Leeds Metropolitan University

BA (Hons) Public Relations, Arts Marketing

1.1 Introduction
Leeds City Museum will reopen in summer of 2008 after a £20m move. The project funded
by the Heritage Lottery Fund, Leeds City Council, the Single Regeneration Budget and
Yorkshire Forward has seen the Grade II-listed Civic Institute building off Millennium
Square transformed into a state-of-the-art museum. The exhibitions will include Ancient
Worlds, Living Planet, World View, the Leeds Collectors and The Leeds Story.

The museum’s collection had previously been housed on one floor of the Civic Buildings
until 1999 when it was forced to close for major fire safety work. Since then, the collections
have been at Leeds Museum Resource Centre in Yeadon, approximately 10 miles from the
city centre.

Leeds City Council has nine museums and galleries; Abbey House, Armley Mills, Discovery
Centre, Kirkstall Abbey, Leeds City Museum, Lotherton Hall, Temple Newsam House and
Thwaite Mills.

Leeds City Museum will be the city’s flagship museum and allied to the increasing
investment from government via the Renaissance in the Regions programme, the council view
this as a unique opportunity to reform museum and gallery provision and build a challenging,
dynamic and sustainable customer focused service. Leeds City Council aims to establish
Leeds amongst the UK’s premier museums and gallery services, allowing the service to meet
its full potential in the educational, cultural, social inclusion and urban renewal goals of the
council.

2.1 Marketing Activity from the year 2007/2008

Leeds City Council has a central marketing team which undertakes all the marketing for
Leeds Museums and Galleries. The Leeds City Museum marketing plan is based upon the two
strategic theories; product diversification and product development. It has been created
following the tripartite audience, product and organisational marketing model (see appendix
1). The new museum will offer an ‘experience’ which Leeds City Council will seek to
diversify and the museum as a potential hire venue will be developed.

2.2 Aim
To position Leeds City Museum within Leeds Cultural sector, become a key landmark
destination, and to attract, understand and maintain a relationship with a wide range of
audiences to create a memorable visitor attraction that places the customer at the heart of the
experience.

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

2.3 Marketing Objectives

1. Use marketing techniques to position Leeds City Museum within the Leeds Cultural
Sector to ensure stakeholder support and understanding.
2. Raise awareness of the museum to the people of Leeds and regionally and nationally.
3. Ensure the new museum experience reflects the people of Leeds and its cultural
heritage.
4. Become a flagship landmark site of the museum and gallery service which helps to
cross market visitors to our other sites.
5. Ensure conference centre, hire facilities and café realise their full income potential.

2.4 Target Audiences

Leeds City Museum identified key target audiences (see appendix 2 and 3) for 2007/2008’s
marketing activity. These groups are the people who will be use the museum and its facilities.
They are as follows:

• People living and working in Leeds

• Young people
• Older people
• Ethnic minorities
• Children
• Schools
• Colleges

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

2.5 Key Stakeholders

Leeds City Museum identified several groups of key stakeholders for 2007/2008’s marketing
activity. The stakeholders were identified in order to raise the profile of the museums opening
and generate goodwill towards the project. Various Leeds City Council departments
(internal), local and regional government agencies as well as other interest groups (external)
were identified. They are as follows:

External Stakeholders

• Leeds Infinitive cultural partnership

Internal Stakeholders
Leeds City Council department and staff
Leeds City Council elected members
Leeds City Centre management team
Leeds City Council Scrutiny Board
• Yorkshire and Humberside Federation of
Museums and Galleries
• The Four Societies Group (Leeds
Philosophical & Literacy Society, Leeds
Civic Trust, Friends of Leeds Museums
& Galleries and the Thoresby Society
• Heritage Lottery fund
• Yorkshire Forward
• Renaissance in the Regions (The Hub)
• Museums, Libraries & Archives Council
• Department for Media, Culture & Sport
• Leeds community groups involved in
consultation
• Leeds Access forum
• Teachers and Schools
• MP’s and MEP’s
• Royal Armouries, Henry Moore
Institute, Thackray Medical Museum
• Marketing Leeds, Tourism and City
Centre events staff
• Leeds Cultural partnership

2.6 Marketing Strategy

Leeds City Museum had ten key strategic action points to successfully market the opening of
the new museum.

Marketing Strategy Outcome

City presence Leeds City Museum included in plans and maps of the city.
Editorial in Leeds Leeds Card, Breeze magazine, About Leeds, Leeds Guide, community newsletters, local media
publications e.g. YP, YEP, Evening Post, Radio Leeds all featured the new museum.
Media launch and preview, media partner to support and cover the event, news on Leeds Big
screen, create a partnership with YP/YEP to generate regular coverage and exclusives in the
build up to the opening, angling specialist stories to key, high readership publications such as
Media Relations BBC History, WI magazine etc
Exhibitions New museum' exhibition boards placed around Leeds, banner signs erected in museum building
Exhibition boards and material at libraries, induction talks at Town Hall and Civic Hall, leaflets
Outreach distributed by Audiences Yorkshire

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

Web presence Dedicated website

Learning Outreach plan devised by the education team
Strong networks with nearby educational institutions built by involving them in the pre-opening
Education plans, arranging tours, previews and talks
Direct mail Included in the About Leeds newspaper and council tax bills
Nearby buildings Relationships built with nearby public buildings

2.7 Marketing Tactics

Leeds City Museum used a variety of tactics to achieve the key strategic action points and
marketing objectives.

Marketing Tools Target Groups Outcome

Breakfast briefing All of the above Early morning presentations to key stakeholders about the development
presentation and tours stakeholders and progress.
All of the above Regular update mailing on progress, interesting facts about the exhibits,
Newsletter stakeholders café, shop and conference venue etc.
Leeds City Council Progress on building. Developments such as staffing, marketing plan,
Email bulletin staff press coverage, tours undertaken, community consultation work etc.
A website with specific UR was set up.
All of the above http://www.leeds.gov.uk/citymuseum/
Web presence stakeholders
LCC elected
members,
Councillors and An update area was created for internal staff to learn about the new
Intranet staff museum
LCC staff and Regular updates and news items about the new museum are included on
Museums and LCC portal page, intranet, internet, LCC wage slips, Team Talkers and
Internal Comms Galleries staff email distribution lists
Executive Board and LCC members and Key milestones or progress on the project were flagged up at Executive
Members briefing senior staff Board meetings.
All of the above Coverage in specialist media relevant to stakeholders e.g. Leeds City
Specialised press stakeholders Council department newsletters, community websites etc
All of the above PR plan gained coverage of major landmarks and achievements in the
Media plan stakeholders run up to the opening of the new museum.
All of the above Members involved from all stakeholder groups to become part of a
Ambassador Scheme stakeholders working group for the Leeds City Museum.
Leeds City Museum was championed from senior council staff
Leeds Cultural All of the above downwards through the Leeds Cultural partnership and other senior level
partnership stakeholders meetings.
Hard hat' tours and
development All of the above 'Hard hat' tours were given so stakeholders felt a sense of privilege and
previews stakeholders connection to the museum
Museum previews All of the above
and launch stakeholders Previews and invites were given out for special events and launches

3.1 Analysis of Marketing Activity 2007/2008

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

In order to critically analyse Leeds City Museum’s marketing activity it is necessary to

understand the process of devising the original marketing strategy. Figure 1 shows a flow
diagram which demonstrates the planning of a marketing strategy.

Objectives

Strategies

Evaluation Implementation Budgeting

FIGURE 1: Planning of Marketing Communications

(Source: Brassington and Pettitt, 2003; p577)

3.1 The Marketing Environment

3.1.1 SWOT Analysis

Figure 2 shows the SWOT analysis which was conducted by Leeds City Museum. It shows
the position at which the museum currently stands and potential position it could achieve in
the future.

FIXURE 2: SWOT Analysis of Leeds City Museum

Strengths
• City centre location
• 20m investment in city culture
• Located in regional capital
• Extensive museum collections of significant
important and quality
Weaknesses
• Street parking and car parks
nearby, but no dedicated car park
• Limited size of temporary
exhibition space
• Lack of web presence
• Historically low audience
development budgets in Leeds City

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

Council
• Lack of public awareness of
• Iconic buildings collections
• No full time dedicated marketing
• The collection reflects the local environment and staff on Museums and Galleries
enables the visitor to learn about the locality structure
• Not in main area of Leeds city
centre, away from tourists and
• Collections from around the world visitors
• New approach to interpretation - making the • Some Museums and Galleries staff
collections come alive resistance to restructure and ethos
• Threat of no ongoing investment in
• Hard-working, committed staff museum service
• No commitment yet to a realistic
annual marketing budget for the
• The museum will appeal to family audiences site
• Conference facilities
• Dedicated, learning area, facilities and activities,
including a full time education officer
• Collections on public display for the first time in
over ten years - most of them for the first time in
half a century
• Easily accessible
• Access by public transport
• Free public access to an iconic building
• Free entry
• Proximity to cultural institutions, Leeds
Universities, The Carriageworks etc
• Museum to offer a wide range of events and
activities
• Good visitor facilities including a shop and café
which extends out on to a terrace into
Millennium Square
• No other museum in Leeds like it
• First major investment in Leeds city centre
museum and galleries since Royal Armouries
and Thackray Museum
• High footfall of passing visitors around
Millennium Square area
• Temporary exhibition space
• Changing World Cultures displays
• Interesting build layout - arena
• Professional and committed staff and curators
• New interactive displays
• Active exhibition programme for permanent and
temporary displays
• Access to a range of community groups

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• Evidence of loyal visitor groups across Leeds
Museums and Galleries service
Opportunities
• Signpost current visitors to our existing sites who
visit the new museum
• To provide the best museum in Leeds
• Evidence of loyal visitor patterns in Leeds
Museums and Galleries sites
• Brand new museum as a cultural resource for the
people of Leeds, enabled by Leeds City Council
• Develop Millenium Square areas as a 'cultural
hub'
• Provide qualitative and relevant experiences to
the wealth of communities and backgrounds all
over Leeds and beyond
• Potential to offer a more informal, interactive
and inspiring experience
• Attract new visitors through the shop and café
• Hub founded roles provides the opportunity to
connect with new audiences
• Consultation with Leeds' very different
communities
• Stakeholder involvement enables us to spread the
word
• Investment in new interpretation methods and
media
• Contribute to economic competitiveness as a
visitor destination
• Enhance and promote the city's national and
international image as a creative, cosmopolitan
city and a centre for cultural excellence
In the future, in order to fulfil its aims and objectives, Leeds City Museum must work to
overcome the threats and weaknesses that are identified. To do this they must minimise the
risk of these factors and maximise their already implemented strengths and emphasising the
potential opportunities for growth in the sector. Some of the strength and weaknesses are of a
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Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing
Threats
• Hub funding stops - left with a
major site to fund
• Olympic pressure - less money to
arts and culture
• Cuts in revenue funding
• Competitor activity - bigger
promotional budgets, major
exhibitions, refurbishments, new
openings
• Increasing demands on leisure time
e.g. gyms and physical activity,
PSP and interactive games
• Possibility of unmanageable
crowds during opening affecting
visitor experience and perception
• Anti-social behaviour - people
'hanging around' in free city centre
venue
• Hire contracts affecting access -
exclusive access for venue hire
• Change in political priorities
• Delay's in implementing Museums
and Galleries restructure
• Millenium Square events impact
on access to the City Museum
• Museum does not move with
changing technologies - out of date
soon due to budget situation
• Civic Arts Guild resistance and
negative press
 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

political nature and Leeds City Council may deem it appropriate to lobby or raise awareness
of the issues, for instance campaign against funds being diverted from the arts to the 2012
Olympics.

3.2 The Target Market

As Leeds City Museum is funded by various public bodies it is bound by its charter to make
the museum and its exhibits available to as many people as possible. It has specifically
targeted:
• People living and working in Leeds
• Young people
• Older people
• Ethnic minorities
• Children
• Schools
• Colleges

It is essential that Leeds City Museum target the right audience for the entirety of its
marketing activity, otherwise it will not be effective. The target audience are those individuals
that should be targeted in order to match the company’s overall objectives.

Diffusion Theory (Rogers, 1962) is a key concept in understanding how the potential
audiences first enter the market, depending on their attitude to innovation and new products
and their willingness to take risks, in this case on an exhibition. Customers can then be
classified as innovators, early adopters, early majority, late majority and laggards
(Brassington and Pettitt, 2005).

The marketer can use these concepts to consider the factors when developing products and
their marketing mixes. Market research can help to define the compatibility and to determine
the most attractive relative advantage.

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

It is important that the early majority and the late majority are effectively communicated to
about the museum ‘experience’ and the museum venue. The diffusion process is related to the
product lifecycle of the exhibitions and it is a necessity to continually change the marketing
activities to match the product lifecycle and its related audience. If this is followed then the
exhibitions and museum facilities are more likely to attract new visitors and in turn raise the
profile of Leeds City Museum.

3.3 Customer Behaviour

It is important for the marketing team to understand the way consumers react to messages.
Leeds City Museum follow the theory outlined by Strong’s (1925) AIDA model shown in
figure 3. As a new museum hosting new exhibitions with new facilities, the raising awareness
stage is integral to the success of the museum. The cognitive stage of the Strong Theory is
linked to the promotion stage of the marketing mix. As stated above Leeds City Museum used
several marketing tools to raise awareness of the museum and its facilities such as a
newsletter, internal communications plan and breakfast briefings. The affective stage of the
process arises when an interest is seen and attitude change is developed. It is important to
maintain communication with the audiences in this stage to increase the desire to attend the
museum or book its facilities.

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

Cognitive Awareness

Interest

Affective

Desire

Behaviour Action

FIGURE 3: Strong’s Theory (1925)

3.4 The Marketing Mix (McCarthy, 1994)

3.4.1 Product
As mentioned above Leeds City Museum primarily offers an intangible product in the form of
the museum ‘experience’ that people get when they visit. Its secondary function is a venue
that people can hire and Leeds City Council is keen to see this revenue stream exploited.
Figure 4 shows Leeds City Museum product mix.

Leeds City Museum

Museum ‘experience’ Museum venue

FIGURE 4: Leeds City Museum Product Mix

Museum ‘experience’
When Leeds City Museum opens, its primary product will be the museum ‘experience’,
which is the culmination of exhibition, staff and facilities The modern day museum

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

‘experience’ has evolved from the traditional model and people know come expecting an
interactive learning experience. It is worth noting that museums are virtually unique in that
they deal in ideas, objects and satisfactions not found elsewhere and Leeds City Museum is
no different.

Museums have traditionally been defined by function rather than by purpose (Thompson,
1998, Weill 1990). However, this has changed and purposive definitions now relate to the
intent, vision or mission of the museum where the focus is on leadership and visitor services:
to serve society and its development by means of study, education and enjoyment (Besterman,
1998). Leeds City Museum follows this trend and it contains four floors of exhibitions and a
large central arena where people can study, learn and enjoy the museum.

Museum venue
As a secondary function, Leeds City Museum will be looking to maximise its potential as a
venue for hire and private functions. Leeds City Council feels it is possible to grow this
income stream, whilst remaining a public facility. By increasing this non-traditional revenue,
it will lessen the burden on council funding and philanthropists.

Positioning
Leeds City Museum has been positioned differently from the other Leeds City Council
museums and galleries as it is the flagship museum in the regions capital. The fact it is
positioned as the flagship museum means it is in an ideal situation to maximise its brand and
be seen as the leader.

Leeds City Museum has many competitors both locally (Leeds) and regionally (West
Yorkshire), which are council and trust owned. The majority compete on price as they do not
charge admission. It must be noted that the admission fees are somewhat nominal and cover
maintenance and upkeep as opposed to generating profits. However, price is still a big
consideration when attempting to increase more C2DE visitiors.

Although, the internal competitors are council operated there is strong competition within this
internal market as they are competing for resources allocated by Leeds City Council. The
external competitors are operated by other councils in the West Yorkshire region or charitable
trusts and they are competing for visitor numbers and in some cases venue hire. Figure 5
shows Leeds City Museum’s competitors.

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

External Competitors

Bradford Industrial Museum

Bronte Pasonage Museum
Cartwright Hall Art Gallery
Cliffe Castle Museum
Internal Competitors
Harewood House
Henry Moore Institute
Abbey House Museum
Horsforth Village Museum
Kirkstall Abbey
Huddersfield Art Gallery
Armley Mills
Impressions Gallery
Leeds Art Gallery
Middleton Railway
Lotherton Hall
National Coal Mining Museum
Temple Newsam
National Media Museum
Thwaites Mill
Royal Armouries
Discovery Centre
Pontefract Museum
Red House
Salts Mill
Thackray Medical Museum
Tolson Memorial Museum
Wakefield Art Gallery
Wakefield Museum

FIGURE 5: Leeds City Museum’s internal and external competitors

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

3.4.2 Pricing Strategies

Price has a great influence on buyer perception and positioning of a brand (Vignali, 2001). It
used to be a potential barrier for many people, however art and cultural events are frequently
subsidised by local councils. Most of the time visitors do not pay an admission fee and when
they are required to, it is to cover costs or maintenance and crucially not to make profit. The
arts are seen as something that should be made available to the masses and many receive
generous central funding to enable this. Figures 6 and 7 below show Leeds City Museum’s
local and regional competitors, their ownership and if they charge admission. Even though
many do not charge admission, the museums and galleries are still competing on price as
those museums which do not charge force down the price of those that do, to what is
considered an ‘acceptable’ amount.

Most museums have a tripartite income structure and Leeds is no different, with income
derived from government, audience activities and philanthropy. This business model shifts
the burden of raising money by charging admission to other areas of the business, requiring
museums to have ever more creative fund raising ideas.

Free admission

A C E D H G F A- Bradford Industrial
Museum
I J L M N K B- Bronte Pasonage
Museum
C- Cartwright Hall Art
Gallery
D- Cliffe Castle Museum
E- Huddersfield Art
Gallery
F- Impressions Gallery
G- National Coal Mining
Museum
Council owned Trust owned H- National Media
Museum
I- Pontefract Museum
J- Red House
K- Salts Mill
L- Tolson Memorial
Museum
B M- Wakefield Art
Gallery
N- Wakefield Museum
Charges admission

FIGURE 6: Leeds City Museum’s regional competitors

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

Free admission

B D H M J

A- Abbey House
Museum
B- Kirkstall Abbey
C- Armley Mills
D- Leeds Art Gallery
E- Lotherton Hall
F- Temple Newsam
G- Thwaites Mills
H- Discovery Centre
Council owned Trust owned I- Harewood House
J- Henry Moore Institute
K- Horsforth Village
Museum
L- Middleton Railway
M- Royal Armouries
N- Thackray Medical
Museum
A C E F G N L K I

Charges admission

FIGURE 7: Leeds City Museum’s local competitors

In keeping with Leeds City Council policy Leeds City Museum will not charge an entrance
fee. Whilst this is common practice by museums and galleries, it is uncommon in other sport
and cultural events, especially where a performance takes place. Other social activities may
be competing with the museum for visitors, however the fact Leeds City Museum does not
charge an entrance fee means it does not directly compete with other leisure activities, for
instance going for to the cinema which costs considerably more.

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BA (Hons) Public Relations, Arts Marketing

3.4.3 Promotion
The promotion stage of the marketing mix is essentially the creative section of the whole
marketing campaign and is derived after the marketer has a sound understanding of their
publics, messages and overall objectives.

Sales Advertising Personal

Promotion Selling

The
Promotional
Mix
Direct Public
Marketing Relations

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 Leeds Metropolitan University
BA (Hons) Public Relations, Arts Marketing

Figure 8 highlights the areas of Leeds City Museum’s marketing activity which are deemed
most useful based upon their effectiveness and the ability to control the messages which are
being sent to the audiences.

High
•Breakfast briefing presentation and • Web presence
tours • Intranet
• Newsletter • Internal comms
• Email bulletin
• Executive Board and Members
3.4.4 Place briefing
• ‘Hard hat’ tours and development
preview
Ability to control the • Mapping
Museum previews and launch
message 3.5 Competitor
It is important to note that the council owned museums and galleries share the same
• Ambassador scheme • Media relations
• Leeds
objectives. Whilst those Cultural admission normally do•at aSpecialised
partnership
that charge press
nominal rate for upkeep of the
property etc as they are not council funded. There are few commercial museums and galleries.

3.6 Evaluation
Leeds City Museum has tried to position itself away from potential competitors in the market
place meaning they have a distinct competitive advantage over other museums and galleries.
Low Ability to measure High
Leeds City Council have positoning it as their flagship museum in the regions capital.
effectiveness

4.1 Recommendations
FIGURE forActivity
8: Promotional the Future
Map
New exhibitions are needed in order to attract visitors, create brand loyalty and get repeat
3.4.4 Place
Leeds City Museum as its name suggests is based in the heart of the city’s cultural quarter in
an iconic building. It is easily accessible by public transport with some nearby, although not
specific car parking. There are also facilities for the blind and disabled. There is optimum
access to the facilities.

3.5 Evaluation
It is difficult to evaluate the success of the 2007/2008 marketing activity for Leeds City
Museum as it is yet to open and the marketing is still ongoing. When it does open it will
enable the marketers to draw firm conclusions with statistical data. However, at present it is
clear Leeds City Council have put considerable resources into the marketing of the new
flagship museum and there has been a comprehensive and sustained marketing plan which has

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BA (Hons) Public Relations, Arts Marketing

seen great consideration given to the promotion, development and market segmentation of the
museum. Everything is in place for the museum to be a success.

4.1 Recommendations for the Future

As Leeds City Museum is yet to open, it is difficult to propose recommendations for the
future. However, the following will enable Leeds City Museum to maintain competitive
advantage:

• Full programme of exhibitions

• Re-launch and re-branding of Friends of Leeds Museums and Galleries society
• Increase marketing budget
• Develop new revenue streams
• Investigate possible international collaborations

4.2 Full programme of exhibitions

Central to the museums success will be the ability to host exhibitions which generate large
numbers of visitors time and time again. The museum will need to recognise when an
exhibition reaches the maturity stage of the product life cycle and have a full programme to
replace exhibitions before they reach the decline stage.

Once an exhibition has reached the maturity stage of the product life cycle it is vital that it is
replaced with an entertaining exhibition which can be introduced and with the right marketing
reach the growth and maturity stages of the cycle.

4.3 Re-launch of FoLMG society

To coincide with the museums first anniversary I propose that the Friends of Leeds
Museums and Galleries society is re-launched and re-branded. The scheme currently
operates, however a re-launch would help galvanise the society and generate interest in
the museums.

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BA (Hons) Public Relations, Arts Marketing

4.4 Increase marketing budget

Marketing budgets for the arts are historically low and Leeds City Council is no different.
I propose that the marketing budget should be increased so that Leeds City Museum has
its own Marketing Officer. This de-centralisation would enable the museum to receive the
resources befitting of a flagship museum resulting in a more sustained and consistent
marketing activity.

4.5 Develop new revenue streams

In order to ease the problem of funding Leeds City Museum needs to take a proactive
approach and develop new revenue streams. This could be done by improving the facilities
available to be hired out at the museum or hosting regular events. The museum has many
resources such as a historic building in a prime, city centre location and should it seek to
maximise these revenue generating opportunities. Other competitor museums have an array of
fundraising initiatives ranging from sponsoring events to ‘buy a brick’ campaigns.

4.6 International Collaboration

Leeds is twinned with eight cities and therefore the opportunity for international collaboration
is great. It is recommended that Leeds City Museum conducts a feasibility study into a
possible strategic or cultural collaboration with a museum in one of the twinned cities. For
instance, the museums could share exhibits or conduct research which would in turn enhance
the museum’s global standing, possibly leading to increased tourists numbers. The twinned
cities are as follows:

• Brno, Czech Republic

• Colombo, Sri Lanka
• Dortmund, Germany
• Durban, South Africa
• Hangzhou, China
• Lille, France
• Louisville, Kentucky, USA
• Siegen, Germany

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BA (Hons) Public Relations, Arts Marketing

APPENDIX 1

Marketing

Audiences
Portfolio product Organisational
Enrich and marketing
deepen Enrich and culture
-Identify and deepen
reward -Scholarly Enrich and
-Educate exhibitions deepen
-Excite and -Learning -Object focused
stimulate orientation - Economic
-Excellence responsibility
Diversity
-Entertain Diversity Diversity
-Remove -Access and -Experience
perceptual barriers participation focused
-Remove practical -Distinctiveness -Social
barriers -Diversity responsibility

Tripartite audience, product and organisational marketing model

(Source: Kerrigan et al, 2004; p150)

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BA (Hons) Public Relations, Arts Marketing

APPENDIX 2

Social needs

Often Advocates

Frequency of
attendance Outreach, education

Seldom Multicultural

Types of audiences by needs served and frequ

(Source: Kerrigan et al, 2004; p152)

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BA (Hons) Public Relations, Arts Marketing

APPENDIX 3

Performers Management
and Staff

Media

Arts Organisation
Arts Organisation’s Publics
(Source: Kotler and Scheff; 1997)

Trade unions

Competition Government
agencies

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BA (Hons) Public Relations, Arts Marketing

BIBLIOGRAPHY

Books

Kerrigan et al, (2004). Arts Marketing. Elsevier.

Lancaster, G and Reynolds, P (1998). Marketing. Macmillan Business Masters.

Lancaster, G and Massington, L (1996). Strategic Marketing Planning and Evaluation.

Biddles Ltd.

Perreault, W et al (2000). Basic Marketing. McGraw Hill.

Tench R and Yeomans, L (2006). Exploring Pubic Relations. Prentice Hall.

Reports

Webb, M (2008). Leeds City Museum – Audience Development Plan 2007-2008. Leeds
Museums and Galleries.

Websites

www.quickmba.com

http://www.leeds.gov.uk/museumsandgalleries/

http://www.leeds.gov.uk/Leisure_and_culture/Museums_and_galleries/Local_museums.aspx

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