Amid accelerating consumer demand for experiences, ABA’s research explores the behavioral and technological forces reshaping the experience economy and offers a practical framework to help arts organizations create compelling, future-ready experiences.
In response to the decline in public funding for arts and culture worldwide and the accompanying increase in private fundraising efforts, ABA conducted a Major Research study to understand new approaches and best practices towards strengthening major giving efforts and deepening major donor relationships.
Our study reveals insights and strategies around team optimization, board engagement, data-driven prospecting, impact-led conversations, and donor cultivation events to help development leaders attract new donors and enhance relationships with existing ones.
Whether it’s planned giving, international tours or impact reporting, this research will help your organization build out a major giving strategy that brings in committed donors for the long-term.
At a time when the labor market is heating up, arts organizations must find ways to resonate better with the needs and expectations of employees in order to build employment offers capable of competing in a tight labor market.
The Advisory Board for the Arts used conjoint analysis (also known as trade-off analysis) in order to give arts leaders a much clearer picture of what employees want, and what they are willing to trade off in order to get it.
After two years of disruptions with the global health crisis and the current impending recession, it is of critical importance to understand the landscape of fundraising efforts. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on expectations for future fundraising trends, giving challenges organizations are preparing for, and patterns in how individual donors are moving up to larger gifts.
In the wake of the recent Ransomware attack on the digital marketing tool WordFly, decisions around technology have never been more important for the secure running of arts and cultural organizations. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on the different platforms they use across different activities, recent changes in vendors, and the features they are most satisfied with when evaluating CRM platforms.
With more mask mandates and COVID restrictions being lifted across the globe despite persistent cases, cultural organizations are reevaluating their K-12 education initiatives as they rebuild from programs adjusted during the pandemic. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on changes to the structure of school programs surrounding education budgeting, strategies around student interactions, and operational policies regarding on-site and off-site visits.
As many arts organizations look to the end of their season and upcoming fiscal year budgets, questions around the structure of governance boards, its various levels of trustees and members, and fundraising objectives have come to the fore. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on their governing board's term durations and reappointments, written procedures and policies, giving requirements, and existing committee types in place.
As many arts organizations wrap up their most recent season and look towards their next fiscal budget, questions and challenges remain over ticket sales and the return of audiences and visitors. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on how the arts world is addressing slower ticket sales, the allocation of marketing dollars, and overall goals for digital marketing.
Arts organizations are increasingly offering flexible work policies to staff, but some jobs are only able to be done in the office. Our latest Arts Executive Poll asked arts leaders to benchmark themselves on how they are implementing digital strategies moving forward and their priorities for digital programming, monetization targets, resources, equity of flex policies, and new technologies.
Digital strategies, especially related to monetization of digital content, vary significantly across organizations. Our latest Arts Executive Poll asked arts leaders to benchmark themselves on how they are implementing digital strategies moving forward and their priorities for digital programming, monetization targets, resources, and new technologies.
In the wake of the recent Ransomware attack on the digital marketing tool WordFly, decisions around technology have never been more important for the secure running of arts and cultural organizations. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on the different platforms they use across different activities, recent changes in vendors, and the features they are most satisfied with when evaluating CRM platforms.
