Transcript Strategic Marketing Framework Overview Draft 4

Strategic Marketing Framework
2011-2012 to 2015-2016
Draft 4
Canada Science and Technology Museums Corporation
Société des musées de sciences et technologies du Canada
Strategic Marketing Overview
Corporate Perspective
 Close look at each institution
 5 P’s approach

 Product,

Price, People, Promotion, Place
5 year framework
Marketing Mix (General)
Product
 People
 Price
 Promotion
 Place (distribution)

Museum Marketing (Kotler)
5P elements of the Museum Marketing Mix
Product
Product variety
• exhibitions
• programs
• retail
Quality
Design
Features
Brand name
Price
Admission Fees
Membership Fees
Discounts
Allowances
Marketing Mix
Target Market
People
Board
Managers
Staff
Hierarchies
Teams
From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p.29
Place
Channels
Locations
Transport
Inventory
Internet
Promotion
Advertising
Public Relations
Direct Marketing
E-Communications
Exhibition Promotions
Tour Promotions
Museum Marketing (Kotler)
The 5P’s and the 5 C’s
Producer’s View of the Market
Consumer’s View of the Market
Product
Price
Place (Distribution)
Promotion
People (Staff)
Consumer Value
Cost to the Customer
Convenience
Communication
Courtesy (Hospitality)
Create benefits and value greater
than competitors’ offerings
Build brand loyalty
Seek great access and low cost
From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p. 30
Museum Marketing (Kotler)
Market Segmentation and Target Marketing
Segmenting Markets
Target Marketing
1.
Identify bases for market
segmentation
4.
Select target markets
2.
Develop profiles of resulting
segments
5.
Develop positioning for each
target market
3.
Develop measures of
segment attractiveness
6
Develop marketing mix for
each target market
From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p. 116
Portfolio Management Principles

Each Museum is distinctive and differentiated in
the marketplace
 Content specialization
 Image, positioning and
 Location & access
 Audiences


brand
Some initiatives are useful to one, two or all
three museums
Look at market potential of the set of three
museums, optimizing the opportunities of each,
reinforcing differentiation and managing as a set
Audience Demographics:
Audience Motivation & The Family Effect
Audience Loyalty
Portfolio Management - Differentiation
Unique Value
Proposition
CSTM
CAgFM
CSTM Offers excellent visitor
experiences, facilitated by
knowledgeable staff that can
make the most out of the
exhibitions, demos and
programs and adapt the visitor
learning experience to the
unique needs of the visitor
CAgFM offers exceptional
visitor learning experiences,
particularly for families with
small children, and serves as
the key interpretation focal
point for the Central
Experimental Farm and for
learning about Agriculture and
Agri-foods in Canada.
CASM
Highlighting its extraordinary
collection, and leveraging a
unique new relationship with
the Canadian Space Agency,
CASM offers a unique
environment for enriching
learning experiences, special
events, distance learning and
rentals for 3rd parties
Through its unique national
role in the national network of
aviation and aerospace
museums in Canada, CASM is
a content provider to support
audiences of this extended
network
Positioning
Science Fun for Everyone
Farm
Food & Fun
Above & Beyond
Primary
Audience
Mixed - General
Families with Kids
Adults
Primary
Audience
Source
Combined local, national &
visitors
Mainly local (strengthen
national & visitors)
Mainly visitors & national
Key Initiatives
CSTM
CAgFM
Family Focus
Adult – Frequent
Independent Traveler
(FIT) Focus
VFR program
Ambassadors
Tour Operators VIP
Program
Meeting & Convention
Planners Blitz (facilities
rental)
Hub ConnexScience.ca
Web redesign
Energy Exhibition
Energy Literacy Program
FoodFacts
AviationNet
After 2012
CASM
Special New Initiatives – National Outreach
CAgFM Food Facts
NCR
S&T Hub
CSTM Big Picture

Stretch:
 Pan-Canadian
Energy Literacy Initiative & Exhibition
will involve & engage national stakeholders & reach
national audiences

Be Innovative
 Distance
learning, outreach, social media activities
will enhance “off-site” reach, educational capacity &
engagement
 National role with ST&E community through S&T
Week, Hub, Innovation Agenda

Sense of Urgency
 Build
community of support for new museum for 2017
Canada Science and Technology Museum
Existing Situation
“Old” building
Difficult location
Slowly declining attendance
Stretch to be “national”
Developing new national networks & support
for new museum
CSTM Audience Profile


Significant increase in
% out-of-town visitors
Significant decrease
in % local visitors
Increase in actual
number of unique
visitors due to large
increase in first-time
visitors
90
80
70
Source %

Audience Source CSTM
60
NCR
50
Canada
40
Foreign
30
20
10
0
2007
2008
2009
2010
CSTM Individual Visitors
250 000
200 000
150 000
Returning visitors
First time Visitors
100 000
50 000
0
2008
2009
2010
CSTM Satisfaction
CSTM Attendance & Promotion
CSTM
400 000
350 000
300 000
$ and visitors
250 000
Attendance
200 000
Advertising
150 000
100 000
50 000
0
2002-2003
2003-2004
2004-2005
2005-2006
2006-2007
Fiscal Year
2007-2008
2008-2009
2009-2010
CSTM Objectives






To optimize on-site attendance and revenue with existing
building (KRA 1,2,4)
To engage audiences in all provinces and territories
through innovative programming and partnerships (KRA
1,2)
To build a national constituency of support for an new
national museum (KRA 2, 4)
To strengthen national relevancy to S&T communities,
academia, private and not-for-profit sectors and other
Gov’t Dep’ts. (KRA 1,2,3,4)
To increase access to the collection (more than 2%)
(KRA 1,3)
To demonstrate more new technology (KRA 1,3,4)
Unique attributes
VE staff help provide customizable,
personal connections with museum
offering to satisfy diverse visitor needs
(more so than other museums)
 Excellent children’s programming – high
percentage family & VFR audience
 Large regional audience with previous
attachment / dormant loyalty (I remember
when…)

CSTM Unique Value Proposition
CSTM Offers excellent visitor experiences,
facilitated by knowledgeable staff that can
make the most out of the exhibitions, demos
and programs and adapt the visitor learning
experience to the unique needs of the visitor.
Note: Of all NCR museums, CSTM is best at
this.
CSTM Branding

Unique challenge
 Strong
recall & identity among former visitors
 Distinctive iconic association – Crazy Kitchen

Positioning (interim) for visitor experience onsite
 Science

fun for everyone / La science s’amuse
Logo & Identity (longer term)
 Develop
new brand and image as part of new
museum development
 Focus on Celebrating Canadian Innovation

Build towards 2017 / 150th anniversary
CSTM Cause
Fostering science & technology literacy
 Encouraging & supporting science &
technology culture in Canada
 Contributing to ST&E education &
scholarship (creating the ST&E workforce
of the future)

CSTM Key Audiences:
Onsite Targets:
 Families with children
 Local residents (VFR)
 Tour operators
 Visitors from outside NCR
 Education
 Special communities
 Facilities rental market
CSTM Key National Audiences:
National Targets:
 National Science & Engineering Communities
 Key Technology & Innovation Stakeholders
 Educators
 Partner programming and messaging venues
 Special communities – exhibition-specific
 Private Sector
 Other Government Departments
Canada Agriculture & Food Museum
Existing Situation
Mostly local visitation
 Very high repeat visitation (45% = 6x)
 62% have children under 18, & 64% come
to satisfy child’s interest
 Little visitation from out-of-town visitors
 Capacity and seasonal operations
limitations until new exhibition and
programming space opens in 2012

CAgFM Audience Profile



Very high % locals &
Families
Low % of visitors to
the Capital region
Fewer total visitors
due to declining
number of new
visitors
CAgFM Total Visitors
90 000
80 000
70 000
60 000
50 000
Returning Visitors
40 000
New Visitors
30 000
20 000
10 000
0
2008
2009
2010
CAgFM Satisfaction
CAgFM Attendance & Promotion
CAgM
200 000
180 000
160 000
140 000
$ and visitors
120 000
Attendance
100 000
Advertising
80 000
60 000
40 000
20 000
0
2002-2003
2003-2004
2004-2005
2005-2006
2006-2007
Fiscal Year
2007-2008
2008-2009
2009-2010
CAgFM Objectives:





Broaden audience base of NCR families (KRA 1,2)
Attract visiting families (coming to NCR) – build new
audience in 2011 with CEF 125th Anniversary.(KRA 1,2)
To develop new food-related content, programming,
exhibitions, and revenue-generation opportunities with
new facilities opening in 2012 (KRA 1,2,4)
To engage AAFC and industry partners to support new
content & programming (KRA 1,2,4)
To be a source of knowledge and informative content
about Canadian agriculture and agri-foods for national
audiences (KRA 1,2)
CAgFM Big Picture



Stretch:
 Expand programming focus to include food
Be Innovative
 Use video-based media to “export” national
content on agriculture & food
Sense of Urgency
 Need to fulfill re-branding promise from
Agriculture to Agriculture & Food
 Leverage key opportunity in 2011 for 125th
anniversary of CEF
 Need to extend programming space & go
year-round rather than seasonal
CAgFM Objectives

To broaden audience base among NCR
residents and visitors to the Capital
Region (KRA 1,2)
CAgFM Unique attributes




VE and operations (animals, demos &
programming) provide unique & enriching
learning experiences
Excellent children’s programming – high
percentage family & VFR audience
Unique point of interpretation for agriculture,
agri-foods within the Central Experimental Farm
Heritage context (CEF National Historic Site
designation and museum occupancy of heritage
buildings) provides additional visitor experience
potential
CAgFM Unique Value Proposition
CAgFM offers exceptional visitor learning
experiences, particularly for families with
small children; serves as the key
interpretation focal point for the Central
Experimental Farm and as a source of
learning about past, present and future of
agriculture and food in Canada
CAgFM Branding

Challenge
 Name
change from Canada Agriculture Museum to
Canada Agriculture and Food Museum will create a
promise of “food” content

Positioning (interim)
 Farm,

Food & Fun ! / Agro-Amusant !
Logo & Identity (longer term)
 Develop
new brand and image
 Roll-out for consistency, in step with new facilities &
programming
CAgFM Cause

Fostering science & technology literacy by
helping young people discover,
experience, learn about & appreciate
Canada’s agricultural heritage and where
our food comes from
CAgFM Key Audiences
Onsite Targets:
 Families with children
 Local residents (VFR)
 Tour operators
 Visitors from outside NCR
 Education
 Special communities
 Facilities rental market
CAgFM Key National Audiences:
National Targets:
 Key Agriculture and Food Industry
Stakeholders
 Private Sector Partners
 Educators
Canada Aviation and Space Museum
Existing Situation








Higher percentage of tourists
Expanded facilities coming on-stream in February 2011 offer new
potential for education, distance learning, 3rd party rentals and
cultural programming
High potential to incorporate new technology support into visitor
experience (hand-held content, video, WiFi)
MOU with CSA provides unique leveraging opportunity for “space”
programming and content
Excellent site extends audience appeal (ex. alternative family site on
Canada Day)
Food services currently impede total visitor experience
High loyalty among aviation community
High potential for partnering with industry on programming and
content
CASM Audience Profile

Increase in % out-oftown visitors in 2009

Increase in actual
number of unique
visitors due to large
increase in first-time
visitors
CASM Total Visitors
160 000
140 000
120 000
100 000
80 000
Returning Visitors
60 000
New Visitors
40 000
20 000
0
2008
2009
2010
CASM Satisfaction
CASM Attendance & Promotion
CAgM
200 000
180 000
160 000
140 000
$ and visitors
120 000
Attendance
100 000
Advertising
80 000
60 000
40 000
20 000
0
2002-2003
2003-2004
2004-2005
2005-2006
2006-2007
Fiscal Year
2007-2008
2008-2009
2009-2010
CASM Objectives:




Increase Attendance to 500,000 by 2017 by building on
strong tourism potential for CASM, and expanding
audience appeal by strengthening Space content (KRA
1,2).
Use new auditorium and classroom programming space
to facilitate distance learning– 2011 (KRA 1,2) and
facilitate rentals for meetings, conferences & cultural
activities (KRA 4)
Develop strengthen and support national network of
Aviation and Aerospace museums (KRA 2)
Engage industry partners to enhance & support content
& programming (KRA 4 )
CASM Big Picture

Stretch:


Be Innovative






Develop national network of Aviation Museums and become a “content
supplier” through extension programming and on-site kiosks
Use enhanced technology and video-based media enhance visitor
experience and collection-related storytelling
Partner with key technology leaders to enhance distance learning and
distance VE
Wiki-based community & content development
Enhance virtual programming
Develop innovative new programming with CSA about space.
Sense of Urgency


Need to fulfill re-branding promise from Aviation to Aviation & Space
Need to leverage full potential of new facilities
CASM Unique attributes
Strong existing tourism appeal
 Excellent aviation programming
 New potential for space content through
link with CSA
 Outstanding collection
 Very good rentals & special events
potential for facilities
 Excellent site & access

CASM Unique Value Proposition
1.
2.
Highlighting its extraordinary collection, and
leveraging a unique new relationship with the
Canadian Space Agency, CASM offers a
unique environment for enriching learning
experiences, special events, distance learning
and rentals for 3rd parties
Through its unique national role in the national
network of aviation and aerospace museums
in Canada, CASM is a content provider to
support audiences of this extended network
CASM Branding

Branding Challenge


Positioning (interim)


Rebranding in 2010 suggests promise of strong “space” content
but existing offering is still mainly aviation.
Above and Beyond / Loin en haut
Logo & Identity (longer term)




Need to fulfill the promise with strong content on “space”
Work closely with CSA on on-site & network/outreach
programming
Need to be consistent to roll out new brand on all materials &
wayfinding
Use network initiatives (kiosks, content) to reinforce brand
CASM Cause




Restoration of precious and fragile national
heritage
Capture collective national memory – video of
oral histories of aviation & space stories that
provide meaning & context for artifacts and
enrich the visitor and participant experience
Provide national showcase for achievements of
the past, highlight present innovations and look
at opportunities for the future
Contribute to ST&E education & scholarship by
cultivating the Aviation & Space workforce of the
future
CASM Key Audiences:
Onsite Targets:
 Local residents (VFR)
 Tour operators
 Visitors from outside NCR
 Education
 Special communities
 Facilities rental market
CASM Key National Audiences:
National Targets:
 Network of Aviation Museums
 Private Sector Partners
 Educators
Canada Science and Technology Museum
Corporation
Existing Situation:
 CSTMC gap between mandate and funding
 Corporate Approach
 economies of scale – management services
 leveraging valuable workforce expertise & talent
 increasing external teamwork & partnership (number and scope
of MOUs)


Branding & identity challenge (direct association with
CSTM, weak association with CAgFM and CASM)
Positioning within Federal Family is increasingly
important.