1. Strategic Marketing Framework 2011-2012 to 2015-2016 Draft 4
Canada Science and Technology Museums Corporation
Société des musées de sciences et technologies du Canada

2. Strategic Marketing Overview
Corporate Perspective
Close look at each institution
5 P’s approach
Product, Price, People, Promotion, Place
5 year framework

3. Marketing Mix (General)
Product
People
Price
Promotion
Place (distribution)

4. Museum Marketing (Kotler) 5P elements of the Museum Marketing Mix
Target Market
People
Board
Managers
Staff
Hierarchies
Teams
Promotion
Advertising
Public Relations
Direct Marketing
E-Communications
Exhibition Promotions
Tour Promotions
Price
Admission Fees
Membership Fees
Discounts
Allowances
Product
Product variety
exhibitions
programs
retail
Quality
Design
Features
Brand name
Place
Channels
Locations
Transport
Inventory
Internet
From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p.29

5. Museum Marketing (Kotler) The 5P’s and the 5 C’s
Producer’s View of the Market
Product
Price
Place (Distribution)
Promotion
People (Staff)
Create benefits and value greater
than competitors’ offerings
Build brand loyalty
Consumer’s View of the Market
Consumer Value
Cost to the Customer
Convenience
Communication
Courtesy (Hospitality)
Seek great access and low cost
From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p. 30

6. Museum Marketing (Kotler) Market Segmentation and Target Marketing
Segmenting Markets
Target Marketing
1. Identify bases for market segmentation
2. Develop profiles of resulting segments
3. Develop measures of segment attractiveness
4. Select target markets
5. Develop positioning for each target market
6 Develop marketing mix for each target market
From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p. 116

7. Portfolio Management Principles
Each Museum is distinctive and differentiated in the marketplace
Content specialization
Image, positioning and brand
Location & access
Audiences
Some initiatives are useful to one, two or all three museums
Look at market potential of the set of three museums, optimizing the opportunities of each, reinforcing differentiation and managing as a set

8. Audience Demographics:

9. Audience Motivation & The Family Effect

10. Audience Loyalty

11. Portfolio Management - Differentiation
CSTM
CAgFM
CASM
Unique Value Proposition
CSTM Offers excellent visitor experiences, facilitated by knowledgeable staff that can make the most out of the exhibitions, demos and programs and adapt the visitor learning experience to the unique needs of the visitor
CAgFM offers exceptional visitor learning experiences, particularly for families with small children, and serves as the key interpretation focal point for the Central Experimental Farm and for learning about Agriculture and Agri-foods in Canada.
Highlighting its extraordinary collection, and leveraging a unique new relationship with the Canadian Space Agency, CASM offers a unique environment for enriching learning experiences, special events, distance learning and rentals for 3rd parties
Through its unique national role in the national network of aviation and aerospace museums in Canada, CASM is a content provider to support audiences of this extended network
Positioning
Science Fun for Everyone
Farm
Food & Fun
Above & Beyond
Primary Audience
Mixed - General
Families with Kids
Adults
Primary Audience Source
Combined local, national & visitors
Mainly local (strengthen national & visitors)
Mainly visitors & national

12. Key Initiatives CSTM CAgFM CASM Family Focus
Adult – Frequent Independent Traveler (FIT) Focus
VFR program
Ambassadors
Tour Operators VIP Program
Meeting & Convention Planners Blitz (facilities rental)
After 2012
Hub ConnexScience.ca
Web redesign
Energy Exhibition
Energy Literacy Program
FoodFacts
AviationNet

13. Special New Initiatives – National Outreach
CSTM Energy Pan-Canadian
CAgFM Food Facts
CASM AviationNet
NCR
S&T Hub

14. CSTM Big Picture Stretch: Be Innovative Sense of Urgency
Pan-Canadian Energy Literacy Initiative & Exhibition will involve & engage national stakeholders & reach national audiences
Be Innovative
Distance learning, outreach, social media activities will enhance “off-site” reach, educational capacity & engagement
National role with ST&E community through S&T Week, Hub, Innovation Agenda
Sense of Urgency
Build community of support for new museum for 2017

15. Canada Science and Technology Museum Existing Situation
“Old” building
Difficult location
Slowly declining attendance
Stretch to be “national”
Developing new national networks & support for new museum

16. CSTM Audience Profile Significant increase in % out-of-town visitors
Significant decrease in % local visitors
Increase in actual number of unique visitors due to large increase in first-time visitors

17. CSTM Satisfaction

18. CSTM Attendance & Promotion

19. CSTM Objectives
To optimize on-site attendance and revenue with existing building (KRA 1,2,4)
To engage audiences in all provinces and territories through innovative programming and partnerships (KRA 1,2)
To build a national constituency of support for an new national museum (KRA 2, 4)
To strengthen national relevancy to S&T communities, academia, private and not-for-profit sectors and other Gov’t Dep’ts. (KRA 1,2,3,4)
To increase access to the collection (more than 2%) (KRA 1,3)
To demonstrate more new technology (KRA 1,3,4)

20. Unique attributes
VE staff help provide customizable, personal connections with museum offering to satisfy diverse visitor needs (more so than other museums)
Excellent children’s programming – high percentage family & VFR audience
Large regional audience with previous attachment / dormant loyalty (I remember when…)

21. CSTM Unique Value Proposition
CSTM Offers excellent visitor experiences, facilitated by knowledgeable staff that can make the most out of the exhibitions, demos and programs and adapt the visitor learning experience to the unique needs of the visitor.
Note: Of all NCR museums, CSTM is best at this.

22. CSTM Branding Unique challenge
Strong recall & identity among former visitors
Distinctive iconic association – Crazy Kitchen
Positioning (interim) for visitor experience onsite
Science fun for everyone / La science s’amuse
Logo & Identity (longer term)
Develop new brand and image as part of new museum development
Focus on Celebrating Canadian Innovation
Build towards 2017 / 150th anniversary

23. CSTM Cause
Fostering science & technology literacy
Encouraging & supporting science & technology culture in Canada
Contributing to ST&E education & scholarship (creating the ST&E workforce of the future)

24. CSTM Key Audiences:
Onsite Targets:
Families with children
Local residents (VFR)
Tour operators
Visitors from outside NCR
Education
Special communities
Facilities rental market

25. CSTM Key National Audiences:
National Targets:
National Science & Engineering Communities
Key Technology & Innovation Stakeholders
Educators
Partner programming and messaging venues
Special communities – exhibition-specific
Private Sector
Other Government Departments

26. Canada Agriculture & Food Museum Existing Situation
Mostly local visitation
Very high repeat visitation (45% = 6x)
62% have children under 18, & 64% come to satisfy child’s interest
Little visitation from out-of-town visitors
Capacity and seasonal operations limitations until new exhibition and programming space opens in 2012

27. CAgFM Audience Profile
Very high % locals & Families
Low % of visitors to the Capital region
Fewer total visitors due to declining number of new visitors

28. CAgFM Satisfaction

29. CAgFM Attendance & Promotion

30. CAgFM Objectives: Broaden audience base of NCR families (KRA 1,2)
Attract visiting families (coming to NCR) – build new audience in 2011 with CEF 125th Anniversary.(KRA 1,2)
To develop new food-related content, programming, exhibitions, and revenue-generation opportunities with new facilities opening in 2012 (KRA 1,2,4)
To engage AAFC and industry partners to support new content & programming (KRA 1,2,4)
To be a source of knowledge and informative content about Canadian agriculture and agri-foods for national audiences (KRA 1,2)

31. CAgFM Big Picture Stretch: Expand programming focus to include food
Be Innovative
Use video-based media to “export” national content on agriculture & food
Sense of Urgency
Need to fulfill re-branding promise from Agriculture to Agriculture & Food
Leverage key opportunity in 2011 for 125th anniversary of CEF
Need to extend programming space & go year-round rather than seasonal

32. CAgFM Objectives
To broaden audience base among NCR residents and visitors to the Capital Region (KRA 1,2)

33. CAgFM Unique attributes
VE and operations (animals, demos & programming) provide unique & enriching learning experiences
Excellent children’s programming – high percentage family & VFR audience
Unique point of interpretation for agriculture, agri-foods within the Central Experimental Farm
Heritage context (CEF National Historic Site designation and museum occupancy of heritage buildings) provides additional visitor experience potential

34. CAgFM Unique Value Proposition
CAgFM offers exceptional visitor learning experiences, particularly for families with small children; serves as the key interpretation focal point for the Central Experimental Farm and as a source of learning about past, present and future of agriculture and food in Canada

35. CAgFM Branding Challenge Positioning (interim)
Name change from Canada Agriculture Museum to Canada Agriculture and Food Museum will create a promise of “food” content
Positioning (interim)
Farm, Food & Fun ! / Agro-Amusant !
Logo & Identity (longer term)
Develop new brand and image
Roll-out for consistency, in step with new facilities & programming

36. CAgFM Cause
Fostering science & technology literacy by helping young people discover, experience, learn about & appreciate Canada’s agricultural heritage and where our food comes from

37. CAgFM Key Audiences
Onsite Targets:
Families with children
Local residents (VFR)
Tour operators
Visitors from outside NCR
Education
Special communities
Facilities rental market

38. CAgFM Key National Audiences:
National Targets:
Key Agriculture and Food Industry Stakeholders
Private Sector Partners
Educators

39. Canada Aviation and Space Museum Existing Situation
Higher percentage of tourists
Expanded facilities coming on-stream in February 2011 offer new potential for education, distance learning, 3rd party rentals and cultural programming
High potential to incorporate new technology support into visitor experience (hand-held content, video, WiFi)
MOU with CSA provides unique leveraging opportunity for “space” programming and content
Excellent site extends audience appeal (ex. alternative family site on Canada Day)
Food services currently impede total visitor experience
High loyalty among aviation community
High potential for partnering with industry on programming and content

40. CASM Audience Profile Increase in % out-of-town visitors in 2009
Increase in actual number of unique visitors due to large increase in first-time visitors

41. CASM Satisfaction

42. CASM Attendance & Promotion

43. CASM Objectives:
Increase Attendance to 500,000 by 2017 by building on strong tourism potential for CASM, and expanding audience appeal by strengthening Space content (KRA 1,2).
Use new auditorium and classroom programming space to facilitate distance learning– 2011 (KRA 1,2) and facilitate rentals for meetings, conferences & cultural activities (KRA 4)
Develop strengthen and support national network of Aviation and Aerospace museums (KRA 2)
Engage industry partners to enhance & support content & programming (KRA 4 )

44. CASM Big Picture Stretch: Be Innovative Sense of Urgency
Develop national network of Aviation Museums and become a “content supplier” through extension programming and on-site kiosks
Be Innovative
Use enhanced technology and video-based media enhance visitor experience and collection-related storytelling
Partner with key technology leaders to enhance distance learning and distance VE
Wiki-based community & content development
Enhance virtual programming
Develop innovative new programming with CSA about space.
Sense of Urgency
Need to fulfill re-branding promise from Aviation to Aviation & Space
Need to leverage full potential of new facilities

45. CASM Unique attributes
Strong existing tourism appeal
Excellent aviation programming
New potential for space content through link with CSA
Outstanding collection
Very good rentals & special events potential for facilities
Excellent site & access

46. CASM Unique Value Proposition
Highlighting its extraordinary collection, and leveraging a unique new relationship with the Canadian Space Agency, CASM offers a unique environment for enriching learning experiences, special events, distance learning and rentals for 3rd parties
Through its unique national role in the national network of aviation and aerospace museums in Canada, CASM is a content provider to support audiences of this extended network

47. CASM Branding Branding Challenge Positioning (interim)
Rebranding in 2010 suggests promise of strong “space” content but existing offering is still mainly aviation.
Positioning (interim)
Above and Beyond / Loin en haut
Logo & Identity (longer term)
Need to fulfill the promise with strong content on “space”
Work closely with CSA on on-site & network/outreach programming
Need to be consistent to roll out new brand on all materials & wayfinding
Use network initiatives (kiosks, content) to reinforce brand

48. CASM Cause Restoration of precious and fragile national heritage
Capture collective national memory – video of oral histories of aviation & space stories that provide meaning & context for artifacts and enrich the visitor and participant experience
Provide national showcase for achievements of the past, highlight present innovations and look at opportunities for the future
Contribute to ST&E education & scholarship by cultivating the Aviation & Space workforce of the future

49. CASM Key Audiences:
Onsite Targets:
Local residents (VFR)
Tour operators
Visitors from outside NCR
Education
Special communities
Facilities rental market

50. CASM Key National Audiences:
National Targets:
Network of Aviation Museums
Private Sector Partners
Educators

51. Canada Science and Technology Museum Corporation
Existing Situation:
CSTMC gap between mandate and funding
Corporate Approach
economies of scale – management services
leveraging valuable workforce expertise & talent
increasing external teamwork & partnership (number and scope of MOUs)
Branding & identity challenge (direct association with CSTM, weak association with CAgFM and CASM)
Positioning within Federal Family is increasingly important.