Simon Tanner explored the impact of digital technology on pricing models and policies in a 2004 study that surveyed one hundred American art museums. In spite of lowered production and distribution costs, he found that “most museums interviewed assume their [imaging and rights services’] operating costs will be higher than their revenue.”1
The study found that few museums have tracked actual costs in the digital age, but many cite the extensive resources and staff involved in creating and delivering images. These include equipment to capture, manage, and store digital images; preparators to move objects; highly trained photographers to shoot and correct the digital files; and rights and licensing staff to service clients. Although most museums have assumed that the cost of creating photography was higher than the revenue derived from image licensing, Tanner found that “there is pressure from senior museum management on all aspects of the museum to make more money.”2 Internal requests for photography, which are often uncharged, account for 50–75 percent of the service activity. This places the burden of cost recovery on external transactions, thus making museums averse to waiving fees for scholarly publication.









