Marketing a contemporary art museum: The White Rabbit Gallery

of information and learning towards providing an appealing and satisfying experience in a distinctive environment. In other words, they needed to modify their product offering and the strategies they used to communicate with their consumer. Consequently, there is now a strong emphasis There has been considerable change in the arts and cultural sectors since the 1970s. Increasing pressures on funding and the subsequent need for greater accountability has driven a more professional approach to business processes. Simultaneously consumers have become better educated, have increased disposable income—though less time—and are offered a multitude of competing activities. Museums have had to take account of these social and economic changes, and have had to transition from being just a sourceon marketing in the arts and cultural sectors. The White Rabbit Gallery is an example of a private art museum that has developed a niche within the highly competitive Sydney cultural experience market, and has become significant on a national and international scale (Wilson, 2009). To understand how they have achieved this, we can analyse the philosophy and approach of the Gallery, the nature of their product and their consumers, and the marketing strategies that they have used to connect to them.