Harvard Case - Denver Museum of Nature & Science
"Denver Museum of Nature & Science" Harvard business case study is written by Jill Avery, Jim Rosenberg. It deals with the challenges in the field of Marketing. The case study is 22 page(s) long and it was first published on : Jun 10, 2015
At Fern Fort University, we recommend the Denver Museum of Nature & Science (DMNS) implement a multi-pronged strategy focused on enhancing its brand positioning, diversifying its target markets, and leveraging digital channels to drive growth. This strategy will involve a combination of marketing, branding, digital marketing, and product development initiatives, aimed at attracting a broader audience and fostering a more engaging and memorable visitor experience.
2. Background
The Denver Museum of Nature & Science (DMNS) is a renowned cultural institution facing the challenge of maintaining its relevance and financial sustainability in a competitive landscape. The case study highlights the museum's efforts to attract a wider audience and engage existing visitors through innovative exhibits and programs. However, the museum grapples with limited resources, a declining membership base, and the need to adapt to changing consumer behaviors.
The key protagonists in this case are:
- George Sparks: The museum's president and CEO, responsible for leading the organization's strategic direction.
- The Museum's Board of Directors: Responsible for overseeing the museum's financial health and strategic decision-making.
- The Museum's Staff: Dedicated to creating engaging exhibits, educational programs, and visitor experiences.
3. Analysis of the Case Study
This case study analysis utilizes a SWOT analysis to identify the museum's strengths, weaknesses, opportunities, and threats.
Strengths:
- Strong brand reputation: DMNS enjoys a strong reputation for its educational value and engaging exhibits.
- Diverse collection: The museum boasts a vast and diverse collection of artifacts and specimens.
- Location: Situated in a major metropolitan area, DMNS benefits from a large potential audience.
- Commitment to education: The museum is dedicated to providing educational opportunities for all ages.
Weaknesses:
- Declining membership: The museum is facing a decline in membership, indicating a need to attract new members and retain existing ones.
- Limited resources: The museum operates with limited resources, hindering its ability to invest in new initiatives.
- Limited marketing budget: The museum has a limited budget for marketing and advertising, making it challenging to reach a wider audience.
- Limited digital presence: The museum's digital presence is not fully optimized to engage with potential visitors online.
Opportunities:
- Growing interest in STEM: There is a growing interest in science, technology, engineering, and mathematics (STEM) education, providing an opportunity for the museum to capitalize on this trend.
- Digital marketing: The museum can leverage digital marketing channels to reach a wider audience and engage with visitors online.
- Partnerships: The museum can collaborate with other organizations to expand its reach and offer more diverse programming.
- New exhibits and programs: The museum can develop new exhibits and programs to attract new audiences and keep existing visitors engaged.
Threats:
- Competition: The museum faces competition from other cultural institutions and entertainment options.
- Economic downturn: Economic downturns can impact visitor spending and museum attendance.
- Changing consumer behavior: Consumers are increasingly demanding interactive and engaging experiences, requiring the museum to adapt its offerings.
- Technological advancements: The museum needs to keep up with technological advancements to remain relevant and engaging.
4. Recommendations
To address the challenges and capitalize on the opportunities identified in the SWOT analysis, DMNS should implement the following recommendations:
1. Enhance Brand Positioning:
- Redefine the brand: Conduct thorough market research to understand the needs and preferences of potential visitors and refine the museum's brand positioning to resonate with a wider audience. This includes developing a clear and concise brand message that emphasizes the museum's unique value proposition and its relevance to contemporary issues.
- Develop a new brand identity: Refresh the museum's visual identity, including logo, color palette, and typography, to reflect the new brand positioning and appeal to a broader demographic.
- Implement a consistent brand experience: Ensure consistency in branding across all touchpoints, including website, social media, marketing materials, and visitor experience.
2. Diversify Target Markets:
- Identify new target markets: Conduct market research to identify new target markets beyond the traditional family audience. This could include young adults, millennials, and diverse communities.
- Develop tailored marketing strategies: Create targeted marketing campaigns that resonate with each identified target market. This could involve utilizing different channels, messaging, and creative approaches.
- Offer diverse programming: Develop new exhibits and programs that cater to the interests of different target markets, including interactive experiences, technology-driven displays, and culturally relevant content.
3. Leverage Digital Marketing:
- Develop a robust digital presence: Enhance the museum's website and social media presence to provide a comprehensive and engaging online experience. This includes optimizing content for search engines (SEO), creating engaging social media content, and utilizing digital marketing tools to reach a wider audience.
- Implement digital marketing campaigns: Utilize digital marketing channels, such as search engine marketing (SEM), social media advertising, and email marketing, to target specific audiences and promote museum events and exhibits.
- Leverage technology: Explore the use of augmented reality (AR), virtual reality (VR), and interactive technology to enhance the visitor experience and create engaging digital content.
4. Enhance Visitor Experience:
- Improve customer service: Train staff to provide exceptional customer service and create a welcoming and informative environment.
- Offer diverse visitor amenities: Provide a variety of amenities, such as food and beverage options, interactive exhibits, and educational programs, to cater to different visitor needs.
- Collect visitor feedback: Implement a system for collecting visitor feedback to understand their preferences and identify areas for improvement.
5. Explore New Revenue Streams:
- Develop membership programs: Offer a variety of membership programs with different benefits to attract and retain members.
- Partner with businesses: Explore partnerships with local businesses to offer discounts and promotions to museum visitors.
- Develop educational programs: Offer educational programs and workshops for schools and community groups to generate revenue and expand the museum's reach.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of the DMNS's current situation and the broader trends in the museum and cultural institution sector. They consider the following:
- Core competencies and consistency with mission: The recommendations align with the museum's core competencies in education and engagement, while also supporting its mission to inspire and educate visitors about the natural world.
- External customers and internal clients: The recommendations are designed to attract new audiences while also enhancing the experience for existing visitors and staff.
- Competitors: The recommendations address the competitive landscape by emphasizing the museum's unique strengths and offering a more diverse and engaging experience.
- Attractiveness: The recommendations are expected to increase visitor attendance, membership, and revenue, leading to improved financial sustainability and long-term growth.
6. Conclusion
By implementing these recommendations, the Denver Museum of Nature & Science can strengthen its brand positioning, diversify its target markets, and leverage digital channels to drive growth. This will enable the museum to remain relevant and financially sustainable in the long term, while continuing to inspire and educate visitors about the natural world.
7. Discussion
- Alternative options: Other alternatives include focusing solely on traditional marketing channels, reducing operating costs, or pursuing mergers or acquisitions. However, these options may not be as effective in addressing the museum's challenges and achieving its long-term goals.
- Risks and key assumptions: The recommendations are based on the assumption that the museum will be able to secure the necessary resources to implement the proposed initiatives. There is also a risk that the museum's efforts may not be successful in attracting new audiences or generating new revenue.
8. Next Steps
To implement these recommendations, the museum should establish a timeline with key milestones:
- Phase 1 (Months 1-6): Conduct market research, develop a new brand strategy, and implement a digital marketing plan.
- Phase 2 (Months 7-12): Launch new exhibits and programs, develop new membership programs, and explore partnerships with businesses.
- Phase 3 (Months 13-18): Evaluate the effectiveness of the implemented initiatives and make adjustments as needed.
By following these steps, the Denver Museum of Nature & Science can position itself for continued success and growth in the years to come.
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Case Description
Digital was on Vice President of Strategic Partnerships and Programs Bridget Coughlin's mind these days. DMNS had been dabbling in digital for the past few years, but had never fully committed to it. The time had come to establish a strategic vision, and to decide whether to designate serious human and financial resources. It was time to make some decisions about the DMNS' digital future. The digital discussion was taking place within a larger strategic conversation about the primacy of the onsite experience of the Museum and the need to get outside of its walls to reach new constituents. How should she balance onsite programming, offsite programming, and online programming to maximize attendance and deliver against the Museum's mission? Was digital the magic pill that would allow the Museum to reach new audiences or was DMNS better off delivering a face-to-face museum experience within its own four walls or out on the streets of the Denver community?
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