美術館・博物館(ミュージアム)における顧客との関係性構築と戦略・行動に関する試論

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1 I Masahiro Seimiya / 1978,2015a; 2016a / 100 / Winter / Dec / No.414

2 1, 2015b; 2016b II ,262 2,311 5, ( ) 017

3 III TNC Winter / Dec / No.414

4 1 TOKYO MOA MIHO MUSEUM 2 MOA ( ) 019

5 8 MIHO MUSEUM ,000 3F2F 4km 1, MOA Winter / Dec / No.414

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7 Winter / Dec / No.414

8 IV 16 MoMA MoMA TARGET FIRST SATURDAY MoMA MoMA ( ) 023

9 19 V 1 20 VI Winter / Dec / No.414

10 2015a a; 2016a ( ) 025

11 b b; 2016b a 2015c 2016b 026 Winter / Dec / No.414

12 b; 2016b a; 2016a 2015b; 2016b ; 2015b; 2015c 3 ( ) 027

13 Joanne Scheff Bernstein No.93, pp a 404, pp b 405, pp c 7,, pp a BC 407, pp , pp Booklet11 pp Winter / Dec / No.414

14 MIHO MUSEUM MOA htm MOMA The Museum of Modern Art, New York ( ) 029

15 php TCN Winter / Dec / No.414

16 A Preliminary Essay about Museums Marketing Activities Masahiro Seimiya Museums have various characteristics to attract customers. This report is trying to apply the hypotheses of Seimiya(2015a; 2015b; 2016a; 2016b) to the museums` strategies and actions, which is about the Customer Ownership and the Autonomous and Proactive marketing, as referring some Museums Activities which do not depend on the museums collections. The Customer Ownership is the related concept of the Service Profit Chain, which has been established with customers. The author is proposing that Shikake (a device to promote) and Ba no Settei (the setting of the opportunity to promote) would be necessary in order to breed the Customer Ownership as referring some Museums Activities. And the author is also proposing that the Autonomous and Proactive marketing strategies and actions would play a valuable role to activate the competitive strategy when it is not superior in the view point of the resources. Because the Autonomous and Proactive marketing strategies and actions would become one of means of changing business domains and competitive rules. A Preliminary Essay about Museums Marketing Activities Masahiro Seimiya 031

プロ野球独立リーグにおける顧客関係性の構築に関する一考察

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