Alternative Resources: Revenue Diversification in the Not-for-Profit USA Symphony Orchestra.
This article investigates revenue diversification in order to verify if it is advantageous for nonprofit creative entrepreneurs to improve their price and product marketing, fundraising, and other financing. The article also focuses on U.S. symphony orchestras that cope with Cost Disease (Baumol and...
| Publicado en: | Journal of Arts Management, Law & Society Vol. 42; no. 2; pp. 79 - 90 |
|---|---|
| Autor principal: | |
| Formato: | Artículo |
| Publicado: |
Taylor & Francis Ltd
2012
|
| Materias: | |
| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=hlh&AN=76515454&site=ehost-live header: @attributes: shortDbName: hlh uiTerm: 76515454 longDbName: Humanities International Complete uiTag: AN controlInfo: bkinfo: jinfo: jid: 10632921 ARM jtl: Journal of Arts Management, Law & Society issn: 10632921 maglogo: N pubinfo: dt: 2012 vid: 42 iid: 2 pid: 377 pub: Taylor & Francis Ltd artinfo: ui: 76515454 10.1080/10632921.2012.688011 ppf: 79 ppct: 11 formats: fmt: – @attributes: type: T – @attributes: type: P size: 720KB tig: atl: Alternative Resources: Revenue Diversification in the Not-for-Profit USA Symphony Orchestra. aug: au: Besana, Angela affil: IULM University, Milan, Italy su: Portfolio diversification Revenue Symphony orchestras Fundraising Marketing United States sug: subj: United States Portfolio diversification Revenue Symphony orchestras Fundraising Marketing keyword: cluster fundraising marketing not-for-profit revenue diversification symphony management ab: This article investigates revenue diversification in order to verify if it is advantageous for nonprofit creative entrepreneurs to improve their price and product marketing, fundraising, and other financing. The article also focuses on U.S. symphony orchestras that cope with Cost Disease (Baumol and Bowen 1965) thanks to the revenue diversification. Today these creative nonprofits are targeting several stakeholders and rent holders. In this article, they are clustered according to performances of their marketing, fundraising, and investing. As seen in 2008, U.S. symphony managers diversified and maximized total revenues of contributions, program service, interests, dividends, sales of assets, special fundraising events, etc. Thanks to the Ward cluster analysis (1963), two main profiles emerge: the Fundraiser and the Marketing Expert. The Marketing Expert is the most developed profile, but contributions are always exceeding program service revenues, and fundraising is more profitable than marketing. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: Y custom: Copyright of Journal of Arts Management, Law & Society is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. item: Journal of Arts Management, Law & Society holder: Taylor & Francis Ltd dt: @attributes: year: 2012 holdings: @attributes: islocal: N |
|---|