While building alliances and networking is an essential part of event marketing and promotion, product insight, a well thought out strategy, and solid marketing experience will always be the deciding factory in the success or failure of a project.  The Carnival Center for Performing Arts in historic downtown Miami is the second largest performing arts facility in the U.S. after the Lincoln Center in New York.

Designed by the distinguished architect Cesar Pelli, the center officially opened in October of 2006. The center ended its first season with a disappointing 43 percent average capacity attendance for programmed events.  So far this first year, losses are $3 million after a $3.7 million subsidy. A half-billion dollars are tied up in the center, with debt decades into the future. Besides the obvious mismanagement, a lack of focus on marketing before and after construction is to blame. 

With the hiring of Andrew Goldberg as the third chief marketing officer to hold the post since the center opened in October, the center is clearly pinning its hopes for a second-season renewal on Goldberg. According to the marketing director of the Florida Grand Opera, Goldman’s uncanny ability to build alliances is his defining asset.  

The lack of a basic marketing campaign indicates that the center needs a CMO that should be recognized for more than just his schmoozing prowess. Not only was the extravagant center constructed on the outskirts of a dilapidated area, but the tickets are over-priced, there is little access to convenient parking, and the schedule of shows don’t appeal to the public that would be most likely to attend the performances. More of a focus on marketing would have essentially eliminated many, if not most of the center’s main issues.  

This is just another example of how easily a project can go awry when a solid marketing team is not consulted. Many of the center’s issues could have been avoided completely if marketing was made a priority. The idea that marketing is an unessential part of business development is rampant and situations like this will persist until the board room is equal parts strategic marketing, operations, finance, technology, and management.

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