As such, directors’ styles and managerial preferences may not be applied evenly
across the museum.
Traditionally the prime function of museums has been to gather, preserve
and study objects. The director was perceived as the keeper of objects, as one
who performed the custodial role for the cultural capital of the institution: its
creative works. Today, managing museums entails understanding both the
custodial role and the need to attract visitors. As museums are part of the notfor-profit
sector and depend on government for up to 70 per cent of their
income, they must be seen to offer value to government by attracting increasing
visitor numbers. Government funders are asking for greater accountability
for money granted. One way accountability can be documented is by sound
marketing approaches (Laczniak and Murphy, 1977).
Marketing approaches have been used to increase visitor numbers and to
encourage, change and expand the museum role from one of custodial emphasis
to one of audience attraction and increased participation. Hence, museums
are developing marketing techniques to help them become more successful in
meeting these challenges.
