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Marketing-Northern-Irelands-Museums.Pdf Northern Ireland Museums Council Marketing Northern Ireland’s Museums 2009 Marketing Northern Ireland’s Museums 01 1. Introduction Museums enable people to explore collections for inspiration, 1 The Museums Association drew up this definition of a learning and enjoyment. They are institutions that collect, museum in 1998. safeguard and make accessible artefacts and specimens which they hold in trust for society. 2 Chartered Institute of Marketing: Marketing and the 7 Ps www.cim.co.uk/ This definition1 establishes the basis of the unique relationship between dwnldr/517952 museums and their visitors. In it the duties of care and facilitating access to 3 The Accreditation Scheme the common heritage are set alongside the fundamental rationale as to why recognises museums that meet the UK standard for people value and use museums. For this relationship to operate meaningfully museums and galleries. and effectively, it is necessary for each side to have a degree of knowledge This scheme was first launched in 1988, under one about the other; from which a mutual understanding of the aspirations, the title of the Registration requirements, constrictions and capacities of the other may emerge. As Scheme. It was revised in 1995 and again in 2004. generally understood, marketing is a means of enhancing this exchange The Museums Libraries and process to the point of satisfying (if not exceeding) the needs and expectations Archives Council is responsible for maintaining the standard of both the individual visitor and the institution. across the UK, while NIMC is the assessing organisation for local museums seeking While defining marketing as a “process responsible for identifying, anticipating recognition through meeting and satisfying customer requirements profitably”, the Chartered Institute of the standard. Marketing pragmatically points to the constant shift in how the discipline is defined. It nevertheless continues to advocate the traditional marketing mix comprising the 7 Ps – Product, Price, Place, Promotion, People, Process, and Physical Evidence.2 A similar breakdown of the mix has been adopted in this report. Northern Ireland Museums Council (NIMC) believes that the full potential of museums to contribute to the marketing process has yet to be unlocked. This report puts forward a series of recommendations aimed at enhancing museum marketing practice in order to further meet the needs and expectations of individuals, communities and funders, and in so doing strengthen the sector’s contribution to social, cultural and economic well-being. 2. A Profile of Museums in Northern Ireland NIMC has identified nearly 300 organisations in Northern Ireland which in one way or another play a significant role in preserving and interpreting our heritage. It is estimated that at least a third of these bodies maintain a Front cover collection. Amongst these are 38 institutions that meet the definition Livingstone Radio Collection Craigavon Museum Service given above and which are recognised under the Accreditation Scheme for museums.3 Of these: _ 19 are run by local authorities _ 15 operate as independent or voluntary museums _ 4 come under the National Museums of Northern Ireland (NMNI) Copyright © Northern Ireland Museums Council 3. Objectives and Methodology 02 Marketing Northern Ireland’s Museums 03 While NIMC’s remit is centred upon Northern Ireland’s local museums (ie the non-national museums) it does, of necessity, provide guidance and assistance to a broad range of heritage organisations. The focus of this study is therefore upon the marketing activity, capacity, potential and objectives within the 38 Accredited museums, with the recommendations geared primarily towards the local museums and NIMC itself. However, it is likely that considerable benefits could accrue through extending the findings of this study to heritage bodies more generally. ...enhancing the quality of service and range of experiences for museum visitors and improve the communication between museums and users 3. Objectives and Methodology The objectives of this report are; _ to quantify the range and scale of marketing activity across the museum sector in Northern Ireland. _ to assess the merits and weaknesses of current activity. _ to put forward a series of recommendations to form the basis of a strategy aimed at increasing the number of museum visitors and users, enhancing the quality of service and range of experiences for museum visitors and improve the communication between museums and users. The methodology adopted includes: _ desk research; drawing upon various sources of primary research as well as similar studies undertaken by other bodies. _ a survey of museums’ activities. _ discussions with other stakeholders. While a team drawn from within NIMC undertook the research and the compilation of the report, its task was made so much easier through being able to draw upon the considerable expertise of an Advisory Group, comprising; Ian Hill (NIMC Board), Paddy Gilmore (National Museums Northern Ireland), Maurica Lavery (National Trust), Rosemary Lightbody (Northern Ireland Tourist Board), Sarah McHugh (Fermanagh County Museum) and Mary Trainor (Arts and Business, Northern Ireland). 4. Context 04 Marketing Northern Ireland’s Museums 05 4. Context The Northern Ireland Museums Council was established in 1993, 4 Copies of all NIMC research 5 Building a Better Future – since when it has supported local museums in Northern Ireland publications are available Northern Ireland Museum Council Northern Ireland Executive’s through the Council’s website; Programme for Government in maintaining and improving their standards of collections care www.nimc.co.uk supports local museums in 2008-11, p6 and their services to the public. 6 DCAL Corporate Plan 2008-11, maintaining and improving their p4-11 It is also charged with improving the standing of museums and promoting standards of collections care and a coherent framework for museum development. The Council pursues these objectives by providing advice and information, administering the Accreditation their services to the public scheme, providing training for those working in the sector, and allocating grant aid to museums. Such activities are underpinned by a sound intelligence base, which is maintained through an ongoing programme of research. NIMC is funded by the Department of Culture, Arts and Leisure (DCAL) and is one of its Arm’s Length Bodies, as is the National Museums of Northern Ireland. At the end of 2007 NIMC published Mapping Trends in Northern Ireland’s Such funding is predicated upon the Council (and by extension the museums Museums and the Survey of Museum Collections in Northern Ireland. which it grant aids) aligning its activity with Government’s priorities as expressed The latter included a detailed examination of museum collections and in the Northern Ireland Executive’s current Programme for Government and the established benchmarks in fi ve areas of collections management across Department’s Corporate Plan. the 38 museums. The former replicated an exercise fi rst carried out in 2001-02 and looked at the governance and operational aspects of Northern The Executive’s emphasis upon health, education and the economy Ireland’s museums, including marketing and audience development. 4 is expressed in the following statement: Current projects include an examination of the education and learning provision “Building a stronger economy requires a healthy, well-educated population, high across the sector, a review of the museum capital infrastructure, and a survey quality public services, a commitment to use prosperity to tackle disadvantage of staffi ng in museums. This report will complete the suite of current research and a tolerant, inclusive and stable society if we are to attract the investment and projects, none of which stand in isolation. Indeed, many of the recommendations skills needed to promote growth. It is also imperative that economic growth and contained in this report are dependent upon activity in other areas of museum wealth creation are taken forward in a manner which is fair and sustainable if we operations. So, for instance, better collections management is a prerequisite are to meet the needs of today, as well as those of future generations.” 5 to enhanced public access, knowing the needs and demands of visitors directly affects the type of buildings and services (education and otherwise) provided, all In pursuing its ‘mission’, ‘to protect, nurture and grow Northern Ireland’s cultural of which in turn inform museums as to the vocabulary of skills they must develop capital by providing strategic leadership and resources for the promotion and amongst their staff. sustainable development of the culture, arts and leisure sectors’, DCAL identifi es its strategic priorities as – growing a dynamic, innovative economy; promoting tolerance, health and well-being; investing to build our infrastructure; deliver modern high quality and effi cient public services.6 Museums’ contribution to such priorities is centred upon the collection, protection and interpretation of heritage assets. In so doing, they (in terms of being both ‘neutral’ venues and as collections’ holders) may be used as a learning resource, as well as a source of inspiration and entertainment. They deliver notable educational benefi ts (as revealed by the NIMC study – Learning within Northern Ireland’s Museums) and are an essential reference point for, for instance, developing understanding and tolerance, revealing local identity,
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