travelling exhibitions
2.2 Intangible asset-based activities
Expertise
Museum brand and trademark
3. Museum classification
3.1 Superstar museums
3.2 Museums and business models
4. Methodology and investigation results
4.1. Sample of individuals: the museums
4.2 Demographic data
4.2.1. Museum creation date
4.2.2. Legal status
4.2.3. Number of employees
4.2.4. Number of visitors in 2012
4.3. Usage variables
4.3.1. Why do the participant museum choose to internationalize?
4.3.2 Exportation of museum activities
4.3.3. Types of international transactions
5. An attempt to classify international museums: results of the MCA
5.1. The " elite "
5.2 The " innovative entrepreneurs "
5.3. The " curator entrepreneurs "
5.4. The " artisans "
Chapter 2 The internationalization strategies of stakeholders and the international museum market
1. Internationalization strategies of museums
1.1 The economic profitability strategy
1.2. The " heritage " strategy
1.3. Non-discriminatory variables
2. Interpretation and comparison of stakeholders ' activities with regard to their progress reports
2.1. Turnkey products: an activity prioritized by the economic profitability strategy
2.1.1. International exhibitions
2.1.2 International training program
2.1.3. The franchise
2.2. Tailor-made service: a product adapted to international exchange
2.2.1. Tailor-made exhibitions
2.2.2. Cultural engineering
2.2.3. Tailor-made training programs
3. The international museum market, an oligopoly with a competitive fringe
3.1. The international museum market, an oligopoly with a competitive fringe?
3.1.1. Heterogeneity and diversity of goods and services
3.1.2. Different transaction characteristics
3.2. Stability of the competitive fringe
3.2.1. Reputation, the first barrier to the oligopoly
3.2.2. Interdependence of the fringe stakeholders
3.2.3. Breaking through the barriers
Conclusion of Part 1
Part 2 Internationalization strategies, new business models and new management models
Chapter 3. Museum Models
1. Museum management in search of balance
1.1. Evolving museum missions
1.2. Sustainability and museum ethics
1.3. Does "good" management exist?
2. Historic museum management and finance structures
Public subsidies
Private contributions
Museum ' s own resources
2.1. The dependent model
2.2. The privately funded model
2.3. The mixed model
3. Towards a new funding model
3.1 A historic decline in public subsidies
3.1.1. Public subsidies and positive externalities
3.1.2. The state of subsidies
3.2. Uncertainties surrounding private donations
3.2.1. Non-substitution of income
3.2.2. Optimization of business budgets
3.2.3. Patronage abuses
3.3. Stagnation of ticket sales
3.4. An increase in museums ' operational budgets
4. Short term palliatives
4.1 Flexibility of opening times
4.2 The deaccession of collections
4.3 Abandonment of the scientific component
Chapter 4 Museum functions and business models: the impact of internationalization
1. Evolution of museum uses in terms of internationalization
1.1 Strengthening of heritage value
1.2 Development of influence value
2. The new business models of international projects
2.1. Freemium
2.2 Mutualization of production costs and gains
2.2.1. A strategic alliance
2.2.2 Mutualization of tangible and intangible assets
2.2.3 Mutualization of staff
2.3. The distributive model
2.4. The externally funded model
3. A necessary renewal of museums' business models
3.1 Internalizing positive externalities to prolong the dependent model
3.2 The standardization of the privately funded model
3.3. The intermediate stage: the mixed model
Conclusion of Part 2
Part 3 Case study: the Victoria & Albert Museum and the Mus é e des Arts et M é tiers
Chapter 5 The Victoria & Albert Museum, an incontestable platform of the international museum market?
1. Characteristics pertaining to "elite" museums
1.1. A global position
1.2. A renowned collection
1.3. Profitable commercial activities
1.4. A management model that favors international development
1.4.1. A supportive organizational structure
1.4.2. Strategic plan
2. A balance between heritage strategy and economic profitability strategy
2.1. Economic profitability strategy
2.1.1. Contractual transactions
2.1.2 Activities exported in a monetary economy
Twinning
Turnkey programs
2.2. An international strategy of heritage
2.2.1 The attraction of the international for diplomatic reasons
2.2.2 Limiting traveling exhibitions
2.2.3. Activities exported in a barter economy
Loans
The V&A networks
3. The international and the redefinition of the museum ' s business model
Conclusion
Chapter 6 The Mus é e des arts et m é tiers: an international strategy of attraction
1. An economic profitability strategy of a heritage strategy?
1.1 Products intended for exportation, characteristic of the economic profitability strategy
Loans with a contribution of expertise
Creating a demand by offering cultural engineering
1.2. An international heritage strategy
1.3 The case of international exhibitions
Diplomatic exhibitions
Exhibitions unsuited to exportation
Coproduction failure
2. A strategy of attraction
2.1 Attracting an international public
" Superstar " works, the magnets that draw international crowds
Digitalization as a method for developing an international public
2.2 Artist residencies
2.3. International networks and programs, new ways of museum innovation
ENGINEER
ESTHER
Conclusion
Conclusion of Part 3
General conclusion
General conclusion
Appendix - MCA Results
Bibliography
Cultural Management and Cultural Policy Education
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