Analysis of the Imperial War Museum Business Strategies - Case Study Example

? Imperial War Museum (IWM) Imperial War Museum (IWM) Concept and context of IWM IWM is a global ity concerned with causes, impacts and consequences of modern conflicts in Britain and its colonial empire in commonwealth countries. It prides in recording and presenting real life confessions arising from modern day conflicts. It draws its authority and information from individual experiences in wartimes. It presents its collections to the audience in order to campaign against wars and conflicts. It also engages physical and virtual audiences across the globe. Virtual audience accesses the museums collections via iwm.org.uk and digital presentations such as television shows. It has five branches, namely IWM London, IWM Duxford, IWM North, HNS Belfest and Churchhill War Rooms (IWM 2012 p.1). The organization’s target is to elaborate factors and consequences of war and conflict in an attempt to influence positive change in the world. Four main principles guide the organization. Courage enables them to challenge the current knowledge in the world. It allows them to champion discussions concerning war and conflict. Authoritativeness allows them to question certain fields and establish standards of operations. Relevance ensures the content they portray targets the right persons. The fourth principle is empathy that enables the organization to document experiences and historical facts accurately while respecting opinions and views of participants (IWM 2012 p.1). The ultimate goal of IWP is to become the overall authority in conflicts. Imperial War Museum relies on several sources of funding that include government funding, donations, sponsorship and commercial ventures. Admissions for audience are free in London and Manchester branch. However the other branches have limited capacity. Therefore, they charge tickets for visitors (IWM 2012 p.1) Analysis of the Museum strategy PESTLE analysis Political evaluation The political environment favors the activities and targets of Imperial War Museum. The museum originated in UK following the First World War that instigated this war. The UK government is on the frontline campaigning alongside IWM. It funds the Museum and supports its activities. There is minimal negative political influence in the Museum because the government supports the museum and participates actively in its plans. However, the museum’s schedule for the 2014 centenary coincides with general elections. In this period, grants are expected to reduce. IWM will feel the impact through 2014-2015(IWM 2012 p.1) Economic influence The Museum requires many funds to run and implement its plans. However, this is not a concern because the government constantly funds the institution. IMP has projects due for completion in 2014 that require ?35 million. Funds for these projects come from a Heritage Lottery Grant, donations and its commercial operations. In addition, the government offers ? 5 Million for these projects and another ? 50 million for hundred years commemorations since First World War that is due next year, 2014. The government further allocates ? 5.3 million to be distributed among schools to enable students visit the museums and attend the commemorations. Lastly, the museum generates income to fund its activities from its commercial entities. Reports in 2011-2012 indicate that it generates at least 50 per cent of the total funds it needs for operating. According to IWM (2013) however, on the part of visitors, the increasingly difficult economic times will influence household financial decisions eventually undermining attendance to the museum events and commemorations. Social influence Social factors can strengthen an organization or weaken it (Northumbria University, 2008). IWM has sparked interest in the global society. Currently, it records 700 member organizations for the 2014 World War I centenary. According to the museums past records, it has had 1.9 million guests visit their five branches. Upon interviewing the guests, most said they would come attend certain events if organized again. Most said that chances of coming back were 99 per cent. IWM online programs are acceptable to the public. Administrators of online programs that offer IWM education claimed that in only one year, between 2011 and 2012, 450,000 learners visited their online branches for the organization’s information (IWM 2012 p. 1) Technology Technology continually takes new forms every few years. The current day is characterized with increased computer services, internet services and expanded media. An organization faces challenges if it fails to transform with changing technologies due to competition for audiences with organizations that swiftly adapt to technological changes (Doyle 2000 p. 73). In this context, IWM would lose audience because of the global change to online form of conducting businesses, leisure and recreation activities. However, the five branches and the organization as a whole has adapted well to the technological changes. Progress in technology is one of the organization’s strengths. They showcase their arguments through digital channels (television shows and radio programs) and internet services. IWM has its own web site for visitors. It also plans to expand its online programs to reach other regions that it had not penetrated before. Legal Considering that the museum has the backing of the government, it does not spark legal liabilities. However, during acquisition of properties for program implementations, legal issues may arise that will affect the museums operations. Legal concerns that may arise include breach of standards, law and regulations. Environment Weather and climate affects organizational operations. Unexpected weather changes on specific dates may reduce visitors’ numbers especially during the commemoration of major events. However, since the program runs over a long period, visitors are expected to reschedule. However, it is difficult to predict damages that may result from global weather and climate changes that influence overseas visitors. SWOT analysis Strengths Weaknesses Strong financial backing Ability to embrace and use technology Relative global political stability Huge base of interested visitors Many years of experience and careful planning Upcoming general elections expected to reduce grants Unpredictable environmental factors that may undermine attendance to functions Opportunities Threats A wide expectant base of visitors Ability to be a global authority because it is the first of its kind Climate conditions Legal issues Source: (Pahl & Richter, 2009) Stakeholders’ map Public relations campaign Imperial War Museum employs several strategies in relating to its actual and potential visitors. The strategies include online campaigns, television advertisements, advocacy through partnering with non governmental organizations, direct communication and awareness creation through education system. IWM web site offers information of upcoming events and urges people to join. Digital broadcasts through televisions and radios inform the public of events schedule. Through government’s reports and press announcements, the public is made aware of the activities of IWM. Persons visiting the museums at the five branches get information about the future events. Through tour guides, the visitors receive pamphlets and interpersonal explanation of the museums activities, aim and other relevant information. They in turn communicate to friends and family. Funding of schools to facilitate participation in the 2014 program relays information to students because they experience firsthand exposure to the historical galleries of IWM and a guided tour through the museums. The 700 non-governmental organizations that collaborate with IWM in various aspects of its activities communicate its existence, activities and targets to the global audience. Through creation of public awareness, IWM indirectly communicates its stand against war to the political arena. Involvement of the government in its activities further instills a feeling of responsibility to the political group. Key target issues in IWM The overall target audience of IWM is the public, especially, youth. Focusing on youth will divert conflicts that are likely to occur in the future. The youth represent the future governance. Mistakes that perpetrated war in the past can occur again leading to intense conflicts. Initial establishment of IWM started in UK following the First World War. Their aim was to investigate and establish the causes of the war and consequences. This explains the government’s interest in educating the youth on issues concerning past global wars. Humankind is likely to repeat mistakes done in the past especially when generations that did not experience the direct impacts of war emerge. Humanity may at times fail to realize the full impact of war though they may respect the heroes. An example is celebrating anniversaries of war with flowers just because it is a celebration date. Corporate communication program Management communication Communication within an organization and outside environment is referred to as management communication. This further subdivides into marketing communications and organization communications (Cornelissen 2011p. 3). Marketing communications IWM utilizes most of the communication channels under this category. They market their products, which are causes and consequences of war to the public. They utilize media, publications, personal and sponsorship activities that mainly rely on government activities. One strategy they should employ is direct emailing to individuals in the global community. Organization communications Organization communication targets all stakeholders. It includes communication to investors, suppliers, workers, and governing bodies. IWM recruits, employs and enrolls volunteers to various programs. In order to ensure that such workers implement the museums policies and procedures, constant formal or informal communications are necessary. Channels include workshops, seminars, administrative downward communication and mass media communication. Communication to investors and sponsors need be in form of reports and direct communication. Communication to suppliers involves public tender notifications to potential suppliers and direct communication to contracted suppliers. Direct communication includes telephone communications, formal letters and memos. Governing bodies include governmental and international authorities. It is notable that reports communicate best to this category of stakeholders. Monitoring and evaluation It is the responsibility of management in any organization to control the organization’s operations and evaluate its progress. The top management at IWM should monitor and evaluate the organization’s progress. This is done in accordance to the organizations plans and programs. Each program carries activities and programs to be implemented in a specific period. The top management has to ensure that each level and supervisory team conducts its mandate in accordance to stipulated program (Samson & Daft 2012, p. 33). This calls for enhanced upward communication and active management. Reference List Cornelissen, J 2011, Corporate Communication: A Guide to Theory and Practice, Sage, New York Doyle, S 2000, Understanding Information Technology, Nelson Thornes, New York IWM 2012, Corporate Plan, IWM publishers, London IWM 2013, Expected Economical setbacks in 2014 commemeoration [Online] Available at http://iwpnews.com Northumbria University 2008, Jiscinfonet [Online] Available at http://www.jiscinfonet.ac.uk Pahl, N & Richter, A 2009, SWOT Analysis - Idea, Methodology And A Practical Approach, New York: GRIN Verlag. Samson, D & Daft, R 2012, Management, New York, Centage Learning. Read More