000			03558cam a2200385 i 4500
001			on1298400961
003			OCoLC
005			20240726105424.0
008			130417s2013 mau o 000 0 eng
010			_a2021693130
040			_aDLC _beng _erda _epn _cDLC _dTEFOD _dYDXCP _dNT _dLGG _dOCLCF _dIDEBK _dEBLCP _dMHW _dMEAUC _dP@U _dE7B _dCDX _dAZK _dYDX _dLOA _dCOCUF _dAGLDB _dZ5A _dMOR _dCCO _dPIFAG _dZCU _dMERUC _dU3W _dSTF _dWRM _dMNI _dVTS _dCEF _dNRAMU _dNTG _dINT _dVT2 _dWYU _dDKC _dM8D _dSFB _dUKAHL _dJSTOR _dAJS
020			_a9781611684780 _q((electronic)l(electronic)ctronic)
020			_a9781299794054
050	0	0	_aPN1584 _b.C935 2013
049			_aMAIN
100	1		_aKaiser, Michael M., _d1953- _e1
245	1	0	_aThe cycle : _ba practical approach to managing arts organizations / _cMichael M. Kaiser with Brett E. Egan.
260			_aWaltham, Massachusetts : _bBrandeis University Press, _c(c)2013.
300			_a1 online resource (187 pages)
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aProgramming: It is all about the art -- _tProgrammatic marketing: putting butts in seats -- _tInstitutional marketing: image is everything -- _tBuilding the base: it's all in the family -- _tAssembling a productive board: the head of the family -- _tGenerating revenue: earning rent from the cycle -- _tControlling expenses: not glamorous, but essential -- _tImplementing the cycle: the cycle worksheet -- _tWhen the cycle breaks -- _tThe cycle and strategic planning.
520	0		_aIn the third book of his popular trilogy on creating and sustaining arts organizations, Michael Kaiser reveals the hidden engine that powers consistent success. According to Kaiser, successful arts organizations pursue strong programmatic marketing campaigns that compel people to buy tickets, enroll in classes, and so on--in short, to participate in the organization's programs. Additionally, they create exciting activities that draw people to the organization as a whole. This institutional marketing creates a sense of enthusiasm that attracts donors, board members, and volunteers. Kaiser calls this group of external supporters the family. When this hidden engine is humming, staff, board, and audience members, artists, and donors feel confidence in the future. Resources are reinvested in more and better art, which is marketed aggressively; as a result, the "family" continues to grow, providing even more resources. This self-reinforcing cycle underlies the activities of all healthy arts organizations, and the theory behind it can be used as a diagnostic tool to reveal--and remedy--the problems of troubled ones. This book addresses each element of the cycle in the hope that more arts organizations around the globe--from orchestras, theaters, museums, opera companies, and classical and modern dance organizations to service organizations and other not-for-profit cultural institutions--will be able to sustain remarkable creativity, pay the bills, and have fun doing so!
530			_a2 _ub
650		0	_aPerforming arts _xManagement.
655		1	_aElectronic Books.
700	1		_aEgan, Brett E.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=635328&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hPN _m2013 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c99783 _d99783
902			_a1 _bCynthia Snell _c1 _dCynthia Snell