admin
Tue, 02/10/2026 - 20:26
Edited Text
UPDATE: ENTERTAINMENT
MANAGEMENT DEGREE
OPPORTUNITIES
Prepared for Clarion University of Pennsylvania
October 2015
In the following report, Hanover Research analyzes the market
for bachelor’s and master’s degrees in entertainment
management, with a specific focus on management of artists
and entertainers. This report supplements a previous report on
entertainment management programs related to outdoor
recreation, food & lodging, meeting and events, and casino
management.
www.hanoverresearch.com
Hanover Research | October 2015
TABLE OF CONTENTS
Executive Summary and Key Findings ............................................................................... 3
OVERVIEW .................................................................................................................................3
KEY FINDINGS .............................................................................................................................3
Section I: Conferral Trends and Competitive Saturation ................................................... 5
COMPLETION TRENDS ..................................................................................................................5
COMPETITIVE SATURATION............................................................................................................8
Section II: Labor Market Outlook ................................................................................... 10
OCCUPATIONAL PROJECTIONS ......................................................................................................11
JOB POSTING TRENDS ................................................................................................................12
Section III: Competitor Profiles ...................................................................................... 15
POINT PARK UNIVERSITY.............................................................................................................15
CARNEGIE MELLON UNIVERSITY ...................................................................................................17
DREXEL UNIVERSITY ...................................................................................................................18
PACE UNIVERSITY ......................................................................................................................20
© 2015 Hanover Research
2
Hanover Research | October 2015
EXECUTIVE SUMMARY AND KEY FINDINGS
OVERVIEW
In this report, Hanover Research assesses demand for an entertainment management
degree focused on developing skills for graduate to manage artists and entertainers. The
analysis provides an overview of recent conferral trends, competitive saturation, and labor
market outlook for related positions, as well as a review of several existing programs’
curricula and key program features.
The National Conference of Personal Managers describes the role of a manager for artists
and entertainers as “[acting] as liaison between their clients and the talent agents,
publicists, attorneys, business managers, and other entertainment industry professionals
which provide services to the personal manager’s clients.”1 Unlike talent agents, managers
do not need to be licensed to work for an artist or an entertainment management company.
Agents typically book appearances for artists, while managers handle other logistical details,
including marketing, social media, merchandising, and corporate sponsorships.2
While a four-year degree is common among entertainment managers, such as in public
relations, marketing, business, entertainment management, or another field,3 an internship
in the industry or other means of gaining practical experience is often essential for aspiring
entertainment managers’ career prospects. For example, one industry representative stated
that “finding a good internship is the best way to get training as a Manager,” and, when his
entertainment management company is looking to hire, “Interns and former Interns are
‘usually the first people we call’ when there’s a job opening.”4 Furthermore, all profiled
programs in Section III include a substantial internship or practical experience component,
reinforcing the importance of industry experience in this field.
KEY FINDINGS
An analysis of degree completions data shows that the academic field of arts and
entertainment management is small but growing. In 2014, just over 2,000
bachelor’s degrees were awarded in arts, entertainment, and media management,
music management, or theatre/theatre arts management nationally. Approximately
100 of these were awarded by Pennsylvania institutions. At the master’s level,
institutions conferred fewer than 700 awards nationally and 70 in Pennsylvania.
1
“About Managers.” National Conference of Personal Managers Inc. http://ncopm.com/personal-manager/
[1] Moo, K. “Entertainment Managers vs. Agents | Compared.” Johnson-Moo.com. http://www.johnsonmoo.com/entertainment-manager-vs-agent/ [2] “Become a Personal Manager.” Careers in Music.
https://www.careersinmusic.com/personal-manager/ [3] Bush, S. R. “Entertainment Agents Hold Top-Dollar Jobs
in LA.” CBS Los Angeles, September 2, 2014. http://losangeles.cbslocal.com/2014/09/02/entertainment-agentshold-top-dollar-jobs-in-la/
3
[1] “Summary Report for: 13-13-1011.00 – Agents and Business Managers of Artists, Performers, and Athletes.”
O*Net OnLine. http://www.onetonline.org/link/summary/13-1011.00 [2] Bush, Op. cit.
4
Ibid.
2
© 2015 Hanover Research
3
Hanover Research | October 2015
Nationally, employment for agents and business managers of artists, performers,
and athletes is expected to grow about as fast as average. However, Pennsylvania
does not appear to offer a substantial number of these types of positions, which are
typically concentrated in metropolitan areas like Los Angeles, New York, and
Nashville. That being said, some established academic programs in smaller cities,
like Park Point University’s program in Pittsburgh, show how institutions can engage
with local sports, entertainment, and arts-related businesses to give students
training and opportunities in their career fields of interest.
Few Pennsylvania institutions offer arts and entertainment management degrees
at the bachelor’s level or master’s level. However, these programs may overlap
and compete with other business, marketing, or similar programs. For example,
Drexel University is the only Pennsylvania institution to report degree completions
into the most relevant CIP category—arts, entertainment, and media management,
general—and Carnegie Mellon University is the only Pennsylvania institution to
report master’s-level conferrals into this category. However, Point Park University
and Saint Joseph’s University also offer related programs at the bachelor’s level, and
Drexel also offers an arts administration master’s program.
Niche arts and entertainment programs emphasize the range of relevant
coursework, industry connections, and relevant opportunities to differentiate
themselves from other programs and to attract students. For example, coursework
may include business/finance/management principles, entertainment law, box
office management, social media marketing, introduction to the music industry, and
so on. Industry partnerships, for-credit internships, and other hand-on opportunities
give students important experience and are commonly highlighted as key program
differentiators.
© 2015 Hanover Research
4
Hanover Research | October 2015
SECTION I: CONFERRAL TRENDS AND
COMPETITIVE SATURATION
This section presents information on recent conferral trends, which can give insight into
student demand, and competitive saturation. The report examines conferral trends for four
relevant CIP codes related to managing performing artists and entertainers:
o 50.1001: Arts, Entertainment, and Media Management, General
o 50.1003: Music Management
o 50.1004: Theatre/Theatre Arts Management
o 50.1009: Arts, Entertainment, and Media Management, Other
Competitive saturation is assessed by examining the number of institutions reporting
bachelor’s and master’s degrees into these CIP categories.
COMPLETION TRENDS
Degree completions data are gathered through the Integrated Postsecondary Education
Data System (IPEDS) maintained by the National Center of Education Statistics (NCES).5
Hanover’s analysis includes the following metrics:
Compound Annual Growth Rate (CAGR): CAGR approximates annual growth based on the
percentage change between the first and final years in the data series, without incorporating
yearly variation. It gives an impression of a theoretical, steady growth rate.
Average Annual Change (AAC): AAC indicates the average value of year-to-year numeric changes.
It allows for an analysis of both directional trends and volume because programs with very large
completions numbers and higher growth will generally have larger AACs.
Standard Deviation of Annual Changes (STDEV): STDEV reflects the consistency of growth over
time. A larger standard deviation indicates a trend that is overall less consistent, while a standard
deviation of zero would indicate perfectly consistent change.
IPEDS data, while comprehensive and useful for understanding degree completions trends,
also have some limitations. When interpreting IPEDS data, note that conferrals are selfreported, meaning that institutions may record completions for substantively similar
programs under different CIP classifications, or they may choose to classify programs under
general CIP classifications where appropriate specialized CIP classifications also exist.
Therefore, Hanover includes several possible CIP codes to assess completions trends for
relevant degree fields.
Figure 1.1 presents bachelor’s degree completions related to managing performing artists
and entertainers nationally, in the Mid East region,6 and in the state of Pennsylvania. Degree
5
“IPEDS Data Center.” National Center for Education Statistics. http://nces.ed.gov/ipeds/datacenter/Default.aspx
© 2015 Hanover Research
5
Hanover Research | October 2015
conferral data show increasing student demand at all three levels, particularly in the Mid
East region and Pennsylvania. The majority of bachelor’s-level completions reported in
Pennsylvania in 2014 were reported by Drexel University, with 78 reported conferrals in
relevant CIP codes in 2014.
Figure 1.1: Arts and Entertainment Management Bachelor’s Degrees, 2010-2014
2,500
2,000
1,500
National
Mid East Region
1,000
Pennsylvania
500
0
2010
2011
CIP TITLE
National
Arts, Entertainment, and Media
Management, General
Music Management
Theatre/Theatre Arts Management
Arts, Entertainment, and Media
Management, Other
Mid East Region
Arts, Entertainment, and Media
Management, General
Music Management
Theatre/Theatre Arts Management
Pennsylvania
Arts, Entertainment, and Media
Management, General*
Music Management
Theatre/Theatre Arts Management*
2012
2013
2014
2010
1,684
2011
1,516
2012
1,550
2013
1,880
2014
2,120
CAGR
5.9%
AAC
109
STDEV
193
53
117
169
229
503†
75.5%
113
93
1,545
84
1,316
83
1,270
88
1,544
73
1,460
131
-1.4%
11.8%
-21
12
184
28
2
0
23
34
26
89.9%
6
12
214
238
262
269
310
9.7%
24
12
0
12
12
42
33
--
--
--
163
51
67
176
50
71
187
63
66
185
42
92
213
64
101
6.9%
5.8%
10.8%
13
3
9
11
16
11
-
-
-
38
28
--
--
--
45
22
46
25
40
26
53
1
72
1
12.5%
-53.8%
7
-5
10
11
7
Source: IPEDS
† This substantial increase in completions from 2013 to 2014 is due to Full Sail University, a for-profit institution,
reporting 202 conferrals in this CIP in 2014 only. This suggests a change in conferral reporting practices (e.g., from
Business/Commerce, General, into this category). The Los Angeles Film School also reported 81 completions in 2014
only. Thus, a 75.5 percent CAGR is likely not a fully accurate representation of student interest. However, conferral
trends suggest that student demand is growing even with these outliers removed.
*The drop in Pennsylvania of Theatre/Theatre Arts Management completions and the increase in Arts, Entertainment,
and Media Management, General, from 2012 to 2013, appears largely a result of a probably change in Drexel
University reporting practices for its Entertainment and Arts Management program.
6
The Mid East region, as defined by IPEDS, includes Delaware, the District of Columbia, Maryland, New Jersey, New
York, and Pennsylvania.
7
“IPEDS Data Center.” Op. cit.
© 2015 Hanover Research
6
Hanover Research | October 2015
Figure 1.2 shows student demand for master’s programs in Arts and Entertainment
Management at the master’s degree level. There are a larger volume of conferrals at the
bachelor’s level, although conferral trends suggest that student interest in arts and
entertainment management programming at the master’s level is growing as fast as or
faster than interest at the bachelor’s level.
Figure 1.2: Arts and Entertainment Management Master’s Degree Completions, 2010-2014
1,000
750
National
500
Mid East Region
Pennsylvania
250
0
2010
CIP TITLE
National
Arts, Entertainment, and Media
8
Management, General
Music Management
Theatre/Theatre Arts Management
Arts, Entertainment, and Media
Management, Other
Mid East Region
Arts, Entertainment, and Media
Management, General
Theatre/Theatre Arts Management
Arts, Entertainment, and Media
Management, Other
Pennsylvania
Arts, Entertainment, and Media
Management, General
Theatre/Theatre Arts Management
Source: IPEDS
2011
2012
2013
2014
2010
112
2011
207
2012
210
2013
231
2014
682
CAGR
57.1%
AAC
143
STDEV
181
61
114
159
186
596
76.8%
134
160
9
42
10
79
0
50
0
44
30
55
35.1%
7.0%
5
3
15
24
0
4
1
1
1
--
--
--
44
121
121
153
199
45.8%
39
28
30
78
104
129
175
55.4%
36
11
14
43
16
23
23
13.2%
2
20
-
-
1
1
1
--
--
--
44
49
55
61
69
11.9%
6
1
30
32
39
38
46
11.3%
4
4
14
17
16
23
23
13.2%
2
3
9
8
This sudden increase in completions in 2014 is due entirely to Full Sail University, a for-profit institution in Florida,
reporting 346 master’s degree completions in that year only (see Footnote 4).
9
“IPEDS Data Center.” Op. cit.
© 2015 Hanover Research
7
Hanover Research | October 2015
COMPETITIVE SATURATION
Nationally, a total of 113 institutions reported at least one bachelor’s degree completion in
2014 in one of the CIP categories examined in Section I; seven of these institutions are
located in Pennsylvania. The number of institutions awarding master’s degrees in these
categories is smaller, with 24 national institutions and just one—Carnegie Mellon
University—located in Pennsylvania.10
As shown in Figure 1.3, relatively few regional and state institutions reported at least one
artist and entertainment management-related bachelor’s or master’s degree completions in
2014. Also, the table highlights that music management programs are particularly common
at the bachelor’s level, while there are a number of arts, entertainment, and media
management programs at both levels. In particular, the Mid East region hosts more master’s
degree programs in arts, entertainment, and media management, general, than bachelor’s
degree programs.
Figure 1.3: Number of Programs Reporting Arts and Entertainment Management
Programs, 2014
NUMBER OF PROGRAMS
NATIONAL
REGIONAL
STATE
Number of Institutions Reporting Completions, by CIP Category
Arts, Entertainment, and Media Management, General
24
3
1
Music Management
71
10
6
Theatre/Theatre Arts Management
24
6
1
Arts, Entertainment, and Media Management, Other
2
0
0
Number of Institutions Reporting Completions, by CIP Category
Arts, Entertainment, and Media Management, General
15
5
1
Music Management
1
0
0
Theatre/Theatre Arts Management
8
1
1
Arts, Entertainment, and Media Management, Other
1
1
0
PROGRAM TYPE (BY CIP CATEGORY)
11
Source: IPEDS
Note: Some institutions may be counted more than once at each level if they report degree completions into more
than one CIP category.
10
11
Ibid.
Ibid.
© 2015 Hanover Research
8
Hanover Research | October 2015
Figure 1.4 shows the bachelor’s and master’s degree programs reporting completions under
“Arts, Entertainment, and Media Management, General” in the Mid East region. Carnegie
Mellon University is the only institution to report completions across all five years.
Figure 1.4: Mid East Institutions Reporting Conferrals in Arts and Entertainment
Management, General
INSTITUTION
Bachelor's
Daemen College
Drexel University
LIU Post
Master's
American University
Carnegie Mellon University
New York Institute of Technology
Pratt Institute-Main
Syracuse University
The New School
Source: IPEDS
2010
30
30
-
2011
12
12
78
32
46
-
2012
12
12
104
39
42
23
-
2013
42
1
38
3
129
4
38
53
18
16
2014
33
1
28
4
175
17
46
0
48
33
31
CAGR
----55.4%
-11.3%
-----
AAC
----36.3
-4
-----
STDEV
----10.8
-4
-----
12
Hanover also conducted a manual scan and reviewed the Music and Entertainment Industry
Educator Association’s member list to identify other relevant bachelor’s and master’s
degree programs in neighboring states. 13 These institutions may report program
completions into other CIP categories, such as music management or a more general
business category. This list provides several examples of programs but may not be fully
comprehensive. Several listed programs are located within these institutions’ schools or
colleges of business, although others are grouped with another arts-related department.
Figure 1.5: Sample of Other Mid East Arts and Entertainment Management Degrees
INSTITUTION
STATE
Point Park University
Pennsylvania
Saint Joseph’s University
Pennsylvania
Pace University
New York
New York University
New York
Brooklyn College
New York
Western New England University
Massachusetts
Berklee College of Music
Massachusetts
Bay State College
Massachusetts
Southern Connecticut State University
Connecticut
University of Hartford
Connecticut
PROGRAM TITLE
BS in Sports, Arts, & Entertainment Management
BBA in Entertainment Marketing
BBA in Management: Arts and Entertainment Management
MA or Dual BFA/MA in Performing Arts Administration
MFA in Performing Arts Management
Arts and Entertainment Management Major
MA in Global Entertainment and Music Business
BS in Entertainment Management
MS in Sports & Entertainment Management
BBA, Performing Arts Management
Source: Institutional websites, Music & Entertainment Industry Management Association
Note: Click on the hyperlinked program title to access program websites.
14
12
Ibid.
This search goes beyond the IPEDS defined Mid East region to include Ohio and West Virginia, neighboring states in
relatively close proximity to Clarion University; and Massachusetts, Connecticut, and Virginia, which are not direct
neighbors.
14
“Member Institutions.” Music & Entertainment Industry Educator Association.
http://www.meiea.org/member.schools.html
13
© 2015 Hanover Research
9
Hanover Research | October 2015
SECTION II: LABOR MARKET OUTLOOK
Graduates of arts and entertainment management programs can work in a variety of
settings. For example, in promoting the new MS degree in sports and entertainment
management degree at Southern Connecticut State University (SCSU), the chairman of
SCSU’s recreational and leisure studies department highlights a range of work settings:
Careers in entertainment management include jobs with artist or event
management companies, talent booking agencies, marketing and merchandising
firms, promotional companies, public relations firms, performing arts centers and
cultural heritage sites and museums.15
Drexel University, which offers a bachelor’s and a master’s program in arts/entertainment
management, similarly emphases that “the career possibilities in this field are extensive”
and graduates may go on to positions such as in this field are extensive and include the
following positions:16
Artistic or creative director
Concert and live events manager
Gallery owner
Grant writer
Production and development executive
Promoter
Publicist
Talent agent
Marketing coordinator
This section of the report analyzes the labor market outlook for occupational categories
associated with entertainment management. To identify the most relevant occupational
projections, Hanover used the NCES’s CIP-SOC crosswalk to determine occupations most
commonly linked to the degree fields discussed in Section I. The crosswalk identified one
particularly relevant occupation, artist and entertainment managers, defined in Figure 2.117
Figure 2.1: Artist and Entertainment Managers, SOC Code
SOC CODE AND TITLE
13-1011 Agents and Business Managers
of Artists, Performers and Athletes
Source: Bureau of Labor Statistics
DESCRIPTION
Represent and promote artists, performers, and athletes in
dealings with current or prospective employers. May handle
contract negotiation and other business matters for clients.
18
15
“New M.S. Degree in Sports & Entertainment Management.” Southern Connecticut State University.
http://www.southernct.edu/news/sportentertainmentmgt.html
16
“Entertainment and Arts Management Co-op/Career Opportunities.” Drexel University.
http://www.catalog.drexel.edu/undergraduate/collegeofmediaartsanddesign/entertainmentartmgmt/#coopcare
eropportunitiestext
17
“Crosswalks between the 2010 SOC and systems used by other Federal and international statistical agencies.”
Bureau of Labor Statistics. http://www.bls.gov/soc/soccrosswalks.htm
18
“Standard Occupational Classification.” Bureau of Labor Statistics. http://www.bls.gov/soc/
© 2015 Hanover Research
10
Hanover Research | October 2015
OCCUPATIONAL PROJECTIONS
Figure 2.2 shows national employment projections for agents and business managers of
artists, performers, and athletes. Employment is expected to grow nearly 10 percent, or
about as fast as average as defined by the Bureau of Labor Statistics (when employment is
projected to increase between 8 and 14 percent).19 Pennsylvania labor market projections
are not available for this occupation.20
Figure 2.2: National Employment Projections, 2012–2022
EMPLOYMENT
2012
2022
SOC TITLE
Agents and Business Managers of Artists,
Performers and Athletes
Source: Bureau of Labor Statistics
18,300
20,100
PROJECTED CHANGE
NUMBER PERCENT
1,800
9.8
ANNUAL JOB
OPENINGS
580
21
The majority of these professionals work as agents and managers, but others are employed
by performing arts companies or sound recording companies, as shown in Figure 2.3.
Annual mean wage can be highly variable, as many personal and entertainment managers
are paid by commission.22
Figure 2.3: Industries with Highest Levels of Employment for Agents and Business
Managers of Artists, Performers, and Athletes
INDUSTRY
Agents and Managers for Artists, Athletes,
Entertainers, and Other Public Figures
Independent Artists, Writers, and Performers
Promoters of Performing Arts, Sports, and
Similar Events
Performing Arts Companies
Sound Recording Industries
Source: Bureau of Labor Statistics
PERCENT OF INDUSTRY
ANNUAL MEAN
EMPLOYMENT
WAGE
8,090
36.58
$98,750
830
1.56
No estimate
830
0.70
$66,620
750
320
0.63
2.02
$62,900
No estimate
EMPLOYMENT
23
As shown in Figure 2.4 on the following page, a bachelor’s degree is the most common level
of educational attainment among agents and business managers of artists, performers, and
athletes. These data reinforce the Bureau of Labor Statistics’ indication that a bachelor’s
degree is the typical entry-level education for this occupation.24
19
See “Key Phrases in the OOH.” BLS Occupational Outlook Handbook. http://www.bls.gov/ooh/About/OccupationalInformation-Included-in-the-OOH.htm
20
See: “Long-Term Occupational Employment Projections.” Pennsylvania Department of Labor & Industry Center for
Workforce Information & Analysis.
http://www.portal.state.pa.us/portal/server.pt?open=514&objID=814813&mode=2
21
“Employment by Detailed Occupation.” Bureau of Labor Statistics (BLS).
http://www.bls.gov/emp/ep_table_102.htm
22
“Become a Personal Manager,” Op. cit.
23
“Occupational Employment and Wages: Agents and Business Managers of Artists, Performers, and Athletes.”
Bureau of Labor Statistics (BLS), May 2014. http://www.bls.gov/oes/current/oes131011.htm
24
“Employment Projections.” Bureau of Labor Statistics. http://data.bls.gov/projections/occupationProj
© 2015 Hanover Research
11
Hanover Research | October 2015
Figure 2.4: National Distribution of Educational Attainment for Agents and Business
Managers of Artists, Performers, and Athletes, Aged 25 and Older
100
80
60
42.4%
40
21.7%
20
10.1%
6.3%
0
Some college, no
degree
Associate's degree
Bachelor's degree
Master's degree
25
Source: Bureau of Labor Statistics
Note: These figures are only available at the national level and are based on data collected by the U.S. Census
Bureau in 2010 and 2011. Only education levels “some college, no degree” and above are shown, excluding doctoral
degrees.
JOB POSTING TRENDS
To analyze trends in job posting data, Hanover assessed data from Indeed.com, a site that
compiles online job postings from hundreds of smaller job boards. Indeed’s Job Trends tool
allows users to examine trends in the relative volume of total job postings over time. As
shown in Figure 2.5, the number of job postings with the term “entertainment
management” mentioned peaked in 2012 but has since waned somewhat.
Figure 2.6 lists examples of current job listings in Pennsylvania that contain the phrase
“entertainment management.” The types of opportunities listed suggest that entertainment
management opportunities in Pennsylvania are less abundant than in more populous states,
such as California and New York. Figure 2.7 illustrates the location quotient by metropolitan
region,26 highlighting a concentration of agents and business managers in the Los Angeles,
Nashville, and New York metropolitan areas.
25
“Educational Attainment for Workers 25 and Over by Detailed Occupation.” Bureau of Labor Statistics (BLS).
http://www.bls.gov/emp/ep_table_111.htm
26
The Bureau of Labor Statistics (BLS) calculates location quotients as an occupation’s “share of an area’s
employment relative to the national average. For example, a location quotient of 2.0 indicates that an occupation
accounts for twice the share of employment in the area [that] it does nationally, and a location quotient of 0.5
indicates the area’s share of employment in the occupation is half the national share.” See: “Occupational
Employment Statistics (OES) Highlights: Using Location Quotients to Analyze Occupational Data.” Bureau of Labor
Statistics, April 2011, p. 2. http://www.bls.gov/oes/highlight_location_quotients.pdf
© 2015 Hanover Research
12
Hanover Research | October 2015
Figure 2.5: National Trends in Volume of Job Postings Containing the Term “Entertainment
Manager”
Source: Indeed.com
27
Figure 2.6: Active Indeed.com Job Listings in Pennsylvania Containing the Phrase
“Entertainment Manager”
ORGANIZATION
North Bowl
Valley Forge Casino
Comcast Spectacor
Peddler’s Village Partnership
Entertainment Cruises
Renewal by Andersen
Lock Haven Hospital
Hershey Entertainment and Resorts
JOB TITLE
LOCATION
Area Operations Manager
Philadelphia
Slot Operations Supervisor
King of Prussia
Event Manager
Indiana University of Pennsylvania
Festival and Events Coordinator
Peddler’s Village
Event Coordinator
Philadelphia
Event Marketer
Wayne
Activity Coordinator
Williamsport
Digital Engagement Manager
Hershey
28
Source: Indeed.com
Note: This table lists postings active as of the date of data collection (October 5, 2015). The table presents a
representative sample of available listings.
27
28
“Job Trends.” Indeed.com. http://www.indeed.com/jobtrends
“Find Jobs.” Indeed.com. http://www.indeed.com/
© 2015 Hanover Research
13
Hanover Research | October 2015
Figure 2.7: Location Quotient of Agents and Business Managers of Artists, Performers, and
Athletes by Area, May 2014
Source: Bureau of Labor Statistics
29
29
“Occupational Employment and Wages, May 2014: 13-1011 Agents and Business Managers of Artists, Performers,
and Athletes.” Bureau of Labor Statistics. http://www.bls.gov/oes/current/oes131011.htm
© 2015 Hanover Research
14
Hanover Research | October 2015
SECTION III: COMPETITOR PROFILES
POINT PARK UNIVERSITY
Point Park University in Pittsburgh offers a BS in Sports, Arts, and Entertainment
Management (SAEM).30 The 121-credit program “combines a solid background in business,
marketing and management with the added expertise in sports, arts and entertainment
management.” 31 Housed within the School of Business, coursework includes event
management; promotion and touring; facilities and venue design; advertising and public
relations; talent and media management; and the legal aspects of SAEM, among others.
Figure 3.1 provides an overview of degree requirements for SAEM students. Business,
marketing, and management coursework can be combined with up to three for-credit
internships, with at least one internship required to complete the program.
Figure 3.1: Point Park SAEM Degree Requirements
PROGRAM
CREDITS
PROGRAM
Major Requirements (70 Credits)
Principles of Macroeconomics OR Principles of Microeconomics
Elementary Statistics
3
Psych. Foundations (Understanding People)
Introduction to Accounting I
3
Introduction to Accounting II
Managerial/Cost Accounting
3
Business Law I
Human Resource Management
3
Principles of Management
Business Communication and Research
3
Corporate Finance
Strategic Planning
3
Problem Solving with IT (Discover Tech.)
Intro to the SAE Business
3
Event Management
SAE Marketing and Promotion
3
Career Prep
Facility and Venue Design/Admin
3
Business Models of SAE
SAEM Internship
3
Legal Aspects of SAE
Senior Seminar in SAE
3
Pick Four Courses from the Following:
Electronic Commerce
3
Business of Concert Promo/Touring
Concert and Music Festival Touring
3
SAE Advertising and Public Relations
Performing Arts Management
3
Business of Live Entertainment
Talent Management
3
Media Management
Special Topics in SAEM
3
Essential Fundraising Principles
SAEM Internship II
3
SAEM Internship III
General Electives (9 Credits)
CREDITS
3
C*
3
3
3
3
C*
3
1
3
3
3
3
3
3
3
3
32
Source: Point Park University
* Courses satisfied by completion of Core Curriculum
30
“Sports, Arts, and Entertainment Management Degree.” Point Park University.
https://pointpark.edu/Academics/Schools/Business/UndergraduateProgram/SportArtsandEntertainmentManage
ment
31
Ibid.
32
“Bachelor of Science in Sports, Arts, & Entertainment Management 2015-2016 Degree Requirements.” Point Park
University.
https://pointpark.edu/media/About/AdminDeptRegistrar/Degree_Requirements/Business/sportsartsentertainme
ntmanagement-bs.pdf
© 2015 Hanover Research
15
Hanover Research | October 2015
Students can focus on one of three industries. Most notably, the program makes efforts to
provide or partner with sports, arts, and entertainment companies to offer experiential
learning to students (Figure 3.2). An SAEM-managed record label, for instance, allows
students “to acquire first-hand experience on the various aspects of a record label.”33
Figure 3.2: Point Park SAEM Program Features
Sport Management
• Leverages proximity to collegiate and professional sports teams located
near Point Park.
Arts Management
• Partners with Point Park's Conservatory of Performing Arts, a "perfect
platform for training on the business side of this career path." Point Park
SAEM courses have helped musicians and dancers better understand their
industry.
Entertainment Management
• Engages students "in the development of concert talent management,
booking agencies, record lables, and ticketing" among others. Students are
exposed to the workings of stadiums, theaters, and other entertainment
arenas.
Internships
• Offers students access to internships in downtown Pittsburgh stadiums,
concert halls, and entertainment venues, among others.
Source: Point Park University
34
Graduates of the program have gone on to a wide variety of roles, including:35
Audience development coordinator at Detroit
Marketing specialist for Rivers Casino
Symphony Orchestra
Operations coordinator at Tough Mudder LLC
Box office manager at Highmark Stadium
Special events manager at Broadway Across America
Club marketing manager at Heinz Field
Social media manager for Caesars Entertainment
Internal events coordinator at Phipps Conservatory and
Corporation
Botanical Garden
33
“Pioneer Records at Red Caiman Media.” Point Park University.
https://pointpark.edu/Academics/Schools/Business/UndergraduateProgram/SportArtsandEntertainmentManage
ment/PioneerRecords
34
“Sports, Arts, and Entertainment Management Degree,” Op. cit.
35
“Sports, Arts and Entertainment Management Careers.” Point Park University.
http://www.pointpark.edu/Academics/Schools/Business/UndergraduateProgram/SportArtsandEntertainmentMa
nagement/SAEMCareers
© 2015 Hanover Research
16
Hanover Research | October 2015
CARNEGIE MELLON UNIVERSITY
Carnegie Mellon University offers a Master of Entertainment Industry Management (MEIM)
through its School of Public Policy and Management. The mission of the program is “to
prepare the next generation of successful executives and entrepreneurs for leadership in
Film, TV & Video Game Production, Entertainment Marketing and Content Distribution
across all entertainment media platforms and screens.”36 The program offers a unique dualcity instruction format. Students spend the first year of the program in Pittsburgh
developing business management and leadership acumen skills. Then, they spend their
second year in Los Angeles, gaining “almost 1000 hours of internship experience.” 37 Figure
3.3 highlights additional features of the program.
Figure 3.3: Additional Features of Carnegie Mellon’s MEIM Program
Festivals
• Students gain professional experience through
participation in South by Southwest (SXSW),
Cannes, and the Sundance Film Festival.
Experiential
Learning
• In addition to internships and conferences,
students gain practical learning through
capstone projects. Capstone partners include
Disney, Twitter, IMAX, Fox, and Warner Bros.
among others.
Industry
Membership
• Students receive memberships to esteemed
entertainment organizations, such as the Film
Independent, The Academy of Television Arts
and Sciences, and the Hollywood Radio and TV
Society.
Source: Carnegie Mellon University
38
36
“MEIM Mission Statement.” Carnegie Mellon University. http://www.heinz.cmu.edu/school-of-public-policymanagement/entertainment-industry-management-meim/meim-mission-statement/index.aspx
37
“Master of Entertainment Industry Management.” Carnegie Mellon University. http://www.heinz.cmu.edu/schoolof-public-policy-management/entertainment-industry-management-meim/index.aspx
38
Ibid.
© 2015 Hanover Research
17
Hanover Research | October 2015
Figure 3.4 presents a course schedule for MEIM students. The second year emphasizes
hands-on industry experience; students can work 30 hours per week in Los Angeles to “gain
first-hand knowledge of how the theories and principles learned in the classroom are
implemented in the profession.”39 Over 100 Los Angeles-based entertainment companies
have hosted MEIM students as interns.
Figure 3.4: Carnegie Mellon MEIM Course Schedule
COURSE
UNITS
First Year (Pittsburgh)
Fall
Applied Economic Analysis
Empirical Methods
Principles of Marketing
Script/Story Analysis
Organizational Design & Implement.
HR Management
Information Technology Electives
Additional Elective
COURSE
Spring
12
Strategic Presentation
12
Entrepreneurship
6
Business or Strategy Writing
6
Negotiating
6
Basics of Financial Statements
6
Fundamentals of Finance
6
Creative Enterprise: For-Profits
6
Electives
Second Year (Los Angeles)
Film Econ Marketing and Distribution
12
TV Business and Legal Affairs
Production Management
6
Digital Content and Delivery
Business Development
6
Intellectual Property
Television Economics
6
Capstone II
TV Marketing and Advertising
6
Practicum II
Market Research in Entertainment
3
Los Angeles Electives
Capstone I
3
Total Core
Practicum I
1
Total Elective
Los Angeles Electives
Varies
Grand Total
Source: Carnegie Mellon University
UNITS
6
6
6
6
6
6
6
12
9
6
6
9
1
Varies
176
22
198
40
DREXEL UNIVERSITY
Drexel University offers a BS in Entertainment and Arts Management and a MS in Arts
Administration. Students in the BS program with a 3.5 GPA in their last two years of
program coursework who apply to the MS in Arts Administration program are automatically
accepted into the program. The bachelor’s program gives students the option to
concentrate in visual arts, performing arts, cinema and television, or sports entertainment.41
The BS program requires 185-187 credit hours, and the MS program is a 45-credit hour
program.
39
“Practicum/Internship Opportunity.” Carnegie Mellon University. http://www.heinz.cmu.edu/school-of-publicpolicy-management/entertainment-industry-management-meim/curriculum/practicum-internshipopportunity/index.aspx
40
“MEIM Course Information.” Carnegie Mellon University. http://www.heinz.cmu.edu/school-of-public-policymanagement/entertainment-industry-management-meim/curriculum/course-information/index.aspx
41
“Entertainment and Arts Management.” Drexel University.
http://www.catalog.drexel.edu/undergraduate/collegeofmediaartsanddesign/entertainmentartmgmt/
© 2015 Hanover Research
18
Hanover Research | October 2015
Figure 3.5 provides an overview of courses available to undergraduate students in the
Entertainment and Arts Management program.
Figure 3.5: Drexel Entertainment & Arts Management Sample Curriculum
COURSE NO.
TITLE
EAM 130
Overview of
Entertainment and
Arts Management
EAM 200
Introduction to the
Music Industry
EAM 211
Strategic
Management for
Entertainment and
Arts
EAM 310
Social Media in
Entertainment
EAM 312
Introduction to
Fund Development
for the Arts
EAM 321
Box Office and
Venue Management
EAM 322
Performing Arts
Touring and
Promotion
EAM 361
Law for
Entertainment and
Arts Management
Managers
EAM 365
Media and
Entertainment
Business
EAM 471
Fine Arts Market
Development
Source: Drexel University
42
DESCRIPTION
Students acquire an understanding of the profit and non-profit
organization within a social and governmental context. Of
primary focus are the arts organization as an entity, how they are
organized and the impact and place they have within the
community.
Offers an introduction to four key areas of the music business The recording industry, entertainment contracts, publishing,
touring and concert production. Students will be taught by
experts in each topic.
Explores the concepts of planning and evaluation as it relates to
the arts. Instruction focuses on the development of business
plans, including research, organization, competition, marketing,
staffing, and financial issues.
Social Media In Entertainment teaches students how to develop
the strategies for using social media as a marketing tool in the
arts and entertainment industries.
Provides an overview of basic fund-raising techniques for nonprofit arts organizations. Strategies for raising funds from
individuals, corporations, foundations, and government funding
sources are reviewed and analyzed.
Focuses on the operational management tasks. Students explore
the marketing and promotional component of box office
management, the use of technology and ticket sales, and
managing people.
Provides an overview of organizing performing arts tours and
events by discussing administrative and management
responsibilities of touring including booking, logistics, staffing,
promotion and decision making.
Examines the relationship between the arts and law, including
contracts, license fees, labor-management agreements, liability,
immigration law, use fees, first amendment issues, and the
formation of partnerships and corporations.
Focuses on media networks and other major players in the media
and entertainment business, examining their interdependence,
and discussing major trends and tendencies on the market and
their impact on the art and entertainment field.
Examines the dynamics of the commercial visual arts market,
including international auction houses such as Sotheby's and
major private collectors. Answers questions focusing on market
value (price) of art works.
42
“Entertainment & Arts Management, 2015-2016 Catalog.” Drexel University.
http://www.catalog.drexel.edu/coursedescriptions/quarter/undergrad/eam/
© 2015 Hanover Research
19
Hanover Research | October 2015
PACE UNIVERSITY
Pace University offers a bachelor of business administration (BBA) with a concentration in
Arts and Entertainment Management. The program—offered through Pace’s Lubin School
of Business—prepares students “to analyze and respond as a manager to factors shaping
the industry, from changing technology to economic challenges and union activities.”43
Graduates pursue careers in theater, dance companies, art galleries, management
companies, and museums among others.44 Pace leverages its location in New York City to
host influential guest lecturers as well as house Inside the Actor’s Studio, a series on the
performing arts. In addition to core credits, the arts and entertainment management
concentration students must complete a set of courses, shown in Figure 3.6.
Figure 3.6: Pace BBA Arts and Entertainment Management Minor Requirements
COURSE NO.
MGT 235†
MGT 370
MGT 470
MFT 340
MGT 341
MGT 342
MGT 347
MGT 312†
MGT 371†
MGT 372†
MGT 373†
MGT 394A†
TITLE
Required Concentration Courses
Arts and Entertainment Management
Managing Creativity
Entertainment Management Seminar
Total
Required International Management Course (Choose One)
International Management
Comparative Management Systems
The Human Dimension in International Management
International Management Field Study
Total
Elective Concentration Courses (Choose Two)
Event Management
Managing Entertainment Projects
Governance and Stakeholder Management in the Arts
Technology Innovation and the Arts
Management Internship
Total
Grand Total
CREDITS
3
3
3
9
3
3
3
3
3
3
3
3
3
0-6
6
18
45
Source: Pace University
† Courses offered to students minoring in Arts and Entertainment Management
43
“BBA in Management - Arts and Entertainment Management.” Pace University. http://www.pace.edu/lubin/artsand-entertainment-bba
44
“Management Major, BBA - Arts and Entertainment Management.” Pace University.
http://pace.smartcatalogiq.com/2014-2015/Undergraduate-Catalog/Schools/Lubin-School-of-Business/DegreePrograms/Management/Management-Major-BBA-Arts-and-Entertainment-Management
45
Ibid.
© 2015 Hanover Research
20
PROJECT EVALUATION FORM
Hanover Research is committed to providing a work product that meets or exceeds partner
expectations. In keeping with that goal, we would like to hear your opinions regarding our
reports. Feedback is critically important and serves as the strongest mechanism by which we
tailor our research to your organization. When you have had a chance to evaluate this
report, please take a moment to fill out the following questionnaire.
http://www.hanoverresearch.com/evaluation/index.php
CAVEAT
The publisher and authors have used their best efforts in preparing this brief. The publisher
and authors make no representations or warranties with respect to the accuracy or
completeness of the contents of this brief and specifically disclaim any implied warranties of
fitness for a particular purpose. There are no warranties that extend beyond the
descriptions contained in this paragraph. No warranty may be created or extended by
representatives of Hanover Research or its marketing materials. The accuracy and
completeness of the information provided herein and the opinions stated herein are not
guaranteed or warranted to produce any particular results, and the advice and strategies
contained herein may not be suitable for every partner. Neither the publisher nor the
authors shall be liable for any loss of profit or any other commercial damages, including but
not limited to special, incidental, consequential, or other damages. Moreover, Hanover
Research is not engaged in rendering legal, accounting, or other professional services.
Partners requiring such services are advised to consult an appropriate professional.
4401 Wilson Boulevard, Suite 400
Arlington, VA 22203
P 202.559.0500 F 866.808.6585
www.hanoverresearch.com
© 2015 Hanover Research
21
MANAGEMENT DEGREE
OPPORTUNITIES
Prepared for Clarion University of Pennsylvania
October 2015
In the following report, Hanover Research analyzes the market
for bachelor’s and master’s degrees in entertainment
management, with a specific focus on management of artists
and entertainers. This report supplements a previous report on
entertainment management programs related to outdoor
recreation, food & lodging, meeting and events, and casino
management.
www.hanoverresearch.com
Hanover Research | October 2015
TABLE OF CONTENTS
Executive Summary and Key Findings ............................................................................... 3
OVERVIEW .................................................................................................................................3
KEY FINDINGS .............................................................................................................................3
Section I: Conferral Trends and Competitive Saturation ................................................... 5
COMPLETION TRENDS ..................................................................................................................5
COMPETITIVE SATURATION............................................................................................................8
Section II: Labor Market Outlook ................................................................................... 10
OCCUPATIONAL PROJECTIONS ......................................................................................................11
JOB POSTING TRENDS ................................................................................................................12
Section III: Competitor Profiles ...................................................................................... 15
POINT PARK UNIVERSITY.............................................................................................................15
CARNEGIE MELLON UNIVERSITY ...................................................................................................17
DREXEL UNIVERSITY ...................................................................................................................18
PACE UNIVERSITY ......................................................................................................................20
© 2015 Hanover Research
2
Hanover Research | October 2015
EXECUTIVE SUMMARY AND KEY FINDINGS
OVERVIEW
In this report, Hanover Research assesses demand for an entertainment management
degree focused on developing skills for graduate to manage artists and entertainers. The
analysis provides an overview of recent conferral trends, competitive saturation, and labor
market outlook for related positions, as well as a review of several existing programs’
curricula and key program features.
The National Conference of Personal Managers describes the role of a manager for artists
and entertainers as “[acting] as liaison between their clients and the talent agents,
publicists, attorneys, business managers, and other entertainment industry professionals
which provide services to the personal manager’s clients.”1 Unlike talent agents, managers
do not need to be licensed to work for an artist or an entertainment management company.
Agents typically book appearances for artists, while managers handle other logistical details,
including marketing, social media, merchandising, and corporate sponsorships.2
While a four-year degree is common among entertainment managers, such as in public
relations, marketing, business, entertainment management, or another field,3 an internship
in the industry or other means of gaining practical experience is often essential for aspiring
entertainment managers’ career prospects. For example, one industry representative stated
that “finding a good internship is the best way to get training as a Manager,” and, when his
entertainment management company is looking to hire, “Interns and former Interns are
‘usually the first people we call’ when there’s a job opening.”4 Furthermore, all profiled
programs in Section III include a substantial internship or practical experience component,
reinforcing the importance of industry experience in this field.
KEY FINDINGS
An analysis of degree completions data shows that the academic field of arts and
entertainment management is small but growing. In 2014, just over 2,000
bachelor’s degrees were awarded in arts, entertainment, and media management,
music management, or theatre/theatre arts management nationally. Approximately
100 of these were awarded by Pennsylvania institutions. At the master’s level,
institutions conferred fewer than 700 awards nationally and 70 in Pennsylvania.
1
“About Managers.” National Conference of Personal Managers Inc. http://ncopm.com/personal-manager/
[1] Moo, K. “Entertainment Managers vs. Agents | Compared.” Johnson-Moo.com. http://www.johnsonmoo.com/entertainment-manager-vs-agent/ [2] “Become a Personal Manager.” Careers in Music.
https://www.careersinmusic.com/personal-manager/ [3] Bush, S. R. “Entertainment Agents Hold Top-Dollar Jobs
in LA.” CBS Los Angeles, September 2, 2014. http://losangeles.cbslocal.com/2014/09/02/entertainment-agentshold-top-dollar-jobs-in-la/
3
[1] “Summary Report for: 13-13-1011.00 – Agents and Business Managers of Artists, Performers, and Athletes.”
O*Net OnLine. http://www.onetonline.org/link/summary/13-1011.00 [2] Bush, Op. cit.
4
Ibid.
2
© 2015 Hanover Research
3
Hanover Research | October 2015
Nationally, employment for agents and business managers of artists, performers,
and athletes is expected to grow about as fast as average. However, Pennsylvania
does not appear to offer a substantial number of these types of positions, which are
typically concentrated in metropolitan areas like Los Angeles, New York, and
Nashville. That being said, some established academic programs in smaller cities,
like Park Point University’s program in Pittsburgh, show how institutions can engage
with local sports, entertainment, and arts-related businesses to give students
training and opportunities in their career fields of interest.
Few Pennsylvania institutions offer arts and entertainment management degrees
at the bachelor’s level or master’s level. However, these programs may overlap
and compete with other business, marketing, or similar programs. For example,
Drexel University is the only Pennsylvania institution to report degree completions
into the most relevant CIP category—arts, entertainment, and media management,
general—and Carnegie Mellon University is the only Pennsylvania institution to
report master’s-level conferrals into this category. However, Point Park University
and Saint Joseph’s University also offer related programs at the bachelor’s level, and
Drexel also offers an arts administration master’s program.
Niche arts and entertainment programs emphasize the range of relevant
coursework, industry connections, and relevant opportunities to differentiate
themselves from other programs and to attract students. For example, coursework
may include business/finance/management principles, entertainment law, box
office management, social media marketing, introduction to the music industry, and
so on. Industry partnerships, for-credit internships, and other hand-on opportunities
give students important experience and are commonly highlighted as key program
differentiators.
© 2015 Hanover Research
4
Hanover Research | October 2015
SECTION I: CONFERRAL TRENDS AND
COMPETITIVE SATURATION
This section presents information on recent conferral trends, which can give insight into
student demand, and competitive saturation. The report examines conferral trends for four
relevant CIP codes related to managing performing artists and entertainers:
o 50.1001: Arts, Entertainment, and Media Management, General
o 50.1003: Music Management
o 50.1004: Theatre/Theatre Arts Management
o 50.1009: Arts, Entertainment, and Media Management, Other
Competitive saturation is assessed by examining the number of institutions reporting
bachelor’s and master’s degrees into these CIP categories.
COMPLETION TRENDS
Degree completions data are gathered through the Integrated Postsecondary Education
Data System (IPEDS) maintained by the National Center of Education Statistics (NCES).5
Hanover’s analysis includes the following metrics:
Compound Annual Growth Rate (CAGR): CAGR approximates annual growth based on the
percentage change between the first and final years in the data series, without incorporating
yearly variation. It gives an impression of a theoretical, steady growth rate.
Average Annual Change (AAC): AAC indicates the average value of year-to-year numeric changes.
It allows for an analysis of both directional trends and volume because programs with very large
completions numbers and higher growth will generally have larger AACs.
Standard Deviation of Annual Changes (STDEV): STDEV reflects the consistency of growth over
time. A larger standard deviation indicates a trend that is overall less consistent, while a standard
deviation of zero would indicate perfectly consistent change.
IPEDS data, while comprehensive and useful for understanding degree completions trends,
also have some limitations. When interpreting IPEDS data, note that conferrals are selfreported, meaning that institutions may record completions for substantively similar
programs under different CIP classifications, or they may choose to classify programs under
general CIP classifications where appropriate specialized CIP classifications also exist.
Therefore, Hanover includes several possible CIP codes to assess completions trends for
relevant degree fields.
Figure 1.1 presents bachelor’s degree completions related to managing performing artists
and entertainers nationally, in the Mid East region,6 and in the state of Pennsylvania. Degree
5
“IPEDS Data Center.” National Center for Education Statistics. http://nces.ed.gov/ipeds/datacenter/Default.aspx
© 2015 Hanover Research
5
Hanover Research | October 2015
conferral data show increasing student demand at all three levels, particularly in the Mid
East region and Pennsylvania. The majority of bachelor’s-level completions reported in
Pennsylvania in 2014 were reported by Drexel University, with 78 reported conferrals in
relevant CIP codes in 2014.
Figure 1.1: Arts and Entertainment Management Bachelor’s Degrees, 2010-2014
2,500
2,000
1,500
National
Mid East Region
1,000
Pennsylvania
500
0
2010
2011
CIP TITLE
National
Arts, Entertainment, and Media
Management, General
Music Management
Theatre/Theatre Arts Management
Arts, Entertainment, and Media
Management, Other
Mid East Region
Arts, Entertainment, and Media
Management, General
Music Management
Theatre/Theatre Arts Management
Pennsylvania
Arts, Entertainment, and Media
Management, General*
Music Management
Theatre/Theatre Arts Management*
2012
2013
2014
2010
1,684
2011
1,516
2012
1,550
2013
1,880
2014
2,120
CAGR
5.9%
AAC
109
STDEV
193
53
117
169
229
503†
75.5%
113
93
1,545
84
1,316
83
1,270
88
1,544
73
1,460
131
-1.4%
11.8%
-21
12
184
28
2
0
23
34
26
89.9%
6
12
214
238
262
269
310
9.7%
24
12
0
12
12
42
33
--
--
--
163
51
67
176
50
71
187
63
66
185
42
92
213
64
101
6.9%
5.8%
10.8%
13
3
9
11
16
11
-
-
-
38
28
--
--
--
45
22
46
25
40
26
53
1
72
1
12.5%
-53.8%
7
-5
10
11
7
Source: IPEDS
† This substantial increase in completions from 2013 to 2014 is due to Full Sail University, a for-profit institution,
reporting 202 conferrals in this CIP in 2014 only. This suggests a change in conferral reporting practices (e.g., from
Business/Commerce, General, into this category). The Los Angeles Film School also reported 81 completions in 2014
only. Thus, a 75.5 percent CAGR is likely not a fully accurate representation of student interest. However, conferral
trends suggest that student demand is growing even with these outliers removed.
*The drop in Pennsylvania of Theatre/Theatre Arts Management completions and the increase in Arts, Entertainment,
and Media Management, General, from 2012 to 2013, appears largely a result of a probably change in Drexel
University reporting practices for its Entertainment and Arts Management program.
6
The Mid East region, as defined by IPEDS, includes Delaware, the District of Columbia, Maryland, New Jersey, New
York, and Pennsylvania.
7
“IPEDS Data Center.” Op. cit.
© 2015 Hanover Research
6
Hanover Research | October 2015
Figure 1.2 shows student demand for master’s programs in Arts and Entertainment
Management at the master’s degree level. There are a larger volume of conferrals at the
bachelor’s level, although conferral trends suggest that student interest in arts and
entertainment management programming at the master’s level is growing as fast as or
faster than interest at the bachelor’s level.
Figure 1.2: Arts and Entertainment Management Master’s Degree Completions, 2010-2014
1,000
750
National
500
Mid East Region
Pennsylvania
250
0
2010
CIP TITLE
National
Arts, Entertainment, and Media
8
Management, General
Music Management
Theatre/Theatre Arts Management
Arts, Entertainment, and Media
Management, Other
Mid East Region
Arts, Entertainment, and Media
Management, General
Theatre/Theatre Arts Management
Arts, Entertainment, and Media
Management, Other
Pennsylvania
Arts, Entertainment, and Media
Management, General
Theatre/Theatre Arts Management
Source: IPEDS
2011
2012
2013
2014
2010
112
2011
207
2012
210
2013
231
2014
682
CAGR
57.1%
AAC
143
STDEV
181
61
114
159
186
596
76.8%
134
160
9
42
10
79
0
50
0
44
30
55
35.1%
7.0%
5
3
15
24
0
4
1
1
1
--
--
--
44
121
121
153
199
45.8%
39
28
30
78
104
129
175
55.4%
36
11
14
43
16
23
23
13.2%
2
20
-
-
1
1
1
--
--
--
44
49
55
61
69
11.9%
6
1
30
32
39
38
46
11.3%
4
4
14
17
16
23
23
13.2%
2
3
9
8
This sudden increase in completions in 2014 is due entirely to Full Sail University, a for-profit institution in Florida,
reporting 346 master’s degree completions in that year only (see Footnote 4).
9
“IPEDS Data Center.” Op. cit.
© 2015 Hanover Research
7
Hanover Research | October 2015
COMPETITIVE SATURATION
Nationally, a total of 113 institutions reported at least one bachelor’s degree completion in
2014 in one of the CIP categories examined in Section I; seven of these institutions are
located in Pennsylvania. The number of institutions awarding master’s degrees in these
categories is smaller, with 24 national institutions and just one—Carnegie Mellon
University—located in Pennsylvania.10
As shown in Figure 1.3, relatively few regional and state institutions reported at least one
artist and entertainment management-related bachelor’s or master’s degree completions in
2014. Also, the table highlights that music management programs are particularly common
at the bachelor’s level, while there are a number of arts, entertainment, and media
management programs at both levels. In particular, the Mid East region hosts more master’s
degree programs in arts, entertainment, and media management, general, than bachelor’s
degree programs.
Figure 1.3: Number of Programs Reporting Arts and Entertainment Management
Programs, 2014
NUMBER OF PROGRAMS
NATIONAL
REGIONAL
STATE
Number of Institutions Reporting Completions, by CIP Category
Arts, Entertainment, and Media Management, General
24
3
1
Music Management
71
10
6
Theatre/Theatre Arts Management
24
6
1
Arts, Entertainment, and Media Management, Other
2
0
0
Number of Institutions Reporting Completions, by CIP Category
Arts, Entertainment, and Media Management, General
15
5
1
Music Management
1
0
0
Theatre/Theatre Arts Management
8
1
1
Arts, Entertainment, and Media Management, Other
1
1
0
PROGRAM TYPE (BY CIP CATEGORY)
11
Source: IPEDS
Note: Some institutions may be counted more than once at each level if they report degree completions into more
than one CIP category.
10
11
Ibid.
Ibid.
© 2015 Hanover Research
8
Hanover Research | October 2015
Figure 1.4 shows the bachelor’s and master’s degree programs reporting completions under
“Arts, Entertainment, and Media Management, General” in the Mid East region. Carnegie
Mellon University is the only institution to report completions across all five years.
Figure 1.4: Mid East Institutions Reporting Conferrals in Arts and Entertainment
Management, General
INSTITUTION
Bachelor's
Daemen College
Drexel University
LIU Post
Master's
American University
Carnegie Mellon University
New York Institute of Technology
Pratt Institute-Main
Syracuse University
The New School
Source: IPEDS
2010
30
30
-
2011
12
12
78
32
46
-
2012
12
12
104
39
42
23
-
2013
42
1
38
3
129
4
38
53
18
16
2014
33
1
28
4
175
17
46
0
48
33
31
CAGR
----55.4%
-11.3%
-----
AAC
----36.3
-4
-----
STDEV
----10.8
-4
-----
12
Hanover also conducted a manual scan and reviewed the Music and Entertainment Industry
Educator Association’s member list to identify other relevant bachelor’s and master’s
degree programs in neighboring states. 13 These institutions may report program
completions into other CIP categories, such as music management or a more general
business category. This list provides several examples of programs but may not be fully
comprehensive. Several listed programs are located within these institutions’ schools or
colleges of business, although others are grouped with another arts-related department.
Figure 1.5: Sample of Other Mid East Arts and Entertainment Management Degrees
INSTITUTION
STATE
Point Park University
Pennsylvania
Saint Joseph’s University
Pennsylvania
Pace University
New York
New York University
New York
Brooklyn College
New York
Western New England University
Massachusetts
Berklee College of Music
Massachusetts
Bay State College
Massachusetts
Southern Connecticut State University
Connecticut
University of Hartford
Connecticut
PROGRAM TITLE
BS in Sports, Arts, & Entertainment Management
BBA in Entertainment Marketing
BBA in Management: Arts and Entertainment Management
MA or Dual BFA/MA in Performing Arts Administration
MFA in Performing Arts Management
Arts and Entertainment Management Major
MA in Global Entertainment and Music Business
BS in Entertainment Management
MS in Sports & Entertainment Management
BBA, Performing Arts Management
Source: Institutional websites, Music & Entertainment Industry Management Association
Note: Click on the hyperlinked program title to access program websites.
14
12
Ibid.
This search goes beyond the IPEDS defined Mid East region to include Ohio and West Virginia, neighboring states in
relatively close proximity to Clarion University; and Massachusetts, Connecticut, and Virginia, which are not direct
neighbors.
14
“Member Institutions.” Music & Entertainment Industry Educator Association.
http://www.meiea.org/member.schools.html
13
© 2015 Hanover Research
9
Hanover Research | October 2015
SECTION II: LABOR MARKET OUTLOOK
Graduates of arts and entertainment management programs can work in a variety of
settings. For example, in promoting the new MS degree in sports and entertainment
management degree at Southern Connecticut State University (SCSU), the chairman of
SCSU’s recreational and leisure studies department highlights a range of work settings:
Careers in entertainment management include jobs with artist or event
management companies, talent booking agencies, marketing and merchandising
firms, promotional companies, public relations firms, performing arts centers and
cultural heritage sites and museums.15
Drexel University, which offers a bachelor’s and a master’s program in arts/entertainment
management, similarly emphases that “the career possibilities in this field are extensive”
and graduates may go on to positions such as in this field are extensive and include the
following positions:16
Artistic or creative director
Concert and live events manager
Gallery owner
Grant writer
Production and development executive
Promoter
Publicist
Talent agent
Marketing coordinator
This section of the report analyzes the labor market outlook for occupational categories
associated with entertainment management. To identify the most relevant occupational
projections, Hanover used the NCES’s CIP-SOC crosswalk to determine occupations most
commonly linked to the degree fields discussed in Section I. The crosswalk identified one
particularly relevant occupation, artist and entertainment managers, defined in Figure 2.117
Figure 2.1: Artist and Entertainment Managers, SOC Code
SOC CODE AND TITLE
13-1011 Agents and Business Managers
of Artists, Performers and Athletes
Source: Bureau of Labor Statistics
DESCRIPTION
Represent and promote artists, performers, and athletes in
dealings with current or prospective employers. May handle
contract negotiation and other business matters for clients.
18
15
“New M.S. Degree in Sports & Entertainment Management.” Southern Connecticut State University.
http://www.southernct.edu/news/sportentertainmentmgt.html
16
“Entertainment and Arts Management Co-op/Career Opportunities.” Drexel University.
http://www.catalog.drexel.edu/undergraduate/collegeofmediaartsanddesign/entertainmentartmgmt/#coopcare
eropportunitiestext
17
“Crosswalks between the 2010 SOC and systems used by other Federal and international statistical agencies.”
Bureau of Labor Statistics. http://www.bls.gov/soc/soccrosswalks.htm
18
“Standard Occupational Classification.” Bureau of Labor Statistics. http://www.bls.gov/soc/
© 2015 Hanover Research
10
Hanover Research | October 2015
OCCUPATIONAL PROJECTIONS
Figure 2.2 shows national employment projections for agents and business managers of
artists, performers, and athletes. Employment is expected to grow nearly 10 percent, or
about as fast as average as defined by the Bureau of Labor Statistics (when employment is
projected to increase between 8 and 14 percent).19 Pennsylvania labor market projections
are not available for this occupation.20
Figure 2.2: National Employment Projections, 2012–2022
EMPLOYMENT
2012
2022
SOC TITLE
Agents and Business Managers of Artists,
Performers and Athletes
Source: Bureau of Labor Statistics
18,300
20,100
PROJECTED CHANGE
NUMBER PERCENT
1,800
9.8
ANNUAL JOB
OPENINGS
580
21
The majority of these professionals work as agents and managers, but others are employed
by performing arts companies or sound recording companies, as shown in Figure 2.3.
Annual mean wage can be highly variable, as many personal and entertainment managers
are paid by commission.22
Figure 2.3: Industries with Highest Levels of Employment for Agents and Business
Managers of Artists, Performers, and Athletes
INDUSTRY
Agents and Managers for Artists, Athletes,
Entertainers, and Other Public Figures
Independent Artists, Writers, and Performers
Promoters of Performing Arts, Sports, and
Similar Events
Performing Arts Companies
Sound Recording Industries
Source: Bureau of Labor Statistics
PERCENT OF INDUSTRY
ANNUAL MEAN
EMPLOYMENT
WAGE
8,090
36.58
$98,750
830
1.56
No estimate
830
0.70
$66,620
750
320
0.63
2.02
$62,900
No estimate
EMPLOYMENT
23
As shown in Figure 2.4 on the following page, a bachelor’s degree is the most common level
of educational attainment among agents and business managers of artists, performers, and
athletes. These data reinforce the Bureau of Labor Statistics’ indication that a bachelor’s
degree is the typical entry-level education for this occupation.24
19
See “Key Phrases in the OOH.” BLS Occupational Outlook Handbook. http://www.bls.gov/ooh/About/OccupationalInformation-Included-in-the-OOH.htm
20
See: “Long-Term Occupational Employment Projections.” Pennsylvania Department of Labor & Industry Center for
Workforce Information & Analysis.
http://www.portal.state.pa.us/portal/server.pt?open=514&objID=814813&mode=2
21
“Employment by Detailed Occupation.” Bureau of Labor Statistics (BLS).
http://www.bls.gov/emp/ep_table_102.htm
22
“Become a Personal Manager,” Op. cit.
23
“Occupational Employment and Wages: Agents and Business Managers of Artists, Performers, and Athletes.”
Bureau of Labor Statistics (BLS), May 2014. http://www.bls.gov/oes/current/oes131011.htm
24
“Employment Projections.” Bureau of Labor Statistics. http://data.bls.gov/projections/occupationProj
© 2015 Hanover Research
11
Hanover Research | October 2015
Figure 2.4: National Distribution of Educational Attainment for Agents and Business
Managers of Artists, Performers, and Athletes, Aged 25 and Older
100
80
60
42.4%
40
21.7%
20
10.1%
6.3%
0
Some college, no
degree
Associate's degree
Bachelor's degree
Master's degree
25
Source: Bureau of Labor Statistics
Note: These figures are only available at the national level and are based on data collected by the U.S. Census
Bureau in 2010 and 2011. Only education levels “some college, no degree” and above are shown, excluding doctoral
degrees.
JOB POSTING TRENDS
To analyze trends in job posting data, Hanover assessed data from Indeed.com, a site that
compiles online job postings from hundreds of smaller job boards. Indeed’s Job Trends tool
allows users to examine trends in the relative volume of total job postings over time. As
shown in Figure 2.5, the number of job postings with the term “entertainment
management” mentioned peaked in 2012 but has since waned somewhat.
Figure 2.6 lists examples of current job listings in Pennsylvania that contain the phrase
“entertainment management.” The types of opportunities listed suggest that entertainment
management opportunities in Pennsylvania are less abundant than in more populous states,
such as California and New York. Figure 2.7 illustrates the location quotient by metropolitan
region,26 highlighting a concentration of agents and business managers in the Los Angeles,
Nashville, and New York metropolitan areas.
25
“Educational Attainment for Workers 25 and Over by Detailed Occupation.” Bureau of Labor Statistics (BLS).
http://www.bls.gov/emp/ep_table_111.htm
26
The Bureau of Labor Statistics (BLS) calculates location quotients as an occupation’s “share of an area’s
employment relative to the national average. For example, a location quotient of 2.0 indicates that an occupation
accounts for twice the share of employment in the area [that] it does nationally, and a location quotient of 0.5
indicates the area’s share of employment in the occupation is half the national share.” See: “Occupational
Employment Statistics (OES) Highlights: Using Location Quotients to Analyze Occupational Data.” Bureau of Labor
Statistics, April 2011, p. 2. http://www.bls.gov/oes/highlight_location_quotients.pdf
© 2015 Hanover Research
12
Hanover Research | October 2015
Figure 2.5: National Trends in Volume of Job Postings Containing the Term “Entertainment
Manager”
Source: Indeed.com
27
Figure 2.6: Active Indeed.com Job Listings in Pennsylvania Containing the Phrase
“Entertainment Manager”
ORGANIZATION
North Bowl
Valley Forge Casino
Comcast Spectacor
Peddler’s Village Partnership
Entertainment Cruises
Renewal by Andersen
Lock Haven Hospital
Hershey Entertainment and Resorts
JOB TITLE
LOCATION
Area Operations Manager
Philadelphia
Slot Operations Supervisor
King of Prussia
Event Manager
Indiana University of Pennsylvania
Festival and Events Coordinator
Peddler’s Village
Event Coordinator
Philadelphia
Event Marketer
Wayne
Activity Coordinator
Williamsport
Digital Engagement Manager
Hershey
28
Source: Indeed.com
Note: This table lists postings active as of the date of data collection (October 5, 2015). The table presents a
representative sample of available listings.
27
28
“Job Trends.” Indeed.com. http://www.indeed.com/jobtrends
“Find Jobs.” Indeed.com. http://www.indeed.com/
© 2015 Hanover Research
13
Hanover Research | October 2015
Figure 2.7: Location Quotient of Agents and Business Managers of Artists, Performers, and
Athletes by Area, May 2014
Source: Bureau of Labor Statistics
29
29
“Occupational Employment and Wages, May 2014: 13-1011 Agents and Business Managers of Artists, Performers,
and Athletes.” Bureau of Labor Statistics. http://www.bls.gov/oes/current/oes131011.htm
© 2015 Hanover Research
14
Hanover Research | October 2015
SECTION III: COMPETITOR PROFILES
POINT PARK UNIVERSITY
Point Park University in Pittsburgh offers a BS in Sports, Arts, and Entertainment
Management (SAEM).30 The 121-credit program “combines a solid background in business,
marketing and management with the added expertise in sports, arts and entertainment
management.” 31 Housed within the School of Business, coursework includes event
management; promotion and touring; facilities and venue design; advertising and public
relations; talent and media management; and the legal aspects of SAEM, among others.
Figure 3.1 provides an overview of degree requirements for SAEM students. Business,
marketing, and management coursework can be combined with up to three for-credit
internships, with at least one internship required to complete the program.
Figure 3.1: Point Park SAEM Degree Requirements
PROGRAM
CREDITS
PROGRAM
Major Requirements (70 Credits)
Principles of Macroeconomics OR Principles of Microeconomics
Elementary Statistics
3
Psych. Foundations (Understanding People)
Introduction to Accounting I
3
Introduction to Accounting II
Managerial/Cost Accounting
3
Business Law I
Human Resource Management
3
Principles of Management
Business Communication and Research
3
Corporate Finance
Strategic Planning
3
Problem Solving with IT (Discover Tech.)
Intro to the SAE Business
3
Event Management
SAE Marketing and Promotion
3
Career Prep
Facility and Venue Design/Admin
3
Business Models of SAE
SAEM Internship
3
Legal Aspects of SAE
Senior Seminar in SAE
3
Pick Four Courses from the Following:
Electronic Commerce
3
Business of Concert Promo/Touring
Concert and Music Festival Touring
3
SAE Advertising and Public Relations
Performing Arts Management
3
Business of Live Entertainment
Talent Management
3
Media Management
Special Topics in SAEM
3
Essential Fundraising Principles
SAEM Internship II
3
SAEM Internship III
General Electives (9 Credits)
CREDITS
3
C*
3
3
3
3
C*
3
1
3
3
3
3
3
3
3
3
32
Source: Point Park University
* Courses satisfied by completion of Core Curriculum
30
“Sports, Arts, and Entertainment Management Degree.” Point Park University.
https://pointpark.edu/Academics/Schools/Business/UndergraduateProgram/SportArtsandEntertainmentManage
ment
31
Ibid.
32
“Bachelor of Science in Sports, Arts, & Entertainment Management 2015-2016 Degree Requirements.” Point Park
University.
https://pointpark.edu/media/About/AdminDeptRegistrar/Degree_Requirements/Business/sportsartsentertainme
ntmanagement-bs.pdf
© 2015 Hanover Research
15
Hanover Research | October 2015
Students can focus on one of three industries. Most notably, the program makes efforts to
provide or partner with sports, arts, and entertainment companies to offer experiential
learning to students (Figure 3.2). An SAEM-managed record label, for instance, allows
students “to acquire first-hand experience on the various aspects of a record label.”33
Figure 3.2: Point Park SAEM Program Features
Sport Management
• Leverages proximity to collegiate and professional sports teams located
near Point Park.
Arts Management
• Partners with Point Park's Conservatory of Performing Arts, a "perfect
platform for training on the business side of this career path." Point Park
SAEM courses have helped musicians and dancers better understand their
industry.
Entertainment Management
• Engages students "in the development of concert talent management,
booking agencies, record lables, and ticketing" among others. Students are
exposed to the workings of stadiums, theaters, and other entertainment
arenas.
Internships
• Offers students access to internships in downtown Pittsburgh stadiums,
concert halls, and entertainment venues, among others.
Source: Point Park University
34
Graduates of the program have gone on to a wide variety of roles, including:35
Audience development coordinator at Detroit
Marketing specialist for Rivers Casino
Symphony Orchestra
Operations coordinator at Tough Mudder LLC
Box office manager at Highmark Stadium
Special events manager at Broadway Across America
Club marketing manager at Heinz Field
Social media manager for Caesars Entertainment
Internal events coordinator at Phipps Conservatory and
Corporation
Botanical Garden
33
“Pioneer Records at Red Caiman Media.” Point Park University.
https://pointpark.edu/Academics/Schools/Business/UndergraduateProgram/SportArtsandEntertainmentManage
ment/PioneerRecords
34
“Sports, Arts, and Entertainment Management Degree,” Op. cit.
35
“Sports, Arts and Entertainment Management Careers.” Point Park University.
http://www.pointpark.edu/Academics/Schools/Business/UndergraduateProgram/SportArtsandEntertainmentMa
nagement/SAEMCareers
© 2015 Hanover Research
16
Hanover Research | October 2015
CARNEGIE MELLON UNIVERSITY
Carnegie Mellon University offers a Master of Entertainment Industry Management (MEIM)
through its School of Public Policy and Management. The mission of the program is “to
prepare the next generation of successful executives and entrepreneurs for leadership in
Film, TV & Video Game Production, Entertainment Marketing and Content Distribution
across all entertainment media platforms and screens.”36 The program offers a unique dualcity instruction format. Students spend the first year of the program in Pittsburgh
developing business management and leadership acumen skills. Then, they spend their
second year in Los Angeles, gaining “almost 1000 hours of internship experience.” 37 Figure
3.3 highlights additional features of the program.
Figure 3.3: Additional Features of Carnegie Mellon’s MEIM Program
Festivals
• Students gain professional experience through
participation in South by Southwest (SXSW),
Cannes, and the Sundance Film Festival.
Experiential
Learning
• In addition to internships and conferences,
students gain practical learning through
capstone projects. Capstone partners include
Disney, Twitter, IMAX, Fox, and Warner Bros.
among others.
Industry
Membership
• Students receive memberships to esteemed
entertainment organizations, such as the Film
Independent, The Academy of Television Arts
and Sciences, and the Hollywood Radio and TV
Society.
Source: Carnegie Mellon University
38
36
“MEIM Mission Statement.” Carnegie Mellon University. http://www.heinz.cmu.edu/school-of-public-policymanagement/entertainment-industry-management-meim/meim-mission-statement/index.aspx
37
“Master of Entertainment Industry Management.” Carnegie Mellon University. http://www.heinz.cmu.edu/schoolof-public-policy-management/entertainment-industry-management-meim/index.aspx
38
Ibid.
© 2015 Hanover Research
17
Hanover Research | October 2015
Figure 3.4 presents a course schedule for MEIM students. The second year emphasizes
hands-on industry experience; students can work 30 hours per week in Los Angeles to “gain
first-hand knowledge of how the theories and principles learned in the classroom are
implemented in the profession.”39 Over 100 Los Angeles-based entertainment companies
have hosted MEIM students as interns.
Figure 3.4: Carnegie Mellon MEIM Course Schedule
COURSE
UNITS
First Year (Pittsburgh)
Fall
Applied Economic Analysis
Empirical Methods
Principles of Marketing
Script/Story Analysis
Organizational Design & Implement.
HR Management
Information Technology Electives
Additional Elective
COURSE
Spring
12
Strategic Presentation
12
Entrepreneurship
6
Business or Strategy Writing
6
Negotiating
6
Basics of Financial Statements
6
Fundamentals of Finance
6
Creative Enterprise: For-Profits
6
Electives
Second Year (Los Angeles)
Film Econ Marketing and Distribution
12
TV Business and Legal Affairs
Production Management
6
Digital Content and Delivery
Business Development
6
Intellectual Property
Television Economics
6
Capstone II
TV Marketing and Advertising
6
Practicum II
Market Research in Entertainment
3
Los Angeles Electives
Capstone I
3
Total Core
Practicum I
1
Total Elective
Los Angeles Electives
Varies
Grand Total
Source: Carnegie Mellon University
UNITS
6
6
6
6
6
6
6
12
9
6
6
9
1
Varies
176
22
198
40
DREXEL UNIVERSITY
Drexel University offers a BS in Entertainment and Arts Management and a MS in Arts
Administration. Students in the BS program with a 3.5 GPA in their last two years of
program coursework who apply to the MS in Arts Administration program are automatically
accepted into the program. The bachelor’s program gives students the option to
concentrate in visual arts, performing arts, cinema and television, or sports entertainment.41
The BS program requires 185-187 credit hours, and the MS program is a 45-credit hour
program.
39
“Practicum/Internship Opportunity.” Carnegie Mellon University. http://www.heinz.cmu.edu/school-of-publicpolicy-management/entertainment-industry-management-meim/curriculum/practicum-internshipopportunity/index.aspx
40
“MEIM Course Information.” Carnegie Mellon University. http://www.heinz.cmu.edu/school-of-public-policymanagement/entertainment-industry-management-meim/curriculum/course-information/index.aspx
41
“Entertainment and Arts Management.” Drexel University.
http://www.catalog.drexel.edu/undergraduate/collegeofmediaartsanddesign/entertainmentartmgmt/
© 2015 Hanover Research
18
Hanover Research | October 2015
Figure 3.5 provides an overview of courses available to undergraduate students in the
Entertainment and Arts Management program.
Figure 3.5: Drexel Entertainment & Arts Management Sample Curriculum
COURSE NO.
TITLE
EAM 130
Overview of
Entertainment and
Arts Management
EAM 200
Introduction to the
Music Industry
EAM 211
Strategic
Management for
Entertainment and
Arts
EAM 310
Social Media in
Entertainment
EAM 312
Introduction to
Fund Development
for the Arts
EAM 321
Box Office and
Venue Management
EAM 322
Performing Arts
Touring and
Promotion
EAM 361
Law for
Entertainment and
Arts Management
Managers
EAM 365
Media and
Entertainment
Business
EAM 471
Fine Arts Market
Development
Source: Drexel University
42
DESCRIPTION
Students acquire an understanding of the profit and non-profit
organization within a social and governmental context. Of
primary focus are the arts organization as an entity, how they are
organized and the impact and place they have within the
community.
Offers an introduction to four key areas of the music business The recording industry, entertainment contracts, publishing,
touring and concert production. Students will be taught by
experts in each topic.
Explores the concepts of planning and evaluation as it relates to
the arts. Instruction focuses on the development of business
plans, including research, organization, competition, marketing,
staffing, and financial issues.
Social Media In Entertainment teaches students how to develop
the strategies for using social media as a marketing tool in the
arts and entertainment industries.
Provides an overview of basic fund-raising techniques for nonprofit arts organizations. Strategies for raising funds from
individuals, corporations, foundations, and government funding
sources are reviewed and analyzed.
Focuses on the operational management tasks. Students explore
the marketing and promotional component of box office
management, the use of technology and ticket sales, and
managing people.
Provides an overview of organizing performing arts tours and
events by discussing administrative and management
responsibilities of touring including booking, logistics, staffing,
promotion and decision making.
Examines the relationship between the arts and law, including
contracts, license fees, labor-management agreements, liability,
immigration law, use fees, first amendment issues, and the
formation of partnerships and corporations.
Focuses on media networks and other major players in the media
and entertainment business, examining their interdependence,
and discussing major trends and tendencies on the market and
their impact on the art and entertainment field.
Examines the dynamics of the commercial visual arts market,
including international auction houses such as Sotheby's and
major private collectors. Answers questions focusing on market
value (price) of art works.
42
“Entertainment & Arts Management, 2015-2016 Catalog.” Drexel University.
http://www.catalog.drexel.edu/coursedescriptions/quarter/undergrad/eam/
© 2015 Hanover Research
19
Hanover Research | October 2015
PACE UNIVERSITY
Pace University offers a bachelor of business administration (BBA) with a concentration in
Arts and Entertainment Management. The program—offered through Pace’s Lubin School
of Business—prepares students “to analyze and respond as a manager to factors shaping
the industry, from changing technology to economic challenges and union activities.”43
Graduates pursue careers in theater, dance companies, art galleries, management
companies, and museums among others.44 Pace leverages its location in New York City to
host influential guest lecturers as well as house Inside the Actor’s Studio, a series on the
performing arts. In addition to core credits, the arts and entertainment management
concentration students must complete a set of courses, shown in Figure 3.6.
Figure 3.6: Pace BBA Arts and Entertainment Management Minor Requirements
COURSE NO.
MGT 235†
MGT 370
MGT 470
MFT 340
MGT 341
MGT 342
MGT 347
MGT 312†
MGT 371†
MGT 372†
MGT 373†
MGT 394A†
TITLE
Required Concentration Courses
Arts and Entertainment Management
Managing Creativity
Entertainment Management Seminar
Total
Required International Management Course (Choose One)
International Management
Comparative Management Systems
The Human Dimension in International Management
International Management Field Study
Total
Elective Concentration Courses (Choose Two)
Event Management
Managing Entertainment Projects
Governance and Stakeholder Management in the Arts
Technology Innovation and the Arts
Management Internship
Total
Grand Total
CREDITS
3
3
3
9
3
3
3
3
3
3
3
3
3
0-6
6
18
45
Source: Pace University
† Courses offered to students minoring in Arts and Entertainment Management
43
“BBA in Management - Arts and Entertainment Management.” Pace University. http://www.pace.edu/lubin/artsand-entertainment-bba
44
“Management Major, BBA - Arts and Entertainment Management.” Pace University.
http://pace.smartcatalogiq.com/2014-2015/Undergraduate-Catalog/Schools/Lubin-School-of-Business/DegreePrograms/Management/Management-Major-BBA-Arts-and-Entertainment-Management
45
Ibid.
© 2015 Hanover Research
20
PROJECT EVALUATION FORM
Hanover Research is committed to providing a work product that meets or exceeds partner
expectations. In keeping with that goal, we would like to hear your opinions regarding our
reports. Feedback is critically important and serves as the strongest mechanism by which we
tailor our research to your organization. When you have had a chance to evaluate this
report, please take a moment to fill out the following questionnaire.
http://www.hanoverresearch.com/evaluation/index.php
CAVEAT
The publisher and authors have used their best efforts in preparing this brief. The publisher
and authors make no representations or warranties with respect to the accuracy or
completeness of the contents of this brief and specifically disclaim any implied warranties of
fitness for a particular purpose. There are no warranties that extend beyond the
descriptions contained in this paragraph. No warranty may be created or extended by
representatives of Hanover Research or its marketing materials. The accuracy and
completeness of the information provided herein and the opinions stated herein are not
guaranteed or warranted to produce any particular results, and the advice and strategies
contained herein may not be suitable for every partner. Neither the publisher nor the
authors shall be liable for any loss of profit or any other commercial damages, including but
not limited to special, incidental, consequential, or other damages. Moreover, Hanover
Research is not engaged in rendering legal, accounting, or other professional services.
Partners requiring such services are advised to consult an appropriate professional.
4401 Wilson Boulevard, Suite 400
Arlington, VA 22203
P 202.559.0500 F 866.808.6585
www.hanoverresearch.com
© 2015 Hanover Research
21