Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
Table of Contents
Executive summary......................................................................................................................................3
Introduction.................................................................................................................................................4
Marketing strategies....................................................................................................................................5
Marketing strategies adopted by the National Centre for the Performing Arts Beijing............................7
SWOT Analysis.............................................................................................................................................9
Strength...................................................................................................................................................9
Weakness..............................................................................................................................................10
Opportunity...........................................................................................................................................10
Threat....................................................................................................................................................11
Executive summary
The establishment of the National Centre for the Performing Arts (NCPA) in Beijing is looked
upon as a benchmark of high quality performing arts in China. The organization has developed
unparalleled marketing strategies over the span of five years. Marketing is a crucial element that
brings cultural organizations to the path of success. Any form of art can be perceived as one
important indicator of sophistication and progress of a country, and rise in investment in such
activities can be equated with the improvement in the country’s development. In the past decade
China has shown significant investment for the development of art and the cultural features of
the country. This article presents an evaluative study of the marketing strategies adopted by the
Introduction
Visual and performing arts has always been a subject of huge interest in the oriental countries.
However, investment in this field has suffered a slack for several years in the past. Funding by
the government follows a long process of documentation and the groups or organizations that
make productions often find it difficult to obtain government funding (Kesavapany, Mani and
Ramasamy, 2008). Also there are no readily available public funds which can be utilized for art
investment (Chong, 2009). Since any form of art can be perceived as one important indicator of
sophistication and progress of a country, a rise in investment in such activities can be equated
with the improvement in a country’s development. With the decline of funding by the
governments public relations and marketing are the alternative ways in which these organizations
would succeed in expanding their business (French and Runyard, 2011). Of late, a number of
Asian countries have displayed heavy investments for the development of physical infrastructure
in these countries and strengthening the process of capacity development in the field of arts. One
of the most clearly exemplified examples is set by China. The establishment of the National
Centre for the Performing Arts (NCPA) in Beijing, a nonprofits organization of art, is looked
upon as a benchmark of high quality performing arts in the country. Another investment made by
the government of Hong Kong is in The West Kowloon Cultural District ("WKCD") (WKCD
Authority, 2012). The NCPA has been developed with the aim of becoming the cultural core in
the country. Since the day when NCPA was inaugurated, the organization has been functioning as
the icon of the nation’s art and culture. It takes various initiatives to improve the quality of
artistic performances in the country and also to launch activities to educate the mass about
universal art (CHNCPA, 2013a). The architecture of the establishment is worth $400 million has
5
been developed in a way to throw a strong competition with the art centres of the United States
There is another aspect apart from the rise in interest or growth in level of disposable income,
which influences the establishment and development of arts and culture in the modern Asian
economies. This article presents an evaluative study of the marketing strategies adopted by The
National Centre for the Performing Arts (Beijing) (NCPA). It also provides a relevant set of
Marketing strategies
Corporate strategy plays a key role in marketing of any kind of art (Kerrigan, Fraser and
Ozbilgin, 2004). The function of marketing in cultural organizations takes a crucial position in
terms of product development and sales. Promotion of products increases exposure of the
products and their display, capturing greater public attention. Proper development of public
relation helps in maintaining good lines of understanding and communication between the
management team and the customers (Tench and Yeomans, 2006). While all the four elements of
the 4Ps of marketing are critical to success of the marketing procedure of any company, in this
section we shall discuss how promotions play a significant role in the field of arts. Promotion, in
any product or platform, points towards the benefits earned by the firms by communicating with
the target market. It reveals to the mass the kind of offer the company is going to make in the
near future. It develops the company’s enthusiasm to adopt policies through which the recruiters
are encouraged to hire more customer-facing staff and deal with customer decisions with greater
confidence. In this process the public expectations are also set which is a decisive factor in the
volume of sales achieved and the level of customer satisfaction (Hill, T. O'Sullivan and
6
O'Sullivan, 2012). On the other hand, promotions also work on the minds of the customers to
modify their preferences to a large extent. If the arts and cultural departments of various
organizations or performing arts companies can promote their services strategically it assures the
potential customer that the decision made by them is right and valuable.
Quality is an essential ingredient that is considered while rating any product or service and an
essential element of marketing success. In the field of arts, the customers’ perception of
excellence is central to the level up to which the production would be successful. In this sphere,
various minor details augment the consumers’ experience; such as, the graceful moves of a
painter’s works or simply the goodness imparted by the venue. Business organizations that walk
the path of sales-led success claim that success comes when an organization can sell its products
to the potential customers. In order to make it come true at times organizations also apply “high-
pressure sales techniques” (Hill, T. O'Sullivan and O'Sullivan, 2012, p. xii). With the true effort
and conviction companies might be able to sell anything, but, it is true that they cannot sell the
product more than once if it fails to satisfy a genuine requirement of the customer. Marketers of
art therefore need to be as fervent as any other sales representative in order to reach out to the
most potential customer. For a genuine success in the selling process of the products and services
of art, customers have to be seen as partners of business rather than as targets. Since the market
for artistic products and services depend more on the aesthetic consumption experiences of the
customers, than on satisfying their materialistic needs, development of long term rapport benefits
both the buyers and the sellers, on the basis of mutual gains (Hill, T. O'Sullivan and O'Sullivan,
2012).
7
The National Centre for the Performing Arts has been established in the year 2007 and has
produced several productions either with cooperation from other forums and organizations or
independently. By the year 2015, NCPA has plans to deliver 50 productions in total; the number
2013b).
Marketing strategies adopted by the National Centre for the Performing Arts Beijing
Preference for international architects is a key to producing world class projects. The National
Centre for the Performing Arts is a high profile public project funded by the Government of
renowned architecture firms of the world. The structure of the NCPA is a masterpiece design
created by the well known architect, Paul Andreu (Ren, 2011). Along with several other projects,
such as, the headquarters of CCTV in China, “the National Olympic Stadium” (Ren, 2011) or the
Terminal 3 of the Beijing International Airport; all these structures have been made by architects
that have a global fame. These are signature projects which have helped to transform the picture
of the capital city of China. Beijing, which was once known as a post-socialist city of China, has
now become famous as a global metropolitan city (Ren, 2011). This act of inviting international
designers to design pieces of art in the city and the design competitions held in Beijing have
gradually become an established practice as other cities in the country are imitating Beijing.
Actions such as, searching for global architects and popularizing the projects, can be explained
by strict market logic. Private developers and organizations benefit largely on hiring international
architects to design the projects. Radical architectural designs, especially those created by the
8
internationally acclaimed architects, is a cutting edge marketing tool. It augments their brand
name and goes a long way to promote their products. Sale of their projects is automatically
boosted with the rising brand value. Association with these well known architects works in two
ways for the local developers. They can generate a social image for themselves as highly
sophisticated patrons of art and architecture. In this way they do not appear as profit driven
speculators in the real estate industry. At the same time, such associations enrich their image in
this industry which push up their acceptability and popularity in the market. It differentiates their
projects from the rest of the crowd in the property market. The prominence of an international
The NCPA has recently presented to the world a production that has not been experienced by the
world before. In the month of April in 2011, NCPA has broadcasted a live version of a concert
from one of the concert halls in the centre. The performance by the world class reputed
performer Yundi Li was aired live on a television channel (Medici TV, 2012). This action has
brought the presence of NCPA under the floodlight of attention from the music lovers all over the
world. Again next year, in the month of June 2012, the presentation made by the participants at
the final level of the Plácido Domingo's Operalia competition has been aired live on television.
Patrons were able to watch the show free of cost. This has strengthened the position of the NCPA
in the industry of performance arts and helped it grow as a competitor to the rest of the centres
SWOT Analysis
The strengths of NCPA, weaknesses suffered by the organization, opportunities available to the
organization and the threats faced by the organization are crucial in the decision making process
of the organization. Hence while evaluating the marketing strategy it is important that the SWOT
analysis of the company be made. It would help in making recommendations for the future.
Strength
The NCPA is a benchmark in the performing arts industry in China as well as the entire world. It
enjoys several strengths owing to its highly renowned brand value and the fame it has gathered
all through these years. The venue is a strong positive force since the centre is strategically
situated to maximise its effect. Still so far, it is the best auditorium in the country that holds
shows on performing arts. It provides memorable experiences for the entire family and has an
appeal in and beyond China. The organization has a culture of healthy teamwork and all the staff
is knowledgeable. In order to provide personalized services to the artists and theatre troupes, the
staff research areas that they can improve upon and reviews the standard of each of the services
offered. There is the booking facility for the customers who can also book tickets without
The organization is capable of making a balance and coordination between commerce and arts.
The management team focuses on brand promotion while promoting high standard of art. This
makes a good combination of both quality of the services and level of performance. It faces
strong competition from the other similar centres in other parts of the world, although such
Weakness
Although the NCPA delivers world class productions most of its productions deliver a local taste.
This creates a county focus on the performances which have worldwide audiences. Another
shortcoming is marked by the box office hours. The box office hours are limited between 9.30
am and 6 pm on non performance days and on days that have performances, the box office hours
The programmes mainly consist of opera, music recital, dance recital and concerts. The
curriculum of programmes has been built keeping in mind the more mature visitors. Although
there are different opportunities too for the younger and agile population to take part in the
different activities, the bulk of the programme attracts the more mature audience. Besides,
improvement in infrastructure and performances require funds which is tough to get sanctioned
at every point of time. Thus lack of funds poses a serious hurdle to the growth of the organization
in terms of infrastructure and service offerings. Since this is a non profit organization the
organizers are not driven by profit motives. This might be a reason why the organization lacks
motivation to most optimum business decisions. Although within the span of 5 years the
organization has reached a pinnacle of success, it might still lag behind profit-driven
objectives.
Opportunity
NCPA has different clubs which are open for members. It offers membership facilities with the
commitment to fabricate “a spiritual home for art lovers” (CHNCPA, 2013d). The organization
believes that art influences lives of people to great extent and it has dedicated itself to offering its
11
audiences exquisite art events. It provides opportunity to the members to explore the world of
art, conducts various educational workshops to help the people appreciate works of art, share
their comments and realizations and above all relish the beauty of art without any boundaries.
This provides an excellent scope for the organization to build a relationship with the audience
and work in close contact with the people. Due to this the staff can update their knowledge about
customer demand and further provide more satisfactory services. The membership facilities in its
various clubs attract innumerable customers which the organization can develop as a loyal client
base. Due to the good name earned by NCPA investors enjoy a feeling of security about the fact
that it is profitable to invest in this institution. The most renowned performers across the globe
put up their performances in NCPA auditoriums since they face the most experienced and
enthusiastic audiences. NCPA can exploit these connections and to strengthen its international
practices and its relationship with high profile clientele (CHNCPA, 2013e). Besides, NCPA is
strategically located in the heart of the capital city adjacent to the Tiananmen Square. There is a
stark contrast between this modern architecture and the traditional environment surrounding the
opera. Although this is considered unfavourable by some locals, following Andreu’s argument
NCPA has huge scopes of growth, since this is a huge opportunity for Beijing to become an
unrivalled tourist attraction with such distinctive features (Mobile Reference, 2011; Rentschler
Threat
The organization has reached a most coveted position and is equipped with various incentives to
maintain its position. However, the one at the top runs several risks. Since there are highly
competent rivals in this industry, the company runs the risk of losing its customers, for whom the
cost of switching brands is not very high. In this era of technological advancement, every other
12
competitor has the opportunity to surpass the NCPA in terms of technology. This is a huge threat
for the organization since technological backwardness is a serious cause of concern for any
organization in the entertainment industry. The involvement of the audience is not very high in
the programmes presented by NCPA. Other players might make use of this opportunity to extend
their familiarity with the mass thereby squeezing away market share from NCPA (CHNCPA,
2013d).
In the recent years researchers have observed that common interest in arts is increasing among
the people of the Asian countries. A report by The Australia Council has revealed in the context
of Asian countries, that there exists a strong and vivid correlation between increased interest in
the field of arts and growth in investment in this field. There is another economical aspect that
can be correlated with the increase in investment in the various aspects of arts in many of the
Asian economies. In simplistic terms, this increase in investment can be attributed to the growing
level of disposable income observed in both the developing and developed economies in Asia
Marketing plays an important role in structuring and developing important insights into the
significant part of marketing in arts. Hence in the next one year NCPA should focus on
enhancing the aesthetic experience of consumption of priceless features of art that instigates the
consumer to aspire for more of such experiences. Along with quality, NCPA also has to focus on
the presentation of the programs. Packaging can play a vital role in the product marketing and it
augments the suitability of the products. Hence NCPA has to improve its creative presentation in
13
order to make its offerings more compelling and exciting (Bernstein, 2006). With proper
marketing NCPA would discover more potential customer bases thereby improving the
In order to maintain its position at the top, the organization has to make deeper programming
research. Researching is critical to preserving existing market share and also updating the
services offered with the evolving preferences of the consumers. More audience targeted
programming is required in order to tap the depth of the potential market and attract a greater
share of the audience market. Besides, research and development on the technological front is
also a necessity. The organization has to develop its technology constantly so as to remain
equally attractive to its customers and not to fall behind its competitors.
The productions of NCPA cater less to the younger generation and also put maximum focus on
local cultures. The organization has to diversify its programmes with performances by artists
from all over the world so that the concerts suit the preferences of a wide range of customers.
The centre has a vast international network of performers, organisers and clients. In the
forthcoming years it must concentrate on extending its connections further and improve its
operations and deals with its foreign counterparts to implement effective control over its closed-
References
Asian Century, 2012. Australia Council Submission to Australia in the Asian Century issues
paper. [online] Available at: <http://asiancentury.dpmc.gov.au/sites/default/files/public-
submissions/australia-council-for-the-arts.pdf> [Accessed 10 April 2013].
Bernstein, J. S., 2006. Arts Marketing Insights: The Dynamics of Building and Retaining
Performing Arts Audiences. San Francisco: Wiley.
CHNCPA, 2013a. History. [online] Available at:
<http://www.chncpa.org/ens/jygl/jyzj/index.shtml> [Accessed 10 April 2013].
CHNCPA, 2013b. Tickets. [online] Available at:
<http://www.chncpa.org/ens/bzzx/watched/2011-04-22/65437.shtml> [Accessed 10 April 2013].
CHNCPA, 2013c. News. [online] Available at: <http://www.chncpa.org/ens/ycgp/ycyg/2013-01-
08/454176.shtml> [Accessed 10 April 2013].
CHNCPA, 2013d. NCPS Tickets Club. [online] Available at:
<http://www.chncpa.org/ens/hyjlb/index.shtml> [Accessed 10 April 2013].
CHNCPA, 2013e. Operations and Management. [online] Available at:
<http://www.chncpa.org/ens/jygl/jyyy/index.shtml> [Accessed on 9 April 2013].
Chong, D., 2009. Arts Management. London: Routledge.
French, Y. and Runyard, S., 2011. Marketing and Public Relations for Museums, Galleries,
Cultural and Heritage Attractions. London: Routledge.
Hill, E., O’Sullivan, T. and O'Sullivan, C., 2012. Creative Arts Marketing. London: Routledge.
Kahn, J., 2007. Chinese Unveil Mammoth Arts Center. [online] Available at:
<http://www.nytimes.com/2007/12/24/arts/24open.html?pagewanted=all&_r=0> [Accessed 10
April 2013].
Kerrigan, F., Fraser, P. and Ozbilgin, M., 2004. Art Marketing. Oxford: Butterworth-Heinemann.
Kesavapany, K., Mani, A. and Ramasamy, P., 2008. Rising India and Indian Communities in
East Asia. Singapore: Institute of Southeast Asian Studies.
Medici TV, 2012. NCPA Beijing. [online] Available at: < http://www.medici.tv/#!/national-
centre-for-the-performing-arts-beijing> [Accessed on 9 April 2013].
Mobile Reference, 2011. Beijing Sights: A Travel Guide to the Top 25+ Attractions in Beijing,
China. Boston: Mobile Reference.
O'Reilly, D. and Kerrigan, F., 2010. Marketing the Arts: A Fresh Approach. London: Routledge.
Ren, X., 2011. Building Globalization: Transnational Architecture Production in Urban China.
Chicago: University of Chicago Press.
15
Rentschler, R. and Hede, A-M., 2007. Museum Marketing: Competing in the global marketplace.
Amsterdam: Butterworth-Heinemann.
Tench, R. and Yeomans, L., 2006. Exploring Public Relations. England: Financial Times/
Prentice Hall.
WKCD Authority, 2012. About WKCDA. [online] Available at:
<http://www.wkcdauthority.hk/en/about_wkcda/index.html> [Accessed 10 April 2013].