New Framework

1069 Words3 Pages

Response to A New Framework In the arts, nearly everything that is done relies on public participation. If organizations aren’t doing what they can to service the population they exist in, they lose their relevance in the local community. Therefore, Organizations must act to reflect on where their participation comes from, why people attend these events, and how this impacts the organization’s future. The article summarizes past studies and ideas concerning arts participation in the United States, but it also provides new concepts and ideas that organizations should consider increasing attendance. New Framework brings up the concept of a background stage of how people participate in the arts. First, is the audience’s predisposition of the …show more content…

“If arts institutions lack a firm understanding of these characteristics, they will not be positioned to develop the right message” (McCarthy 48). The article also stretches the fact that organizations not only need to know their target demographic, but where they are in the decision process so that they can develop a strategic plan to get them to come to events. Throughout, New Framework emphasizes the effect of making sure an organization follows and recognizes the steps needed to develop these new audiences. McCarthy makes many correlations from the data provided, including the elasticity of price and the effect this has on a possible arts participant. In short, when price goes up, interest (and therefor attendance) goes down. This might not be true for all attendees, as an individual who has a positive predisposition to an arts concept might go to an event regardless of cost, but by in large people still in the first stage of decision making will be sensitive to …show more content…

For example, the article points how that all is data doesn’t show how a person becomes engaged with an organization. That is up for the specific organization to decide and the article makes it clear that it is unwise to make vast generalizations about how and why patrons want to come to arts events and performances. A specific example of this oversimplification is with price. “Adjusting price levels in order to spur participation among individuals not inclined to participate in the first place, as many organizations do, is not likely to be very effective” (McCarthy 31). The article covers price trends later, but this is an example of when an organization should market using another tactic: personal

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