The course Cultural Marketing Lab aims to teach students marketing policies of artistic and cultural institutions. Through direct contact with realities of artistic and cultural sectors and industries, students will learn the tools available in these fields, and will learn to use the principles of marketing to improve the market performances.
At the end of the course students will:
1) share the language of a marketing director of artistic and cultural institutions;
2) learn a working method to solve the classic problems of strategic and operational marketing of artistic and cultural institutions;
3) develop the typical skills of problem solving, team work and public presentations.
At the end of the course students will:
1) share the language of a marketing director of artistic and cultural institutions;
2) learn a working method to solve the classic problems of strategic and operational marketing of artistic and cultural institutions;
3) develop the typical skills of problem solving, team work and public presentations.
Curriculum
teacher profile teaching materials
The exchange markets
Product orientation vs. market orientation
Performances in cultural markets
Consumer behavior: from utility to experience
The aesthetic experience
Brand equity: definition, components, and drivers
Managing cultural products: product, communication, distribution and pricing
Customer relationships: building the CRM
1) Slides, readings, and all the materials accessible via the Moodle platform (Department of Economics)
2) Addis M., Rurale A. (Eds.), 2020, Managing the Cultural Businesses: Avoiding Mistakes, Finding Success, Routledge.
During the course, additional readings will be indicated. They will be available on the course platform, freely on the websites, or at the University Library System.
Programme
The marketing concept in cultural industriesThe exchange markets
Product orientation vs. market orientation
Performances in cultural markets
Consumer behavior: from utility to experience
The aesthetic experience
Brand equity: definition, components, and drivers
Managing cultural products: product, communication, distribution and pricing
Customer relationships: building the CRM
Core Documentation
For attending and non-attending students:1) Slides, readings, and all the materials accessible via the Moodle platform (Department of Economics)
2) Addis M., Rurale A. (Eds.), 2020, Managing the Cultural Businesses: Avoiding Mistakes, Finding Success, Routledge.
During the course, additional readings will be indicated. They will be available on the course platform, freely on the websites, or at the University Library System.
Reference Bibliography
EXAM – Laboratory Track Students enrolled in the Laboratory Track will be assessed on the following materials: Book: (3) Addis, M. & A. Rurale (eds.) (2020), Managing the Cultural Business: Avoiding Mistakes, Finding Success, Taylor & Francis – Routledge, London (chapters: 1, 2, 5, 6, 7, 8, 9, and 10). Slide: All sets of slides presented during the course, including those produced and uploaded by students. Notes: Personal notes taken during lectures, guest speeches, and external visits. Additional Compulsory Readings: 1. Addis, M. (2023). Exploiting the Cultural Consumption Experience. International Journal of Arts Management, 26(1). 2. Bagozzi, R. P., & Batra, R. (2025). Brand coolness: development and validation of a short scale. Journal of Product & Brand Management, 34(4), 575-587. 3. Bolton, R. N., McColl-Kennedy, J. R., Cheung, L., Gallan, A., Orsingher, C., Witell, L., & Zaki, M. (2018). Customer experience challenges: bringing together digital, physical and social realms. Journal of service management, 29(5), 776-808. 4. Brodie, R. J., Hollebeek, L. D., Jurić, B., & Ilić, A. (2011). Customer engagement: Conceptual domain, fundamental propositions, and implications for research. Journal of service research, 14 (3), 252-271. 5. Butler, J., & Kern, M. L. (2016). The PERMA-Profiler: A brief multidimensional measure of flourishing. International journal of wellbeing, 6(3). 6. DeBerry-Spence, B., Trujillo-Torres, L. E., Sengupta, R., Matsumoto, K., & Chen, J. (2023). Marketing's Role in Promoting the Common Good: A Systematic Examination and an Agenda for Future Inquiry. Journal of Public Policy & Marketing, 42(2), 95-114. 7. Edelman, D.C., & M. Abraham (2022), “Customer Experience in the Age of AI,” Harvard Business Review, March-April, 116-125. 8. Holbrook, M. B. (2023). Consumption experiences in the arts. International Journal of Arts Management, 26(1), 6-17. 9. Hollebeek, L. D., & Belk, R. (2021). Consumers’ technology-facilitated brand engagement and wellbeing: Positivist TAM/PERMA-vs. Consumer Culture Theory perspectives. International Journal of Research in Marketing, 38(2), 387-401. 10. Lemon, K. N., & Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of marketing, 80(6), 69-96. 11. Seiger, A., & Chess, R. (2004). Note on market research. Stanford Graduate School of Business Case Study E-165. Stanford University. 12. Suzuki, S., & Kanno, S. (2022). The role of brand coolness in the masstige co-branding of luxury and mass brands. Journal of Business Research, 149, 240-249. EXAM – Individual Track Students opting for the Individual Track will be assessed on all materials listed in the Laboratory Track, plus the following: Addis, M., & Rurale, A. (Eds.). Il valore della cultura: 22 esperti per nuove strategie. Milano: Skira. (All remaining chapters not included in the Laboratory Track.) Addis, M. (2020). Engaging Brands. London: Taylor & Francis – Routledge.Type of delivery of the course
The course uses active teaching methods, as follows: • Traditional lessons • Case discussions • Testimonials • Visits to artistic and cultural institutions • Group project • AssignmentsAttendance
Attendance and active participation are strongly recommended.Type of evaluation
Each student decides freely whether to take the exam in (a) modalities for attending classes or (b) in non-attending classes. (a) The method for attending students includes: - Development (up to its completion) of the field project: 50% - Written exam: 40% - Evaluation of the student's contribution given by peers: 10% The attending mode is reserved for those who: - Participate in at least 80% of lessons that include testimonies, company visits, student presentations, or discussions; - Perform the field project and assignments All students who do not satisfy even a single one of the above criteria can take the exam only in non-attending mode. (b) The method for non-attending students includes: • Written exam: 100%. teacher profile teaching materials
The exchange markets
Product orientation vs. market orientation
Performances in cultural markets
Consumer behavior: from utility to experience
The aesthetic experience
Brand equity: definition, components, and drivers
Managing cultural products: product, communication, distribution and pricing
Customer relationships: building the CRM
1) Slides, readings, and all the materials accessible via the Moodle platform (Department of Economics)
2) Addis M., Rurale A. (Eds.), 2020, Managing the Cultural Businesses: Avoiding Mistakes, Finding Success, Routledge.
During the course, additional readings will be indicated. They will be available on the course platform, freely on the websites, or at the University Library System.
Programme
The marketing concept in cultural industriesThe exchange markets
Product orientation vs. market orientation
Performances in cultural markets
Consumer behavior: from utility to experience
The aesthetic experience
Brand equity: definition, components, and drivers
Managing cultural products: product, communication, distribution and pricing
Customer relationships: building the CRM
Core Documentation
For attending and non-attending students:1) Slides, readings, and all the materials accessible via the Moodle platform (Department of Economics)
2) Addis M., Rurale A. (Eds.), 2020, Managing the Cultural Businesses: Avoiding Mistakes, Finding Success, Routledge.
During the course, additional readings will be indicated. They will be available on the course platform, freely on the websites, or at the University Library System.
Reference Bibliography
EXAM – Laboratory Track Students enrolled in the Laboratory Track will be assessed on the following materials: Book: (3) Addis, M. & A. Rurale (eds.) (2020), Managing the Cultural Business: Avoiding Mistakes, Finding Success, Taylor & Francis – Routledge, London (chapters: 1, 2, 5, 6, 7, 8, 9, and 10). Slide: All sets of slides presented during the course, including those produced and uploaded by students. Notes: Personal notes taken during lectures, guest speeches, and external visits. Additional Compulsory Readings: 1. Addis, M. (2023). Exploiting the Cultural Consumption Experience. International Journal of Arts Management, 26(1). 2. Bagozzi, R. P., & Batra, R. (2025). Brand coolness: development and validation of a short scale. Journal of Product & Brand Management, 34(4), 575-587. 3. Bolton, R. N., McColl-Kennedy, J. R., Cheung, L., Gallan, A., Orsingher, C., Witell, L., & Zaki, M. (2018). Customer experience challenges: bringing together digital, physical and social realms. Journal of service management, 29(5), 776-808. 4. Brodie, R. J., Hollebeek, L. D., Jurić, B., & Ilić, A. (2011). Customer engagement: Conceptual domain, fundamental propositions, and implications for research. Journal of service research, 14 (3), 252-271. 5. Butler, J., & Kern, M. L. (2016). The PERMA-Profiler: A brief multidimensional measure of flourishing. International journal of wellbeing, 6(3). 6. DeBerry-Spence, B., Trujillo-Torres, L. E., Sengupta, R., Matsumoto, K., & Chen, J. (2023). Marketing's Role in Promoting the Common Good: A Systematic Examination and an Agenda for Future Inquiry. Journal of Public Policy & Marketing, 42(2), 95-114. 7. Edelman, D.C., & M. Abraham (2022), “Customer Experience in the Age of AI,” Harvard Business Review, March-April, 116-125. 8. Holbrook, M. B. (2023). Consumption experiences in the arts. International Journal of Arts Management, 26(1), 6-17. 9. Hollebeek, L. D., & Belk, R. (2021). Consumers’ technology-facilitated brand engagement and wellbeing: Positivist TAM/PERMA-vs. Consumer Culture Theory perspectives. International Journal of Research in Marketing, 38(2), 387-401. 10. Lemon, K. N., & Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of marketing, 80(6), 69-96. 11. Seiger, A., & Chess, R. (2004). Note on market research. Stanford Graduate School of Business Case Study E-165. Stanford University. 12. Suzuki, S., & Kanno, S. (2022). The role of brand coolness in the masstige co-branding of luxury and mass brands. Journal of Business Research, 149, 240-249. EXAM – Individual Track Students opting for the Individual Track will be assessed on all materials listed in the Laboratory Track, plus the following: Addis, M., & Rurale, A. (Eds.). Il valore della cultura: 22 esperti per nuove strategie. Milano: Skira. (All remaining chapters not included in the Laboratory Track.) Addis, M. (2020). Engaging Brands. London: Taylor & Francis – Routledge.Type of delivery of the course
The course uses active teaching methods, as follows: • Traditional lessons • Case discussions • Testimonials • Visits to artistic and cultural institutions • Group project • AssignmentsAttendance
Attendance and active participation are strongly recommended.Type of evaluation
Each student decides freely whether to take the exam in (a) modalities for attending classes or (b) in non-attending classes. (a) The method for attending students includes: - Development (up to its completion) of the field project: 50% - Written exam: 40% - Evaluation of the student's contribution given by peers: 10% The attending mode is reserved for those who: - Participate in at least 80% of lessons that include testimonies, company visits, student presentations, or discussions; - Perform the field project and assignments All students who do not satisfy even a single one of the above criteria can take the exam only in non-attending mode. (b) The method for non-attending students includes: • Written exam: 100%.