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Museums go International  Paid

New strategies, new business models

by Rebecca Amsellem (Author)
©2019, Monographs, 228 Pages
Law, Economics & Management

Series: Cultural Management and Cultural Policy Education, Volume 5

SOFTCOVER

eBook


Museums are increasingly developing international strategies to raise their profiles outside of their home markets. How can we define this trend? This book is based on a multiple correspondence analysis of a database populated by the results of a survey conducted by the author on international museums. The study reveals that museums fall into four categories regarding their internationalization strategies and can have two complementary international strategies: one geared toward economic profitability and one geared toward the preservation of heritage. However, traditional business models for museums are currently facing challenges from a decline in public subsidies, uncertainty surrounding private donations and stagnant ticket sales. The author argues that the internationalization of museums is having an impact on the historical models and is contributing to the evolution of these business models. Two case studies, of the Victoria & Albert Museum (London, UK) and the Musée des Arts et Métiers (Paris, France), provide particular insights into the international characteristics and practices of museums.

  • Cover
  • Title Page
  • Copyright Page
  • Acknowledgments
  • About the author
  • About the book
  • Citability of the eBook
  • Table of contents
  • List of tables and figures
  • General Introduction
  • 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 Musée des Arts et Métiers
    • 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 Musée des arts et métiers: 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
  • Appendix - MCA Results
  • Bibliography
  • Cultural Management and Cultural Policy Education
  • Series titles
Pages:
228
Year:
2019
ISBN (PAPERBACK):
9782807611603 (Active)
ISBN (EPUB):
9782807612693 (Active)
ISBN (PDF):
9782807612686 (Active)
DOI:
10.3726/b16257
Language:
English
Published:
Bruxelles, Bern, Berlin, New York, Oxford, Wien, 2019. 228 p., 13 b/w ill.

Rebecca Amsellem holds a PhD in Economics from Université Paris 1 Panthéon Sorbonne (Paris, France). She is a French-Canadian feminist activist, creator of Les Glorieuses newsletter and founder of Gloria Media, a newsletter production company. She is also the author of Les Glorieuses: Chronicles of a Feminist.

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