Key Success Factors for Museums - TCDS Resource Paper

q The necessity for high quality storytelling:

The essence of excellent interpretation (and exhibit development) is powerful, intriguing, challenging or entertaining stories ...

told powerfully by talented storytellers. Successful curators fully understand and apply this principle.

q Visitor experiences that tap into all the senses:

When creating visitor experiences (and storytelling in general), it pays to tap into all the available human senses - i.e. sight, sound, touch, taste and smell (when relevant). How this is best done will also relate to how well you know your visitor markets. And most markets (young ... and old) will welcome imaginative opportunities for interactivity and participation.

q A central role for design excellence:

Achieving the highest design standards possible in all aspects & levels of the museum's operations, product development and marketing is fundamentally important - as is finding the right designers to consistently achieve the right results here.

q The quirky and the weird matter:

While a museum's founders may have 'serious' intentions at first (such as conservation and education) even educating visitors is more effective when done with imagination (& some flexibility). Creativity can also encompass the quirky, the silly, the weird ... not just the serious - it's basically all about how well it's conceived, implemented and promoted. The media love 'the quirky' too.

2. Understanding visitors

q Wearing the visitor's hat - using market research:

Good gut instincts & well executed visions matter, but so too does 'thinking like a visitor'. Always anticipate their interests & needs. Regularly use market research methods (even if basic) to know who your visitors are - their sources, behaviors, motivations, satisfaction levels, media & transport used, how they heard of you ... etc.

q Having fun is infectious:

An organizational culture that fosters fun and enjoyment on the part of the staff will most likely infect customers too ... and boost their sense of satisfaction with the total visitor experience. Happy and friendly frontline staff (who love meeting people) are a necessity, not an aspiration.

q First impressions matter:

For example - the attraction's external appearance and setting (including its capacity to build interest and reinforce important themes and expectations in advance); its website; brochures; ease of location & parking; signage; entranceway impacts; staff attitudes and behavior; cleanliness of restrooms; lack of repairs/maintenance; etc.

q Generating successful 'word of mouth':

While still retaining its sense of purpose & authenticity, the ultimate aim of a museum is to in some way capture people's imaginations, or evoke a highly personal and (if appropriate) pleasurable response. Success here can result in great 'word of mouth' recommendations to friends and family. And no more powerful means of tourism promotion exists (as any marketer will confirm).

3. Organizational practices

q Strong 'community foundations':

All successful cultural tourism attractions have strong foundations in their regional community. Normally local residents and organizations are the major source of earned ... and donated income, dedicated volunteers and skilled board members. Close ties to the local tourism industry also help generate business opportunities.

q Clear vision and marketing & development priorities:

'Mission statements' can function as more than a nice set of words. A clearly defined vision helps refine corporate goals and priorities. And that vision should be put to practical daily use as a sound reference point for strategy & project development, prioritizing and decision making. Develop sound priorities to make the most effective use of the available resources and opportunities - particularly for your key development & marketing activities. [SEE ALSO: BASIC PRODUCT DEVELOPMENT ISSUES.]

q An appropriate pace of growth:

Aim to grow at a rational pace and preferably debt free (e.g. as with Astoria's successful 'Columbia River Maritime Museum').

q 'Unanticipated' benefits of partnering:

Constant networking and partnership development (with appropriate and relevant organizations & people) can prove productive in the most unexpected ways - and open up new and fruitful doorways and opportunities. Exploration of unconventional, 'wildcard partnerships' can often bring welcome surprises and help tap into previously unknown resources.

q Learning from the success of others:

There are valuable lessons to be learnt everywhere ... it pays to do the research and save a lot of time, effort and resources reinventing the wheel. Other non profits (elsewhere and locally) are normally happy to share experiences and advice. Well targeted web searches can also result in some fast and amazing insights.

q Attention to detail matters (and small successes add up):

Success often quietly flows from paying attention to detail - the small as well as the big ... and always the most financially critical. Success is also achieved as much from the sum total of the care taken with many small initiatives, as it is from the single bold initiative or 'grand design'. (The classic impact of -'The sum being greater than the parts'.)

q Volunteers, staff and management development:

Ongoing training and skills development for volunteers, staff and management (of a practical, relevant and effective type) pays off in many ways - some unforeseen. As does taking the time to formally ascertain the full range of untapped or unacknowledged contributions each person can potentially make ... beyond the 'limits' of their official role or 'perceived' skills range.

q Knowing where best to invest in extra professional input*

Areas most important to attracting and maintaining visitors (and boosting revenues) should help guide spending priorities over the use of additional professional input. For example - developments to enhance the visitor experience (more creative, interactive exhibits) and sales; creating an outstanding images library for promotional use; PR; IT; ticketing, etc. [*With proven track records.]

MORE RESOURCES: TCDS (www.developtourism.com) provides users with access to a selection of destination, business and marketing development resource papers. When available, new material and updates are added for industry use. [TO INDEX]