Non Profit, But Not Non Marketing

Two stories from the New York Times illustrate two points. First, stories about marketing appear outside business publications or pages because these stories were printed in the Times' Art section. Second, non profit organizations face the same strategic challenges as its for-profit brethren.

In the first story, the City's more famous museums are struggling with shows. Specifically, their exhibits fail to resonate with patrons. The Whitney has struggled almost since the day its doors opened with its shows. The Guggenheim is interesting, but its strategy seems more concerned with the satellite museum that opened in Spain along with its Las Vegas presence. More showmanship than show.

The Museum of Modern Art, or MOMA, drew new breath by moving across the river to Queens. It is set to open a new space in Manhattan. But there is little doubt that MOMA has found a regained sense of purpose in its move. But is it worth the price of admission?

And then there is the Met. A patron can feel the history weighing down on his very essence when he walks through the august building that abuts Central Park. Yet the Met lacks a symmetry to its exhibits. Why are they there?

Except for MoMA, I have been to the other three museums mentioned in the story. The Whitney is confused. The Guggenheim tries too hard; although, the Mapplethrope exhibit was disturbing but top notch. The Met could stand a good editor.

What are the overarching problems with the museums? Almost all of them have issues related to the 5 Ps. People in this story goes to the consumer (the patron) and the executive boards but not the artists. Interesting.

The Times piece fails to mention another issue that has could become a greater problem in the future. There are so many niche museums in the City. The Tranist Museum was great, and it is has improved since its remodeling.

There is a children's museum, a firefighters' museum, the Tenement Museum in the lower Eastside. And we have not even mentioned all the art galleries and attractions like the Bronx Zoo and the Aquarium and the USS Intrepid and Central Park. Are these museums and other attractions chasing too few dollars or too little time from patrons?

The second story relates to value. How do nonprofits deliver more value for the dollar? Especially when the price of admission is free. For profits are coming to grips as this Wall Street Journal story reports.

By creating value does the city theatre project violate its original mission? If so, why is that important? Think back to Chapter 2 and the role of mission within the creation of marketing strategy. How should this project proceed?