Insegnamento a.a. 2025-2026

The pre-course is structured around three core areas of arts management, each designed to provide foundational knowledge and context for the ACME program:

·       Basics of Strategic Management for the Arts 
An introduction to how cultural institutions operate, focusing on mission, governance, leadership, and strategic planning.

·       Introduction to Arts Marketing 
Insights into audience engagement and positioning, including segmentation, customer value, and experience quality.

·       Cultural Policies Insights
Overview of public support for culture, funding models, fundraising, and impact evaluation.

Each module includes a case-study interview with professionals from leading cultural institutions to provide practical perspectives.

By the end of the course, students will be able to:

• Describe the fundamental structures and strategic principles of cultural organizations.
• Explain the core concepts of marketing as applied to the arts and cultural sector.
• Illustrate the rationale and mechanisms of cultural policies and public support systems.

By the end of the course, students will be able to:

• Understand the strategic and organizational setup of a cultural institution.
• Apply basic marketing concepts to engage audiences and position cultural offerings.
• Evaluate different cultural policy approaches and funding strategies.
• Communicate effectively about cultural management topics using real-world examples.
• Collaborate in discussions and group activities with a critical and informed perspective.

• Lectures
• Guest speaker's talks (in class or in distance)

This is a fully online pre-course designed to offer maximum flexibility to students. The course content is delivered through the following methods:

• Video Lectures: Short, pre-recorded video lessons (approx. 5-7 minutes each) introducing key concepts in a clear and accessible format.
• Case-Study Interviews: Recorded interviews with professionals from leading cultural institutions, providing real-world insights and practical examples.
• Self-Paced Learning: Students can access and complete the course materials at their own pace, allowing for personalized time management.
• Guided Reflection: Prompts and questions embedded in the course to encourage critical thinking and personal engagement with the content.

These methods are suitable for remote delivery, they are specifically tailored for asynchronous online learning.

The final assessment will be done through self assessment quizzes and tests.

Basics of Strategic Management for the Arts 

• Carpenter, M. A., Bauer, T., Erdogan, B., & Short, J. (2010). Principles of management.  Irvington, NY: Flatworld Knowledge, Chapter 4.
• De Voogt, A. (2006). Dual leadership as a problem-solving tool in arts organizations. International Journal of Arts Management. Fall, 17–22.
• Fried, A. A. (2012). Budgeting and the strategic planning process. Handbook of Budgeting, 41–69.
• Kaiser, M. M. (2018). Strategic planning in the arts: A practical guide. Brandeis University Press, Chapter 4.

Introduction to Arts Marketing 

• Ashton, D., & Gowland-Pryde, R. (2023). Arts audience segmentation: data, profiles, segments and biographies. In Audience Data and Research, Routledge, 66-81.
• Boorsma, M. (2006). A strategic logic for arts marketing: Integrating customer value and artistic objectives. International journal of cultural policy, 12(1), 73-92.
• Colbert, François. (2020) Marketing the arts. Handbook of Cultural Economics, Third Edition. Edward Elgar Publishing, 320-328.
• Fillis, I. (2006). Art for art's sake or art for business sake: an exploration of artistic product orientation. The Marketing Review, 6(1), 29-40.

Cultural Policies Insights

• Pecoraro, F., Turrini, A. and Volpe, M. (2023). Fundraising for the Arts. Bocconi University Press, Chapter 8.
• Landes Foster, W. , Kim, P. and Christiansen, B. (2009). Ten Nonprofit Funding Models. Stanford Social Innovation Review, Spring, 32-39.
• Zimmer, A. , and  Toepler, S. (1999). The subsidized muse: Government and the arts in Western Europe and the United States. Journal of Cultural Economics, 23, 33-49.

All the readings listed in the syllabus will be made available through the university library. Students will be able to access them either in physical format or via the library’s digital resources, ensuring full support for both in-person and remote learners.