This document provides an introduction to Linux and open source operating systems. It discusses what Linux is, how it was developed as an alternative to Unix, and some popular Linux distributions like Ubuntu, Fedora, and their desktop environments. It also covers installing and using Linux, installing software, programming on Linux, and using the Linux shell.
The document discusses strategies for new media and content creation, focusing on social networks and developing content for multiple channels. It provides information on platforms like Facebook, Twitter, and Yelp and how to utilize them. It also outlines best practices for developing a content plan, including content creation, distribution, and analysis across different formats and channels. The goal is to help organizations effectively create and share content using social media.
This document discusses best practices for arts organization websites. It outlines the evolution of websites from online brochures to integrated sales channels. Next generation sites are strategic, integrated with business plans, and aim to maximize performance through the digital channel. Best practices include designing for users by prioritizing relevance, effectiveness and impact. Specific guidelines are provided, such as making important elements obvious, clear navigation, and consistent terminology. Sites should be innovative by serving unmet needs, improving conversion, and doing something new. The presentation concludes by having attendees evaluate sample arts websites based on these criteria.
This document introduces Mohammed Mahmoud as a Microsoft Student Partner representing Minufia University in Egypt. It provides his contact information and outlines his role in helping students access Microsoft resources like DreamSpark, Live@Edu, and the Imagine Cup competition through a student club and Facebook group. Students are instructed on how to apply to become a Microsoft Student Partner and register for programs through various forms and Mohammed's email.
This document provides information on how to become an iPhone developer. It discusses what an iPhone is, how the iPhone has evolved over time, and the development approaches that can be used to create iPhone apps, including web applications and using Apple's SDK and tools like Xcode and Interface Builder. It also outlines the requirements needed to develop iPhone apps, such as an object-oriented programming background, an Intel-based Mac computer, an Apple Developer program membership, and either an iPhone or iPod Touch device.
A museum consultant and author believes that cultural institutions can grow their audiences through shared experimentation and becoming more participatory and audience-centered. She has been called a "museum visionary" for this approach. In her presentation, she discusses how museums can become more engaging, community-based, and vital institutions.
This document summarizes the first session of a learning circle series on using research to build arts audiences. The session focused on defining research problems and questions to address key marketing challenges. Attendees worked on identifying their top challenge, crafting a research question, and determining the best research methods to find solutions for their target audience. The document provided examples and frameworks to help attendees plan their research and apply the lessons to their organization's 2010 marketing plan.
This document summarizes the first session of a learning circle series on using research to build arts audiences. It discusses defining research problems, identifying target audiences, segmenting audiences, and translating marketing issues into research questions. Attendees are asked to identify their top marketing challenge, research question, and best research methods to address it for their target audience.
Engaging Audiences through Effective Collaboration, Presentation: November 2Arts Engagement Exchange
油
This document discusses collaboration and partnerships between arts and cultural organizations. It provides examples of potential partnership ideas that were brainstormed in breakout groups. Group A, a children's theater with limited budget, discussed partnering with park districts, community centers, schools, martial arts studios, and bookstores. Group B, a contemporary art gallery wanting to attract its core audience, proposed partnering with banks, schools, arts organizations, restaurants, and neighborhood festivals. Group C, a neighborhood center with facilities, suggested hosting an arts crawl, partnering with performance groups, and holding contests and festivals. Group D, a bank wanting to engage with arts patrons, proposed arts sponsorship programs. Group E, a chamber music group without a location,
Campus Connection: Engaging College Students in the Arts Presentation Part 2Arts Engagement Exchange
油
The document discusses engaging college students in the arts in Chicago. It mentions that the Arts Engagement Exchange is an initiative supported by the Chicago Community Trust, Chicago Department of Cultural Affairs, and Wallace Foundation. It also provides statistics showing that in 2009, college students in the Chicago Loop spent $60 million overall and $4.5 million on cultural events, demonstrating their economic impact. The document promotes upcoming arts-related events for college students, including an evening with the writer and producer of The Simpsons and a panel discussion on developing college student audiences.
Campus Connection: Engaging College Students in the Arts Presentation Part 1Arts Engagement Exchange
油
The document discusses an initiative called the Arts Engagement Exchange that aims to engage college students in the arts. It describes two panels at an event on this topic, with the first panel consisting of experts on student life from various Chicago universities, and the second focused on developing college student audiences. The panels were part of a discussion on engaging college students in the arts, led by the Chicago Community Trust and Chicago Department of Cultural Affairs.
This document summarizes an event about engaging college students in the arts. It describes panels with university experts and arts organization representatives discussing developing college student audiences and partnerships between schools and arts groups. Statistics are provided on student spending in Chicago on cultural events, showing they spent over $4.5 million annually on such events. The event aimed to brainstorm ways to further engage students in the arts.
Writers' Theatre has experienced significant growth over the last ten years, with its operating budget increasing 722% and subscribers growing over 260%. It operates at a high capacity of 91% and has been in the black for its entire 17 season history. Surveys found that the intimate setting and high quality artistry are strengths, though the location can make it difficult for some to attend. The theatre engages audiences through in-person events, social media, and strives to provide a personal experience.
The Chicago Sinfonietta was founded in 1987 and performs classical, romantic, and modern music with a focus on diversity. In 2004, its brand was refreshed to position it as providing unique, live symphonic performances
The document provides an overview of developing a marketing plan, including conducting a situation analysis, identifying target customer segments, and creating objectives and strategies. It discusses analyzing the current situation including the mission/vision and SWOT analysis. Key points include identifying customer insights through research, prioritizing target segments, and creating SMARTER objectives and matching marketing strategies and tactics.
This document provides training on improving customer service. It discusses establishing a culture of service, defining clear roles and responsibilities, identifying different types of customers, and training employees to handle common problematic scenarios. Specific tips are provided on how to enhance the patron experience through proper recruitment, training, personal touches, over-informing patrons, and obtaining customer feedback. The goal is to understand patrons and move them along the value continuum from single ticket buyers to subscribers and donors.
The document provides an overview of branding concepts through a session on branding. It discusses what branding is, common misconceptions about branding, and why branding matters. Branding is defined as the promise of the experience customers will receive from an organization. The document also covers signs of a strong brand, defining an organization's brand, understanding customers' perspectives, and two case studies on how the Old Town School of Folk Music and the Chicago Sinfonietta developed their brands over time.
This document discusses improving patron experience at arts organizations. It argues that while the performance or show is important, mediocre customer service can negatively impact perceptions of the experience. Good customer service is controllable through hiring and training friendly staff to ensure queries are promptly answered. In contrast, customer reactions to performances are not fully controllable. The document outlines a customer service management cycle and frameworks for understanding customer needs, wants, and experiences in order to improve satisfaction and loyalty.
The key is to focus on employee experience as much as customer experience. Happy, engaged employees will naturally provide great customer service. Prioritize employee satisfaction, training, recognition and incentives.
The document is from McDonald's Corporation and discusses their approach to customer experience design. It covers 5 key areas: 1) Focusing on the full customer experience beyond just service. 2) Telling their story and brand rituals. 3) Designing an accretive system, not just individual solutions. 4) Experimenting through various testing methods. 5) Taking an incremental approach to deployment through strategic path planning.
This document summarizes a session focused on using research to build arts audiences. It discusses goals of understanding barriers to success and providing feedback on research plans. Participants shared examples of successfully applying research principles and discussed ongoing challenges. The session provided guidance on translating marketing issues into research questions, choosing appropriate quantitative and qualitative research methods, and structuring the research conversation. It emphasized using research findings to create an impactful marketing plan with innovative tactics and an effective reach strategy.
The document discusses planning a qualitative research study to understand audience characteristics and define marketing challenges. It provides examples of research methods like interviews and focus groups that can be used to gain insights and select the right questions. The session concludes by considering how to translate marketing issues into research priorities and objectives.
The document discusses best practices for conducting market research surveys such as defining the target audience, identifying key questions to address objectives, and using simple quantitative and qualitative methods to obtain meaningful insights while maximizing response rates and minimizing costs. It also provides examples of different survey collection methods and considerations for each to help organizations effectively gather customer feedback.
The document discusses lessons learned from Barack Obama's successful use of new media in his 2008 and 2012 presidential campaigns. It outlines how Obama was able to raise over $550 million online through leveraging new media as "impulse candy" and a "greeter" to efficiently reach niche audiences. It also discusses how to streamline paths to action, leverage urgency and special moments, continuously test and improve, and share content to encourage grassroots participation.
This document provides an overview of digital marketing strategies for arts organizations. It discusses trends in the arts landscape including declining commitment and increasing choice for audiences. It then outlines opportunities for arts groups to engage customers online through digital advertising, email marketing, websites, blogs and ecommerce functions. The goal is to use digital tools to increase revenues, attract new audiences and tell an organization's story more effectively.
This document summarizes the first session of a learning circle series on using research to build arts audiences. The session focused on defining research problems and questions to address key marketing challenges. Attendees worked on identifying their top challenge, crafting a research question, and determining the best research methods to find solutions for their target audience. The document provided examples and frameworks to help attendees plan their research and apply the lessons to their organization's 2010 marketing plan.
This document summarizes the first session of a learning circle series on using research to build arts audiences. It discusses defining research problems, identifying target audiences, segmenting audiences, and translating marketing issues into research questions. Attendees are asked to identify their top marketing challenge, research question, and best research methods to address it for their target audience.
Engaging Audiences through Effective Collaboration, Presentation: November 2Arts Engagement Exchange
油
This document discusses collaboration and partnerships between arts and cultural organizations. It provides examples of potential partnership ideas that were brainstormed in breakout groups. Group A, a children's theater with limited budget, discussed partnering with park districts, community centers, schools, martial arts studios, and bookstores. Group B, a contemporary art gallery wanting to attract its core audience, proposed partnering with banks, schools, arts organizations, restaurants, and neighborhood festivals. Group C, a neighborhood center with facilities, suggested hosting an arts crawl, partnering with performance groups, and holding contests and festivals. Group D, a bank wanting to engage with arts patrons, proposed arts sponsorship programs. Group E, a chamber music group without a location,
Campus Connection: Engaging College Students in the Arts Presentation Part 2Arts Engagement Exchange
油
The document discusses engaging college students in the arts in Chicago. It mentions that the Arts Engagement Exchange is an initiative supported by the Chicago Community Trust, Chicago Department of Cultural Affairs, and Wallace Foundation. It also provides statistics showing that in 2009, college students in the Chicago Loop spent $60 million overall and $4.5 million on cultural events, demonstrating their economic impact. The document promotes upcoming arts-related events for college students, including an evening with the writer and producer of The Simpsons and a panel discussion on developing college student audiences.
Campus Connection: Engaging College Students in the Arts Presentation Part 1Arts Engagement Exchange
油
The document discusses an initiative called the Arts Engagement Exchange that aims to engage college students in the arts. It describes two panels at an event on this topic, with the first panel consisting of experts on student life from various Chicago universities, and the second focused on developing college student audiences. The panels were part of a discussion on engaging college students in the arts, led by the Chicago Community Trust and Chicago Department of Cultural Affairs.
This document summarizes an event about engaging college students in the arts. It describes panels with university experts and arts organization representatives discussing developing college student audiences and partnerships between schools and arts groups. Statistics are provided on student spending in Chicago on cultural events, showing they spent over $4.5 million annually on such events. The event aimed to brainstorm ways to further engage students in the arts.
Writers' Theatre has experienced significant growth over the last ten years, with its operating budget increasing 722% and subscribers growing over 260%. It operates at a high capacity of 91% and has been in the black for its entire 17 season history. Surveys found that the intimate setting and high quality artistry are strengths, though the location can make it difficult for some to attend. The theatre engages audiences through in-person events, social media, and strives to provide a personal experience.
The Chicago Sinfonietta was founded in 1987 and performs classical, romantic, and modern music with a focus on diversity. In 2004, its brand was refreshed to position it as providing unique, live symphonic performances
The document provides an overview of developing a marketing plan, including conducting a situation analysis, identifying target customer segments, and creating objectives and strategies. It discusses analyzing the current situation including the mission/vision and SWOT analysis. Key points include identifying customer insights through research, prioritizing target segments, and creating SMARTER objectives and matching marketing strategies and tactics.
This document provides training on improving customer service. It discusses establishing a culture of service, defining clear roles and responsibilities, identifying different types of customers, and training employees to handle common problematic scenarios. Specific tips are provided on how to enhance the patron experience through proper recruitment, training, personal touches, over-informing patrons, and obtaining customer feedback. The goal is to understand patrons and move them along the value continuum from single ticket buyers to subscribers and donors.
The document provides an overview of branding concepts through a session on branding. It discusses what branding is, common misconceptions about branding, and why branding matters. Branding is defined as the promise of the experience customers will receive from an organization. The document also covers signs of a strong brand, defining an organization's brand, understanding customers' perspectives, and two case studies on how the Old Town School of Folk Music and the Chicago Sinfonietta developed their brands over time.
This document discusses improving patron experience at arts organizations. It argues that while the performance or show is important, mediocre customer service can negatively impact perceptions of the experience. Good customer service is controllable through hiring and training friendly staff to ensure queries are promptly answered. In contrast, customer reactions to performances are not fully controllable. The document outlines a customer service management cycle and frameworks for understanding customer needs, wants, and experiences in order to improve satisfaction and loyalty.
The key is to focus on employee experience as much as customer experience. Happy, engaged employees will naturally provide great customer service. Prioritize employee satisfaction, training, recognition and incentives.
The document is from McDonald's Corporation and discusses their approach to customer experience design. It covers 5 key areas: 1) Focusing on the full customer experience beyond just service. 2) Telling their story and brand rituals. 3) Designing an accretive system, not just individual solutions. 4) Experimenting through various testing methods. 5) Taking an incremental approach to deployment through strategic path planning.
This document summarizes a session focused on using research to build arts audiences. It discusses goals of understanding barriers to success and providing feedback on research plans. Participants shared examples of successfully applying research principles and discussed ongoing challenges. The session provided guidance on translating marketing issues into research questions, choosing appropriate quantitative and qualitative research methods, and structuring the research conversation. It emphasized using research findings to create an impactful marketing plan with innovative tactics and an effective reach strategy.
The document discusses planning a qualitative research study to understand audience characteristics and define marketing challenges. It provides examples of research methods like interviews and focus groups that can be used to gain insights and select the right questions. The session concludes by considering how to translate marketing issues into research priorities and objectives.
The document discusses best practices for conducting market research surveys such as defining the target audience, identifying key questions to address objectives, and using simple quantitative and qualitative methods to obtain meaningful insights while maximizing response rates and minimizing costs. It also provides examples of different survey collection methods and considerations for each to help organizations effectively gather customer feedback.
The document discusses lessons learned from Barack Obama's successful use of new media in his 2008 and 2012 presidential campaigns. It outlines how Obama was able to raise over $550 million online through leveraging new media as "impulse candy" and a "greeter" to efficiently reach niche audiences. It also discusses how to streamline paths to action, leverage urgency and special moments, continuously test and improve, and share content to encourage grassroots participation.
This document provides an overview of digital marketing strategies for arts organizations. It discusses trends in the arts landscape including declining commitment and increasing choice for audiences. It then outlines opportunities for arts groups to engage customers online through digital advertising, email marketing, websites, blogs and ecommerce functions. The goal is to use digital tools to increase revenues, attract new audiences and tell an organization's story more effectively.
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