Given the transformations that monuments and museums are experiencing, and the changes in the socio-political context in which they are developing, several subjects are dealt with concerning the marketing and the development of heritage institutions: trends influencing the future of cultural sites and change in government management, strategic thinking and governance issues, taking different publics into account, also event policies, human resource professionalization, territorial integration and local development, networking and tourism policy, promotion and communication.

The course offers a global view of current cultural marketing issues. It aims at raising questions and encouraging conversation about the transformation of heritage institutions rather than providing preexisting answers, from an international point of view.

Emphasis will be placed on showing that heritage sites should focus on their specific characteristics to elaborate a unique development project; meanwhile, transformations in the cultural sector, demands from the government and stakeholders, and the increase in cooperation of all kinds require that their mission statement should be both clearly understood internally and easy to communicate externally.

Upon successful completion of the learning period of the course, students are expected to be able to:

• have a good knowledge of marketing principles used in the culture sector;
• adapt marketing tools to the size and specific features of the organization;
• set up marketing tools;
• understand survey methods (qualitative and quantitative);
• understand notions of segmentation, targeting and positioning;
• prepare a marketing plan.

• Understand the specific features of marketing for non-profit organizations.
• Understand the need to adapt marketing techniques to heritage sites and monuments.
• Identify the marketing tools that are most useful for their survival and development.

MODES OF DELIVERY: Face to face

USE OF INFORMATION AND COMMUNICATION TECHNOLOGY:  Presentations using power point, making use of e-class, communication with students via email

COURSE DESIGN: Lectures

STUDENT PERFORMANCE EVALUATION/ASSESSMENT METHODS:  Written student assignment

• Anderson, Gail (ed.), 2012, Reinventing the museum. The evolving conservation and the paradigm shift, Altamira Press, Lanham (2nd ed.).
• Cameron, Sylvie et Tobelem, Jean-Michel (dir.), 2013, Art et gestion de l’art. Leadership et institutions culturelles, Liber, Montréal.
• Colbert, François & Martin, Dan J. (ed.), 2008, Marketing Planning for Culture and the Arts, HEC Montreal.
• Janes, Robert R., 2013, Museums and the paradox of change. A case study in urgent adaptation, Routledge, London and New York (3rd ed.).
• Kotler, Neil G., Kotler, Philip & Kotler, Wendy I., 2008, Museum Strategy and Marketing, Designing Missions, Building Audiences, Generating Revenue and Resources, Jossey-Bass Publishers, San Francisco.
• Rentschler, Ruth & Hede, Anne-Marie, 2007, Museum Marketing. Competing in the Global Marketplace, Butterworth-Heinemann.
• Sandell, Richard & Janes, Robert R. (dir.), 2007, Museum Management and Marketing, Leicester Readers in Museum Studies, Routledge.
• Shubik, Martin, 1999, “Culture and Commerce”, Journal of Cultural Economics, 23, Kluwer Academic Publishers.
• Tobelem, Jean-Michel, 2017, La gestion des institutions culturelles. Musées, patrimoine, centres d’art, Armand Colin, Paris (3rd ed.).
• Twitchell, J.B., 2004, Branded Nation. The Marketing of Megachurch, College, Inc., and Museumworld, Simon & Schuster.
• Wireman, Peggy, 1997, Partnerships for Prosperity: Museums and Economic Development, American Association of Museums, Washington, DC.