Detalles MARC
| 000 -CABECERA |
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| Campo de control de longitud fija |
02919nam a2200193 a 4500 |
| 003 - IDENTIFICADOR DE NÚMERO DE CONTROL |
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| Campo de control |
ES-BaOER |
| 005 - FECHA Y HORA DE LA ÚLTIMA TRANSACCIÓN |
|---|
| Campo de control |
20190718143952.0 |
| 008 - CAMPO FIJO DE DESCRIPCIÓN FIJA--INFORMACIÓN GENERAL |
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| Campo de control de longitud fija |
180409s2017 ger|||||| ||| 0|||||eng dd |
| 020 ## - ISBN (INTERNATIONAL STANDARD BOOK NUMBER) |
|---|
| ISBN |
9783832543785 |
| 040 ## - FUENTE DE CATALOGACIÓN |
|---|
| Agencia de catalogación original |
ES-BaOER |
| Idioma de catalogación |
cat |
| Agencia que realiza la transcripción |
ES-BaOER |
| 100 1# - ENCABEZAMIENTO PRINCIPAL--NOMBRE PERSONAL |
|---|
| Nombre de persona |
Wróblewski, Lukasz |
| 9 (RLIN) |
15185 |
| 245 1# - MENCIÓN DE TÍTULO |
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| Título |
Culture management : |
| Parte restante del título |
strategy and marketing aspects / |
| Mención de responsabilidad, etc. |
Lukasz Wróblewski |
| 260 ## - PUBLICACIÓN, DISTRIBUCIÓN, ETC (PIE DE IMPRENTA) |
|---|
| Lugar de publicación, distribución, etc. |
Berlin : |
| Nombre del editor, distribuidor, etc. |
Logos, |
| Fecha de publicación, distribución, etc. |
2017 |
| 300 ## - DESCRIPCIÓN FÍSICA |
|---|
| Extensión |
191 p. |
| 520 ## - Resumen |
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| NOTA DE RESUMEN |
The beginning of the twenty-first century has brought significant changes in the functioning of cultural institutions, but above all in the mentality of people -artist, creators, and especially the heads of arts organizations. They must confront new market realities, such as globalization, increasing competition within the sector, the wider sphere of entertainment, and the increasingly accelerated deployment of new technologies. The customers are also changing, ceasing to be merely the recipients of art and becoming the creators of the market. Both these circumstances, as well as the high competition in other spheres, the wider sphere of entertainment in general, and leisure activities has meant that a large number of cultural institutions have changed their product orientation and began to operate in accordance with opposition from many representatives of the so-called "art world". The adoption of a market-oriented approach is for many heads (especially artistic directors) of cultural institutions still synonymous with the creation and dissemination of culture under the dictation of its recipients. Of course, the possibility of applying many model solutions known from source literature, i.e. strategies that are perfect for large corporations, are limited in the activities of cultural institutions. Some of them, however, can be modified and successfully used in cultural institutions. It should be remembered that the product offered by cultural institutions is very specific, so we must make sure that a balance is maintained between opinions about culture, with is inherent value and the need to protect it all costs, and also the opinion that -like any other form of human activity- it should be profitable. Appropriate strategic or marketing management in the activities of cultural institutions can significantly contribute to the maintenance of this balance. (Font: Autor) |
| 595 ## - Sumario |
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| Sumario |
Foreword / Bonita M. Colb -- Introduction -- 1. The meaning and essence of the cultural sector -- 2. Conditions for the development of marketing in organizations in the cultural sector -- 3. Strategic and marketing planning in cultural institutions -- 4. Marketing strategies based on relationships with key market participants -- 5. New media and technology in strategic activities of cultural organizations -- Summary -- Table of figures -- Biographies |
| 856 ## - LOCALIZACIÓN Y ACCESO ELECTRÓNICO |
|---|
| Nota pública |
<a href="Interacció">Interacció</a> |
| Identificador uniforme del recurso |
<a href="http://interaccio.diba.cat/CIDOC/blogs/2018/ser-empresa">http://interaccio.diba.cat/CIDOC/blogs/2018/ser-empresa</a> |
| 942 ## - ELEMENTOS KOHA |
|---|
| Koha tipo de item |
Libro |
