Harvard Case - Lima Museum of Art (MALI): Give and You Shall Receive
"Lima Museum of Art (MALI): Give and You Shall Receive" Harvard business case study is written by Matthew Bird. It deals with the challenges in the field of General Management. The case study is 23 page(s) long and it was first published on : Sep 28, 2015
At Fern Fort University, we recommend that MALI adopt a multi-pronged strategy to achieve its ambitious growth goals while maintaining its commitment to social responsibility. This strategy involves:
- Shifting from a purely donation-based model to a more diversified revenue stream. This includes implementing a tiered membership program, exploring partnerships with international institutions, and leveraging digital platforms for online merchandise sales and fundraising.
- Embracing a culture of innovation and digital transformation. This involves investing in technology for enhanced visitor experiences, improving data analytics for informed decision-making, and developing a robust online presence to reach a wider audience.
- Strengthening its commitment to corporate social responsibility (CSR) through targeted initiatives. This includes partnering with local communities, promoting cultural exchange programs, and actively engaging in environmental sustainability efforts.
2. Background
The Lima Museum of Art (MALI) is a prominent cultural institution in Peru facing a critical juncture. Despite its rich collection and growing popularity, MALI relies heavily on donations, leaving it vulnerable to economic fluctuations and limiting its potential for expansion. The case study highlights the challenges MALI faces in achieving its ambitious growth goals while maintaining its commitment to social responsibility.
The main protagonists are:
- Dr. Juan Carlos Verme, the museum's director, who is passionate about expanding MALI's reach and impact but faces resource constraints.
- The Board of Directors, who are supportive of Verme's vision but cautious about taking on significant financial risks.
- The museum staff, who are dedicated to their work but may be apprehensive about change and the potential impact on their roles.
3. Analysis of the Case Study
MALI's situation can be analyzed through the lens of several frameworks:
Strategic Framework:
- SWOT Analysis: MALI boasts a strong brand reputation, a valuable collection, and a dedicated team. However, it faces challenges with limited resources, dependence on donations, and a need for improved technology and marketing strategies.
- Porter's Five Forces: The museum operates in a competitive environment with other cultural institutions vying for visitor attention. The threat of substitutes is high, as visitors have alternative entertainment options. The bargaining power of suppliers is moderate, while the bargaining power of buyers is relatively low.
- Balanced Scorecard: MALI needs to balance its financial goals with its social impact objectives. This requires establishing key performance indicators (KPIs) for each area, including visitor numbers, revenue generation, community engagement, and environmental sustainability.
Financial Framework:
- Financial Analysis: MALI's reliance on donations makes its financial stability vulnerable. Diversifying revenue streams through membership programs, partnerships, and online sales is crucial for long-term sustainability.
- Cost-Benefit Analysis: Investing in technology and marketing requires significant upfront costs, but the potential return on investment in terms of increased visitor numbers and revenue generation needs to be carefully considered.
Marketing Framework:
- Target Audience: MALI needs to identify and segment its target audience to develop tailored marketing campaigns. This includes attracting local residents, tourists, and international audiences.
- Marketing Mix: The museum needs to leverage a mix of traditional and digital marketing channels, including social media, online advertising, and public relations, to reach its target audience effectively.
Operations Framework:
- Process Optimization: MALI can improve its operational efficiency by streamlining visitor flow, enhancing ticketing systems, and optimizing staff allocation.
- Technology Integration: Investing in technology, such as interactive exhibits, digital guides, and online ticketing platforms, can enhance the visitor experience and attract a wider audience.
4. Recommendations
1. Diversify Revenue Streams:
- Tiered Membership Program: Implement a tiered membership program with varying levels of benefits and pricing, offering exclusive access, discounts, and special events.
- Partnerships: Explore partnerships with international institutions, corporations, and cultural organizations to co-host exhibitions, events, and fundraising initiatives.
- Online Merchandise Sales: Develop a robust online store for selling museum merchandise, souvenirs, and publications, leveraging e-commerce platforms and social media marketing.
- Fundraising Initiatives: Organize online fundraising campaigns, art auctions, and special events to attract donations from individuals and corporations.
2. Embrace Innovation and Digital Transformation:
- Technology Investment: Invest in technology to enhance the visitor experience, including interactive exhibits, digital guides, and virtual reality tours.
- Data Analytics: Implement data analytics tools to track visitor behavior, preferences, and feedback, allowing for informed decision-making and personalized marketing.
- Online Presence: Develop a comprehensive online presence with a user-friendly website, active social media accounts, and engaging content to reach a wider audience.
- Digital Marketing: Leverage digital marketing channels like search engine optimization (SEO), social media advertising, and email marketing to promote events, exhibitions, and programs.
3. Strengthen CSR Initiatives:
- Community Engagement: Partner with local communities to offer educational programs, workshops, and cultural events, promoting access to art and cultural heritage.
- Cultural Exchange: Develop cultural exchange programs with other countries, fostering international collaborations and understanding.
- Environmental Sustainability: Implement environmentally friendly practices within the museum, such as energy efficiency measures, waste reduction, and sustainable sourcing of materials.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The recommendations align with MALI's mission to promote art and culture while fostering community engagement and social responsibility.
- External Customers and Internal Clients: The recommendations address the needs of visitors, donors, and staff by providing engaging experiences, diverse revenue streams, and a supportive work environment.
- Competitors: The recommendations aim to differentiate MALI from competitors by focusing on innovation, digital transformation, and a strong social responsibility commitment.
- Attractiveness: The recommendations are expected to generate a positive return on investment through increased visitor numbers, revenue generation, and enhanced brand reputation.
6. Conclusion
By adopting a multi-pronged strategy encompassing revenue diversification, innovation, and social responsibility, MALI can achieve its ambitious growth goals while maintaining its commitment to its core values. This strategy will enable the museum to thrive in the competitive cultural landscape, attract a wider audience, and contribute to the social and economic development of Peru.
7. Discussion
Alternatives:
- Focusing solely on fundraising: This approach could be risky, as it relies heavily on external factors and may not be sustainable in the long term.
- Adopting a purely commercial model: This could compromise MALI's mission and alienate its core audience.
Risks:
- Resistance to change: Staff may be resistant to adopting new technologies and processes.
- Financial risks: Investing in technology and marketing can be costly and may not generate immediate returns.
- Competition: Other cultural institutions may adopt similar strategies, requiring MALI to constantly innovate and adapt.
Key Assumptions:
- The recommendations assume that MALI has the resources and expertise to implement the proposed changes.
- The recommendations assume that the Peruvian economy will remain stable and that tourism will continue to grow.
8. Next Steps
- Develop a detailed implementation plan: This should include timelines, budgets, and key milestones.
- Engage staff in the change process: Communicate the vision for the future and address any concerns or anxieties.
- Monitor progress and make adjustments as needed: Regularly track KPIs and evaluate the effectiveness of the implementation plan.
By taking these steps, MALI can successfully navigate its current challenges and achieve its ambitious growth goals while remaining true to its mission and values.
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Case Description
Initially, the dilemma seemed to be centered on how to respond to the bad news about delayed building renovations due to government red tape, which would continue to have a negative impact on the museum. However, this was a mere symptom of the real dilema of how to further develop an institution within a society lacking institutions or with very weak institutions. The case then proceeds to outline the major periods in the museum's institutional development: Building a Past: 1954-1968 The museum was founded within a specific social and historical context which served as the foundation from which later developments emerged. Its mission was identified, a network of trustees was established, the building was secured, and perhaps most importantly, its permanent collection was acquired. Storm and Stress: 1968-1993 Major benefactors suffered economically, left the country, or both. In the 1980s, political violence and economic instability added to the challenges. During this time, the museum adapted itself to the context. Starving for revenues, it offered art classes, which contributed to its economic survival (at worst), and enabled it to achieve a modicum of self-sufficiency (at best). MALI´s Rise and Institutional Questioning: 1993-2002 The museum began to emerge in fuller form in the 1990s under the leadership of Walter Piazza, drawing support from a younger generation. In parallel with the country's rising fortunes, the museum began to broaden its support and diversify its revenues. In addition, foreign companies joined in to sponsor activities. Institutional Strengthening and the Next Five Years: 2003-2013 New activities were started and the museum gradually revived, culminating in its rebranding as MALI. However, this institutionalization process occurred within a healthy economic context. With a slowdown on the horizon and its potential subsequent pressures, would MALI as an institution be able to withstand the strain?
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