Cultural Relationship Management

Different socio-economic conditions have resulted in an increase inattention to the cultural product, both as a cultural asset, such as museums, archaeological sites and as goods or services within the cultural content, such as discography, cinematography. This work proposes cultural relationship management as managerial and organizational orientation in the policies of cultural organizations. This approach considers the management of internal and external relations fundamental to achieve a balance between conservation and enhancement of cultural product. The aim of the work is to provide a perspective of the best companies in the management of cultural activities, it would also enable cultural heritage to create value without being subject to an unproductive expenditure. In this paper we have noted that cultural enterprise has, more than anything else, unique resources and skills. This paper provides an analysis of the resource based review and theories of relationship management, in an adaptation to the cultural product. To understand the processes of management, it is appropriate to consider both internal and external resources and the possible relations that cultural enterprise can activate. The focus of the paper is to verify how a cultural product can create attractiveness for individuals and capital that will allow better access to culture for the benefit of the entire community, both public and private. Later, the possible alliances and relationships that can be triggered by a cultural enterprise are presented. They are grouped into equity, non-equity and hybrid relationships. In the light of the path traced in the course of the work, we propose a matrix of cultural relationship management