Change Management in a Regional Museum

Change Management in a Regional Museum

The Synergy of Museums & Tourism Audience Development Presentation by Christian Waltl Lord Cultural Resources Amman, Jordan 7. April 2009 Changing roles of museums Museums should change from being about something to being for somebody (Stephen E. Weil) Changing roles of museums Object focus Curators pre-eminent Static display

Scholarship valued Visitor barriers Authoritarian People focus Multi-functional teams Changing display/programming Learning & leisure purpose Participation/engagement Dialog Why are museums important today?

Preservation, research & interpretation Anchors for knowledge generation Creativity & community development Life long learning Urban development Cultural tourism Pleasure & enjoyment Prestige & diplomacy 4 The museum as a public space The museum as a piazza The museum as an idea factory The museum as a learning space What is audience

development? Audience development is about: developing and retaining new audiences building a strong relationship with existing audiences and engage them improving visitor experiences and encourage frequent use introducing non-attenders to the organisation reaching out to special community groups who would not normally come to a museum. 6 Visitor research is the key to audience development Why do they come (motivation)? Where do they come from? What are their needs? What are their expectations? How satisfied were the visitors? Who are the non-visitors?

7 Audience Pyramid Attenders Intenders Open to persuasion Resistors Rejectors After Morris, Hargreaves, McIntyre, 2005 8 A Model of Museum Visiting Social interaction Doing something worthwhile Having the challenge of new experiences Having an opportunity to learn Participating actively Feeling comfortable and at ease with the sourroundings

Motivations Museum Visiting Predictors Global Trends Personal interest Rising affluence and education levels Demographics Ageing population Values and beliefs Cultural diversity

Prior exposure Less leisure time and emphasis on short breaks Opportunities Time Source: Hood (1996), Kelly (2001) Information technology 9 Maslows hierarchy of needs 1954 Motivation drivers Self-actualization

Self-esteem 3% creativity contemplation 10% experience the past nostalgia aesthetic 39% Interested in learning 48%

entertainment social interaction Social needs Safety needs Physical needs After Morris, Hagraeves, McIntyre, 2005 10 Museums as key players for cultural tourism Destination enhancer Destination motivator 11

The Guggenheim Museum Bilbao, Spain What makes it so successful? The power of an iconic building (Frank Gehry) A global brand A committed local authority (& great idea) An outstanding programme of special exhibitions The Facts 10 years of operation 1 million visits per year 90% tourists 12.8% ROI Major urban regeneration

12 The Museum of Islamic Art Doha, Qatar What makes it so brilliant? Superb architecture Outstanding interior design Global positioning Location Great collection Dedicated leadership

Prime space for learning 13 The Bahrain Fort Museum Kingdom of Bahrain What makes it so attractive? Historical location next to the old Portuguese Fort Simplistic modern design Archeological jewel Prime space for research 14

The profile of cultural tourists Want to explore Meaningful personal experience Integrated experience Motivated by high impact cultural events

Frequent short trips Use the internet to tailor their travel High level of educational attainment Can be of any age 15 How can museums meet the needs of cultural tourism?

Offering a unique cultural experience with a focus on quality and distinctiveness Need to offer information on local culture and traditions Allow active participation Multilevel interpretation & multiple languages Necessary information on website

Museum marketing strategy that ties into the tourism strategy 16 How can the tourism sector meet the needs of museums? Offer PR and marketing opportunities Support and facilitate international positioning Share data Regional card schemes Transport schemes Distribution of promotional material 17 Museum versus tourism What are the obstacles?

For profit / non-profit approach Lack of understanding Few exchanges of expertise and experiences Exchange of data Data on tourists not conform with museum visitor data Museums planning versus tourism planning 18 Key challenges

Balance act between the needs of tourists and the needs of the local community Communication Sufficient operational funding (esp. marketing) Product enhancement Sustainability 19

How can the 2 sectors work together? Regular exchange of information and expertise Joint working groups for visitor/tourist research Close collaboration in marketing (destination-level marketing) Create in cooperation varied and innovative programme packages

Cultural clusters 20 Audience development as a tool for a tourism development strategy 1. Assess current practice 2. Identify barriers to collaboration 3. Identify visitors and geographical distribution 4. Review visitors needs 5. Assess potential for audience development (resources & skills) 6. Set objectives 7. Market segmentation

8. Establish target audiences 9. Set an action plan for each target audience 10. Support staff with training 11. Internships & placements 12. Work with partners 13. Proper marketing 14. Evaluate, review and improve tourism product regularly 21 Conclusion Museums audience development and tourism development have the same goals

Museums audience development initiatives can work as a tool for tourism development It is about tailoring the offered services to the needs of the traveler/visitor It is about offering a high quality product It is a shared responsibility that works best with an integrated and collaborative approach 22 The new Bilbao Effect?

in the 21st Century King Abdulaziz Center for Knowledge & Culture, Saudi Arabia THANK YOU! 23

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