Cultural and artistic marketing of theaters in Hanoi - 1

1

NGUYEN THI ANH QUYEN

MARKETING OF CULTURAL AND ARTISTIC THEATERS IN HANOI

Major: Cultural Studies Code: 62310640

DOCTORAL THESIS IN CULTURAL STUDIES

Scientific instructor:

1. Associate Professor, Dr. Phan Van Tu

2. Dr. Tran Dinh Ngon

HANOI - 2014

COMMITMENT

The author hereby declares that this is his own research work. The research results and conclusions in this thesis are honest, not copied from any source and in any form. References to sources have been cited and referenced in accordance with regulations.

Hanoi, October 27, 2014

Thesis author

Nguyen Thi Anh Quyen

INDEX

Page

COMMITMENT

TABLE OF CONTENTS 1

LIST OF ABBREVIATIONS 2

INTRODUCTION 4

Chapter 1: THEORETICAL ISSUES ON ARTS AND CULTURE MARKETING

ARTICLE AND OVERVIEW OF THEATRES IN HANOI 19

1.1. Theoretical issues on cultural and artistic marketing 19

1.2. Overview of theaters in Hanoi 46

Chapter 2: CURRENT STATE OF CULTURAL AND ARTISTIC MARKETING ACTIVITIES

ART OF THEATERS IN HANOI 57

2.1. Analysis of the economic, political, cultural and social context and operating conditions of theaters 57

2.2. Marketing activities of theaters in Hanoi 63

2.3. The effectiveness of marketing activities on the development of theaters in Hanoi 91

2.4. Causes and some lessons learned 97

Chapter 3: DEVELOPMENT TRENDS AND SOLUTIONS TO IMPROVE EFFICIENCY

MARKETING ACTIVITIES OF THEATERS IN HANOI .. 106

3.1. Characteristics and development trends of cultural and artistic marketing in Hanoi 106

3.2. Solutions to improve the effectiveness of marketing activities of theaters in Hanoi 108

CONCLUSION 136

REFERENCES 142

APPENDIX 151

LIST OF ABBREVIATIONS

Abbreviations

Content
GDP	Gross Domestic Product
People's Artist	People's Artist
Meritorious Artist	Meritorious Artist
Publisher	Publishing house
PL	Appendix
Tr	Page

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LIST OF TABLES

Page

Figure 1.1. Analytical framework .................................................................................

14
Figure 1.2. Marketing model of authors Kotler and Armstrong..........	20
Figure 1.3. Author Rentschler's art marketing model .........	29
Figure 1.4. Traditional marketing model .........................................	31
Figure 1.5. Cultural and artistic marketing model ..........................	32
Figure 1.6. Applied cultural and artistic marketing model Theaters in Hanoi......................................................	36
Figure 1.7. Theater organizational structure ........................................................	51
Table 1.1. Art marketing: philosophy and approach .....	35
Table 2.1. Theater ticket prices..........................................................	79
Table 2.2. Audience figures of theaters ..........................................	94
Table 2.3. Theater revenue figures ........................................................	96

INTRODUCTION

1. Urgency of the topic

Since 1986, Vietnam has been marked by a multifaceted change called Doi Moi, with the goal of transforming from a closed, centralized economy based on collective ownership towards a “socialist-oriented market economy”. The goal is to transform many sectors in Vietnam, participate in the global economy, and gradually operate the economy according to market economy principles, while still maintaining strong state direction [39, p.221]. Along with the renovation process, the Resolution on the direction and policy of socialization of educational, medical and cultural activities was approved by the Government at the regular meeting in March 1997. "Socialization of cultural activities aims to attract the whole society and economic sectors to participate in creative activities, provide and disseminate culture, create conditions for cultural activities to develop strongly and widely, gradually improve the level of cultural enjoyment of the people, on the basis of strengthening the leadership of the Party and the management of the State in the cultural field" [20] . By participating in the global economy, being influenced by the globalization process, the import of many cultural products and the participation of many economic sectors in cultural activities have made cultural and artistic units in general and theaters in particular have to operate in an increasingly competitive environment.

The current situation of the cultural and artistic sector in Vietnam has some similarities with the cultural and artistic sectors of many countries around the world, which is that the government's budget allocation has decreased and the demand for commercially oriented cultural and artistic activities has been encouraged [41], [42]. Therefore, cultural and artistic units need to be proactive in finance and diversify their sources of income, in

Income from ticket sales of cultural and artistic programs, values ​​and services of the unit accounts for an important part.

Cultural and artistic units have different functions, tasks and operational goals, but ultimately developing audiences or “attracting audiences” to the artistic works, values ​​and services of the unit is still the highest goal, the vital task. Besides, “cultural and artistic units also realize that developing audiences is the way to achieve their goals, whether they are artistic, financial, social or a combination of all three” [57, p.7].

There are many tools to help art units survive and develop, including marketing. Marketing is an effective tool to help theaters promote art programs, sell tickets, develop audiences, build and develop brands, improve competitiveness, etc. Especially, in the context of Vietnam's socialist-oriented market economy, in the context of increasingly deep international exchange and integration, with the subsidy budget mechanism not meeting the operational needs of theaters and the increasingly competitive environment, the research and application of cultural and artistic marketing in cultural and artistic units is an urgent issue.

In Vietnam, through case studies of some theaters [22], the results show that the current state of cultural and artistic marketing activities of theaters in general, and theaters in Hanoi in particular, is still weak. There are many reasons leading to this situation. Meanwhile, research works on the theory and practice of cultural and artistic marketing in Vietnam are still very limited.

Theoretical and practical bases show that studying the theory and practice of marketing activities of theaters to draw specific laws and trends

Developing marketing orientations for art units in Hanoi, and studying some cultural and artistic marketing models in the world, from which to analyze and introduce them for application in the context of theaters in Northern Vietnam today is one of the urgent tasks, helping to reduce the burden on the state budget and develop audiences, helping cultural and artistic units improve their competitiveness, be able to survive, develop and exchange and integrate internationally.

2. Overview of research documents

Marketing is a science that developed in parallel with the increase in production in the industrial world and as a result of the development of commerce. Marketing theory first appeared in the United States and gradually became popular in most countries with market economies. According to Bartels' book The History of Marketing Thought , around 1910, the term marketing began to mean more than just distribution or trade, and it was not until the 20s of the 20th century that the first studies on marketing and marketing textbooks were published. At the same time, in these years, publications on retail, product consumption and advertising technology were also published [45, p.5].

For the first time in 1967, the question of marketing of cultural and artistic enterprises was raised by scholar Kotler. In the book Marketing management: analysis, planning and control, Kotler pointed out that cultural and artistic organizations are museums, concert halls, libraries, and organizations that produce cultural goods. All of these organizations realize that they must compete to attract consumers and share the investment resources of the country. In other words, cultural and artistic organizations face the problem of marketing.