Soomin HAN, Eungoo KANG / Journal of Distribution Science 18-8 (2020) 47-54 47

Print ISSN: 1738-3110 / Online ISSN 2093-7717

JDS website: http://kodisa.jams.or.kr/
http://dx.doi.org/10.15722/jds.18.8.202008.47

The Marketing Strategy to Stimulate Customer’s Interest in Art-Gallery

Business Plan

Soomin HAN1, Eungoo KANG2

Received: June 23, 2020. Revised: June 29, 2020. Accepted: August 05, 2020

Abstract
Purpose: Through strategic marketing, art galleries can help retain the artistic value in an extensively urbanized world and also provide
a means to showcase aspirational messages that artworks attempt to portray. The purpose of the current study is to analyze a marketing
strategy for an art gallery based on prior marketing theories. Research design, data and methodology: Scant research is available to
guide regarding what elements of marketing theories should be applied to accomplish customer satisfaction in an art gallery business
plan. Thus, the present authors suggest more specific marketing strategy using four traditional marketing theories for practitioners who
conduct business planning strategy in an art gallery. Results: The current study suggests the synthesized model for a successful business
plan of an art gallery and figured out that two distinctive segments through marketing mix and SWOT analysis are ideal because it
would be easier to meet visitors’ aesthetic tastes while still meeting organizational objectives. Conclusions: As all other businesses, art
galleries have to adapt to survive by innovating some of the components of the marketing mix to create a competitive advantage. It also
requires a strategy for that combines targeting and segmenting with the incorporation of the marketing mix to attain competitiveness.

Keywords : Marketing Strategy, Customer Satisfaction, Art Gallery, Art Audiences

JEL Classification Codes : M31, L10, L83

1. Introduction12 (Harris & Zucker, 2020). However, art galleries cannot be

viewed as accessible to all because art galleries are not a
Art (visual) and mainly handmade products have basic need for consumers but a luxury (Logkizidou,
existed for generations and have become tools to Bottomley, Angell, & Evanschitzky, 2019). Therefore,
communicate themes impacting society, such as poverty, while art belongs to pure human inspiration, art products
social ranking, and fertility, among others. For example, the are more affected by the difficulties of the social and fiscal
Rococo period paintings (Fragonard's The Swing) balances in the contemporary world.
showcased the aristocracy's excesses and the imbalance of Moreover, the consumption of these products is
power in stark contrast to most people living in France impacted by the swift changes in the market need from
conventional artworks to more approachable artistic works
that encompass a great value at lower prices to mitigate the
1 First Author, Lecturer, Department of Art School Korean Paintings, effects of the recent issues facing the global economy.
Kyonggi University, Republic of Korea, Regardless, art plays a vital role in society. Modern
Email: [email protected]
2 Corresponding Author, Post-Doctoral Researcher, Saint Mary’s
marketing, through the gathering of the necessary
University of Minnesota, USA Tel: +1-509-599-7428, information for an average art follower, can create
Email: [email protected] marketing strategies that can be vital in augmenting
ⓒ Copyright: The Author(s) competitiveness for art galleries. Through strategic
This is an Open Access article distributed under the terms of the Creative Commons
Attribution Non-Commercial License (http://Creativecommons.org/licenses/by-nc/4.0/)
marketing, art galleries can help retain the artistic value of
which permits unrestricted noncommercial use, distribution, and reproduction in any art in an extensively urbanized world and also provide a
medium, provided the original work is properly cited.
48 The Marketing Strategy to Stimulate Customer’s Interest in Art-Gallery Business Plan

means to showcase cultural and aspirational messages that 2. Literature Review

artworks attempt to portray.
Moreover, the art of attracting loyal customers has 2.1. Defining Marketing Strategies
become severely demanding in the current globalized
environment where emotive needs of consumers through According to strategic marketing is a philosophy that
cultural and aesthetic needs have become more multifaceted. begins when an institution creates competitiveness from the
Well, technology today provides many alternatives for firm's goods or services firstly by identifying value and
buying and viewing visual art. It would be an communicating the value before delivering it to potential
understatement to claim that the art industry has become buyers. The basic tenets of strategic marketing include the
competitive due to the increased opportunities that the needs of the consumer, the products/services, and, most
internet provides. Indeed, the internet has become a medium importantly, communications or relationships. It is crucial to
where institutions can meet potential audiences for their note that strategic marketing values the organization's long-
products. Equally, the internet also creates situations where term competitiveness by using the resources within the
people copy and sell look-alike visual art and copies that internal and external environment to fulfill needs by creating
damage profitability for artists and galleries. As such, there value while still meeting stakeholder expectations. Kotler
is a severe challenge that the gallery faces that requires a and Scheff (1997) defined strategic marketing as a logic by
change in the marketing strategy to deal not only with which firms exploit resources to attain marketing goals.
competition from other galleries but also competition on the Hence a marketing strategy is an articulated plan to launch
internet. The need for a strategic method is based on the marketing activities that can attain an organizational goal.
fact that art communicates the ideas of beauty, harmony, As noted in the introduction, art galleries face numerous
style, and taste. Similarly, people have different opinions challenges such as finance and intense competition, and thus
and perceptions of what art is, and hence people value the gallery has scarce resources to use in marketing
creativity differently. strategies. Businesses today must exploit limited resources
Constantinides (2006) noted that all firms could benefit to achieve a sustainable competitive advantage with
from marketing strategies as long as products, services, and consumer satisfaction as the primary goal.
consumers are involved. However, an art gallery is a unique
business in a distinctive model, and hence marketing
strategies ought to be excluded from traditional commercial 2.2. Theoretical Framework: RBV Theory
marketing (Blattberg & Broderick, 2009). Of critical
significance is that artists make art productions out of The resource-based view (RBV) theory is essential in the
inspiration and talent, unlike in manufacturing, where current study because it will guide the study's concepts. The
companies make products that meet the consumer's direct theoretical framework for studying an ideal marketing
needs. However, art also needs to meet the demands of strategy is the most appropriate because it demonstrates that
promotion and advertising, and hence it is problematic to strategic marketing and competitiveness link together
ignore the classic marketing tactics as a means to reach the through value creation and scarce resources. Through the
public. Therefore, the art gallery can benefit from strategic RBV theory, the researcher will connect existing knowledge
marketing because they are the primary method for meeting with the concepts of strategic marketing. The RBV theory is
consumer expectations through interaction. By applying founded on the idea that a firm’s sustained competitiveness
marketing strategies, the art galleries can endear to diverse is derived from goods or services that are of value, rare,
market needs and different demographics. perfect, and also substitutable resources (VRIN). The RBV
For this reason, the purpose of the current study is to theory, as Barney, Wright, and Ketchen (2001) noted, is that
investigate and analyze a marketing strategy for an art a firm capitalizes on both tangible and intangible assets,
gallery based on numerous prior marketing theories. As a including skills in management and a firm's organizational
result, the current study makes a contribution to the processes and knowledge create a competitive advantage.
literature in marketing practices by extending our The value of this theory on marketing is imperative because
understanding of the incorporated strategy between it can help the firm identify the firm can identify and
marketing strategy and art gallery business plan. To our communicate value to customers through exploiting
knowledge no other research has investigated it yet. Finally, essential resources. By capitalizing on both physical and
the current study will be able to suggest solutions which are intangible resources (VRIN), the art gallery can attain high-
the most appropriate marketing strategy for the art gallery level performance and competitive advantage.
to increase the likelihood of consumers’ return to the art This theory's significance is crucial in marketing because
gallery. it can help the firm identify competitiveness through value.
 Soomin HAN, Eungoo KANG / Journal of Distribution Science 18-8 (2020) 47-54 49

A valuable good is one which limits the competitiveness of *Expenditure leadership: the lowest
the competitors. The firm must then find resources that can costs in the industry achieved by
create useful products and services because the ability to lowest prices in operations.
create value through internal and external competencies can *Differentiation - Aims at augmenting
2: Acquisition uniqueness of product than the
affect a firm (Kaufman, 2015). As well, the firm ought to strategy as the competition (Porter,1990).
create rare products and services to compete effectively with overall competitive *Concentrating costs and
competitors. Also, the RBV theory asserts that marketing advantage differentiation - a firm can gain
should focus on products or services that are not easily distinction by increasing product
differentiation and reducing costs for a
replicable by the competition (Wernerfelt, 2013). Most market segment.
importantly, the firm must optimize the use of non-
substitutability strategically equal alternatives that are *Market leader - The firm concentrates
valuable even without them being imitable or not rare. on findings with the largest market
share.
*For the actor market strategy - The
2.3. Classic Marketing Strategy focus of this strategy is to become a
market leader. The actor can attack
3: trategies to
Seminal researchers in marketing strategy research note the leading competitor (s).
compete based on
*For market followers - Using industry
that marketing is one of the most imperative aspects of the market share
leaders’ strategy to sell and thus
business. It is one of the means that a firm can attain the depends on the market leader (Hao,
company's objectives by organizing marketing activities in a 2009).
*Market niche - adapting to selling for
targeted manner. A marketing strategy, as Ingman (1992) specific segments of small consumers.
noted, allows for affirms to evaluate market dynamics and
how to respond to these challenges. Through a targeted *Non-differentiation - a firm markets
assessment of the market, a firm adjusts the market goods homogenously because (a)
segments, for example, to cater to the needs and demands of there are insignificant differences in
products offered and (b) the firm has
the consumers. Some studies have noted that the marketing
no desire to adapt goods/services to
strategy can act as the firm's functional strategy to make a 4: Marketing for an diverse needs.
general business strategy. Porter (1998) explicitly stated that intended market *Differentiation - When business
a business strategy ought to be focused on critical objectives. markets provide different prices in
different locations and means.
In this case, Porter identified that all procedures must assert *Concentrated strategy - The business
on finding competitiveness. Porter (1990) thus noted that a survives by identifying and meeting
firm should always attempt to find a robust market position. specific elements of the marketing mix.
Such managers must answer two critical inquiries about the
*Product strategy - Making tactical
strategy by questioning where the competitive advantage decisions based on the product mix.
can be found and the question of where to get a competitive *Price strategy - Strategies based on
advantage (Porter, 1990). There are various types of reducing prices or according to
segments.
marketing strategies, as depicted in table one. 5:Complex
*Distribution strategy - The company
marketing elements
attempts to use intensified distribution
Table 1: Various marketing strategies that firms undertake strategies.
to attain competitiveness *Support strategy - marketing
enhanced with an element of
Marketing Strategy Types of Marketing strategies sponsorship.

*Deep penetration - efficient in After identifying one of the marketing strategies to

markets with unsaturated products. In undertake, for example, complex marketing elements, it is
a saturated market, options include
production cost reduction and lowering
essential to identify the marketing planning process. Studies
prices of goods recognize that finding a plan requires finding equilibrium
1: As the primary
marketing strategy
*Market Expansion - increasing sales between temporary and continuing effectiveness (Baker,
of goods in new markets / segments 2008). The marketing strategy planning aims at finding
*Trade Creation - Developing with
products for the market
access to markets to meet strategic objectives. Many
*Diversification - Creating an extensive research studies have identified an essential process in
product portfolio planning a marketing strategy. For example, Hao (2009),
Bolotova, McIntosh, Muthusamy, and Patterson (2008)
50 The Marketing Strategy to Stimulate Customer’s Interest in Art-Gallery Business Plan

identified a similar marketing strategy planning process that decision triggers to visit the gallery. Lastly, because this
culminates in an efficient marketing strategy. study’s result totally included only current gallery
consumers, these researchers, thereby, urged that the future
2.4. Marketing Strategy in Prior Literature study should include as a sample non-customers and those
Regarding an Art Gallery who stopped visiting to gallery sample. Kotler and Scheff
(1997) also argued customers always estimate the worth of
The study of Brida, Pulina, and Riaño (2012) was to their visit, comparing admission fees in art galleries.
investigate consumers’ experience to revisit an Italian art As present authors took a closely look at the main prior
museum and the results indicated that most consumers of art research about art galleries, we could find out a clear
museum are motivated by internal factors (Relaxation, research gap within the past literature, which means there
activity to do during bad weather, learning new things, and still exists a great deal of confusion that comes from
looking for a new experience). Thus, loyalty which is unspecified and a little superficial contents without specified
combined by these factors may lead to recommend it to strategic management based on marketing theories for
family and friends, influencing the probability of returning business operators of art galleries who would like to obtain
to the art museum. Finally, Brida and his associates specific marketing directions to satisfy their consumers.
concluded that marketing strategy for an art museum should That implies that scant research is available to guide
focus on internal forces other than external forces (visit regarding what elements of marketing theories should be
other city’s museums, visit friends and visit families). applied to accomplish customer satisfaction in an art gallery
Other researcher group of Del Chiappa, Andreu, and business plan. For that reason, the present authors suggests
Gallarza (2014) conducted their study to check whether the more specific marketing strategy in next chapter for
emotion of visitors to an art gallery affects their satisfaction practitioners who conduct business planning strategy in art
and this result is influenced by level of education, age, gallery using several marketing theories. That seems to be
gender. They figured out that the consumers with positive quite reasonable that the current study provides a road map
emotions connected to perceiving with high attractiveness at for a successful art gallery business, filling an insight into
the gallery so that consumers are more satisfied than the the extant art literature.
other group. However, this research could not find out
significant differences among groups regarding socio-
demographic characteristics. All in all, Del-Chiappa and his 3. Marketing Strategy for an Art Gallery
colleagues suggests that emotions have a more vital role
than cognitive aspects in creating visitors’ satisfaction. Hao (2009) identified a marketing strategy that combines
The research of Debenedetti (2003) investigated how the firm's vision, objectives, evaluation, or prospective study
consumers are motivated to visit art galleries and found out of the company, marketing objectives that can lead to an
that the motives of art gallery visitors in Paris involved the efficient marketing strategy. As such, the marketing strategy
availability of others, maintaining the high quality of is a technique that includes the first evaluation of the market
interactions between visitors. Debenedetti (2003) mentioned dynamics and environment before initiating a distinctive
that because the availability of others may lead mutual marketing strategy. The art gallery embarks at
enrichment, recreation, transmission of knowledge, the communicating diverse visual themes to a modern world
business plan of an art museum should contain visiting with through innovative techniques that communicate and
others in gallery advertising messages with changing type of explore the depth and breadth of art from different
organized activities. Paswan and Troy (2004) also identified communities and vast empires and to ensure that it shows
the motivational impact between different levels of the interconnection between cultures.
membership in an art museum through 532 visitors in North The purpose of vision exists widely in research because
Texas and found out that higher membership motivation can it is a realistic, credible, and attractive future of a firm.
be obtained by preservation of art, children’s benefits, social Indeed for a company to become trustworthy, a realistic
recognition, and philanthropy. Therefore, they insisted art vision is crucial as it helps the firm visualize the direction in
museums should incorporate these factors for their the future. For a firm to have an effective strategy, it is
marketing strategy to decide positioning decisions. imperative to formulate a plan because it provides a logical
Geissler, Rucks, and Edison (2006) conducted an reason for implementing taking the firm from the present
investigation to determine which service is the most situation. According to Wadhwa and Parimoo (2016), the
influential factor to decide choice of visit and their major vision has a significant impact on the company’s
findings showed that ‘Word of mouth’ was first ranked performance. Indeed both authors found that the concept is
among visitors in Southeastern area of U.S. In addition, essential because it energizes the workforce and connects
price, brand image, and hours of operation were important them to the purpose of the organization. Wadhwa and
 Soomin HAN, Eungoo KANG / Journal of Distribution Science 18-8 (2020) 47-54 51

Parimoo's (2016) research used descriptive statistics to the firm's future; it enables an organization to initiate and
determine the link between vision and mission to influence -rather than just respond to- activities -and thus to
organizational performance 0.00 significant interaction with exert control over its destiny (2017, Pg. 994).
an increase in customer relationships
Table 2: SWOT Analysis for the Art Gallery
3.1. Company Objectives SWOT Factors in the internal and external
Analysis environment that can affect the
element organization
Business objectives are predictable and measurable
actions that a firm undertakes to accomplish a vision. As a. Firstly, consumer culture has
well, objectives define the methods employed to attain the enabled the art industry to flourish
and created a gap in the market
needed results, including sales, marketing, and customer needed fulfilment.
service standards. Company objectives are a vital Strengths
b. Intellectual property rights provide
component for achieving successful marketing objectives art galleries with a means to
and organizational competitiveness. Camilleri (2018) used acquire and legally defend rights to
purchased work.
agent-based modeling, a computational method to assess
sales patterns and profitability of businesses employing a. Art galleries need vast fiscal and
Weaknesses
diverse marketing strategies. In the study, the company's human resources.
approach begins with various objectives to attain success.
a. Technology helps to redefine visual
For example, the firm can decide to use a promotion art productions cost-effectively.
intensity method, reduce product prices, or improve product b. Artists play a role in the promotion,
Opportunities
characteristics. Camilleri (2018) found that objectives that and hence artworks from artists
assert improving product quality are vital in influencing represent a medium to understand
personalities.
customers to buy intention. Therefore, the art gallery should
employ various purposes to attain buyer intention through a. The global recession may affect
multiple processes, as described in the literature. The goals buyers and viewing intention at
of the art gallery include: galleries.
Threats b. The sector is prone to pirated
1. To reduce the price of art gallery entry to ensure that content and fakes that can affect
more people can visit and enjoy visual artworks. profitability.
2. Another goal is to intensify promotion for the gallery
through newer promotion methods such as social media A SWOT analysis is essential in marketing strategy
marketing. because firms need to first identify the internal weaknesses
3. Another objective of the art gallery is to improve and external threats that can affect profitability and
product characteristics that incorporate various types of art performance (Helms & Nixon, 2010). Understanding these
for different shows. In this endeavor, the gallery will use a two vital elements in the SWOT can help the art gallery
variety of new and old artist artworks and also improve the exploit the strengths and opportunities to attain a
methods of depiction, such as lighting and ambiance. competitive advantage. For instance, the SWOT matrix to
achieve the best of the SWOT analysis utilizes the strengths
3.2. Evaluation of Market Dynamic: SWOT to limit both the weaknesses and threats. As such, the art
gallery within the marketing strategy would exploit the
Assessment of marketing dynamics involves assessing current consumer culture to minimize the effect of the
the company's strengths and weaknesses and evaluating the global recession and acquire more artworks from growing
external opportunities and threats that may help augment reputable artists to gain intellectual property for long-term
competitiveness. Gürel and Tat (2017) conducted qualitative competitiveness. Equally, the plan here is also to utilize
descriptive research to analyze whether the SWOT analysis technology to reduce the costs that galleries invest in daily
is a useful tool for marketing and advertising and other operations.
fields requiring strategic planning. The SWOT tool
evaluates aspects from the organization or from the external 3.3. Segmenting, Targeting and Positioning
environment that can hinder attaining objectives. In their (STP) the Art Gallery’s Market
study, Gürel and Tat found that Strategic management is the
continuous process of creating, implementing, and Defining the target market is critical because studies
evaluating decisions that enable an organization to achieve have shown that it is impossible to satisfy the entire demand.
specific objectives. Strategic management allows an Thus it is problematic to meet the needs of every distinctive
organization to be more proactive than reactive in shaping
52 The Marketing Strategy to Stimulate Customer’s Interest in Art-Gallery Business Plan

customer. As studies have shown from extant literature approach found that "price can increase the level of
identifying the most profitable market segments and competitive advantage concerning Al Buraimi SMEs by
choosing some sections can be essential for the firm’s 85%. This indicates that Al Buraimi’s SMEs should pay
competitive advantage. Targeting is very different from mass close attention to this element in a highly sensitive market
marketing. The company decides to sell to all or with environment.” (Al Badi, 2018). It is critical to note that the
differentiation because a company can have a differentiated art industry is sensitive, and as such, price is a crucial
product portfolio to offer to a variety of customers. Nadube element of the marketing mix. However, Sidhanta and
and Didia’s (2018) theoretical review about market targeting Chakrabarty (2010) noted that it is crucial to communicate
and strategic positioning as vital components of the with segmented demographics. Kotler and Armstrong (2012)
marketing strategy demonstrated that perceptual mapping delineated promotion as the actions taken by a firm to
strategies could lead to overall business effectiveness. The interact and enhance personal selling or other promotion
marketing strategy should thus include a comprehensive activities such as media (television campaigns).
STP that will evaluate segments in the product market,
deciding what the critical parts are and, most importantly,
designing and implementing a positioning strategy are. A
literature review study by Chowdhury (2013) suggested that
there are crucial factors that guide the STP strategy,
including the stage maturity of the product, the extent of
diversity in preferences in the market, the industry the
company is in, capabilities/resources and also opportunities.
The art gallery will first target the luxury brand
customers that already indulge in art collection by providing
highly valued art that is mostly traditional. Targeting
collectors and luxury brand clients between 40 to 65 years
would require partnering with luxury brands to host events Figure 1: Essential Marketing Strategies for an Art Gallery
as they look at emerging luxury brands in the market. The
second segment involves art enthusiasts who probably 1. Product: The first aspect of the marketing mix
including young executives and artists who want to see suggests anything offered for acquisition. The art gallery
emerging art trends, particularly from contemporary artists shall use both modern and conventional artworks to appeal
in the age of the internet. The critical theme about reaching to both market segments because market research shows the
these young executives between 25 to 40 years is that they difference between these segments (Oh, Choi, & Choi,
need to find ideal places to go out and find new networks. 2013). New artists are using Instagram to capture younger
Therefore, these two distinctive segments are ideal audiences. However, some only want to see art that is not
because it would be easier to meet their aesthetic tastes demonstrated by artists on the internet.
while still meeting organizational objectives. A systematic 2. Price: The second important element because prices of
study conducted by Singh, Burgess, Heap, Almatrooshi, and galleries tend to capture perceived luxury. The gallery will
Farouk (2016) reviewed the literature to determine utilize demand-based techniques because the gallery wants
organizational performance measures. It concluded that the to avail value by competing with online and other galleries
STP strategy is an impactful technique to market strategy. by providing clients with aspects that can provide a
However, Eniola and Olorunleke (2020) found from their competitive advantage. For example, the gallery has
cross-sectional study from small and medium-sized firms invested in renowned curators famous for analyzing art from
that for a marketing strategy to attain effectiveness, it has to different periods. The gallery also creates demand by
combine vision, objectives, the STP, and the marketing mix. bringing historical writers and poets during events to
generate demand for viewing specific items. For younger
3.4. The Marketing Mix audiences, the gallery will use competition based methods
because they will offer competitive prices and added value
The marketing mix incorporates the four Ps’ of to just seeing articles on the internet.
marketing, including: place, product, price, and promotion. 3. Place: The art gallery shall use the current 2000 square
These elements are factors when effectively exploited in feet gallery to show the artwork and use the site to make
marketing, leading to practical objectives that lead to an more captivating for younger and older audiences. The
effective strategy. One Study by Al Badi (2018) is crucial gallery is based in a reachable area by the target market as
because it studies the role of marketing in attaining a most executives and luxury brand owners can access the
competitive advantage. The study taking a quantitative gallery for the events.
 Soomin HAN, Eungoo KANG / Journal of Distribution Science 18-8 (2020) 47-54 53

4. Promotion: Social media channels have become a even for brick and mortar businesses, particularly those that
focal point for communicating and illustrating art gallery belong in traditionally sensitive industries such as art. As
potential and attracting target markets (Sashi, 2012). Many such, social media promotion might not be a source of
people today use social media and the internet to capture unique advantage, but it can help galleries reduce
information. Thus, the man promotion method will be competition from established online businesses.
showing the gallery show previews using social media and, Another implication is that competing with online
in particular, Instagram, Facebook, Twitter, and YouTube. galleries requires that galleries utilize pricing as the primary
The figure shows the synthesized four marketing strategies means for finding competitiveness. For example, the gallery
for successful business plan of an art gallery. will be using competition-based methods and demand-
based pricing methods that create added value for
customers who want to visit a gallery. At various shows, the
4. Conclusion and Implication gallery will be using artwork to help younger executives
participate in networking because they aim to have fun
The present study analyzed strategic marketing methods while still working. For the older segment offering luxury
and presented the current literature on strategic marketing. sponsors with art can initiate methods that add value for
Marketing strategies are methods that firms use to capture customers so that the gallery can effectively compete with
market segments. The marketing strategy most appropriate online brands that only show art without incorporating
for an art gallery includes a sophisticated marketing networking potential or sponsorships from luxury brands.
strategy with the place, product, and distribution Most importantly, this research suggests that the best
precedence as well as sponsorship activities. There are strategy for marketing needs to begin by assessing the
many varieties of marketing strategies, but this research vision and objectives before finding a suitable target market.
takes a model from Hao (2009), where the firm has to The ideal marketing strategy must evaluate the internal and
include the firm's objectives and vision. The marketing external issues that may limit competitiveness before
strategy also needs to incorporate the strengths, weaknesses, adding a marketing mix ideal for the market and market
opportunities, and threats of the art gallery to find the best segment/target market. The inference here relies on seminal
aspects to take on marketing. The strategic marketing works by various authors, including Hao (2009), who noted
culminates by establishing the target market and segment, that strategic marketing involves a mix of activities that will
and the marketing mix to assess how best to provide value help the organization attain the best competitive value.
for the customers. Last but not least, this research is essential for scholars
For the art gallery to provide value for the clients, it will and practicing managers in the art industry because it can
incorporate a new vision of reaching new customers with inform on the marketing strategy that ought to be adopted
diverse cultures. The SWOT analysis revealed severe low and the process of integrating a marketing strategy. The
fiscal resources acquisition, and thus the firm will use research tells on using existing literature from marketing
technology as the primary method to promote the gallery. literature to inform on how to market art galleries and
Also, the gallery faces stiff competition which should be specifically visual art through re-evaluating the gallery’s
mitigated by aggressively providing value as described in vision and objectives. It also requires a strategy that
the marketing mix through competition-based methods and combines targeting and segmenting with the incorporation
demand-based methods to counter fake products online or of the marketing mix to attain competitiveness.
the internet-based galleries that do not offer value of
marketing or luxury groups' partnerships. Ideally, the firm
will use these techniques in the marketing mix by capturing References
the segments' target market between 25 to forty years and
40 to sixty years by marketing to meet these two segments' Agrawal, A., Jaffe, J. F., & Mandelker, G. N. (1992). The post‐
unique needs. The art industry in a unique industry and merger performance of acquiring firms: a re‐ examination of
sector is facing immense challenges especially from the an anomaly. The Journal of finance, 47(4), 1605-1621.
advancements in technology. As all other businesses, the Ahuja, G., & Katila, R. (2001). Technological acquisitions and the
innovation performance of acquiring firms: A longitudinal
gallery has to adapt to survive by innovating some of the study. Strategic management journal, 22(3), 197-220.
components of the marketing mix to create a competitive Ajmal, S., Farooq, M. Z., Sajid, N., & Awan, S. (2012). Role of
advantage. leadership in change management process. Abasyn University
The first inference about the marketing strategies Journal of Social Sciences, 5(2), 111-124.
suggests that technology will be a vital medium to Appelbaum, S. H., Gandell, J., Yortis, H., Proper, S., & Jobin, F.
communicate and create relationships with existing and (2000). Anatomy of a merger: behavior of organizational
new clients. Social media's realms have become a reality factors and processes throughout the pre‐ during‐ post‐
54 The Marketing Strategy to Stimulate Customer’s Interest in Art-Gallery Business Plan

stages (part 1). Management decision, 38(9), 649-661. Lajoux, A. R., & Weston, J. F. (1998). Do deals deliver on
Ayub, N., & Rafif, S. (2011). The relationship between work postmerger performance? Mergers & Acquisitions, 33(2), 34-
motivation and job satisfaction. Pakistan Business Review, 37.
13(2), 332-347. Langetieg, T. C. (1978). An application of a three-factor
Brida, J. G., Pulina, M., & Riaño, E. M. M. (2012). Measuring performance index to measure stockholder gains from merger.
visitor experiences at a modern art museum and linkages to Journal of Financial Economics, 6(4), 365-383.
the destination community. Journal of heritage tourism, 7(4), Lev, B., & Mandelker, G. (1972). The microeconomic
285-299. consequences of corporate mergers. Journal of Business, 45(1),
Calipha, R., Tarba, S., & Brock, D. (2010). Mergers and 85-104.
acquisitions: a review of phases, motives, and success factors. Lipponen, J., Olkkonen, M. E., & Moilanen, M. (2004). Perceived
Advances in mergers and acquisitions, 9(1), 1-24. procedural justice and employee responses to an
Chatterjee, S., Lubatkin, M. H., Schweiger, D. M., & Weber, Y. organizational merger. European journal of work and
(1992). Cultural differences and shareholder value in related organizational psychology, 13(3), 391-413.
mergers: Linking equity and human capital. Strategic Malatesta, P. H. (1983). The wealth effect of merger activity and
management journal, 13(5), 319-334. the objective functions of merging firms. Journal of financial
Cummings, T. G., & Worley, C. G. (2014). Organization economics, 11(1-4), 155-181.
development and change. Boston, MA: Cengage learning. Morgan, D., & Zeffane, R. (2003). Employee involvement,
Cummings, T. G., & Worley, C. G. (2005). Organization organizational change and trust in management. International
development and change. Mason, OH: Thomson/South- journal of human resource management, 14(1), 55-75.
Western. Morrison, J., & Floyd, D. (2000). Merger activity: solutions to
Davidson, K. M. (1989). Where Do Merger Profits Go? Journal of Japan’s economic downturn? Management Decision, 38(4),
Business Strategy, 10(3), 47-50. 263-271.
Debenedetti, S. (2003). Investigating the Role of Companions in Nguyen, H., & Kleiner, B. H. (2003). The effective management
the Art Museum Experience. International Journal of Arts of mergers. Leadership & Organization Development Journal,
Management, 5(3), 52-63. 24(8), 447–454.
Del Chiappa, G., Andreu, L., & Gallarza, M. (2014). Emotions Paswan, A. K., & Troy, L. C. (2004). Non-profit organization and
and visitors’ satisfaction at a museum. International Journal membership motivation: An exploration in the museum
of Culture Tourism and Hospitality Research, 8(4), 420 - 431. industry. Journal of Marketing Theory and Practice, 12(2), 1-
Folsom, W., & Boulware, R. (2014). Encyclopedia of American 15.
business (7th ed.). New York, NY: Infobase Publishing. Pikula, D. A. (1999). Mergers & Acquisitions: Organizational
Galpin, T. J., & Herndon, M. (2007). The complete guide to Culture & HR Issues.
mergers and acquisitions: Process tools to support M&A Quinn, R. W., & Quinn, R. E. (2016). Change management and
integration at every level (2nd ed.). San Francisco, CA: John leadership development have to mesh. Harvard Business
Wiley & Sons. Review, 1(7), 2-4.
Gaughan, P. A. (2010). Mergers, acquisitions, and corporate Ramlall, S. (2004). A review of employee motivation theories and
restructurings. Hoboken, NJ: John Wiley & Sons. their implications for employee retention within organizations.
Geissler, G.L., Rucks, C. T., and Edison, S.W. (2006). Journal of American academy of business, 5(1/2), 52-63.
Understanding the Role of Service Convenience in Art Ruback, R. S., & Jensen, M. C. (1983). The market for corporate
Museum Marketing: An Exploratory Study. Journal of control: The scientific evidence. Journal of Financial
Hospitality & Leisure Marketing, 14 (4), 69-87. economics, 11(April), 5-50.
Godbole, P. (2013). Mergers, acquisitions, and corporate Schweiger, D. L., & Ivancevich, J. M. (1985). Human resources:
restructurings (2nd ed.). New Delhi, India: Vikas Publishing The forgotten factor in mergers and acquisitions. Personnel
House. Administrator, 30(11), 47-61.
Goldberg W. (1983). Mergers: Motives, Modes, Methods. Schweiger, D. M., & Walsh, J. P. (1990). Mergers and acquisitions:
Hatch, M. J. (1993). The dynamics of organizational culture. An interdisciplinary view. Research in personnel and human
Academy of Management Review, 18(4), 657–693. resources management, 8(1), 41-107.
Hughes, C., & Gosney, M. W. (2016). Bridging the scholar- Schweizer, L. (2005). Organizational integration of acquired
practitioner gap in human resources development (Eds.). biotechnology companies into pharmaceutical companies: The
Hershey, PA: IGI Global. need for a hybrid approach. Academy of management journal,
Jones, J., Aguirre, D., & Calderone, M. (2004). 10 principles of 48(6), 1051-1074.
change management. strategy+ business. McLean, VA: Booz Shih, W., & Allen, M. (2007). Working with Generation-D:
Allen Hamilton Inc. adopting and adapting to cultural learning and change. Library
Kim, K. A., & Nofsinger, J. R. (2007). Corporate Governance Management, 28(1/2), 89-100.
(2nd ed.). London, United Kingdom: Pearson Education. Walsh, J. P. (1989). Doing a deal: Merger and acquisition
Kohers, N., & Kohers, T. (2001). Takeovers of technology firms: negotiations and their impact upon target company top
Expectations vs. reality. Financial management, 30(3), 35-54. management turnover. Strategic management journal, 10(4),
Kotler, P., & Scheff, J. (1997). Standing Room Only: Strategies for 307-322.
Marketing the Performing Arts. Boston, MA: Harvard
Business School Press.