Marketing and Comunication

Professional Empowerment Strategy

As independent dance companies, during the four laboratories all the partners took into consideration the several difficulties they encounter in managing relations at local level with stakeholders, competitors, governance, and public institutions. According to that, they agreed on the fact that cultural diplomacy was a key theme to be further investigated for the Marketing and Communication Professional Empowerment Strategy: an interesting filed of research able to stimulate the development of proper actions to face the issues related to the management of choreographic productions, and the communication of dance values. In these terms, the team of scholars from the Sapienza University of Rome, in dialogue with Atanas Maev (project manager of Derida Dance Centre, the partner responsible for this work package for the Clash! project) underlined how the main goal of the Marketing and Communication Professional Empowerment Strategy had to be to make accessible, readable and useful the information and the knowledge coming from the dance field for a wide community.

The purpose of the Marketing and Communication Professional Empowerment Strategy proposed by Sapienza Team was to summon the attention of public institutions, governance, and audience. It worked on the visibility and accessibility of values inherent to dance practices. It aimed at showing how dance practices can complete the ecology of a country and its welfare. For this reason, Professors Vito Di Bernardi and Letizia Gioia Monda suggested for the Marketing and Communication Professional Empowerment Strategy to use an accessible language (no conceptual) able to support the understanding of the operational mode within dance practices. The strategy focused on local development and territorial marketing by National Seminars as follow.

INTERNAL

SEMINAR

The development of a Clash! Internal National Seminar on Marketing and Communication Professional Empowerment Strategy was based on 3 parts to go through during 1 working days of 8 hours. A first part, to share with the internal staff the competences and the best practices acquired during the Clash! laboratories, getting familiar with the themes of territorial development and cultural diplomacy. A second part, to discuss with the team on how the lessons learned may be enrolled in the organization’s practice. A third session, to plan how to apply the Marketing and Communication Professional Empowerment Strategy for an external action by involving relevant stakeholders.

EXTERNAL

SEMINAR

Partners could decide to organize a Clash! National Seminar for Stakeholders on the Marketing and Communication Professional Empowerment Strategy. This should consist of activities open to people coming from several fields. The challenge was to create a social space where consumers and producers could share issues, questions and possible solutions to the outcoming problems on the theme. According to the methodology proposed by Sapienza Team, the event should be scheduled in 3 parts to go through during one working day of 8 hours: 1) introduction of the issues from the Clash! project according to the questions related to each country policy; 2) Exchange with the participants; 3) Sharing ideas on possible real and concrete solutions to common problems.  

Each partner together with its internal staff had to carry on a research in order to plan a model to support the work with “donors”, involving them in a macro-political system for dance development and production.  Some questions the team of Sapienza University of Rome advised the partners to reflect during the seminar were:

How can we create an equal system geographically connected?

What design us as a good partner in a co-production?

What are the good practices that bring more audience to our artistic event?

What is a good practice we can carry to have a dancer more involved in communication?

What should we propose in order to create a good, active audience?

Click down on a picture and discover how each

dance company developed its own Marketing and Communication Strategy

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