Museum Marketing. Competing in the Global Marketplace

Content: 
Copyright, Page iv
Contributors, Page xv
Preface, Pages xvii-xviii, Ruth Rentschler, Anne-Marie Hede
Introduction, Pages xix-xxii
Abbreviations, Pages xxiii-xxiv
Tools for further research, Pages xxv-xxvi
Chapter 1 - Major case study: cultural memory re-presented at the Quai Branly Museum, Pages 3-48, Annette Van den Bosch
Chapter 2 - Major case study: Vietnam Museum of Ethnology, Pages 49-57, Huong Le
Chapter 3 - Major case study: Shape shifters—the role and function of modern museums, Pages 61-124, Leonie Lockstone
Chapter 4 - Major case study: Tennis Australia—what to do with a heritage collection of great significance, Pages 125-130, Pamm Kellett
Chapter 5 - Major case study: Welcome to our house—satisfying visitors to the historic house museum, Pages 133-185, Linda Young
Chapter 6 - Major case study: Rethinking Tate Modern as an art museum ‘brand’, Pages 186-193, Martha Phillips, Daragh O'Reilly
Chapter 7 - Major case study: Museum of contemporary art markets itself, Pages 197-237, Ruth Rentschler
Chapter 8 - Major case study: Internet marketing at Maningrida Arts and Culture, 1995–2006, Pages 238-244, Megan Cardamone
Chapter 9 - Major case study: Historic museum ‘co-opetition’—the case of the James River Plantations, Pages 245-249, Sandra Mottner
Chapter 10 - Major case study: Strategic partnerships between museums and corporate organizations—the marriage of the Museum of New Zealand Te Papa Tongarewa and TOWER, Pages 250-256, Suzette Major, Tamarisk Sutherland
Index, Pages 257-270