okcmoa campaign book
DESCRIPTION
Public relations campaign book created for the Oklahoma Museum of Art membership program.TRANSCRIPT
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TABLE OF CONTENTS
Letter of Transmittal… 2 Executive Summary… 3 Background… 4 Research Report… 8
Situation Analysis… 28 Core Problem and Opportunity… 35 Goal and Objectives… 36 Key Publics and Messages… 38 Strategies and Tactics… 43 Calendar… 46 Budget… 47 Communication Confirmation Table… 48 Evaluation Criteria… 49
Outputs, Outtakes and Outcomes… 51 Appendix A: Major Social Media Findings… 54 Appendix B: Recommendations… 55 Appendix C: Member Survey and Results… 56
Appendix D: Weekly Progress Reports… 63 Appendix E: References 76
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Letter of Transmittal: Bonita James Oklahoma City Museum of Art 415 Couch Drive, Oklahoma City, OK 73102 Dear Bonita James, Panoply Three is pleased to present you with our final campaign book. Throughout the semester, we have used information gathered from research and material provided to us by the museum to formulate a campaign that aims to strengthen relationships the museum has with its members and visitors. We have thoroughly enjoyed getting to work with you and the museum, and we hope our research and planning will help the museum continue to grow its membership and overall visitor numbers. We are continually impressed with the Oklahoma City Museum of Art and its membership programs. We have enjoyed having the opportunity use our student memberships and create tactics that we hope you have found useful this semester. Through research, execution and implementation, the Oklahoma City Museum of Art’s membership program is positioned for a great future. Again, thank you for working with us. Sincerely, Panoply Three
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Executive Summary
Panoply Three has partnered with the Oklahoma City Museum of Art (OKCMOA) to assist with the membership program as a whole, with emphasis on engagement to strengthen relationships with members and frequent visitors. Panoply Three researched key target publics and designed social media materials that aimed to increase engagement and strengthen these existing relationships in hopes that members will continue purchasing, and frequent members will feel the desire to become members.
The research questions that drove this campaign are:
RQ1: What is stopping frequent museumgoers from becoming members? RQ2: What do target publics see as the most valuable benefits of membership and the museum? RQ3: How can the museum increase engagement with members as well as potential members?
The two target publics identified, members and frequent visitors, are
crucial to the success of this campaign. Each of these target publics must feel the desire to engage and interact with the museum’s social media platforms in order for the tactics to succeed and the objectives to be met.
To help ensure engagement, once key publics were identified, Panoply
Three used the member survey results and other secondary research to generate tactics aimed at engaging the members and frequent visitors. The results included a number of findings, some of which include that museum members enjoy engaging on social media, they are willing to compete in contests and they would consider “gifting” a membership to a friend or family member.
Social media results can sometimes be hard to measure when looking at
the bottom line, especially in a three-month campaign. However, by looking at Proxy ROI, with new social media metrics, we can measure success by sentiment, share voice and buzz. Panoply Three’s main goal through social media was to allow interaction and engagement dialogue with audiences. This objective was achieved and is explained in detail in this campaign book.
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Background
Introduction The purpose of this paper is to examine the Oklahoma City Museum of Art and
the aspects of its membership program. It will discuss the background and
history of the industry, the organization and its environment. There will also be a
discussion of the situation analysis, including an in-depth look at strengths,
weaknesses, opportunities and threats to membership that the OKCMOA should
be considering. This discussion will result in the formation of the core opportunity
and problem for the museum. All of this research and the core problem and
opportunity will help drive the campaign and research to follow.
Background and History
External Environment (OKC Area)
Oklahoma City, home to the OKCMOA, is a mid-sized city and the state
capitol of Oklahoma. The population of Oklahoma City is just below 600,000 with
a population density of 956.4 persons per square mile. According to the U.S.
Census Bureau, 62.7 percent of the population is white, with 15.1 percent being
African American, and 17.2 percent being Hispanic or Latino. The City is 50.5
percent female, with a relatively young population, having just 11.3 percent of its
population over the age of 65. The median age of Oklahoma City is 34.6, with
24.6 percent of the population being under 18 years of age. This means that the
OKCMOA has the opportunity to reach an audience that can be described as
young professionals from age 22 to 35 years old.
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Museum Industry
The museum industry as a whole has long-been associated with an elitist
attitude and this is a concern that the OKCMOA has expressed. This issue will be
discussed further in depth during the situation analysis. With thousands of
museums in the United States, it is difficult for just one museum to break this
stigma and be seen as a part of a community. In this analysis, a discussion of
opportunities and threats associated with this stigma will be made in order to
further understand the client and its relationship to the museum industry as well
as the Oklahoma City community. The potential for interviews, surveys and focus
groups has been discussed with the client to assist in getting a better
understanding of this elitist perception and its prevalence in the Oklahoma City
area.
While the museum industry is fighting for people’s entertainment dollars,
they have a unique opportunity to position themselves strategically using social
media tactics to engage their audiences. Museums must work to create an
interactive communication channel, to use currently involved patrons to gain new
patrons.
About OKCMOA
The OKCMOA’s roots trace to early statehood efforts from organizations
concerned with art education for a young city. Overtime, the experimental gallery
became open to the public and eventually the museum was transformed from a
federally funded gallery to a private institution in May of 1945 (okcmoa.com). The
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museum now attracts over 130,000 visitors each year with permanent exhibits, a
cycle of temporary exhibits, educational opportunities, an international film
program, along with a museum store and café.
According to the museum website, the mission of the Oklahoma Museum
of Art is to “enrich lives through the visual arts” with a vision of great art for
everyone. The purpose of the museum is to create a cultural legacy in art as well
as education that all generations can enjoy and carry with them.
About Membership (Issue at hand)
The OKCMOA currently offers different levels of membership instead of
just one universal membership option. These memberships range from a student
option, the cheapest level with the lowest benefits, to the sustainer membership,
which has several unique benefits that are only available to this highest-level
membership group.
Student Individual Dual Family Fellow Friend Sustainer
-Free admission -E-invites -Weekly email/ newsletter
-Free admission -Discounted film tickets -10% off store purchases -Discounted classes and lectures -Invitation to events -CONNECT magazine subscription -Email newsletter
-All Individual benefits + free admission for 2
-All privileges of dual membership + free admission for children
-All family privileges + free/reduced admission to 600+ participating museums in North America -10% off purchase at museum café -4 guest passes to share with friends
-All fellow privileges + 6 guest passes to share with friends - Free admission to lecture series -Access to receptions -Annual dinner invitation -4 free film tickets
-All Friend privileges + 10 guest passes to share with friends -8 free film tickets -Invitation to sustainer-only film event -Behind the scenes tour -Recognition in lobby
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The membership program allows members to be involved in the museum while
receiving benefits, and making museum visits much easier.
Competition
The OKCMOA must see competition through the lens of entertainment
dollars, as an established entertainment entity. Primary competition in the area is
the Science Museum of Oklahoma, The Cowboy and Western Heritage Museum,
The Oklahoma History Center and The Oklahoma Museum of Osteology. Non-
museum-oriented competition comes in the form of the various art galleries,
restaurants and bars within OKC, particularly in the Paseo and Bricktown areas.
According to the membership surveys sporting events in Oklahoma City, for
example the Thunder, as well as movies and performing arts events and even
travel can be competition for entertainment dollars that the museum has to offer.
These various forms of competition are also potential drains for all audiences to
spend their entertainment money on.
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Research Report
Executive Summary
Background of the research
The research done for the Client, the Oklahoma City Museum of Art, will
serve in conceptualizing the membership of the OKCMOA by identifying current
attitudes toward membership by members as well as potential members.
Through research and planning, the goal of Panoply Three is to support and
enhance the research plans that the museum already has in place. After
discussing with the client, it has been determined that one of the main issues is
the subject of membership. With the OKCMOA being a not for profit entity, one
must look at what makes people feel a sense of belonging, as well as what they
expect to get back from the organization once they do belong. There are many
people, with different motivations whom are not museum members, but still come
in contact with the museum. These attendees or frequent attendees are all
potential members that should be considered during the research process.
Research must also be done on these subgroups in order to find out what the
museum can do to assist them in making the decision to become long-term,
consistent visitors and members of the museum.
In this research report there will be discussion over preliminary research,
secondary research, a situation analysis and potential research methods for the
campaign. Panoply Three will collaborate with the client over the next one to two
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weeks to finalize the campaign objectives, research questions and methods of
qualitative and quantitative research that will be conducted.
Purpose of Preliminary Research
The purpose of this research is to assist the OKCMOA in creating and
implementing a research campaign with an emphasis on membership. Multiple
sources and articles from several outlets were used to compile this information
about museums, the museum industry as a whole and membership as it relates
to museums. The purpose of the preliminary research is to gain information
before creating the qualitative and quantitative research campaign. The more
insight that exists, the more effective the rest of the campaign will be.
Secondary Research
For the preliminary secondary research, focus was put on learning as
much about traditional attitudes toward museums and membership in order to
compare this information to the current attitudes of the OKCMOA’s members and
target audiences posses. While finding scholarly articles to provide a well-
rounded and sound base of information, Panoply Three also looked at current,
more unique sources and articles to get a more in-depth perspective. Credibility
is a very important part of the decision when it comes to selecting research about
museum membership programs, and theories behind the reasons why people
choose to associate as members.
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Primary Research Focus
The primary research is predicted to focus on members, museumgoers
and potential members. Through a series of surveys and interviews, primary
research data will be collected and analyzed before the implementation step of
the campaign. These statistics, combined with the collaborated research
between Panoply Three and the OKCMOA will aid in the overall objective of the
campaign and answering the specified research questions.
Recommendations
In this step of the campaign, it is suggested that a discussion with the
client about past research and results that have been found to take place. The
more knowledge gained by members of Panoply Three, the more accurately the
campaign will align with the needs of the OKCMOA. It is also recommended that
conversations about potential methods of primary research be discussed in
further detail. Access to old surveys and survey results or any other kind of
qualitative or quantitative research would be of great use. A new membership
survey with questions gaining access to information about what members want
through their membership, and what kind of members the museum is catering to
will help create objectives and strategies for the campaign.
Introduction: Reasons for Doing Research
Research is the foundation upon which successful campaigns are built.
The research done by Panoply Three will aim to supplement the research being
done by the OKCMOA to assist it in its future endeavors of building a successful
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campaign. After discussions with the client, the assumption currently is that the
museum’s end objective is to not only keep current members pleased but also
increase membership numbers. In increasing membership, it is a sub-goal that
members will become more engaged with the museum. This research also has
the potential to shed light on how to gain these more engagement with members.
Situation Analysis
Current State and Reputation of the Organization
While the research campaign’s objective is to shed light on this area, there
are some things currently known. For example, it is clear that many the
museum’s 5,000 members are very active and vocal. Conversations with the
client revealed that members are active on social media; they enjoy and seek
communication with the client. When the client does not communicate, the
members will reach out to the client. It is also understood that the client’s current
state includes a somewhat elaborate membership system. The OKCMOA has a
well developed website, e-newsletter that is sent out three times per week and a
monthly newsletter that includes a schedule of events.
The OKCMOA is currently the only organization to show short films in the
Oklahoma City Area. A more accurate current reputation for the organization will
be revealed after the research is concluded and analyzed. Previous research the
museum has conducted, such as exit surveys, membership surveys and
interviews will help shed light on membership perceptions, as well as social
media as an engagement tool.
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Main Issues Studied
The main issues studied will be different aspects and opinions surrounding
current membership and potential membership. In this, attitudes and opinions
toward the OKCMOA in general will also be revealed. This research aims to
study why frequent visitors of the museum that are not currently members have
chosen not to participate in the membership program. It also aims to study the
opinions and attitudes of current members and what they value in their
membership and what they do not value in their membership. Increasing and
decreasing trends in membership will be studied as well as the attitudes and
opinions by visitors about the museum industry as a whole and how that can be
related to the OKCMOA.
Organization Performance in Relations to Identified Issue
Currently the museum has identified its most frequent visitor as affluent, middle
aged, white women. It is currently known that the museum has 5,000 members.
According to annual reports from the website, it appears as though this number
has plateaued in the last three to five years or so, either increasing or decreasing
by a very small amount since about 2009. If the client provides a market
segmentation study, it will assist in creating a benchmark for the organization’s
current performance. As previously stated, any other past research or reports will
also aid in the creation of a benchmark and current state of the organization.
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Environmental Analysis
Panoply Three hopes to cross analyze the political, economical, social and
technical issues to assess how these factors exist in relation to the core problem
and opportunity of the campaign. These findings will help form specific,
measureable, attainable, realistic and timely goals and objectives. Through these
analyses, the client will be able to see, through evaluation and cross-referencing,
what aspects of the research campaign can be used in the rest of their
campaign. In order to offer benefits that members and attendees seek, the client
must first know what that is and how to offer it. The client must understand
characteristics of its environment to better understand its publics.
External Environment (Oklahoma City Area)
Oklahoma City, home to the OKCMOA, is a mid-sized city and the state capitol of
Oklahoma. The population of Oklahoma City is just below 600,000, with a
population density of 956.4 persons per square mile. According to the Census
bureau, 62.7 percent of the population is white, with 15.1 percent being African
American, and 17.2 percent being Hispanic or Latino. The City is 50.8 percent
female, with a relatively young population, having just 11.3 percent of its
population over the age of 65. This means that in order to attract a larger amount
of young people to the museum, the OKCMOA is in a good environment to do so.
Museum Industry
The museum industry as a whole has been associated with an elitist stigma for
quite some time and this is a concern that the OKCMOA has expressed. This is
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an issue that will be discussed further in depth during the situation analysis. With
thousands of museums in the United States, it is difficult for just one museum to
break this stigma and be seen as a part of a community. In this analysis, a
discussion of opportunities and threats associated with this stigma will be made
in order to further understand the client and its relationship to the museum
industry as well as the Oklahoma City community. The potential for interviews
and surveys has been discussed with the client to assist in getting a better
understanding of this perception and its prevalence in the Oklahoma City area.
Competition
Among the competitors for entertainment dollars are the Science Museum of
Oklahoma, The Cowboy and Western Heritage Museum, The Oklahoma History
Center and The Oklahoma Museum of Osteology. Non-museum-oriented
competition comes in the form of the various art galleries, restaurants and bars
within Oklahoma City, particularly in the Paseo and Bricktown areas. According
to a membership survey sporting events, movies and travel is also competition
when it comes to spending money allocated to entertainment. These areas are
also potential drains for potential museum members to spend their entertainment
money.
Stakeholder Analysis
Stakeholders include donors, employees, visitors, members, schools, the
museum industry, Oklahoma City, scholars and local artists. Further identification
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of stakeholders will come from the market segmentation study provided by the
client.
Academic Peer-Reviewed Secondary Research Major Findings
In this section, the secondary researched gathered thus far will be
summarized and analyzed for the benefit and further understanding of the issues
facing the OKCMOA. After each explanation, the issues within each piece of
research will be related back to the issues facing the OKCMOA.
From analysis of the research a few major findings have been revealed.
For example, there are several tangible factors that are considered by potential
members when considering a museum membership, but there are also certain
intangible factors that can contribute to membership decisions. These intangible
factors can actually contribute even more to whether or not a membership is
purchased or renewed after a certain period of time. These and other factors are
determinants in whether a relationship between members and a museum can
grow and become engrained within the lives of its patrons, or become “stalled”
and falter. The research also goes into what this term means and the implications
for both member and museum alike. Additionally, research from the Modern
Museum of Art points out that many museums around the country are
experimenting with different interpretations to the member-museum relationship,
ranging from free admission to the general public, to live music, alcohol, and
various other “perks” to members while maintaining a fee for the general public.
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Literature Review
Bhattacharya, Rao, & Glynn (1995), analyzed the degree to which
members identify with the organizations that they are members of, in this case art
museums like the OKCMOA. The researchers investigate members’
organizational characteristics, affiliation characteristics and activity
characteristics in terms of social identity theory. The survey findings produced
through the research process revealed that member identification is positively
related to perceiving the organization as prestigious. Other factors include
donation activity and visiting frequency. Social identity theory could potentially
lead to new understandings of the target audience for the OKCMOA, as well as
other communication theories such as expectancy-violation and attribution
theory.
Austin Montgomery (2012), wrote an article in Chicago Talks about the art
museum industry embracing the change in the long-held stigma of “snootiness”
that has been associated with art museum membership and attendance. The
article states that by establishing relationships with local artists, bars and
restaurants, art museums are establishing themselves as bastions of the
community, rather than a safe-haven for the elite from the rest of society.
According to the article, other factors to consider when attempting to increase
membership and attendance include collaborations with local musicians and the
addition of alcoholic beverages to the museum experience. The OKCMOA is in a
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great place to utilize some of this knowledge considering that it is in a great area
for collaboration with other entities and organizations.
Maher, Clark & Motley (2011), conducted a research study to measure
service quality of a children’s museum. Maintaining that museums are inherently
service entities, they must now try harder to compete for the entertainment
dollars of the modern consumer. The research shows that while families can
benefit the most from a museum membership economically, they are among the
least likely to purchase a membership (p. 40). The OKCMOA’s membership has
traditionally consisted of older, affluent, educated, white women, and could
possibly benefit from a more active family presence within its membership.
D.E.J. Pett (2012), analyzed the use of social media amongst museums in
Britain, and how the use of social media can benefit museums by bringing in
younger patrons and members. As a marketing tool, the article suggests creating
an online brand in order to attract younger members to a museum and creating a
“strong research presence” (p. 1). This would allow for tools such as micro
updates, photo/video-sharing, mobile applications, and new archiving tools to be
accessible to the museum. The OKCMOA has a solid social media presence
thus far, with over 19,000 Twitter followers and over 18,000 Facebook likes.
Social media, however, is always changing and therefore, must be analyzed in
various ways to expand and better the presence of the OKCMOA’s.
Reavey, Howley, & Korschun (2013), addressed the issue of stalled and
waning relationships amongst current art museum members. The researchers
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studied those who failed to renew or foster a relationship with the museum in
particular. The researchers address what they call a “stalled” relationship with art
museums, in which they “discontinue their formal museum membership yet
maintain a positive psychological affiliation with the museum” (Reavey, Howley,
& Korschun, p. 97). The studies find that members who leave their membership
often do not place blame on the museum when they exit the relationship. The
second study analyzes why this phenomenon occurs. These “stalled”
relationships could be a potential problem for the OKCMOA, and therefore, will
be researched further. Paswan and Troy (2004), address the research issue of
motivation for entering into a membership within a museum, particularly in
relation to the different levels of museum membership. They found that museum
membership motivation is comprised of many different levels of motivation,
ranging from tangible to intangible benefits. There are also implications about
motivation in regards to philanthropy and social recognition. The issue of income
has significant implications on whether or not members move up to higher levels
of membership or continues their membership at its current level. Further
researched is required in regards to how many members of each level are
affiliated with the OKCMOA. This information is relevant the various levels of
membership offered by the OKCMOA.
John Falk (2014), interviewed hundreds of art museum visitors, and
hypothesized that “visitors have a working model of what an art museum affords
and self-select to use the museum based on a limited set of identity-related
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aspects associated with self-identification” (Falk, p. 32). Using these aspects,
visitors justify their visit retroactively after it is finished. This information is
relevant because it allows for an understanding of how and why individuals are
motivated to become members of the OKCMOA, and further, why individuals
decide to stay members of the OKCMOA, based on what they are seeking and
what they are receiving from the museum.
Robbins and Robbins (1981), have defined that market segmentation is a
key factor in increasing the probability of museum attendance and membership.
The OKCMOA has done a great job thus far of identifying its niche markets. We
know from our initial research that the majority of members are affluent, older,
educated white women. We also know from our client that membership amongst
younger demographics is not where the museum would like it to be. Robbins and
Robbins maintain that there is potential in the moderate attendee market.
Depending on how the numbers for each membership work out, moderate
museum attendees seem to be a large portion of the profit-generating population,
and according to Robbins and Robbins “This market segment appears to be
worth pursuing because of its size and potential” (Robbins & Robbins p. 74). This
information is relevant in that it allows the OKCMOA to pinpoint where it is most
likely to succeed in targeting members of the population for addressing
membership.
Glynn et al. (1995), explored the concept of art museum membership and
cultural distinction in terms of the benefits that are received with a museum
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membership in comparison to how the individuals feel about each of these
benefits. The study honed its focus to two particular areas of the membership
schema: free museum admission and invitations to special museum events. After
analyzing these tangible benefits, the Glynn et al. article goes on to note that
“while 90 percent of members report that they are likely or very likely to renew
their membership the following year, less than one-fifth of the membership visited
the museum six or more times in the previous year (Glynn et al. p. 261). This
means that in at least some part, the motivations for entering a museum as a
member or maintaining a membership are not solely economical. This
information is relevant to the OKCMOA because it addresses several of the
“intangible” factors of deciding to purchase a museum membership that can be
difficult to measure, once the museum can understand why individuals visit and
belong to the OKCMOA, a campaign can be derived in order to engage and
provide specific benefits.
New York Times contributor Elizabeth Olsen (2013) wrote an article
regarding museums trying to gain a steady following of repeat visitors by creating
a more accessible and friendly atmosphere in an attempt to get away from the
“snooty” image of museums. The article addresses that entertainment dollars get
stretched to different venues, and that by recruiting a younger audience, and
museums can gain more long-term patrons. Some museums have experimented
with eliminating their attendance fees altogether to encourage younger patrons to
come and visit, while others keep their fees but encourage “rewards programs”
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for repeated attendance, such as dining discounts or invitations to exclusive
events. An emphasis on atmosphere is being increasingly experimented with
among many museums, incorporating live music, food, and alcoholic beverages
to encourage an all-encompassing museum experience. Critics are weary of
those museums that have eliminated their membership fees, however, saying
that by allowing free admission essentially cuts the benefits of membership in
half, which could lead to a possible decline in membership. The information in
this article is relevant to the OKCMOA because it highlights two different systems
and entails two possible projected outcomes, allowing for more informed
decisions to be made in future endeavors.
Goals of the primary research
Before starting secondary research, it was established that the museum
had a strong member base as well as a strong social media presence and
communications with there target audiences. It is also important to realize that
there is always room for improvement when it comes to social media. The
OKCMOA has expressed its desire to receive help in figuring out the
characteristics of members as well as nonmembers, in order to strengthen the
bond with current members and figure out what will make frequent visitors want
to purchase a membership. In the initial client conversation, membership benefits
were discussed, and the need to find out what was most important benefit to the
members as well as frequent visitors.
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The goals of the primary research are to identify current attitudes of
members and nonmembers in relation to museums in general and the OKCMOA,
also to gain an understanding of the characteristics of the typical membership
holder. Another goal is to plot the “path to purchase” that current museum
members go through and apply those findings to potential members. The “path to
purchase” is designed to ask a series of questions that identify the thought
process behind whether or not somebody chooses to leave the house at all,
where he or she wants to go, and why. This “path to purchase” study will also be
conducted with infrequent museumgoers in an attempt to identify the thought
process behind why they do or do not choose to go to the OKCMOA. Once
members and nonmembers have identified the most important benefits of
membership, the OKCMOA can use this information to improve the membership
program if necessary to increase sales and continued membership, as well as
strengthen relationships and engagement between members and nonmembers.
Panoply Three will search traditional media sites in order to find compelling
content and research that can clearly be applied to the clients needs.
Traditional Media Search and Analysis
Different databases were used in conducting secondary research to find peer-
reviewed and scholarly articles as well as new articles from credible media
sources. Some of the databases and scholarly journals Panoply Three has used
include JSTOR, Academia.edu, Journal of Marketing, International Journal of
Arts Management, International Journal of Nonprofit and Voluntary Sector
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Marketing along with articles from the New York Times and the Museum of
Modern Art. The main keywords used to search for these articles contain,
“museum,’” “membership” and “nonprofit.”
Major Findings
The major themes of our findings were predicted to include the entertainment
value of museums and other entertainment competitors. Discovering what the
members consider to be their main benefit will also help to give insight on what
the client should communicate to potential members. Another main finding will be
how social media platforms can be used to reach new audiences and engage
with current audiences. Findings will tell who the most typical visitor to the
museum is and all major findings will have something to do with the issue of
membership. Panoply Three will analyze findings from publications and programs
in local, regional and national media. The firm will then apply it to the OKCMOA
campaign. Publications and media hits will be investigated as well as the manner
in which the media covers the museum industry as a whole, and the OKCMOA.
Once it is known what the media and target audience are talking about and how
they are talking about the museum industry, it will be assumed that the same is
true for the OKCMOA. This information will be used to drive the research
questions and campaign.
Conversational and Social Media Search Analysis
The client’s social media websites will be examined using databases such as
Sprout, Social and Google Analytics in order to see which trends are most
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popular and which developments the target audience is most responsive to. It is
important to monitor conversations within the region and state of the OKCMOA
as well as conversations taking place outside of the state. The competition in the
state must be analyzed in order to find out where potential museumgoers are
spending their entertainment dollars. Postulations made about similar museums
and the industry as a whole can also be assumed true about the OKCMOA.
Border states with somewhat similar population and entertainment options can
tell the client a lot about implementing plans to enhance membership and
attendance. What is learned from these findings will be used to advise the client
on more effective social media tactics and more efficient communications with
members and nonmembers.
Primary Research
Goals of Qualitative Research Study
As a whole, qualitative research focuses more on the “what,” but also the “why”
and “how” of the campaign. This qualitative research study aims to give insight
on the current attitudes of our publics as well as why they feel this way. This
research will objectively measure the attitudes toward membership and the
museum as a whole by members, as well as nonmembers. The client must find
out how the key audiences want to be contacted. Statistics for these two groups
will be analyzed separately. Qualitative research methods can be used effectively
to gain insight on the visitors of the museum as well as potential customers for
the museum.
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Potential Research Questions
Based on the discussion with the client about what the issues are that they are
facing Panoply Three has created three possible research questions. Further
collaboration with the client will establish the research questions and the direction
the rest of the research campaign will continue in.
RQ1: What is stopping frequent museumgoers from becoming members?
RQ2: What do target publics see as the most valuable benefits of membership?
RQ3: How can the museum increase engagement with members as well as
potential members?
Data gathering: Participant Observation
Panoply Three will use participant observation in the museum, upon
permission granted by the museum.
Data Gathering: Interviews
Members of Panoply Three will informally interview visitors to the
museum.
Data Gathering: Surveys
Panoply Three will work along side the client to conduct membership
surveys to be sent to the members and returned. Exit surveys will also be used to
configure assumptions about attitudes of frequent attendees.
Panoply Three will use the findings to triangulate and overlap with the
secondary research. All findings will be compiled and the data will be analyzed
and used to implement the campaign.
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Discussion
The themes found in secondary research and qualitative studies will help
Panoply Three to inform future campaign planning. These themes lead to the
SWOT analysis of the client’s organization, as well as the underlying core
problem and opportunity of membership. The research will also be used to help
connect with a more engaged target audience.
Quantitative Research
Similar to the qualitative research, the quantitative research aims to gain further
insight to help answer research questions. The quantitative research will give
objective findings to help establish a benchmark and a way to measure results.
The OKCMOA has already created a survey to be distributed to members.
Panoply Three will create questions to add the survey in order to gain insight into
the buyers mind.
Conclusion
The research conducted by Panoply Three for the client, the OKCMOA,
will serve to conceptualize the subject of membership, redefine membership and
identify how members and nonmembers view the museum in the Oklahoma City
area. The secondary research gathered has been summarized and analyzed and
will be presented to the client to be used to implement a plan. The careful
analysis of research conducted thus far in relation to the research given to
Panoply Three by the client will be used to finalize the next steps in the research
campaign. After collectively deciding on a research plan with the client, Panoply
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Three will use the different research tactics discussed to assist the OKCMOA in
achieving its objective of setting a benchmark and gaining insight for a campaign
to increase and further engage members and potential members.
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Situation Analysis Strengths
Currently the OKCMOA has a well-established membership program and
following, with 5,000 current members. After talking to the client we have
discovered that the 5,000 existing members are well engaged on social media.
The OKCMOA Facebook has 19,137 “likes,” and their Twitter following is large
with 20,500 followers and 7,926 tweets. The members are also very responsive
to the calendar of events sent out on the first of the month, and enjoy the
electronic newsletter that is sent out three times a week; the organization will
actually receive emails from members if this calendar is late. This is good
because it shows that current members are very engaged and want to hear from
the organization.
The OKCMOA website is also a strength for members, the organization
and visitors. Since the website is developed, it is easy to navigate and find
information quickly, thus the organization has yet another outlet through which to
reach their audience on top of their social media accounts.
Another strength of the organization is the variety of benefits each
member receives. The elaborate membership system offers many different levels
of membership that can cater to people in different economic classes, making it
more accessible as a whole. The OKCMOA is also the only place in the
Oklahoma City area that shows short films, giving it a differential benefactor that
other art and culture organizations in the area do not offer.
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According to Bhattacharya, Rao and Glynn’s article (1995), “Understand
the Bond of Identification: An Investigation of Its Correlates Among Art Museum
Members,” members want to feel valuable and that they are a part of the
organization and will identify themselves with that organization. This will create
loyalty and positive word of mouth. (p. 263) Since the OKCMOA has a strong
membership base; there is strong potential for the strength of identification to
also turn into an opportunity for a grassroots movement to expand. “Some
studies show that, on average, retaining existing customers is six times less
expensive than luring new customers” (Chattacharya, Glynn & Rao, 1995, p.
265). According to the membership survey, the OKCMOA has a large number of
members. With high quality events and services, they can easily remain
successful by retaining current members. These are some of, but not all of the
organization’s strengths. Research and communication on membership loyalty
and frequent visitors will expand knowledge on what the museum can offer to
increase number of both audiences. Next, there will be a discussion of the
organization’s weaknesses.
Weaknesses
While it is beneficial to identify an organization’s strengths, it is even more
important to identify the weaknesses to find room for opportunities and
improvement.
From research and conversations with the client, it has already been
identified that many memberships are purchased in the winter months,
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specifically the month of and December. The museums sees a $20,000 increase
during these months. This means that the months with the least amount of
membership purchases are November and the summer months of May, June
and July. The museum should focus on reaching the audience during these
months with decreased sales.
The OKCMOA also struggles with attracting a diverse crowd. Through the
membership surveys has been identified that attracting diverse, young
professionals in the Oklahoma City area is proving to be a difficult task, and a
solution has yet to be found. The organization currently lacks the ability to
infiltrate the younger audience they seek to bring in.
Not only can the museum not attract this younger crowd, it also currently
has a very narrow demographic of members, 92 percent of members being
Caucasian. The client described their most common visitor as an “affluent,
middle aged, white female.” Our research so far has shown that a certain desire
to help future generations through the proliferation of the arts has a strong
correlation with the people who have a museum membership. The desire to
nurture future generations has been shown to be much higher in women than in
men. This explains the large number of affluent, older white women who make up
the museum’s membership.
The next weakness is one that the entire museum industry struggles with,
including the OKCMOA. The stigma that museums are
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uppity and elitist organizations is not a new phenomenon. According to an article
published by Chicago Talks, many museums are trying to break down the
pretentious image of museums. “We are trying to break down that stigma that
most galleries have, that I’ve got to look a certain way, just to walk in the door,”
said the director of the Jackson Junge Gallery in Chicago (Clark, Maher &
Motley, 2011). The OKCMOA has also stressed that this is a current weakness
and that changing from an elitist perception to a community organization is
something they need to improve on.
Low awareness of membership benefits is something that many different
industries, including the museum industry, struggle with. Many museumgoers
that do not have memberships are simply unaware of the benefits they are
missing out on. According to an article, Measuring Museum Service Quality in
Relationship to Visitor Membership: The Case of a Children’s Museum,
“…whether due to financial constraints or a lack of knowledge, (families) do not
choose to become museum members. Ironically, museum membership is of most
benefit to this respondent group” (Montgomery, p. 40). Although research is
currently being conducted on member’s attitudes toward their membership by the
OKCMOA, this is such a common problem in museums that it will be beneficial to
keep it on the radar. Research states that many frequent visitors are not getting
the full potential out of the museum offerings as they would if they purchased a
membership. Monetary expenses would be the same either way, if not less, by
obtaining a membership.
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Opportunities
Many times, an organization’s weaknesses can actually become their
greatest opportunities for improvement. For example, the museum is struggling
to engage with members and frequent attendees, informing them about the
membership program, and all of its benefits. The museum has the opportunity to
use current members to expand the program by offering chances to win gift
memberships for friends; 54 percent of members said they would enter a contest
to win a gift membership.
The OKCMOA also has an amazing opportunity to engage new people
through their social media platforms, offering interaction. “Digital media now
provide a way to interact and engage dialogue with a new audience, for example
a younger or worldwide audience could now be courted by a local museum,
where previously this may have been beyond their means” (Pett, p. 1). This is
especially true since social media now percolates into all societal levels. The
OKCMOA already has a strong presence on Twitter and Facebook. Using the
current outlets and possibly other outlets, such as Instagram, could be a huge
opportunity to reach people with low monetary expenses. Creating a cohesive
brand image throughout all social media platforms should be a major branding
goal of the OKCMOA. Being a staple organization in the Oklahoma City area
offers the opportunity to unite the community as a whole.
The OKCMOA has the opportunity to change the face of the organization
from elitist organization to community-based. Instead of being associated with
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high-society only events, they can brand themselves as an entertainment source
for the community. Some examples are supporting local artists and giving them
exposure, as well as giving the citizens in the Oklahoma City area opportunities
to become involved in community events, by voting, and interacting through
social media. By establishing the strong network with local artists and community
members, they can identify themselves as a member and partner to the
community instead of an outside organization.
The current controlled media, such as the newsletters and calendars and
even the social media, are all opportunities waiting to be taken advantage of.
These media can easily be turned into promotional tools for membership and the
museum as a whole.
Threats
Weaknesses, if not confronted, become threats to an organization’s
success. These threats hang over the organization holding it back from reaching
full potential. One main threat to the success of the OKCMOA is the other
entertainment venues in the area. Museum oriented competition comes from four
other museums in the area; Science Museum of Oklahoma, Cowboy and
Western Heritage Museum, Oklahoma History Center, and The Museum of
Osteology. As well as artistic and entertainment venues that may be competitors
due to monetary entertainment funds.
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Only having three months to accomplish goals makes for a short deadline.
This time frame will be a potential threat to making any sort of substantial impact
within the organization or to attaining a set of tangible results.
Poor engagement with membership will eventually lead to a lack of
continued membership, as well as a decrease in membership purchases.
Members may join for a variety of reasons and benefits, but there is also a
variety in reasons for discontinued membership. There are two main reasons
people fail to renew their memberships; they lost interest in membership due to
lack of interest in exhibits, or they were not attending the museum enough to
warrant renewing their membership (Reavey, Howley & Korschum, p. 91).
“People perceive the value of a membership in terms of free tickets, merchandise
discounts and for the membership’s economical appeal.” These are reasons why
people may join, but the people in this group eventually discontinue because they
did not gain the benefits they thought they would (Reavey, Howley & Korschun,
p. 97).
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Core Problem and Opportunity
The Oklahoma City Museum of Art is currently not reaching its full
potential as it pertains to membership, but with the right research, resources and
tactics in this campaign, it has the opportunity to better increase and sustain
membership, as well as engage members and frequent museum attendees.
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Goal and Objectives
Introduction
This strategic communications planning matrix will guide Panoply Three’s
planning process for the campaign. This plan will ensure that research and data
are applied to solving the core problem and opportunity. These objectives and
goals will assist the OKCMOA in strengthening relationships with their target
publics, resulting in an increased probability of higher engagement on social
media and membership purchases and renewals.
Goal
Employ social media and other engaging tactics in order to strengthen
relationships with members and frequent attendees, while increasing
membership renewals as a whole.
Objectives
1. Keep membership levels at or above the current number.
2. Increase social media presence by 300 Instagram followers by May 6,
2014.
3. Create consistent tone throughout all social media outlets through tactics
using all platforms.
4. Engage frequent museum attendees to learn what they value most about
museum visits through the use of 75 quote cards by May 9th.
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5. Increase awareness of membership through publications that the museum
can promote in the museum café and keeping track of the number of
people exposed to the information.
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Key Publics and Messages
Introduction
Two publics have been chosen for this research campaign due to limited
time of three months. The two publics selected are museum members and
donors and frequent museum. This analysis of key publics and messages aims
to give direction to the campaign to be conducted by Panoply Three. Elements
that will be used to identify target publics and their specific messages include
demographic and psychographic profiles, motivating self-interests, status of
relationship with the organization and membership, and third party influencers.
Museum Members and Donors
Involvement of these fundamental members is essential to the
organization as well as this campaign. These members do not only have the
potential to donate, they also are highly influential in creating further support from
other members in the community in which they are highly regarded. They have
the potential to be strong advocates for the museum to other members, and more
importantly frequent visitors. Panoply Three can use these members as an
intervening public to evaluate what membership benefits are most valued. This
public is valuable because they are already acquainted with the museum and its
membership program. However, it is important for the organization to become
more familiar with them so they feel valued and continue their membership with
the organization.
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Primary Message
Because you are personally associated with this organization and you are
highly regarded within your community, your support and engagement with the
museum and other attendees is imperative to creating an enthusiastic online
community.
Secondary Messages
To successfully collect surveys, cooperation from current members is
going to be vital. The OKCMOA receives feedback from social media outlets, but
these surveys will require slightly more effort and attention in order to
successfully create benchmark for the campaign. The OKCMOA will need to
enlist the support of this target audience in order to accomplish the objective at
hand.
In order to gain increase overall membership numbers, it is important that
current members are advocates for membership by engaging with the museum
and other attendees.
Primary Message
In order for you to feel valued and identify with the museum, we want to
show loyalty to you and the Oklahoma City community at large through
engagement on print and online platforms.
Secondary Message
According to research, these publics are intellectuals, and valued
members are most likely to respond to an appeal from an executive at the
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museum or somebody they respect and regard as important within the
organization. By establishing relationships within the community, rather than a
safe haven for the elite, the museum will be viewed as a hospitable and
welcoming part of the Oklahoma City community.
Frequent Museum Attendees
Insight from this public is desired because they can answer the research
question of what stops frequent attendees from taking the next step and
becoming members. These attendees do not only have the potential to become
members and create revenue for the museum, they also hold key information
about what is valued most in a membership. These frequent attendees are often
locals, families and entertainment seekers. They also posses important
information about what motivates people to come to the OKCMOA over other
entertainment venues. Communicating with these publics also has the potential
to further inform these attendees about membership benefits that could possibly
persuade them to make the commitment to purchase. They may be involved but
not as engaged as they could be in the museum environment, because they may
feel isolated from the organization. For this reason, engaging them on social
media has the potential to make great changes in their opinion of the museum.
The surrounding community and/or current members may influence this
audience. Since they are clearly invested in the museum, it is important to inform
them of the benefits to both them and the organization.
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Primary Message
As a frequent visitor, you value the museum and we value your opinion
and would appreciate your input on what you see as most significant in the
OKCMOA.
Secondary Message
This audience’s opinion and input in the campaign is vital because an
outside perspective on membership will be received.
This public needs extra convincing to join their peers and become
members so they feel more invested and important to the museum. This
audience needs to see benefits not only to the organization and community
surrounding it, but also to themselves because people, in general, are self-
interested. By including them in social media engagement tactics, they will feel
important and valued to the museum and that could help solidify their connection
to the OKCMOA.
Primary Message
The donation of your time and engagement on social media is vital in this
campaign in order for us to successfully evaluate what makes you want to visit
our museum for entertainment purposes.
Secondary Message
Part of the research being conducted is to understand why nonmembers
do or do not choose to spend their time and money at the OKCMOA. This
audience is that key public that we must gather this information from. Their
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participation and engagement online will be as insightful as the participation from
members and it is important to make them feel valued so they will go out of their
way to contribute.
Partnership with this audience can tell who influencers are in the
community as well as information about entertainment competition in the area. It
can also lead to the enlightenment of what the most popular features the
museum has are. These features are what are bringing people to the museum
and may be beneficial to know for future campaigns conducted by the OKCMOA.
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Strategies and Tactics
Introduction
Matrix step six involves the design of underlying strategies for the
campaign, with each one involving several possible tactics for approval and use
for the OKCMOA. These strategies and tactics will focus on the key publics in
order to reach, effect, and change of behavior for our target audiences. Two
publics have been chosen for this campaign; museum members and donors and
frequent museum attendees. Because of the limited time frame Panoply Three
has chosen to examine those with the closest connection to the museum and
those who routinely support museum efforts.
Museum Members and Donors
Strategy one: Solidify the relationship with the organization and this public by
engaging with them on social media. Strengthening relationships with these
members is the first step in ensuring continued support and growth within
membership levels. Research shows this public values their relationship with the
organization and feeling that their opinion and presence is valued.
Tactics:
• Create and promote Instagram account by creating posts that call for
members to interact on all social media platforms (Facebook, Twitter and
Instagram).
Strategy two: Secure continued membership by using current members to
promote membership programs.
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Tactics:
• Member Spotlights
• Create copy that highlights the existing members of the museum
and post on all social media platforms.
Frequent Museum Attendees
Strategy one: Solicit tactics to inform frequent attendees about membership
programs and persuade them to purchase through these methods of contact
from the organization.
Tactics:
• Put table tents on the tables in the café and lounge area with information
on the benefits of membership.
Strategy two: Express gratitude for their support of the museum and recognize
them for their contributions in the community and the museum.
Tactics:
• Quote cards for social media.
o Design, copy and print quote cards. Select final quote cards to be
featured on social media based on quality of responses.
• Posts for social media about social media contests.
o Design copy for OKCMOA to post contest details to social media
accounts.
o Create, plan and manage content for the museum’s Instagram Art
Hunt.
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Strategy three: Interact with visitors on digital platforms
Tactics:
• Update website with link to Instagram.
• Provide suggestion cards through email for members and frequent visitors
that offer their email address.
• Provide early renewal discounts to current members.
• Members who refer new members receive a discount on their next
upgrade.
• Design punch cards for frequent attendees.
• Spotlighting local artists in conjunction with local bars and restaurants.
KEY: All members participatedJanuary Feabruary March Aprill MayWeek 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1
Secondary Research X X X XInitial client Skype/phone meeting XSurvey creation X X XMatrix Step 1-3 X X XResearch Report XMatrix Step 4,5 XMatrix Step 6 X XMatrix Step 7, 8, 9 X XMatrix Step 10 XIn-person client meeting 1 XMember survey sent out XReceive data from surveys X XProgress Report 1 XProgress Report 2 XProgress Report 3 XProgress Report 4 XProgress Report 5 XTacticsGive "shout-outs" on social media XCreate instagram account XCreate informative table tents with membership information XCreate quote cards X"Shout-out" on social media XSocial media contests X XInstagram scavenger hunt X XRecommendations Update website XProvide suggestion cards through email XProvide early renewal discounts to current members XMembers who refer new members receive 10% off upgrade XMembers who maintain membership for 3+ years receive 10% off renewal XDesign punch cards X
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Calendar
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Calendar
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Calendar
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Calendar
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Calendar
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Budget
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Budget
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Budget
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Budget
Detail Per Item Cost In-Kind Donation Total Projected Total Actual Total Cost for Client Agency Time Billed ($50/person/hour)Key Public Museum Members and Donors
StrategyShow loyalty to current members and donors
TacticsShout-outs on social media (i.e. "Member Spotlight")
Organized by OKCMOA staff No cost No cost No cost No cost No cost $75
Update online website information (i.e. museum success/history etc.) Curated by OKCMOA No cost No cost No cost No cost No cost $75
Create Instagram account
Created by Panoply Three, managed by OKCMOA No cost No cost No cost No cost No cost $100
Strategy Secure continued membership
TacticsProvide early renewal discounts to current members Curated by OKCMOA
Student$2 Individual$5 Dual$7.50 Family$8.50 Fellow$10 Friend$50 Sustainer$100
10% of each renewed membership
10% of each renewed membership
10% of each renewed membership
10% of each renewed membership $75
Members who refer new members receive 10% off membership upgrade Curated by OKCMOA
Student$2 Individual$5 Dual$7.50 Family$8.50 Fellow$10 Friend$50 Sustainer$100
10% of each renewed membership
10% of each renewed membership
10% of each renewed membership
10% of each renewed membership $75
Members who maintain membership for 3 or more years receive 10% off renewal Curated by OKCMOA
Student$2 Individual$5 Dual$7.50 Family$8.50 Fellow$10 Friend$50 Sustainer$100
10% of each renewed membership
10% of each renewed membership
10% of each renewed membership
10% of each renewed membership $75
Create content to promote Instagram account
Created by Panoply Three, managed by OKCMOA No Cost No cost No cost No cost No cost $300
Key Public Frequent Museum Attendees
StrategyInform frequent attendees about membership programs
Tactics Table tents 50 @$0.10 each $0.10 $5.00 No cost No cost No cost $750Quote cards for Twitter handles 500@$0.10 each $0.10 $50.00 No cost No cost No cost $450
StrategyExpress gratitude for visiting the museum
Shout-out on social mediaCurated by Panoply 3 & OKCOA No cost No cost No cost No cost No cost $75
Design Punch CardsDesgined by Panoply 3 1,000@$0.10 each $0.10 $100.00 No cost No cost No cost $75
Strategy Interact with visitors on social media
TacticsSocial Media contests for free dual membership
Created by Panoply Three, managed by OKCMOA $75 $75 $75 No cost No cost $75
Instagram scavenger hunt
Organized by OKCMOA staff & Panoply 3 No cost No cost No cost No cost No cost $750
Total Projected Agency Cost$2,950
In-kind Donation by Panoply 3* All printing costs handled through Gaylord & Stationary provided by OKCMOA No cost
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Budget
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Communication Confirmation Table
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Calendar
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Communication Confirmation Table
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Calendar
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Calendar
Key Public Self-Interests Primary Messages Influentials Objectives Strategies Tactics
Members and Donors
Opinion leadership, Peer esteem, sense of belonging, art in the community.
1. Because you are personally associated with this organization and you are highly regarded within your community, your support and engagement with the museum and other attendees is imperative to creating an enthusiastic online community.
Peers on boards, board members, professional colleagues, friends and family.
Keep membership levels at or above current number.
1. Show loyalty to current members and donors
Members who refer new members receive 10% off upgrade
2. In order for you to feel valued and identify with the museum, we want to show loyalty to you and the Oklahoma City community at large through engagement on print and online platforms.
Increase social media precense by 300 instagram followers by May 6, 2014.
2. Secure continued membershipby using current members to promote membership programs
Members who maintain membership for 3+ years receive 10% off renewal
Create consistent tone thoughout all social media outlets through tactics using all platforms. Create instagram account
Give "shout-outs" on social media Update websiteProvide suggestion cards through emailProvide early renewal discounts to current members
Frequent Museum Attendees
Community status and respect, family, enterntainment, networking, learning, being cultured.
1. As a frequent visitor, you value the museum and we value your opinion and would appreciate your input on what you see as most significant in the OKCMOA.
Family, friends, co-workers, peers, community leaders, supervisors.
Engage frequent meseum attendees to learn what they value most about museum visits through the use of 75 quote cards by May 6th.
1. Inform frequent attendees about membership programs.
Create informative table tents with membership information
2. The donation of your time and engagement on social media is vital in this campaign in order for us to successfully evaluate what makes you want to visit our museum for entertainment purposes.
Increase awareness of membership through pubications that the museum can promote in the museum café and keep track of the number of people exposed to the information.
2. Express gratitude for visiting the musuem. Instagram Art Hunt
Create consistent tone throughout all social media outlets through tactics using all platforms.
3. Interact with visitors on social media. Create quote cards
"Shout-out" on social mediaDesign punch cardsSocial media contests
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Evaluation Criteria Members and Donors Objective 1
Criteria Increase social media engagement with current members on Facebook, Twitter and Instagram and increase Instagram followers by 300 accounts by May 6, 2014. Tools Measure engagement by monitoring the increase of Facebook page likes, Twitter followers and Instagram Followers. Measure engagement by monitoring interactions such as Facebook comments, likes to posts, replies to tweets and comments and likes of photos on Instagram.
Objective 2
Criteria Use Instagram, Twitter and Facebook for Member Spotlights in order to create a positive attitude about the museum and being a member by 50 impressions by May 6, 2014. Tools Measure engagement by tracking how many people interact with OKCMOA social media posts about member spotlights. Interactions include replies to tweets, retweets, “favorite” of tweets, Instagram photo likes and comments, and Facebook post likes and comments.
Frequent Museum Attendees Objective 1
Criteria Engage frequent museum attendees to learn what they value most about museum visits through the use of 75 Quote Cards by May 9th, 2014. Tools Engage frequent museum attendees by getting 75 out of 500 responses to quote cards. Analyze what visitors value using records kept on exit surveys, quote cards and social media interaction.
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Objective 2
Criteria Increase engagement on social media with frequent attendees by 300 followers on Instagram by May 6, 2014. The Instagram Art Hunt will be tracked as well. Tools Panoply Three will measure engagement by counting “likes,” follows and tags of OKCMOA Instagram. Also Panoply Three will track how many people participate in the art hunt as well as how many people take a picture with the piece of art. It is important to keep track of the number of visits during the art hunt. Track visitor numbers to see if the campaign encourages a higher number of visitors than other weeks.
Objective 3
Criteria Increase awareness about membership programs and opportunities by creating an informative publication that the museum can promote in the museum cafe. Tools Increase awareness and access to information by creating table tents to be put in the lounge areas of the museum. This can be measured by keeping track of how many people are exposed to the table tent while it is on display.
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Outputs, Outtakes and Outcomes Tactic One: Create and promote Instagram account by creating posts that call for members to interact on all social media platforms (Facebook, Twitter and Instagram).
• Output o Posts on Facebook promoting Instagram account
§ Potential to reach approximately 19,152 followers o Posts on Twitter promoting Instagram account
§ Potential to reach approximately 20,500 followers • Outtake
o Twitter § Three retweets and three favorites
• Outcome o Instagram
§ Instagram gained 339 followers o Twitter
§ Three retweets and three favorites to a total audience of 22,300 followers
Tactic Two: Create copy for Member Spotlight to be posted on all social media platforms, highlighting existing members.
• Output o Post on Facebook
§ Potential to reach approximately 19,152 followers o Post on Twitter
§ Potential to reach approximately 20,500 followers o Post on Instagram
§ Potential to reach approximately 339 followers • Outtake
o Facebook § Four likes and one comment
o Twitter § One retweet by Let’s StartUp OKC!
o Instagram § 14 likes and one comment
• Outcome o Facebook
§ The member featured interacted with the museum by commenting on the post.
o Twitter
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§ Retweeted by Let’s StartUp OKC! for a total audience of 23,964.
o Instagram § A follower engaged by commenting that she had the
spotlighted member as a teacher and 14 other followers liked the post.
Tactic Three: Create and place table tents on café tables that promote benefits of membership and all social media accounts.
• Output o Put table tents on tables in café. o Potential to reach all visitors of the café.
• Outtake o Table tents were up for 16 days on all tables.
• Outcome o An estimated 200 guests per day were exposed to the table
tents, totaling 3,200 impressions. Tactic Four: Create quote cards for visitors to pick up and fill out at front desk. These quote cards then have the potential to be posted on social media to interact with guests by using their provided Twitter or Instagram handle.
• Output o 500 quote cards placed at front desk to be taken and filled
out by visitors. • Outtake
o Potential to reach all visitors to the museum (until quote cards are all distributed).
• Outcome o Four quote cards were filled out and returned and the
museum chose to post two. o One of the tagged visitors engaged by replying to his
featured tweet, saying “Highlight of my OKC trip.” This visitor has 1,924 followers.
Tactic Five: Create posts for social media to highlight social media contests on all platforms.
• Output o Posts on Facebook
§ Three posts on Facebook about Art Hunt o Posts on Twitter
§ Three posts on Twitter o Posts on Instagram
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§ Four posts on Instagram about Art Hunt • Outtake
o Post on Facebook § Potential to reach approximately 19,152 followers
o Post on Twitter § Potential to reach approximately 20,500 followers
o Post on Instagram § Potential to reach approximately 339 followers
• Outcome o Facebook
§ 14 likes and six shares for a total audience of 23,360. o Twitter
§ Two retweets and one favorite for a total audience of 20,978.
o Instagram § Total of 67 likes and one comment on the promotional
posts. § 12 participants in the Art Hunt for a total audience of
4,371.
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Appendix A: Major Social Media Findings Facebook:
• The Oklahoma City Museum of Art Facebook page has 19,152
“Likes”
• There are 181 total “Likes” for the last 30 posts, which averages
out to .009 “Likes” per follower.
• For the last 30 posts there is an average of 6.03 “Likes” per
post, this signals a low interaction of followers
Instagram:
• The Oklahoma City Museum of Art Instagram has 339 Followers
• There are 362 “Likes” over the past 30 posts, which averages
out to 1.06 “Likes” per follower
• The average “Likes” per post is 12.06, exactly double that of the
Facebook page.
• This signals very high interaction on Instagram.
• Facebook has 56.4 times the number of followers as Instagram
with only half of the interaction.
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Appendix B: Recommendations The following recommendations are based on the research at hand and cannot be implemented in our time frame, but should still be implemented in line with the campaign.
• Update website, and put Instagram link on website.
• Create talking-point handouts to be given to employees when there
is a social media challenge taking place.
• Create buttons for employees to wear that say “Ask me about XYZ
challenge!” to help engage visitors.
• Provide suggestion cards through email for members.
• Provide early renewal discounts to current members.
• Members who refer new members receive a discount on their next
upgrade.
• Design punch cards for frequent attendees to use. Upon their tenth
visit, offer a discount on membership purchase.
• Spotlight local artists in conjunction with local bars and restaurants.
Potentially use Art After 5 as a venue for these local artists to
showcase work and hold a local artist contest to create interaction
with guests.
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Appendix C: Member Survey and Results
This survey was sent to all members via email in March 2014. The results have been analyzed and translated into a comprehensive infographic (see below). “Members’ Survey 2014” January 28 – meeting on Member survey February 3 – draft of survey complete February 20 – mail hard copy to Friends and Sustainer members February 24 – email survey to all members March 3 – reminder email March 7 – close survey What is your gender? Male Female What is your ethnicity? Caucasian African American/Black Hispanic/Latino Asian Other What is your current household income? Below $25,000 $25,000-$50,000 $50,001-$75,000 $75,000 or more
Do you have children under 18 years old? YES/NO Do you have grandchildren under 18 years old? YES/NO
What is your age? Under 21 22-30 31-40 41-50 51-60 61 or over
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What is the highest degree or level of school you have completed? If currently enrolled, highest degree received. High school graduate or GED Trade/Technical/Vocational Training Associate Degree Bachelor’s Degree Master’s Degree Doctorate Degree Other
What is your current marital status? Single, never married Married or domestic partnership Widowed Divorced Other How long have you been a member of OKCMOA?
1 year or less 2 to 5 years 6-9 years 10+ years
Why did you become a member of OKCMOA? (select all that apply) Interest in art Support of the arts Special exhibitions Free admission and discounts Museum’s permanent collection galleries Destination for family/visitors Education programs/public programs Received as a gift How often do you visit the Museum galleries? Rating: 1 Not at all – 5 Very Frequently How often do you visit the Museum Cafe? Rating: 1 Not at all – 5 Very Frequently How often do you visit the Noble Theater? Rating: 1 Not at all – 5 Very Frequently How convenient are the Museum’s hours of operation to your schedule? Ratings: 1 Not convenient at all, 5 Extremely convenient
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Would you like to see the Museum offer: More open evenings Yes/No Extended weekend hours Yes/No What membership level do you currently have?
Student Individual Dual Family Fellow Friend Sustainer
STUDENTS, INDIVIDUALS, DUAL, AND FAMILY MEMBERS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:
Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays Lectures ARTonTAP Renaissance Ball Omelette Party Gallery talks Museum School classes Films
Please rate the following membership benefits by value to you. Ratings are: 1 (least valuable) to 5 (most valuable)
Unlimited free admission Museum film discount Museum Store discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news
FELLOW MEMBERS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:
Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays Lectures ARTonTAP Renaissance Ball Omelette Party Gallery talks
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Museum School classes Films
Please rate the following membership benefits by value to you. Ratings are: 1 (least valuable) to 5 (most valuable)
Unlimited free admission Museum film discount Museum Store discount Museum Cafe discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news Complimentary guest passes Participation in the North American Reciprocal Membership Program (NARM)
FRIENDS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:
Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays ARTonTAP Renaissance Ball Omelette Party Gallery talks Museum School classes Films James C. Meade Friends Lecture Series Annual Friends Dinner in May
Please rate the following membership benefits by value to you. Ratings are: 1 (least valuable) to 5 (most valuable)
Unlimited free admission Museum film discount Museum Store discount Museum Cafe discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news Participation in the North American Reciprocal Membership Program (NARM) Complimentary guest passes Complimentary film tickets Complimentary admission to the James C. Meade Friends’ lecture Series with receptions and the annual dinner in May
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Would you be willing to pay a nominal fee for the James C. Meade Friends’ lecture Series annual dinner in May to help offset the cost of bringing better speakers to the Museum? Yes No Possibly SUSTAINER MEMBERS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:
Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays ARTonTAP Renaissance Ball Omelet Party Gallery talks Museum School classes Tiny Tuesdays Free Family Day Films James C. Meade Friends’ Lecture Series The annual Friends dinner in May Sustainer Patron Preview or uncrating event The Behind-the-Scenes tour Sustainer Oscar Brunch
Please rate the following membership benefits by value to you. Ratings are: 1 (least valuable) to 5 (most valuable)
Unlimited free admission Museum film discount Museum Store discount Museum Cafe discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news Participation in the North American Reciprocal Membership Program (NARM) Complimentary guest passes Complimentary film tickets Complimentary admission to the James C. Meade Friends’ lecture Series with receptions and the annual dinner in May Invitation to the Sustainer Oscar Brunch Invitations to the Behind-the-Scenes tours and Patron Preview events Recognition on the Donor wall in the Museum lobby
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Would you be willing to pay a nominal fee for the James C. Meade Friends’ lecture Series annual dinner in May to help offset the cost of bringing better speakers to the Museum? Yes No Possibly ALL ARE ASKED: Would you be interested in upgrading your membership to a higher level with additional benefits and greater access to the Museum? Yes No Possibly What would keep you from renewing your membership?
• I plan to renew my membership • Cost • Moving • Exhibitions/Programs are not interesting • Parking • Bad experience • Other ____________________________
Do you have suggestions for additional membership benefits that you would like to see the Museum offer? If you would be interested in joining us for focus groups about how we can make our membership program and the Museum better please give us your email address: Additional Comments:
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Appendix D: Weekly Progress Reports
Dates and Length of Time of Each Agency meeting Outside of Class: Tuesday, Feb. 4: 45 minute meeting Thursday, Feb. 6: 45 minute meeting
Monday, Feb. 10: 3.5 hour meeting
No agency members were absent or late for meetings.
Progress Report #1 on February 11, 2014
Items and actions accomplished since the last report:
1. Panoply Three created a plan for the matrix steps and situation analysis.
a. All members helped with this.
i. Everyone delivered a satisfactory performance.
b. This work was done in person and through email.
i. Estimated time- 1.5 hours/person
1. This was not an unexpected amount of time to visualize and
conceptualize the process as well as create an outline.
2. Panoply Three found about eight articles that were relevant to our client.
a. All members helped with this task.
i. Everyone delivered a satisfactory performance.
b. Each member was responsible for bringing at least three articles o
the team meeting that they saw as relevant, then the information
was looked over and compiled.
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c. Estimated time- 1 hour/person
i. This is about how long it was expected to take to research a
few good articles.
3. Created the first draft for our matrix 1-3 steps (Background and History,
Situation Analysis, Core Problem/Opportunity)
a. All members helped with this task.
i. Everyone delivered a satisfactory performance.
b. Each member analyzed their articles, we discussed each of the
steps and we typed and reviewed the report together in the
computer lab.
c. Estimated time- 3 hours/person
i. This is a good amount of time to be spent on this because it
accounts for the discussion process as well as the actual
execution of the work.
4. Reviewed the final report created
a. All members helped with this task
i. Everyone delivered a satisfactory performance.
b. Each member took a look at the report on his or her own time to
edit it and make it the best version possible, and then pass it on to
the next person so they could edit.
c. Estimated time- 30 minutes/person
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i. This is an adequate amount of time to be spent on a report
of this length.
5. Gained further knowledge of OKCMOA and the museum industry as a
whole through research and discussion.
a. All members gained this knowledge.
b. Skype session with client, everyone was present and participated.
c. Through individual research and group discussions, valuable
knowledge has been gained that will help us service the client
better in the future.
d. Estimated time- 3 hours/person.
i. This happened throughout the entire process of researching
and writing. As we were writing we were discussing and
learning more from each other and the articles and
knowledge that each of us was bringing to the project.
Items to work on between now and the next report and actions to accomplish:
1. Before our next report we will receive feedback from Dr. Tsetsura on
the first three steps of our matrix. We will use this feedback to make
adjustments and improvements.
ii. Everyone will participate in this editing, and if it needs to be
done in a meeting, we will meet.
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2. We will also begin work on our research report. During this group time
we will analyze all of our sources, while relating it to the client,
OKCMOA.
a. Panoply Three will use what they have from our matrix to
analyze the background, situation analysis and SWOT.
b. Will add a PEST analysis, media landscape and stakeholder
analysis; this is very important especially since our theme for
the client is membership.
3. Panoply Three will choose what type of primary research we will use.
a. Contact the client for their opinion on this since they are
currently beginning to conduct research on their own.
4. The main focus of this project will be the research.
a. Will analyze the research findings.
b. Then, we will compile it, and summarize it for presentation to the
client.
5. Al of the research will clearly contribute to our core problem and
opportunity.
6. It is also important that we get in touch with our OKCMOA liaison,
Bonita James, talk to her about what has been accomplished so far,
and asking for her input.
7. Panoply Three must also start asking questions that we need the
answers to.
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a. These questions could be used for focus groups or surveys.
Progress Report #2 on February 18, 2014
Dates and Length of Time of Each Agency Meeting Outside of Class:
Tuesday, Feb. 11: 1 hour meeting
Wednesday, Feb 12: 4 hour meeting
Thursday, Feb 13: 1.5 hour meeting
Tuesday, Feb 18: 4 hour meeting
Actions Since Last Report:
1. We have updated our research report from last week.
We trimmed out any irrelevant information and added more helpful
secondary research in order to create a report that was more tailored to
the client’s needs. Each member helped with contributing articles,
summarizing important information and editing the report. Everyone
worked equally on different aspects of the report, and performed well in
the given time frame.
2. We got into contact with Bonita James, our contact with the OKCMOA. After
corresponding over email. Bonita loved our ideas for increasing museum
membership, particularly about finding out why non-members have yet to
make a purchase. Bonita also provided us with a survey for the different
levels of museum members that we elaborated on and tailored to our
objectives.
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3. We created a draft for matrix steps four and five. We established clear
goals and objectives for the OKCMOA, focusing mainly on what is feasible
for Panoply 3 to achieve in the relevant time frame. We have elaborated
on our key publics and developed what messages we want to run by
Bonita before we continue with our research campaign.
Actions for Work Between This Report and the Next One:
1. Go into further detail and research target publics to gain a further
understanding for both future primary and secondary research. This
will ensure that our group’s goals stay grounded and that we help
the OKCMOA meet its goals as effectively as possible.
2. Critically read the survey that we drafted earlier in the week, as well
as the survey protocol in order to refine it so that we get the most
clear and useful information from it.
3. Panoply 3 representatives will visit the OKCMOA to meet with
Bonita James. Through this action we can consider possible
strategies and tactics with input from museum representatives
themselves.
4. Members will also have another meeting to discuss possible
strategies and tactics that will go along with our goal and
objectives. Through this we will create our matrix step six.
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Progress Report #3 on March 3, 2014
Dates and Length of Time for Each Agency Meeting Outside of Class:
Thursday, Feb. 20- 1.5 hour meeting
Tuesday, Feb. 24- 1 hour meeting
Thursday, Feb. 27-1 hour meeting, and a 2-hour museum visit with Bonita
James
Actions Since Last Report:
1. We created a draft for matrix step six, creating a wide variety of
potential strategies and tactics for the OKCMOA. Ranging from
easy-to-implement to long-range goals, our strategies and tactics
were further evaluated during our client meeting with Bonita James.
2. We have further read and edited our survey in order to get the
information that we need to achieve our goals in satisfying the
needs of the OKCMOA. After the edits it was decided that the
survey draft was ready for Bonita’s approval.
3. Panoply 3 met with Bonita James at the OKCMOA. Panoply 3 and
Bonita discussed our goals and potential outcomes for the
campaign, as well as a summary of the secondary research that we
have accumulated thus far. The potential for further understanding
using information that the museum can provide about its
membership was discussed, as were the initial ideas for strategies
and tactics that could benefit the OKCMOA.
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4. After concluding the discussion and setting goals for the nest week,
Panoply 3 explored several of the museum’s exhibits in order to
gain a further understanding of the museum and its publics.
Actions for Work Between this Report and the Next one:
1. Panoply 3 will make adjustments to the strategies and tactics and
the survey drafts based on the requests of Bonita James as well as
the edits of Dr. Tsetsura. Bonita, our client advocate, stressed the
importance of the strategies and tactics over anything else,
especially social media tactics.
2. Panoply 3 will continue development on the survey and focus group
protocol in order to make sure that the necessary information is
attained from both of these avenues. These final edits will be sent
to Bonita, who has said they will be added to their survey that will
be sent out to the members.
3. Panoply 3 is currently waiting for approval on the following points:
a. Approval from OKCMOA for informal interviews of museum
attendees
b. Statistics of current number of people who purchase each
level of membership
c. Approval and final edits on survey questions
d. Permission for access to current members for a focus group.
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Progress Report #4 on March 13, 2014
Dates and Length of Time of Each Agency Meeting Outside of Class:
Thursday, March 6- 1 hour meeting
Tuesday, March 11- 3.5 hour meeting
Thursday, March 13- 1.5 hour meeting
Actions Since Last Report:
1. Since our last report, Panoply Three made adjustments to the
member’s survey, and it has been sent out to all of the OKCMOA
members by Bonita James.
2. Because Bonita stressed the importance of strategies and tactics
Panoply Three has built on and improved the strategies and tactics.
3. The OKCMOA has said that a focus group with members or
frequent visitors may not be possible, so Panoply Three has made
arrangements to acquire data from the current “exit survey,” that
the museum conducts with visitors.
4. Panoply Three has received and analyzed membership numbers
and different levels that have been purchased.
5. Panoply Three has built a calendar, budget and confirmation table
based on new strategies and tactics for the two target publics,
members and donors and frequent museum attendees. Panoply
Three has decided to focus on these two target audiences instead
of the third, more broad option, average museum attendee,
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because this audience would be near impossible to segment and
reach in the two month timeline.
Actions for Work Between this Report and the Next One:
1. Panoply Three plans to go back and rework the goals and
objectives, in order to make them SMART objectives, than can be
better applied to current strategies and tactics.
2. Panoply Three will also rework Matrix Step Six, strategies and
tactics, to add the new strategies and tactics that have been
brainstormed after group meetings with Dr. Tsetsura and Bonita.
3. Panoply Three is hoping to receive the data soon after spring
break, from OKCMOA and will be in contact with Bonita over the
break.
4. Panoply Three will also start work on compiling the information to
present to the client. In order to do this Panoply Three will focus on
the target audiences, to try to know them as well as possible.
5. Panoply Three will hear back from Dr. Tsetsura about drafts for the
calendar, budget and confirmation table, as well as the evaluation
aspect of the project that will help the team understand if the
implementation has benefitted the client.
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Progress Report #5 on April 22, 2014
Dates and Length of Time of Each Agency Meeting Outside of Class:
• Tuesday, March 25- 2 hour meeting
• Thursday, March 27- 1 hour meeting
• Tuesday, April 1- 1.5 hour meeting
• Thursday, April 3- 1 hour meeting
• Sunday, April 6- 2 hour meeting
• Tuesday, April 8- 1.5 hour meeting
• Thursday, April 10- 1.5 hour meeting
• Tuesday, April 14- 1 hour meeting
• Thursday, April 16- 2 hour meeting
Actions Since Last Report:
1. The membership survey, including our questions, was sent out to all
5,000+ members of the museum and received a great response.
2. Panoply 3 received the final approval on all strategies and tactics;
except for a few that could not be done in our time frame, and will be
used as suggestions for the museum.
3. The design and copy for the table tents has been sent to the client and
has been approved; now Panoply 3 is waiting on the OKCMOA design
team to place them in the café.
4. Implementation has begun on all strategies and tactics, including but
not limited to:
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• Design and implementation of art hunt
• Creation of “talking points” or data sheets
• Design and creation of Quote Cards
• Copy for Member Spot Lights
5. The OKCMOA Instagram has been created and has already gained a
note worthy following.
6. Panoply 3 is in the process of the evaluation stage on several of these
tactics.
7. Panoply Three has reworked the goals and objectives of the campaign
into SMART objectives with the help of Professor Tsetsura.
8. Panoply Three has analyzed and applied the responses from the
membership survey to provide support on strategies and tactics for the
museum.
9. Finally Panoply Three has created Matrix Step 10, which will help the
team evaluate the implementation of the campaign, and see how it
benefitted in achieving the goals and objectives.
Actions for Work Between this Report and the Next one:
1. Panoply 3 plans to initiate a full evaluation of all strategies and
tactics upon the completion of the implementation stage of the
campaign.
2. Panoply Three will Print the quote cards this week, and hand
deliver them to the client on Thursday April 24th.
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3. Copy for the Member spotlights will be created by April 24th.
4. The Art Hunt is currently going on this week; team members are
promoting the hunt as well as the museum.
5. The team will also begin work drafting the campaign book and
preparing for the rehearsal presentation.
6. Once again the team will keep in mind that everything done for the
client must be able to be applied back to our main objectives and
goals. There must be research backing up all of the tactics.
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Appendix E: References
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Identification: An Investigation of Its Correlates Among Art Museum
Members. Journal of Marketing 45-57.
Clark, J., Maher, J.K., & Motley, D.G. (2011) Measuring Museum Service Quality
in Relationship to Visitor Membership: The Case of a Children’s Museum.
International Journal of Arts Management. 13(2), 29-42
Falk, J.H., (2014) Viewing Art Museum Visitors Through the Lens of Identity.
University of Illinois Press 2(67) p. 25-34
Gewertz, K. (2000, September 21). Art Museums Reach Out to Local
Community. The Harvard Gazette. Retrieved from:
http://www.news.harvard.edu/gazette/2000/09.21/artmuseums.html
Montgomery, A., 2012, May 8. Changing The Face of Art Galleries from Elite to
Everyday. Chicago Talks. Retrieved from:
http://chicagotalks.org/?p=22843
Northrup-Simpson, A. 2013, September 18. Case Study: Denver Art Museum.
Retrieved from:
http://www.trgarts.com/Blog/Blogpost/tabid/136/Articleld/195/Case- Study-
Denver-Art-Museum.aspx
Olson, E., 2013, March 20. Looking for Ways to Groom Repeat Visitors. The
New York Times. Retrieved from:
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http://www.nytimes.com/2013/03/21/arts/artsspecial/museums-look-for-
ways-to-groom-repeat-visitors.html?_r=1&
Paswan, A.K., Troy, L.C. (2004). Non-Profit Organization and Membership
Motivation: An Exploration in the Museum Industry. Journal of Marketing
Theory and Practice Spring, 2004, Vol. 12, Issue 2, Pp.1-15
Pett, D.E.J., (2012) uses of Social Media Within the British Museum and Museum
Sector. Archeologists and Digital Communication: Towards Strategies of
Public engagement. p.1-24
Reavey, B., Howley, M.J., & Korschun, D. (2013). An Exploratory Study of
Stalled Relationships Among Art Museum Members. International Journal
of Non-Profit & Voluntary Sector Marketing, 18(2), 90-100. Doi: 10.1002/
nvsm.1449
Robbins, J.E., Robbins, S.S., (1981) Museum Marketing: Identification of High,
Moderate, and Low Attendee Segments. Journal of the Academy of
Marketing Science Vol. 9, No.1, 66-76
Zarca Interactive., 2014, February 2. The Art Institute of Chicago-Strengthening
Member Ties with Actionable Dialogue. Zarca Interactive p.1-2 Retrieved
from: http://zarca.com/online-survey-resource/online-survey-
casestudies/art-institute-of-chicago.html