Strategic Marketing and Branding Plan for Zayed National Museum - Research Paper Example

Zayed National Museum “A country without a past is a country without a future.” Executive Summary In 2013, United Arab Emirates (UAE) is unveiling the Zayed National Museum, which is part of its long-term vision to make Abu Dhabi one of the world's top tourist destinations. As a national museum named after Sheikh Zayed bin Sultan al Nahyan, one of the key figures in UAE, the project is being conceived as a unique place to reflect the rich history and culture of UAE as an illumination of life throughout the Middle East. This project paper then maps the strategic marketing and branding plan in time for the launch of Zayed National Museum. From social and consumer trends with implications to cultural institutions like museums, competitive analysis and competitive positioning, to specific communication campaigns, this paper hopes that the projected number of visitors annually will be achieved as set forth in this document. Vision Statement In responding to people's penchant for the transformative power of arts and history, Zayed National Museum's rich tapestry of collections and significance will truly become a prime Arab cultural institution and destination of choice among tourists when visiting United Arab Emirates or Middle East. Soon it will become a branded institution at par with some of the world's most renowned cultural spaces in the league of Louvre and Guggenheim. Mission Statement The opening of the museum will have created Zayed National Museum as a source of inspiration and pride for the Emiratis but a source of amazement and a path to “walk in the past” through its unrivaled collections about Arab history and culture Social and Consumer Trends Recent studies are saying that there has been a phenomenal explosion in museum construction and the need to fill them not with artifacts but with visiting patrons. In the United States, museums are considered the most popular cultural institutions visited by Americans. In the article, “State of the Art,” Cathleen McGuigan and Peter Plagens (2001) wrote that in 2000, more than a billion people attended at least one of these places. Some of the emerging trends, demographically speaking are – 1) retirees with pensions and disposable income are on the rise; 2) rise of brand-centered museums; and 3) art is no longer a staple of the affluent and the can-afford. In sum, Zayed National Museum can vastly benefit from these trends on top of the image of UAE as one of the most important tourist destinations in the world today for its luxurious hotels and malls. In terms of social trends, Zayed National Museum can take advantage of – 1) people's desire to experience creative and artistic enlightenment; 2) people's sense of belonging with the art crowd is increasing; and) art today is in and to be called artistically-aware and information-rich is cool. On the other hand, there is now intense competition among museums are fueled by savvy marketing and effort to brand cultural institutions at par with commercial industries. The Zayed National Museum must grapple with these data to make a first big impression when it launch in 2013. Market Research Like other industries, museums must battle for market share, gain increased competitive advantage, and lastly, differentiated. What the better branded museums have created is now putting intense competition and pressure not only on one another but on other museums as well, particularly to the new and emerging ones. The questionnaire to be prepared will ask marketing directors, consultants, museum staffs, and visitors that range from students to senior citizens. Key points that the questionnaire will cover include the following – 1) Are the collection great works of art? 2) Does the museum hire highly accomplished, public-spirited curators? 3) Are the staff members convinced in the authority and discrimination in judging and presenting the exhibition artifacts? 4) Does the visitor experience ease of access, physically through amenities, and intellectually through programs that deepen the experience and understanding of art and history? 5) Does the visitor feel convenience accessing information through the latest technology? 6) Does the museum possesses substantial acquisitions funds? 7) Does the museum show great collections? Great architecture? Great special exhibition? Great location, with urban interaction? And more. Apart from ensuring that the museum enjoy competitive advantage and positioning, the purpose is to determine whether the operation and launch of the Zayed National Museum can stand the competition among museums and to evaluate the qualities that the museum must meet or possesses in order to achieve its branding vision. The findings will be analyzed using the checklist made by Philippe de Montebello, director of the Metropolitan Museum of Art in 2004 and of Thomas Krens who listed components of the 21st century museums. Competitive Analysis and Competitive Positioning In Branded Nation: The Marketing of Megachurch, College Inc., and Museumworld, James B. Twitchell (2004) said the competition among museums is transforming not only these institutions but the very nature of community as well. Twitchell (2004) observed that in order for a museum to increase its competitive edge, it must separate itself, tell a story and establish a brand because the competition is stiff. According to him, the successful museum is able to consecrate not just the objects within its borders, but the actual experience. In turn, museums are now generating a consumption community. In the museum landscape, there is now a steady convergence of art, museum and commerce. To succeed, Zayed National Museum must get the message: commerce is overtaking art and people might soon find it hard to differentiate what truly is art and what is the product of marketing buzz. The strategic move that Zayed National Museum must adopt to differentiate it among other well-funded and branded museums today is to focus on what it can offer that no other urban or modern museums can do or offer. To position Zayed National Museum, it must take pride in impressing history and art as priceless status symbol. United Arab Emirates must leverage Zayed National Museum's competitive edges to achieve the desired positioning – 1. Zayed National Museum's competitive edge will be its impeccable taste in showcasing its projected multiple theme exhibition of Environment, Heritage, Unity, Education and Humanitarianism. 2. The superior museum staff knowledge about the collection, history and culture of United Arab Emirates in general can also be another competitive edge of the Zayed National Museum. 3. Use of technology as an interactive platform in inspiring discussion, learning and inspiration for different types of crowd. Brand Template Please see brand template as another attachment. Objectives With an umbrella goal to improving the public brand image of Zayed National Museum through increased awareness and appreciation, the following short-term objectives are geared towards achieving the Plan’s goals – To increase (by 25% starting on its launch) awareness and knowledge about the collections on display at the Zayed National Museum, including its benefits when all stakeholders support the project. To increase (by 25% on its launch) visitors' satisfaction that the Zayed National Museum is a worthwhile tourist's slate. Through a survey, we will measure visitors’ expectations with their actual experience in visiting the museum. To encourage (20 percent) of the population of United Arab Emirates and the Middle East to visit the new museum when it launched in 2013. Target Segments Generally speaking, national museum visitors are males or females, with age ranging from seven to 80 years old, who reside near or around where the museum is nearest. Most of these visitors are students, professionals, and geriatrics. Museum visitors, like curators, art enthusiasts, art and cultural students, ordinary students, parents, national leaders, philanthropists, cultural researchers, and the like are among the primary audiences because of their direct stake in the success of the national museum. From rich middle-aged people, art critics, to senior citizen group and members of the press, the national museum's key audience are considered influencers and decision-makers. These type of people are listened to and respected when giving their opinions and sentiments. Any complaint or grievances these people got bear important implications. Broad Strategic Approach No. Strategic Approach Impact Tactics 1 Market Penetration The museum industry is lorded by urban and modern museums with good brand images. With this project, we will attract and create a new type of consumers – those who will appreciate Arab-based arts and history. Launch of series of themed multimedia advertisements to improve the brand equity of the museum. 2 Product Development The only real product of a museum is its exhibitions. Collateral products will be created to make sure people are constantly interested with our collection and take pride in their visiting the museum. Design branded collaterals from website to giveaway items; Launch of museum membership cards to loyalty cards. Promotions and other perks are also to be given to visitors, particularly tourists. 3 Diversification Attracting new market segments Launch of new exhibition collections; use of interactive technology to focus on needs of new generation of art enthusiasts 4 Market Development Re-introduce a new museum niche segment for the lovers of Arab-based arts, culture and history. Reaching out with a new market will require us to develop tactics geared for the early adopters on the web such as social networking sites like Facebook and Twitter. Competitive Marketing Strategy Action Responsible Officers/Personnel Control System Timing / Duration Costs [$] Marketing Plan Completion of the Marketing Plan Marketing Manager with sales and finance officers As necessary Sept 2012 Integrated Marketing communication campaign No. 1 TVC, Social Media, Website, Radio, newspapers, campaign ads on game-based magazines Marketing managers Monthly Sales data Sept 2012– Sept 2013 1, 600,000 Marketing promotion campaign No. 2 Set up special stand for personal selling at specialty shops Marketing Managers, Sales managers, Counter staff Supervisors Count customers and monitor sales per moth Sept 2012 – Jan 2013 1,300,000 Organize promotional event Marketing Managers, Supervisors, Hostesses Count participants Jan 2013 1,600,000 Promotional offers e.g. free gifts, promos and discounts on games with purchase Marketing Managers, Production Managers Produced output figures Jan 2007 – Jan 2013 – May 2013 1200,000 Distribution of free download visitor cards to customers Marketing Managers, Cashiers, Supervisors Count customers First week of January 2012 700,000 Specific Communication Campaign “It's a Status Symbol You Can't Wear. Zayed Museum. “ Unlike anything that you could flaunt or show, the Zayed National Museum is truly a remarkable and priceless experience. Just to have yourself photographed at the Lord Foster-designed museum facade can already put you in the league of the most influential and powerful people in the world. Zayed National Museum. If you want an unrivaled experience of the Arab history and arts, the Emiratis does it like no other can. Read More