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.
Agrawal, A., Jaffe, J. F., & Mandelker, G. N. (1992). The post‐merger performance of acquiring firms: a re‐ examination of an anomaly. The Journal of finance, 47(4), 1605-1621.
Ahuja, G., & Katila, R. (2001). Technological acquisitions and the innovation performance of acquiring firms: A longitudinal study. Strategic management journal, 22(3), 197-220.
Ajmal, S., Farooq, M. Z., Sajid, N., & Awan, S. (2012). Role of leadership in change management process. Abasyn University Journal of Social Sciences, 5(2), 111-124.
Appelbaum, S. H., Gandell, J., Yortis, H., Proper, S., & Jobin, F.(2000). Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐stages (part 1). Management decision, 38(9), 649-661.
Ayub, N., & Rafif, S. (2011). The relationship between work motivation and job satisfaction. Pakistan Business Review, 13(2), 332-347.
Brida, J. G., Pulina, M., & Riaño, E. M. M. (2012). Measuring visitor experiences at a modern art museum and linkages to the destination community. Journal of heritage tourism, 7(4), 285-299.
Calipha, R., Tarba, S., & Brock, D. (2010). Mergers and acquisitions: a review of phases, motives, and success factors. Advances in mergers and acquisitions, 9(1), 1-24.
Chatterjee, S., Lubatkin, M. H., Schweiger, D. M., & Weber, Y.(1992). Cultural differences and shareholder value in related mergers: Linking equity and human capital. Strategic management journal, 13(5), 319-334.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Boston, MA: Cengage learning.
Cummings, T. G., & Worley, C. G. (2005). Organization development and change. Mason, OH: Thomson/SouthWestern.
Davidson, K. M. (1989). Where Do Merger Profits Go? Journal of Business Strategy, 10(3), 47-50.
Debenedetti, S. (2003). Investigating the Role of Companions in the Art Museum Experience. International Journal of Arts Management, 5(3), 52-63.
Del Chiappa, G., Andreu, L., & Gallarza, M. (2014). Emotions and visitors’ satisfaction at a museum. International Journal of Culture Tourism and Hospitality Research, 8(4), 420 - 431.
Folsom, W., & Boulware, R. (2014). Encyclopedia of American business (7th ed.). New York, NY: Infobase Publishing.
Galpin, T. J., & Herndon, M. (2007). The complete guide to mergers and acquisitions: Process tools to support M&A integration at every level (2nd ed.). San Francisco, CA: John Wiley & Sons.
Gaughan, P. A. (2010). Mergers, acquisitions, and corporate restructurings. Hoboken, NJ: John Wiley & Sons.
Geissler, G.L., Rucks, C. T., and Edison, S.W. (2006). Understanding the Role of Service Convenience in Art Museum Marketing: An Exploratory Study. Journal of Hospitality & Leisure Marketing, 14 (4), 69-87.
Godbole, P. (2013). Mergers, acquisitions, and corporate restructurings (2nd ed.). New Delhi, India: Vikas Publishing House.
Goldberg W. (1983). Mergers: Motives, Modes, Methods.
Hatch, M. J. (1993). The dynamics of organizational culture. Academy of Management Review, 18(4), 657–693.
Hughes, C., & Gosney, M. W. (2016). Bridging the scholarpractitioner gap in human resources development (Eds.). Hershey, PA: IGI Global.
Jones, J., Aguirre, D., & Calderone, M. (2004). 10 principles of change management. strategy+ business. McLean, VA: Booz Allen Hamilton Inc.
Kim, K. A., & Nofsinger, J. R. (2007). Corporate Governance (2nd ed.). London, United Kingdom: Pearson Education.
Kohers, N., & Kohers, T. (2001). Takeovers of technology firms:Expectations vs. reality. Financial management, 30(3), 35-54.
Kotler, P., & Scheff, J. (1997). Standing Room Only: Strategies for Marketing the Performing Arts. Boston, MA: Harvard Business School Press.
Lajoux, A. R., & Weston, J. F. (1998). Do deals deliver on postmerger performance? Mergers & Acquisitions, 33(2), 34-37.
Langetieg, T. C. (1978). An application of a three-factor performance index to measure stockholder gains from merger. Journal of Financial Economics, 6(4), 365-383.
Lev, B., & Mandelker, G. (1972). The microeconomic consequences of corporate mergers. Journal of Business, 45(1), 85-104.
Lipponen, J., Olkkonen, M. E., & Moilanen, M. (2004). Perceived procedural justice and employee responses to an organizational merger. European journal of work and organizational psychology, 13(3), 391-413.
Malatesta, P. H. (1983). The wealth effect of merger activity and the objective functions of merging firms. Journal of financial economics, 11(1-4), 155-181.
Morgan, D., & Zeffane, R. (2003). Employee involvement, organizational change and trust in management. International journal of human resource management, 14(1), 55-75.
Morrison, J., & Floyd, D. (2000). Merger activity: solutions to Japan’s economic downturn? Management Decision, 38(4), 263-271.
Nguyen, H., & Kleiner, B. H. (2003). The effective management of mergers. Leadership & Organization Development Journal, 24(8), 447–454.
Paswan, A. K., & Troy, L. C. (2004). Non-profit organization and membership motivation: An exploration in the museum industry. Journal of Marketing Theory and Practice, 12(2), 1-15.
Pikula, D. A. (1999). Mergers & Acquisitions: Organizational Culture & HR Issues.
Quinn, R. W., & Quinn, R. E. (2016). Change management and leadership development have to mesh. Harvard Business Review, 1(7), 2-4.
Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American academy of business, 5(1/2), 52-63.
Ruback, R. S., & Jensen, M. C. (1983). The market for corporate control: The scientific evidence. Journal of Financial economics, 11(April), 5-50.
Schweiger, D. L., & Ivancevich, J. M. (1985). Human resources:The forgotten factor in mergers and acquisitions. Personnel Administrator, 30(11), 47-61.
Schweiger, D. M., & Walsh, J. P. (1990). Mergers and acquisitions:An interdisciplinary view. Research in personnel and human resources management, 8(1), 41-107.
Schweizer, L. (2005). Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach. Academy of management journal, 48(6), 1051-1074.
Shih, W., & Allen, M. (2007). Working with Generation-D:adopting and adapting to cultural learning and change. Library Management, 28(1/2), 89-100.
Walsh, J. P. (1989). Doing a deal: Merger and acquisition negotiations and their impact upon target company top management turnover. Strategic management journal, 10(4), 307-322.