Museums „Museum for People” marketing, audience segmentation, research of the needs and opinions, PR

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  • Slide 1
  • Museums Museum for People marketing, audience segmentation, research of the needs and opinions, PR
  • Slide 2
  • Museum for People. Definition: A Museum is for People, not for Museum Managers. It is not for Art Historians and Critics, either. Not even for Artists. A Museum is supposed to save valuable things and enable as many people as possible to see, learn, get to know. Step One: In order to be like that, a Museum must listen. It must know whom it addresses, whom it should address, how to reach different people, what language to speak. It must know how to adapt to changing reality. A Museum should be creative, easy to understand, active and full of ideas.
  • Slide 3
  • Mini Glossary: Our Subjective Mini Glossary of marketing terms used in the modern management of cultural institutions. Museum for People training. Our definitions are related to the goals of this training and are shaped by the specific features of marketing and management in non-commercial work in the domain of history, culture and art.
  • Slide 4
  • Marketing. A domain of economics and psychology responsible for achieving measurable results in the work of an Organisation (Museum). Using knowledge about the psychology of message Recipients and Senders as well as certain rules, techniques and management methods, Marketing can generate professional, efficient and creative solutions with respect to such domains as time and space management in museums, positive impact on the Recipients senses or improving the publics abilities of perception and concentration. Marketing also takes care of the assessment of the institutions activities by the media, visitors, influential circles and Patrons.
  • Slide 5
  • Commercial vs. Non-commercial Marketing. Slightly different goals but the same methods. Many surprising analogies on both sides. Commercial priority: quantity first Our priority: quality first But THEY are creative and know professional techniques, tools and solutions WE are often many years behind the society for which we exist Museums CANNOT AFFORD to lose their audience!!! Elitist and egalitarian goals CAN be reconciled. Maybe they MUST??
  • Slide 6
  • Marketing Communications. In some sense this means just conscious, professional communications. They differ from common communications in that the Sender controls and consciously utilises many existing channels (means) of interpersonal communication. On the other hand, the Recipient not always fully realises how such communications influence his reception of the message and thus his judgments and decisions. With commercial marketing, this means manipulation and an emphasis on sales, while with social and non-commercial marketing, it means enhancing the efficiency of our actions and having a stronger impact on the recipients senses (and thus accomplishing our mission more successfully, enhancing the recipients recall).
  • Slide 7
  • 4 P or already 5 P? People ?? Recipient, visitor, learner, listener, spectator, consumer... What do we really know about them and their needs? Do we address all important Recipients?? Product. Exhibition, service, product, spiritual value, knowledge, even love. Everything that satisfies the needs of the People. Price. This is not only the cost of the ticket but also the social cost of getting there the time needed, the trouble (it is easier to make a decision concerning something that is fashionable or important for us). Place. This is not only the location of the museum but also additional possibilities of getting in touch with it outside the building (e.g. exhibition teasers in other places, preparatory lessons in schools etc.). Promotion. Advertisement, PR and other mechanisms that arouse interest in the Museum in the proper way are crucial here.
  • Slide 8
  • Marketing Mix. Assumes a natural balance between the 4 (or 5) P. If any of these elements is missing, the machine is broken. A Museum without one of the Ps (however professionally managed) cannot be a good Museum.
  • Slide 9
  • Does this model really work everywhere? Of course.
  • Slide 10
  • Case 1. Church. It is the 15th century. The CHURCH is the tallest building in town. The BELL is the loudest thing around. The priest, who uses modern means of persuasion: the pulpit and interior acoustics, is the highest authority. Sensual communications are used the highest art of communication there is incense, stained glass, holy water, sculptures, organ... Metaphors, symbols and the complex scenario of the perfect message the Holy Mass are used. This worked perfectly for 1000 years. Today there are more competitors we have skyscrapers, the TV makes a lot of noise, instead of going to the Mass on Sunday we can go to a supermarket, cinema, theatre...even to a museum
  • Slide 11
  • Case 2. Politics. X, a POLITICIAN, was nobody. He was neither handsome nor wise. He wasnt well-mannered, either. X did his marketing homework he defined his objectives. He found the ideal group of recipients (the largest one poor people), found the best techniques of communicating with it (scandals, promises, going against the flow, populism). He positioned his image, made it different from other politicians images (determined, genuine, just as we are). He selected his tools TV (a mass medium) and meetings with people (he speaks the truth, hes with us, hes not afraid). The POLITICIAN has succeeded.
  • Slide 12
  • Case 3. Museum. Museum A has a great collection and a nice building. Museum A functions because it must. So it is written. Nearby in a less well-known Museum B a team of eager people forms. Museum B attracts the attention of the media, people, patrons and finally other museums with one good project after another. It benefits from the lack of competition. Museum A loses its subsidies and is widely criticised. Because Museum A must not close, the team working at Museum A gets the chop and the Museum B team is told to put it in order There are two good museums in town now.
  • Slide 13
  • Everything that People WANT/NEED has certain features. Each of these features is worth taking into account when developing exhibition projects. Person easy to understand, attractive... Value emotional, artistic, educational, philosophical... Accessibility opening hours, information quality, information campaign reach. Character scientific, aggressive, charming, witty its best to combine a few features together. Difference the rule different from all other, at least in some part. Usefulness I know more, Im more sensitive, Im surprised, Im amused, Im touched.
  • Slide 14
  • Everything that People do not need disappears. Like tail, claws or hair on our back. This is like the crisis of religion and Faith, twilight of the Circus and the downfall of tribal structures.
  • Slide 15
  • Even Museums have to adapt. Even Museums have to be modern. Even Museums can create reality, not only reflect it.
  • Slide 16
  • Mission. Its target group usually is (should be?) the entire society or a very large part of it. Elements of the mission: collect, protect, describe, show, educate... But also: initiate, cooperate, promote, stimulate, give example, break conventions. Within the mission, antagonisms will clash educate everyone, show the best things. POP vs. ELITE. Mission is stable, does not have to hurry, has measurable resources, deadlines etc. This is really a choice between the OLD and NEW MUSEUM and the choice between UNIVERSAL and PIGEONHOLED, closed, hermetic... This is no longer a mission...
  • Slide 17
  • Target Group Society is very diverse in many respects. Each Museum must understand these differences in order to work effectively. The Museum should consciously choose and define its target group. The Museum should consider whether it is allowed to narrow this group down. A museums mission should usually be broad and individual projects should be targeted.
  • Slide 18
  • Differentiating Target Groups by: Income poor, affluent, rich. Education primary, university, but also specialist (we usually should not design exhibitions for ourselves, art critics and historians). Age children, teenagers, adults 20/25/35/40/45/50/60+ Faith Roman Catholic, Jew, Protestant, Atheist. Politics right-wing, left-wing, liberal etc. Gender female, male, unisex. Nationality locals, tourists, language and cultural groups. Goal getting opinions (both quality and reach matter), funds, visitors (quality and quantity).
  • Slide 19
  • Museum and Groups: Museum as such. Museum of Technology should be for everyone, in practice it is sometimes for schools, engineers and a certain number of unidentified tourists. Modern Art Museum is sometimes elitist and hermetic, and it should be for nearly everyone?
  • Slide 20
  • Museum Groups: Visitors by sectors of society. Opinion groups. Decision groups (funds, artists, works). Connoisseur elitist direction. Mr Nobody somebody we should change but I guess we arent very good at it. Egalitarian direction leads to development.
  • Slide 21
  • Listening. Common wisdom. Media opinion. Openness to criticism and suggestions. Creating multi-channel mutual communications our task is not only to inform everyone about everything the museum does but also to create as many opportunities as possible for people to talk to the museum.
  • Slide 22
  • Recipient Market Segmentation. Being aware of market