This handbook suggests strategies for improving an organizations ability for increasing arts and cultural participation in their community.

This handbook grew out of the experience of the Audiences for Literature Network (ALN), an audience development initiative supported by the Lila Wallace-Reader’s Digest Fund (now named the Wallace-Reader’s Digest Funds and referred to here as the Funds or the Wallace Funds). This program began in 1997 when eight community-based literary centers were chosen for one-year planning grants to develop projects through which they would form partnerships with other community organizations to build audiences for literature and literature programming.

This WESTAF-sponsored research paper first examines marketing trends and principles in the realms of entertainment and performance. The bulk of the study then concentrates on case studies of entertainment presenters in five categories: nonprofit arts organizations, mega-concert promoters, for-profit entertainment conglomerates, sports promoters and religious organizations.

"The Charlotte MSO today is led by a senior marketing executive with a full-time staff of 10 plus one part-time employee and a commissioned sales representative. The mission of the MSO is to improve the overall quality of marketing, increase revenues and build audiences for each of the four participating organizations — Opera Carolina, Charlotte Repertory Theatre, North Carolina Dance Theatre (NCDT) and the North Carolina Blumenthal Performing Arts Center." [Executive Summary p. 4]

Phoenix Art Museum's past membership drives lacked a distinct identity and as a result yielded very low returns. The Museum persisted with yearly direct-mail membership campaigns despite a much wider chronic problem: ineffective communication both internally between the Museum's departments and externally between the Museum and its potential members. The experience of visiting Phoenix Art Museum was made even more enticing by the Museum's first "blockbuster" show, Splendors of Ancient Egypt, which was set to open in fall 1998. Egypt was presented as the "doorway

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

This issue of Monographs will examine the ways in which community arts organizations can make use of literary programming to reach new audiences.

To build a long-lasting relationship, culture and tourism must join hands in collaboration, implementation and communication.

The authors apply the full spectrum of marketing principles to an industry that has long resisted them--the performing arts. Drawing on a wide variety of primary and secondary sources, the authors review all of the key marketing functions--from segmentation to pricing to public relations--in the context of arts management, illustrated through numerous examples.

This Monographs can help you think about new ways to make media work for you. Following an overview of what makes news, this issue will explore how to disseminate that news and suggest new ways of thinking strategically about press coverage.