mc neil museum of art

McNeilMuseum of Art

Billie J. Nelson Jr.

Kerin & Peterson (2010)

Objectives Describe the image of McNeil Museum of

Art in the community

Identify possible sources for strategic change

Describe the overall performance of the McNeil Museum of Art in the community

Determine what can be done to improve the auxiliary activities


Objectives

Discuss possible operations control issues

Determine what recommendations should be made for Board of Trustees


OverviewThe McNeil Museum of Art (MMA) is a not-for-profit museum founded in the city of Universal, in the western United States. Originally chartered in 1925, under the founding name Fannel County Museum of Fine Arts, the museum went through a name change in 2000 to reflect the museum’s main benefactor, Jonathon A. McNeil. Before the museum went through a name change, however, in 1997 MMA benefited from a $28 million dollar bond election. This election allowed MMA to expand their facilities in a newer building located in the central business district of Universal City.Kerin & Peterson (2010)

Museums Public Image

Constantly worried about public image

Some feel that movement to new location created ‘no image’

Mistaken Identity (bank/marble box)



Free access to the public

Best balanced collection between Western and non-Western art

Some are not aware of what MMA is, or feel it is only for specific people




Currently, the MMA has an image that the museum is only for the upper-white-educated class. The MMA management team must establish an image that will draw a wider base demographic that will allow the MMA to boost their declining revenues in the years to come.

Museums Main Demographic

85% college-educated

60% have household incomes over $70,000, mostly over the age of 40

98% white


Strategic Change

Definition:

Environmental change that will affect long-term well-being of the organization.


Strategic Change


Can result from several sources

Market evolution

Technological innovation

Market redefinition

Change in marketing channel

Strategic Change Possible sources


Change in the museum should begin with a top down approach that obtains ideas from the personnel.

focus on more special events that attracts potential new members and additional special events.

Create marketing campaign to improve the museum's image that begins with the building's image through public service announcements and printed ads.

Strategic Change Possible sources


Institute a student membership, for ages 13-22, and a senior citizen membership, for ages 60 and older, at a total of $30.

Charge $3 parking fee to all members and non-members.

Decrease the discount for Skyline Buffet and gift shop from 15% to 10%

Overall performance of MMA in the community


Declining

Net loss of $794,066

Membership, steady drop rate of about 5%

Improving auxiliary activities


Press Relations

Education and Outreach

Special Exhibitions



Museum Membership

According to Mercer, museum membership and revenue earned from membership play a significant role in the success and daily operations of the MMA. The museum and its member have a symbiotic relationship. Members provide the museum with volunteer base, that helps the museum. Without the volunteers operation would be astronomical. Member volunteers provide tours, assist at information desk, help in gift shop and Skyline Buffet, and are invaluable in recruiting new members and renewing existing members.



Member Categories

Personal

Corporate



Personal Membership

Six categories ranging from $50 per year to $5000 per year

17,429 personal memberships in 2004

Accounted for nearly 80% revenues in 2004



Corporate Membership

Four categories ranging from $1000 per year to $10,000 per year

205 corporate memberships in 2004

Given “Employee Memberships” depending on their category

Recommendations for Board of Trustees


Increase membership through calling non-members that have visited the museum within the last 2 years.

Use corporate executives to contact other

corporate executives for corporate membership.

Benefits for the membership should include larger discounts.

References

Kerin, R., & Peterson, R. (2010). Strategic marketing problems: Cases and comments (12th ed.) Upper Saddle River, NJ: Prentice Hall.

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