The Aberdeen Art Gallery House - Essay Example

Marketing Plan By + Contents 0 Introduction 1 Current Situation 1 Stakeholders 2 Government1.3 Competitors and Partners 1.4 Performance 2.0 SWOT Analysis 2.1 Strengths 2.2 Weaknesses 2.3 Opportunities 2.4 Threats 3.0 Marketing Objectives 4.0 Market Strategy 5.0 Action Plans 6.0 Resources Required 6.1 Financial Budget 7.0 Implementation and Monitoring 8.0 Expected Outcome Executive Summary Market Overview The Aberdeen Art gallery houses one of the fines art collections in the U.K. Its exciting exhibitions make it an attractive destination for tourists from all over the world. The gallery houses are capable of expanding its market scope if the right marketing strategies are put in place. Competitive Overview The main competitor in this sector is The Scottish Maritime Museum. Aberdeen Maritime is strategically located and the uniqueness of its products makes it have an upper hand over Scottish Maritime. However, Scottish Maritime is widely advertising their products which are also unique and they aim at offering the best customer services. Product The collections include ancient vessels and artefacts. These vessels were mostly used in the period between 17th and 18th century. The pricing structure is such that individuals willing to subscribe as members pay $15 while household customers pay a fee of $20.The Museum is one of the leading museums in UK. Television, Magazine and radio advertisements are mostly used in promoting events. Goals and Objectives The Aberdeen Museum aims at establishing itself as one of the leading Maritime Museum destinations in Europe and beyond in the next five years. Strategies The strategy for implementing the market plan focuses on three main areas. These are product, promotion and pricing. The Museum intends to increase the quality of services it offers while at the same time employ a pricing technique that will attract more customers and the same be financially satisfying. Promotions and advertisements are crucial in any marketing plan and a strategic approach shall be used to ensure this is done correctly. Action Plan and Implementation The marketing shall be done through mailings, internet and magazines. These three avenues are the most used information platforms and a budget subject to Board’s approval is drawn. Introduction Aberdeen Maritime Museum gives the story of Aberdeen city’s lengthy bond with the Sea (Lamb, 123). The award-winning museum is situated on the famous Shiprow and integrates Provost Rosss House. The Museum is home to a unique collection made up of fast sailing ships, port and fishing history. It is a unique site being the only place in Britain where one can see North Sea oil industry. A marketing plan is a document that helps managers in strategizing on how to improve the performance of that business in a given sector (Runyard, 105). A good marketing plan should be able to give solutions to performance issues relating to a business. A marketing plan contains various components that analyze the current scenario and design a strategy to improve the performance of a business (Burnett, 108). This marketing plan sets out a convincing and inclusive vision for Aberdeen Maritime Museum; a vision, which is firmly in line with mission of the biggest public art gallery in the north of Scotland. Aligned with Scotland’s national strategic and performance agendas, this plan and its related implementation plans provide direction for more impact and sustainability of Aberdeen Maritime Museum through new ways of working The focus of the marketing plan is on designing a culture of ambition and innovation to improve the number of visits to the museum. This plan promotes smarter working, increased collaborations and focus on improvement of human resource for better future prospects. Assumptions with Regard to Increasing Visitors This strategy bases on the belief that increasing the number of visitors to Aberdeen Maritime Museum depends on a number of variant factors. These factors include; increasing the satisfaction and pleasure that each visitor gains from the museum’s visit. This satisfaction is achievable regardless of the nature of visit, which might be actual visit or online visit. This satisfaction can only be achievable through proper understanding and solving of the visitor is varying needs. An increase in the number of visitors is also achievable if the basic marketing concepts are applied. These concepts include market segmentation and development of a clear attractive unique brand for the museum. Another important factor is the providence of a clear offer that pleases the target markets built on exploration of the meaning and importance of the collections at the museum. An increase in number of visitors is also achievable through promotion of the benefits of volunteers in the museum and maximizing the platform for volunteers to contribute to marketing initiatives, customer satisfaction and strengthening community participation. Finally, achieving an increased number of visitors would entail working in partnership with other museums and sectorial players such as tourism organizations and hotels, to raise the profile, accessibility and attractiveness of Aberdeen Maritime Museum to important markets. Market Objectives Working towards the above aims will entail working towards the following specific objectives; Improving the impact and effectiveness of the resources currently available for marketing the museum. The other objective is to build sustainability into marketing skill growth and better marketing initiatives of the museum beyond the time of the strategy. Another objective is challenging the outdated views about the museum and other perceptual obstacles that discourage a considerable proportion of locals and tourists from visiting Aberdeen Maritime museum and using its resources either actually or virtually online. The marketing plan also aims at raising the profile of the museum and the benefits that it delivers to visitors from Scotland and beyond. The marketing plan also focuses on improving the strengths and effective use of resources of all the messages and stories told by the museum directed to the different market segments. The plan also aims at strengthening and extending partnerships with other museums so that it can increase its level of appreciation and value as important elements of the visitor economy. Other marketing objectives of Aberdeen Maritime Museum include; attracting 200 new members by the end of the year. The Museum will be the leading Museum destination in the UK in two years’ time. The Museum will raise 2000 pounds in donations from new donors within a year. To enforce the best health and safety measures within six months. To predict and satisfy customers different needs. The other objective is to anticipate change and overcome its effects as well as increasing positive participation among customers. The strategy also aims at broadening audiences and challenging outdated or negative perceptions of museums. It also aims at increasing Aberdeen Maritime museums’ capacity for carrying out audience growth and marketing research and activities and developing the Museum’s affiliation to key partners and stakeholders who could help develop the market for the museum’s visits. Marketing Strategy The strategy recognizes and builds on the rich diversity of the museum sector in Scotland in terms of size, collections, and budgets, size of workforce, location and governance. The strategy also focuses on the museums’ strengths and objectives: the communities it serve, audiences it seeks to reach, experience it seeks to offer and the diversity of its collections. This strategy recognizes the specific role that museums play for communities in Scotland, keeping collections and the stories they tell relevant and local. The strategy also appreciates that for many museums across Scotland collections are not their only prime resource. The other Museums occupy and care for listed buildings and they sit in well-loved natural landscapes and therefore seen as a rather related attraction by visitors. The strategy is aimed at tackling the substantial challenges that Aberdeen Maritime Museum faces. The strategy will entail; providing quality experience for an ever increasing diverse range of people. The Museum shall ensure proper Sustenance of the collections and keeping up with technological advances. The management shall also ensure that human resource skills are shared and developed for efficient delivery and public value. There shall be an increase in efforts put on promotions of Exhibitions and events. The management shall broaden the network through its members who will be required to refer potential new members through a member get member exercise. Another strategy will be remaining competitive in context of tough economic times and changes in service provision. The research findings on this strategy revealed that Aberdeen Maritime Museum is keenly aware of the diversity of the sector and did not want a strategy that offered a one size fits all solution. The museum’s marketing budgets were also small, but the paid and volunteer staffs in charge of marketing, although often enthusiastic and creative, tend to be untrained and have little time for the work. A good number of them said that they would welcome access to training in basic audience research and marketing practice. The existing data on users and non-users of Aberdeen Maritime Museum is sparse, but it indicates that the museum enjoys some loyal and passionate support in the schools, tourist and family markets However; a good number of people do not view museums as an interesting place particularly for family groups. The museum sector in Scotland is led by an organization of professionals and other bodies that deliver both networking opportunities and supportable mechanisms for accessible support and resource supply. This offers the Aberdeen Maritime marketing team a strong selection of possible partners. The marketing strategy shall be split into specific plans aimed at meeting the objectives. There shall be a direct mail-out to attract new members. This process shall start from May 2014 and the human resource department shall be responsible. The projected potential members from the mails shall be 100. Employee training and strict supervision will be done to ensure there is quality service delivery. The training shall be done from June 2014 in partnership with Aberdeen University. Employees shall have an opportunity to learn from experience experts and in the process gain more insights in to quality service delivery. These programmes shall be co-ordinated by the human resource department. More funds will be allocated to the marketing department to ensure proper promotions of events are done. This shall be done from the start of next financial period and is expected to increase the attendance numbers and in process increase revenue. Current members shall be encouraged to mobilize new members. This shall be done from May 2014 and it will involve giving each member a token of $5 as appreciation for every member successfully referred. Expected Results The overall aim of this strategy is to increase the numbers and range of those visiting Aberdeen Maritime Museum, including online visits and the number of those working as volunteers. However, the strategy’s aim is not just about increasing numbers but it also seeks to help promote the quality and enthusiasm of what a maritime museum as a whole can offer and to increase awareness of the social, cultural and economic benefits of increased engagement with the museum and its collections for everyone who lives in or visits Scotland. If well implemented and closely monitored, this marketing strategy is expected to yield successful results to Aberdeen Maritime Museum ; The right service that meets stakeholders needs ranging from donor needs, event attendees, volunteer needs and member’s needs. Defining the market niche for the Museum and what can be done to get the best out of it. Building on existing relationships to convert friends into donors, volunteers and fund raisers. Introduce the Museum to new people and engage them as Friends of Aberdeen Maritime Museum. Last but not least is to build sustainability, accountability and reduce risk. Alternative Plans The need for a wide range of marketing and advocacy approaches presents a challenge to Aberdeen Maritime museum despite the efforts put in user and non-user research. The Museum simply lacks the capacity and resources to develop an ultra-modern approach to museum marketing. This would involve not just promoting the collections and facilities in Museum but also identifying and addressing diverse audience sections and their wants, needs, and attitudes. The Museum would also have to develop a marketing function that is not just around data gathering and advertising, but which embeds as a communal philosophy where everyone is involved and assimilated into its strategic expansion and delivery. There is also need to recognize how the experience of the museum visit can be better for a variety of the many different visitors through increasing visitor’s direct engagement with the collections. Implementation of a capacity-building programme aimed at both paid staff and volunteers with the purpose of improving and developing audience research and marketing skills and practices and setting the basis for maintainable development of marketing in the future. The Museum can also engage in a profile-raising support programme with aim of raising awareness of the value of its collections, soci0-cultural values and the exciting and stimulating atmosphere they can offer. Given the current market situation and funds constraints, this difficult task can only be achieved through proper planning and financing as well as effective resource utilization. Resources Required The resources required for this market plan include mailing fees, funds to facilitate training, Advertisement funds and Remunerations for the human Resource. Budget year one Item Cost Mailing (printing and Postage) $1,000 Training and Workshops $20,000 Advertisement and Promotions $20,000 Remunerations $200,000 Miscellaneous $5,000 Total $246,000 Implementation and Monitoring The plan will be implemented under the guidelines of the legal framework and relevant Maritime regulations. The strategy will only be effective if the museum’s marketing team has the active support of the sector and of key stakeholder s. The museum should first build a partnership with all the relevant stakeholders on a basis of a two-way traffic relationship. This will help establish a rapport and the parties involved motivated by the benefits of working together are clear to both or all parties involved. Outlining and working towards equally, beneficial outcomes will lay the grounds for partnership work to continue past the relatively short period covered by this strategy. These partnership initiatives should be set rolling within the first month of the implementation period. The next step will be to build the capacity and sustainability of the museum’s market. Training should begin in this period. Training will help make marketing effective. Other key initiatives during this phase will include promotion of contributions made by volunteers and support of skill development. The phase of implementation will focus on promotion and profile rising of the Museum across Scotland and beyond. Among the many activities during this period will be promoting high profile Aberdeen Museum Awards and promotion of selective engagements in a range of initiatives. Media relations will develop from this period. The implementation will be in three phases as explained above. However, it is important to note that implementation initiatives of a certain stage can spill over and run concurrently with initiatives of the next phase of implementation. These will be determined by exogenous factors such as how the market will respond to these initiatives and the amount of resources needed. Bibliography Aberdeen Maritime Museum. 2009. Aberdeen: Aberdeen City Council, Arts & Recreation. Aberdeen Maritime Museum: Provost Rosss House, Shiprour, Aberdeen. 2003. Aberdeen: Aberdeen Art Gallery and Museums. Aberdeen remembered: by Aberdeen City Libraries and Museums. 2006. Catrine: Stenlake. Allan, D. A. 2004. Organization of Circulating Exhibitions in the Museums of Scotland. Museum International, 304-312. Burnett, J. 2006. National collections of objects and museum information in 19th-century Scotland. Museum Management and Curatorship, 281-285. Gunn-Graham, T. I. 2006. A Seventeenth-Century Warship Painting in the Aberdeen Maritime Museum. The Mariners mirror, 159-164. In the pipeline--: the new Aberdeen Maritime Museum. 2008. Aberdeen: Aberdeen City Council, Arts & Recreation Dept. Johnston, P. F. 2005. Salvaging Treasure and ethics in Museums. An International Journal of Archaeology, 53-60. Lamb, C. W., & Hair, J. F. 2013. Marketing 12th ed. Mason, OH: South-Western/Cengage Learning. Luttervelt, R. V. 2006. Maritime museums. Museum International, 102-110. Rentschler, R. 2007. Museum marketing: competing in the global marketplace. Amsterdam: Butterworth-Heinemann. Runyard, S. 2004. The museum marketing handbook. London: H.M.S.O. Runyard, S., & French, Y. 2009. The marketing and public relations handbook for museums, galleries and heritage attractions. Walnut Creek, Calif.: Altamira Press. Wong, H. Y., & Radel, K. 2011. Building a marketing plan a complete guide. New York, N.Y.: Business Expert Press. Wood, M. B. 2013. Marketing Plan Handbook: Pearson New International Edition 5 ed. Harlow: Pearson Education Limited. Read More