Marketing research for two national cultural centers: A comparison of the National Chiang Kai-shek Cultural Center, Republic of China, and the John F. Kennedy Center for the Performing Arts, the United States of America

While marketing techniques are utilized in most non-profit performing arts organizations of the U.S.A., this concept has just begin in Taiwan, Republic of China. This thesis addresses the question of whether current marketing techniques used by the Kennedy Center, America's national cultural center, could provide guidelines for marketing the arts at Taiwan's National Chiang Kai-shek Cultural Center (NCKSCC). This thesis also examines the marketing strategies for specific dance, music and theatre events in both Centers during 1990-1992 season, and analyzes their external and internal marketing environments. It is the first study to apply contemporary marketing techniques and related programming issues to performing arts management in Taiwan. It should be of value to the Board of Directors of the NCKSCC and its management organization as well as for many of Taiwan's artists and arts managers.