Economic efficiency of innovations in cultural institutions: the case of museums

Éva Bodzsár-Urbán , Judit Bárczi
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Abstract

Classical museums have been in a difficult situation in recent years, which was further aggravated by the closure due to the coronavirus epidemic. The needs of the children of generation Y and Z have changed, and innovation and digital opportunities are natural for them. For these reasons, they recognized the need for reforms. Dealing with culture was also important for the European Union, IV. industrial revolution, and in the period of digitization, resources must also be provided for the development and rethinking of museums. The introduction of digital tools and interactive opportunities has become necessary so that the younger generations can find their way back to the museum as a cultural opportunity. In addition, it can only become an active and profit-oriented player in the economy if it transmits information interactively. The visitor learns from it and develops. And after a positive experience, he repeats the visit. In an economic sense, one of the basic tasks of cultural marketing is to learn about the practice of consumption and the framework of cultural consumption, which provides important information for marketing decisions. By learning about consumer behavior, what, why and under the influence of what factors visitors consume, and how these are expected to influence future consumption. Separate museum communities have been set up, which carry out different tasks. Cultural interest, heritage protection, commitment to preserving traditions, and love of beauty also build a community. Communities create truly lovable museums that keep visitors coming back again and again. Where lifelong transfer of new knowledge, gaining experience and promoting personal interaction are the focus. Illustrating with examples, interactivity is not an option for a museum, but a condition for entering the 21st century, as well as for a profit-oriented economic operator. Just as money was renewed and constantly changing, museums also needed to arrive in the 21st century. century, but the path to innovations is, overall, only a matter of money.
文化机构创新的经济效率:以博物馆为例
近年来,古典博物馆的经营状况一直很困难,而由于新冠肺炎疫情的爆发,古典博物馆的关闭进一步加剧了这一困境。Y世代和Z世代的孩子的需求已经发生了变化,创新和数字机会对他们来说是很自然的。由于这些原因,他们认识到改革的必要性。处理文化对欧盟、第四次工业革命也很重要,在数字化时期,也必须为博物馆的发展和反思提供资源。数字工具和互动机会的引入已经成为必要,这样年轻一代就可以找到回到博物馆的路,作为一种文化机会。此外,只有通过互动的方式传递信息,它才能成为经济中积极的、以利润为导向的参与者。游客从中学习和发展。在一次积极的体验之后,他重复了这次访问。从经济学意义上讲,文化营销的基本任务之一是了解消费的实践和文化消费的框架,这为营销决策提供了重要的信息。通过了解消费者行为,什么,为什么和在什么因素的影响下游客消费,以及这些因素如何影响未来的消费。建立了独立的博物馆社区,执行不同的任务。对文化的兴趣,对遗产的保护,对传统的承诺,以及对美的热爱,也可以构建一个社区。社区创造了真正可爱的博物馆,让游客一次又一次地回来。终身传递新知识,获得经验和促进个人互动是重点。举例说明,互动性不是博物馆的选择,而是进入21世纪的条件,也是以利润为导向的经济经营者的条件。正如金钱不断更新和不断变化一样,博物馆也需要在21世纪到来。但总的来说,创新之路只是钱的问题。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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