1. What is your selected aspect/business of Liverpool, and why did you select it?

You need to
justify your
choice by market size, growth, and feasibility.

The museum was renamed World Museum on April 29, 2005, opening a new aquarium, renovated
galleries, and a new entrance. Today, the museum is renowned for its impressive collections, history
of innovation, and family-friendly experiences. A total of 748,065 visitors visited the museum in
2010, making him one of Britain's most popular and respected museums (National Museums
Liverpool). Most individuals like to look over ancient times, which may be an appreciation of the
human revolution over decades.

Annual revenue from museum activity in the UK declined sharply in 2020 after an overall increase
from 2008 to 2019. This is likely due to the coronavirus (COVID-19) pandemic. The estimated gross
revenue from museum activities in 2020 was £305m, less than half the previous year (Statista,2022).

World Museum’s top competitors are National Museums Scotland, Imperial War Museum, National
Galleries of Scotland. UK Government has set a few priority outcomes which support the UK's
cultural and creative industries and maintain their position as the best in the world, construction of
broadcasting and media systems for the 21st century, deploy a National Youth Guarantee to give
young people access to more activities, travel from home, and volunteerism and more
( GOV.UK,2023).

Campaign for local and tourists.

MACROENVIRONMENT
 Issues
Political and legal forces June 2020 marks the
opening of a new modern
art museum Fontevraud-
l’Abbaye in the Loire. After a
large private donation and
an investment of 8.6 million
euros by the local
government. The gallery
presents its 19th to 20th
century works by artists
such as Corot, Dubuffet,
Degas, Toulouse-Lautrec,
Derain and Delaunay
(Mintel,2020).
The government has
launched two new funding
initiatives aimed at
encouraging the use of
technology to enhance
attraction experiences. The
5G Smart Tourism Plan is
one of six testbed projects
awarded with a total of
£25m to study commercial
and industrial applications
of the new 5G wireless
communications network
and will use them to deliver
augmented and virtual
reality experiences to
visitors at the Roman Baths
in Bath. Cultural institutions,
including museums and
galleries, will also be
encouraged to work with
businesses to develop new
immersive experiences with
revenue potential as part of
the £17m Audiences of the
Future programme
(Mintel,2018).
Trade was well below pre-
COVID levels in most sectors
as government guidelines
imposed capacity
restrictions and concerns
over exposure to the virus
weighed on consumer
interest in indoor venues in
particular. A Mintel survey
conducted in late
September 2020, three
months after most
businesses reopened, found
that pre-COVID-19 gym
users were more likely to be
in private health clubs or
private health clubs after
restrictions were lifted. Only
34% returned to fitness
clubs. Meanwhile, only 20%
Impact
The first celebration
honoring the 22,000
soldiers, sailors, marines
and airmen who died under
British command during the
Battles of D-Day and in the
Battle of Normandy. Plan to
stand just outside the village
of Ver-sur-Mer, overlooking
Gold Beach. Visits to the
battlefields are especially
popular with older British
visitors (Mintel,2020).
All of these innovations
have great potential to
improve the attraction visit
experience from both an
educational and
entertainment perspective,
but technologies such as AI
are having at least an
equally significant impact
behind the scenes of
business, Increasing
efficiency in all areas of
pricing strategy. Queue
management to promotion
and marketing activities
(Mintel,2018).
By late summer 2020,
however, the return of
stricter social distancing
measures in large parts of
the UK and the ensuing
nationwide lockdown forced
venues to close before
Christmas, usually one of
the busiest times of the
year. So the momentum has
stalled. Many leisure areas
(Mintel,2021).
Political force

1) https://reports.mintel.com/display/1010402/?fromSearch=%3Ffreetext%3Dgovernment
%2520on%2520museum%2520uk%26sortBy%3Drecent%26resultPosition%3D1
2) https://reports.mintel.com/display/929458/?fromSearch=%3Ffreetext%3Dgovernment
%2520on%2520museum%2520uk%26sortBy%3Drecent%26resultPosition%3D1
3) https://reports.mintel.com/display/1078337/?fromSearch=%3Ffreetext%3Dgovernment
%2520on%2520museum%2520uk%26sortBy%3Drecent%26resultPosition%3D2
4) https://www.liverpoolmuseums.org.uk/modern-slavery-statement
5) https://reports.mintel.com/display/1106621/?fromSearch=%3Ffreetext%3Dgovernment
%2520on%2520museum%2520uk%26sortBy%3Drecent%26resultPosition%3D1

economic

1. https://reports.mintel.com/display/982216/?fromSearch=%3Ffreetext%3Dmuseum
%2520economic%2520growth%2520on%2520uk%26resultPosition%3D1
2. https://reports.mintel.com/display/1106647/?fromSearch=%3Ffreetext%3Dmuseum
%2520economic%2520growth%2520on%2520uk%26resultPosition%3D1
3. https://reports.mintel.com/display/1106621/?fromSearch=%3Ffreetext%3Dgovernment
%2520on%2520museum%2520uk%26sortBy%3Drecent%26resultPosition%3D1
4. https://reports.mintel.com/display/1136473/?fromSearch=%3Ffreetext%3Dmuseum
%2520economic%2520growth%2520on%2520uk%26resultPosition%3D1
5. https://reports.mintel.com/display/1166547/
6. https://reports.mintel.com/display/1173759/?fromSearch=%3Ffreetext%3Deconomic
%2520in%2520museum%2520uk%26sortBy%3Drecent%26resultPosition%3D1

social

1. https://reports.mintel.com/display/1125355/?fromSearch=%3Ffreetext%3Deducation
%2520on%2520museum%2520in%2520uk%26resultPosition%3D1
2. https://reports.mintel.com/trends/#/observation/1164811?fromSearch=%3Ffreetext
%3Dcultures%2520on%2520museum%2520in%2520uk%26resultPosition%3D2
3. https://reports.mintel.com/trends/#/observation/1173939?fromSearch=%3Ffreetext
%3Dcultures%2520on%2520museum%2520in%2520uk
4. https://reports.mintel.com/display/1089323/?fromSearch=%3Ffreetext%3Dlabour%2520on
%2520museum%2520in%2520uk%26resultPosition%3D1
5. https://english.elpais.com/culture/2023-01-24/british-museums-to-stop-using-mummy-
over-negative-associations.html

environment

1. https://www.museumnext.com/article/what-is-a-dementia-friendly-museum/
2. https://www.independent.co.uk/news/uk/museums-heather-phillipson-david-
attenborough-bbc-yinka-shonibare-b2267958.html
3. https://www.liverpoolmuseums.org.uk/stories/letters-earth
 technology

1. https://www.theartnewspaper.com/2019/08/16/liverpool-world-museum-used-facial-
recognition-technology-on-visitors-to-terracotta-warriors-show
2. https://blooloop.com/museum/in-depth/world-museum-ai-exhibition/
3. https://www.liverpoolmuseums.org.uk/digital-technology-and-computers

MICRO-ENVIRONMENT

CUSTOMER Offering the visitor apparent value for money,

where the trade-off between the price paid and
the advantages gained is considered as good.
For example, a unique exhibition in a museum
or a theme park that offers a whole day's
amusement might justify a high admission
ticket and be considered as 'worth for money'.
Recognizing that client expectations fluctuate
over time is another critical challenge for
managers. Satisfying tomorrow's clients
requires predicting and planning for their
future demands now. A museum with few
interactive exhibits, for example, would have
exceeded the expectations of most visitors,
particularly young ones, 10 years ago. If there
aren't many of these displays, they frequently
fall short of meeting the expectations of the
majority of visitors of all ages. Future museums
will need to deliver advanced virtual reality (VR)
experiences. This brings us to another intriguing
aspect. Previously, you satisfied your visitors by
satisfying consumer expectations. However,
even though expectations have raised, many
consumers now expect to be exceeded. After
all, attraction managers cannot expect to keep
their visitors satisfied until they do more
systematic research to collect data on visitor
expectations and reactions to the items they
consume.
Supplier Museums frequently rely on a range of
providers to keep things operating smoothly
and to deliver a great visitor experience. These
businesses provide a wide range of services,
including consulting, design, and technology.
One significant area where museums might
benefit from the experience of a third party is
in selling tickets, signing up members, and
getting people in the door. There are
organisations that provide ticketing and EPOS
systems, admission control, membership
administration, and other services, allowing
 museums to focus on creating a memorable
experience for their visitors rather of wasting
time on time-consuming manual operations.
Competitor It may be claimed that rivalry for attractions
extends beyond this, and encompasses
activities that occur during leisure time at
home. Looking at the family again, if the
daughter is studying Tudor history in school,
the parents may assist her education by taking
her to a museum or a Tudor stately house, or
by purchasing specialised software that she can
study in her bedroom on her PC. Home-based
entertainment is now a serious threat to
attractions; houses have become so fascinating
that it is difficult to understand why families
should leave them. There is also rivalry among
different 'generations' of comparable forms of
attraction. Traditional museums, for example,
are attempting to compete with new heritage
'experiences' that communicate historical
stories in completely different ways than
traditional museums. Permanent physical
attractions, such as theme parks and museums,
face competition from transient special events
and festivals that may appeal to a similar target
group. It must also be acknowledged that
uncontrolled circumstances, such as the
weather, have an impact on competitiveness. If
the weather is terrible, an under-cover
museum will do better than an open-air
museum with a comparable topic.
The company Today, the museum is well-known for its
extensive exhibits, history of innovation, and
family-friendly atmosphere. The museum
received 748,065 visitors in 2010, making it one
of the most popular and recognised museums
in the UK. As part of a planned yet natural
planting effort, more than 250 kinds of native
wildflowers, grasses, and ferns have been
planted. Their goal is to develop a tiny, flower-
rich environment that is vibrant for at least six
months of the year. They use a typical meadow
management approach and mow the field in
the fall. The meadow remains dormant
throughout the winter months, and there are
no flowers to be seen.

1. file:///C:/Users/User/OneDrive/Desktop/palgrave.rlp.5090130.pdf PAGE 11&12

2. https://blooloop.com/museum-suppliers/
3. file:///C:/Users/User/OneDrive/Desktop/palgrave.rlp.5090130.pdf PAGE 5 & 6
 4. https://www.liverpoolmuseums.org.uk/world-museum/city-wildflower-meadow &
https://www.liverpoolmuseums.org.uk/world-museum/history

SWOT

STRENGTH

- Strong financial position and health may enable the company to make more investments.
- A well-developed and properly integrated IT infrastructure may boost operational efficiency
and understanding of current market trends.
- A strong online presence on various social networking sites, as well as smart social media
management, may help to create strong client connections.

WEAKNESS

- Environmentalists may criticise the organisation for its inadequate waste management
methods and inability to integrate sustainability into commercial operations.
- A lack of funds for marketing and promotion operations limits a company's capacity to
develop its consumer base and drive repeat purchases.
- Reduced investment in research and development might harm a company's success owing to
a lack of local/international market expertise.

OPPORTUNITIES

- The creation of new technologies to aid in the production and distribution of goods and
services may be used to embed innovation in corporate processes. Advanced technological
integration may save costs, increase productivity, and result in the rapid introduction of new
goods.
- The government's subsidies and other actions to improve the business environment are
favourable external environmental factors.
- The exponential expansion of the population, particularly in existing or new client
categories, represents a significant growth opportunity for the organisation.

Threat

- When clients' spending patterns and purchasing power are directly influenced by
deteriorating economic conditions, business performance suffers.
- The growing number of direct and/or indirect rivals has an impact on the organization's
capacity to sustain and grow its client base.
- Inflationary pressures have an impact on organizational profitability.
 4. Marketing Strategy
4.1. Objectives
4.2. Segmentation, targeting, positioning

VARIABLES SEGMENT 1 SEGMENT 2 SEGMENT 3

BUDGET/INCOME EXPENSIVE NORMAL BUDGET FRIENDLY
CLIMATE PEAK SEASON / CAN VARY / AUTUM LOW SEASON /
SUMMER WINTER
USAGE RATE CROWD TEND TO DECLINE LESS CROWD
BENEFITS LONGER HOURS OF AVOID THE PEAK AFFORDABLE AND
DAYLIGHT SUMMER LONGER HOURS OF
DAYLIGHT THAN
SCOTLAND
LIFESTYLES MORE OUTDOOR CHECK WEATHER SHORTER OPENING
ACTIVITIES FORECAST FOR SORT HOURS
OF CLOTHING

Segment 1 would be primary target and secondary is segment 3. Segment 1, the summer months of
July and August are the busiest for travel in the United Kingdom. These dates also correspond with
the six-week summer school vacation. During these months, the weather in the United Kingdom is
often at its finest. The daytime hours are lengthy, providing additional opportunity to see the
attractions. Numerous historic sites are hosting family-friendly activities. It is the most costly time of
year to travel, with rates for flights, lodging, and transportation reaching new heights. The roads are
congested, and traffic bottlenecks are usual. The low season for travel to the UK is typically believed
to be November through April, less expensive and less busy. Can enjoy unique activities such as
Christmas markets, Christmas lights and decorations in major cities, and New Year's Eve celebrations
over the holiday season. The weather may be quite chilly. During the winter, many popular
attractions are closed (Tracy). https://uktravelplanning.com/best-time-to-visit-uk/

Top direct competitors for The World Museum, Liverpool are National Museums Scotland, Imperial
War Museum, Everton Football Club, National Galleries of Scotland, Liverpool Echo and National
Railway Museum (Zoom). Different direct competitors are popular events and concerts.

ASPECTS NATIONAL MUSEUM NATIONAL RAILWAY EVERTON FOOTBALL

SOTLAND MUSEUM CLUB
REVENUE (31.1M) 102.3M 5.3M 245.6M
LOW SEASON OPERATION HOURS CLOSED DURING CLOSED DURING
( CLOSED ONLY FOR LESSER CHRISTMAS WEEK CHRISTMAS WEEK
CHRISTMAS DAY)
LIFESTYLES CULTURE AND HISTORIC HISTORIC
( CULTURAL AND HISTORIC
HISTORIC)
4.3. Strategies
4.4. Marketing mix(es)