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Marketing as a key element in achieving museum’s mission

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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

Marketing as a key element in achieving museum’s mission

Alexandra Zbuchea
National University of Political Studies and Public Administration
Bucharest, Romania

Especially in Eastern Europe, many museum managers are still reluctant to associate
their institution with concepts originating from business world, such as investments,
marketing, promotion or public relations. They fear that by adopting a business-like
approach in managing their institution, the museums will no longer be considered as
spaces of learning and culture, but commercial enterprises, interested not in
preserving the heritage but in exploiting it only for financial reasons. The present
paper argues why such an attitude is completely wrong and presents the benefits a
museum could have by adopting a marketing approach.
Marketing is more than just a practice born in a commercial context and successfully
adopted by the nonprofit word. Marketing is also a philosophy regarding the
organization’s role in society and the ways it could better fulfill it. The most recent
definition of the concept proposed by the American Marketing Association
(www.marketingpower.com) is: Marketing is the activity, set of institutions, and
processes for creating, communicating, delivering, and exchanging offerings that have
value for customers, clients, partners, and society at large. This definition highlights
that the aims of marketing are not mainly commercial but are tightly related with the
role of the respective organization. Marketing offers the instruments of designing an
offer valuable for the public of the organization, as well as for society in general. This
aspect is vital for museums, which are intended to serve its visitors, different
communities and the society.
The role of museums changed in time from the keeper of (national) heritage to that of
scientist, educator, cultural partner etc. Different definitions of the concept highlight
one or all these aspects, but the accent is increasingly more on the positive impact of
museum on its visitors and on the society. For instance, one of the widest accepted
definitions is that of the International Council of Museums: A museum is a non-profit
making, permanent institution in the service of society and of its development, and
open to the public, which acquires, conserves, researches, communicates and
exhibits, for purposes of study, education and enjoyment, material evidence of people
and their environment (ICOM Statutes art.2 para.1) Therefore any museum should
aim to educate and entertain its public by preserving and valorizing its heritage.
Besides this, any museum should have a specific mission related to the specific of its
collections and of the environment in which it exists.
The marketing policy of a certain museum is the key to the successful
accomplishment of its role and to attraction of a diverse audience. The scope of the
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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

museum marketing is to guarantee the achievement of its mission, but it also has
other aims as: bringing visitors, fundraising, better organization of exhibits, promotion
etc. Marketing is increasingly more necessary, taking into account the growing
complexity of the contemporary society.
The specific marketing activities are: definition of the museum’s mission, resources
and collection development, decision and description of objectives, evaluation of
various museum activities and departments, exhibition projection, fundraising, lobbing
for the museum within community, promotion of the museum and certain exhibitions,
designing suitable services to better satisfy the public (e.g. gift-shop). Museum
marketing aims orientation and organization of the museum’s entire activity towards
visitors and community/communities, towards society in general.
It has to focus on the visitors’ experience instead of collecting (Kotler, 1999: 30-39).
Nowadays the audiences appreciate the visit in a museum according to the quality of
their experience. Each museum should know what are its public’s criteria regarding a
satisfying, high quality visit. The best way to do it is through studying its visitors,
another responsibility of museum marketing. In order to be successful and effective in
terms of achieving its mission, a museum should build its audience (Kotler and Kotler,
1998: 38-45).
Each visitor has his/her personal experience when visiting a museum, according to
various factors: socio-cultural (cultural identification, continuity of theme and story,
conversation and story building from evaluation stimulus, variation of stimulus, social
interaction), cognitive (the creation of mindful activity, involvement and engagement,
inner reflection and imagination, variation of stimulus to create a meaningful whole,
perceived authenticity), psychological orientation (scene setters, routing and
mapping), physical and environmental (crowding, seats, noise) (Goulding, 2000: 272-
273). The individual short- and long-term reactions depend on emotions (joy,
acceptance, surprise, sadness, anger, expectancy, etc.) and mood, being also a
matter of balance between the person’s skills and the challenges emanating from the
museum’s exhibitions.
The interaction between individual processes and the social situation, as well as the
level of visitors’ participation vary greatly also. The public is encouraged to participate
through playful activities, induced discovery experiences, by means of combining
objects, exhibits, environments and even services, although museum visits are in
general self-motivated, self-initiated and self-structured. Many visitors aim to
accumulate experiences not knowledge. The museum professionals have to ensure
also the attainment of the museum’s or exhibitions' educational goals while completely
satisfying the visitors.
The benefits that marketing offers to museums are extremely significant, justifying
specialized positions in their administrative scheme. Proper marketing strategies lead
to optimal achievements of the museums’ goals and objectives. Thus, the resources
could be better used, and the efficiency in the organization would increase.
By means of marketing the image of the museum would improve, increasingly more
people would be attracted by its offer. Increased visitation means that more people
would be exposed to the museum’s messages, would benefit from its cultural services,
would be educated, and would have fulfilling cultural experiences. Therefore, the
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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

cultural and educational mission of the museum would be better accomplished. More
visitors would also bring financial benefits, both directly and indirectly. The first aspect
is related to more ticket-sales and increased incomes for the museum’s shops. The
second one means increased sponsorships due to the improved appeal of the
museum to a wider audience.
A marketing approach in museums means special strategies designed to attract
resources, to raise money for museum’s development and bigger public programs.
Fundraising campaigns would be better designed in museums with functional
marketing policy compared to other museums. These museums would also have more
successful membership schemes and would be considered more trustworthy by
donors and sponsors.
One of the basic concepts in marketing is the marketing mix. This is formed by a set of
elements vital to the development of an organization, elements that would be of
special interest to the marketing strategy a certain organization proposes. The classic
structure of the marketing mix is formed by 4 elements: product, place, price and
promotion, thus the marketing mix becomes “the 4 P’s”. Some debates are always
active around this arrangement, some arguing for more, others for less. Nevertheless,
most of the literature is organized around the classical concept of 4 elements in the
marketing mix. In the case of services, owing to their specific characteristics, the
specialists generally prefer to add 3 additional components: personnel, process and
physical evidence. Museums offer services, so it would be justified for the museum
marketers to consider the 7P’s mix.
One of the most significant specialists in the field, Philip and Neil Kotler (1998),
choose for museums the 4P’s model, adding fundraising as a point of special concern
for the museum’s marketing strategy. Considering the specific of the museums, at
least for the European former communist countries, we would consider vital 7
elements for the marketing strategy: product, additional services, personnel, price,
placement, promotion and fundraising.
The museum product forms the organization’s public offer. The offer of museums is
formed by exhibitions and public programs. It consists in presentation and
interpretation of museum’s collections, in the framework of various displays and
activities, aiming to transmit cultural messages, to educate and entertain museum’s
visitors. At the core of the museum product is delivering experience. The outcomes of
the museum visit are tightly related with the experiences the visitor has. Since the
quality and intensity of the museum visit is linked to the efficiency of the museum
work, when designing the museum offer the needs and interests of the visitors have to
be considered (Kotler, 1999).
The museum offer is the result of the interdisciplinary research undergone by
museum’s specialists. But the offer is meant for the public, not for specialists.
Therefore, the general audience’s access to scientific information and to the
messages transmitted through exhibits and activities has to be easy and exciting.
Marketing offers different instruments for achieving this. For instance through
marketing research the needs, desires and interests of the visitors could be known,
therefore taken into account when designing the offer. Through marketing, the
designing process could be more focused on the most effective way of addressing
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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

visitors. Marketing also helps in designing a promotional campaign, therefore in

attracting more people to the museum.
In order to be efficient, a museum has to develop a marketing approach for its offer,
namely it has to have a marketing policy regarding its public offer. This would help to a
better design of the offer, so as the visitors to find it interesting, fulfilling, educating and
entertaining. A marketing approach to museum offer would help the museum design
auxiliary materials and services (guide books, souvenirs, gallery talks etc.) that would
increase the appeal and the benefits of the offer – both for museum and for visitors.
We stress that the visitor should not be the only point of reference for the marketing
strategy. The “curriculum” of the museum is equally important (Lindauer, 2005: 43-44).
This is even more important when considering designing educational programs, which
have to be both entertaining and educationally efficient.
A marketing approach is also useful when designing the spaces open to the public.
The impact on visitors is related with the appeal and the functionality of the public
spaces of the museum. The architecture of the museum – the building and the interior
design, as well as the exhibitions’ design - facilitates better experiences, even
communication and interaction between visitors and museum (Zbuchea, 2005c). The
architecture and interior design proved to be a useful promotional tool for many
famous museums. Sometimes visitors come just to see a special display, a new wing
or special effects inside the museum. The architecture and the interior design are
seen as promises of special museum experiences; therefore they attract additional
visitors and set the level of expectations.
Designing the offer taking into account a marketing strategy ensures more appeal to
different segments of visitors. It could attract new visitors, who would otherwise avoid
contacts with museums. It also motivates visitors to come back more often, to interact
with the museum.
The existence of various addition services, such as cloak-rooms, cafeterias or
restaurants, shops, contributes to better satisfaction of visitors, increases the appeal
of the museums and lead to stronger positive memories of the museum experience. In
order to be efficient and to contribute to the success of the museum experience and to
generate significant funds to the museums, all the commercial services have to follow
specific marketing strategies. These would take into account the museum’s mission
and characteristics, as well as the needs and desires of the museum’s visitors.
Because of the long-term financial and image impact that these services have, they
should be considered an important part of the marketing mix of any museum, even if
at the first sight, as superficial one, they seem to be unrelated with the educational
and cultural mission of the museum.
As we mentioned, the personnel is another part of the marketing mix, therefore of
interest to the marketing policy of any museum. The personnel ensure the proper
preservation, the research and public presentation of the museum’s collections.
Unfortunately some museums experience internal tensions between curators,
educators, researchers and other employees. Some of them consider that in order to
preserve the collections they should be as far as possible from the public, while others
would give the visitors the chance to touch the exhibits and even to play with them.
Some think it is important to present the results of the research just to other specialists
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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

who could fully appreciate them, while others would like to open the access to the
meaning of the collections to everybody.
When designing the public offer, all the personnel categories involved in the
preservation, research and curation of the collections and education of the public have
to cooperate. Only mixed teams, concerned not only with the collections but also with
the public’s characteristics, needs and desires, would be able to develop the offer with
the best public impact.
A specialized domain of marketing, called internal marketing, is concerned with
developing proper marketing policies inside the company, aiming “internal customers”
– namely the employees. Internal marketing focuses on many aspects that finally
would generate not only increased satisfaction of the personnel, but also of the clients.
In the beginning, internal marketing was considered more part of management
strategies, concerning not only marketing orientation among employees,
implementation of plans of customer care or internal service productivity (Varey and
Lewis, 1999, 926-927). In the 1990s the internal marketing concept was tighter related
with non-economic aspects related with the personnel, the needs and interests of
people working in an organization. As mentioned before, internal marketing sees the
employee as a customer who has to be satisfied by its relations with the organizations
in order to be more attached to the organizations, to its job and to better perform its
duties.
Internal marketing could be seen not only as a philosophy regarding the relationships
inside the organization, but also as a set of techniques, also associated with human
resources management. These methods are also useful for museums. The personnel
in museums are often divided and in man museums the cooperation between many
departments is poor. This situation is mainly dangerous for the outcome of the
museum’s activity – for its public offer. Therefore the main aim of internal marketing
policy has to be improved public offer by better internal practices, by increasing the
internal cooperation and personnel satisfaction.
Price and distribution are generally considered secondary-rank components of the
marketing mix for a museum. The price strategy is important because it could help to
obtain additional incomes for the museum. Theoretically prices are set considering
costs, visitors, and competition. Most of the times museums have certain price levels,
set for different types of offer: temporary exhibitions of different categories, services,
public programs such as educational programs, conferences, film projections,
concerts etc. Only unusual, special events and programs are priced higher compared
to this general practice. More attention and flexibility in this matter could generate
more revenues. We point out that higher prices have to be justified by the offer – thus
marketing product policy has a role in the process. We also point out that price and
product strategies have to be correlated with the promotional strategy of the museum.
From a marketing perspective, distribution refers to facilitating public’s access to
museum’s offer as well as to its collections. In general the distribution policy is limited
to the physical placement of the museum. Most of the offer of museums is presented
at the museum’s locations. This is convenient for the museum’s perspective, but not
so suitable for different public segments. Sometimes, the museum message is better
heard and taken into account if it is transmitted outside its premises.
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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

Because museums want to enlarge their public impact and better fulfill their mission,
they tend to “go out” more often. For instance, increasingly more museums offer
educational programs in schools or cooperate with other organizations for programs
that are taking place at partners’ locations.
The impact of the museum outside its building could also be enhanced through
itinerary exhibitions. In order to be culturally and educationally effective, they should
be specifically designed for the outside public that is going to visit them. Thus
marketing and marketing research are, again, needed tools. Another way to make the
museum more accessible is to open branches in the same city or even in other places
when appropriate.
In order to attract visitors, a museum and its offer has to be known to the public and
they have to be appealing to different audiences. Thus the development of a powerful
museum image and the promotion of its offer are vital. The objectives aimed by the
promotional strategy of a museum vary from informing on the institution and
stimulating the interest in its offer, to educating and influencing public opinion, or to
fundraising.
Museums, as any other organization, need a strong positioning, therefore an
appealing differentiation from other organizations. Positioning means developing an
identifiable image of the museum that would be correlated with the needs and hopes
of the museum’s public, in order to stimulate visitation. The positioning strategy should
take into account both characteristics and mission of a museum, but also the public’s
characteristics, needs and desires. Everybody expect a museum to be a space of
culture and education, but increasingly more people are driven to museums that are
also places of entertainment. Thus a repositioning in this field could have better
chances to attract visitors (Kotler & Kotler, 2000: 275, 282-284).
A museum should aim to a distinct image, to stand out from all the other cultural and
educational organizations in the region, it should be a brand. This brand should be
promoted both inside and outside museums. Useful means of promotion and brand
development are mainly advertising, and public relations. The image of museums is
also enhanced by the activities they develop (exhibitions, public programs, shops etc.)
A strong and appealing museum brand attracts not only more visitors, but also more
sponsors and donors. The fundraising campaigns are also facilitated. It also attracts
more volunteers. Museums cooperating with volunteers have various advantages.
Some of the most important are the development of tight relationships with the local
community by involving different categories of members of the community in the
museum’s activity, while also creating a friendly and familiar interface for visitors;
increase of the educational resources of the museum by raising the personnel
involved in the educational and public programs, thus satisfying a larger number of
visitors; replacement of some personnel activities, such as guiding, visitor information
etc., which permits the museum specialist to dedicate more of their time to research,
administration of the collections or other specific activities.
The museum would fully benefit from the cooperation with volunteers if it also satisfies
their needs. Thus a museum should not only take into account how to use and benefit
from volunteers, but also how to gratify them. As a result, the activities of the
volunteers will be more efficient, and they will feel more closely connected with the
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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

museum, partly responsible for the museum’s achievements, and would be more
reliable.
Volunteers have to be well trained and organized so their activity corresponds to the
museums’ and visitors’ needs, and it is of high quality. The activity of volunteers
should be planned in advance, as part of the museum’s policy. It has to be formally
coordinated by a member of the medium or upper level staff. So their activity will be
effective, they will know whom to talk to, and the museum could easily find them when
needed and could better organize their work.
Communication with and through volunteers should be part of the communication
strategy of the museum. This strategy should also include online communication.
Following many other types of organizations, museums have to use the internet,
including their websites, as a dynamic marketing communication tool. While the
internet, as a communication facilitator, still is underappreciated by many museums,
the websites have been increasingly more valued as communication channels and
promotional tools. Some museums recognize only the importance of websites for
transmitting information to their visitors, or other publics. Others use their webpages
also as PR instruments. But websites could also facilitate promotional activity, as well
as contribute to the achievement of the museum’s educational mission.
In order to develop reliable marketing strategies and to have efficient public activity,
museums have to know who is the public they serve, what is their environment, what
are the needs of the society, and what is the public impact of their activities. Actual
information can be obtained by means of marketing research. Questionnaires are
generally considered the most useful research tools, but museums could successfully
use focus-groups and observations.
Developing marketing researches on visitors is extremely beneficial (Zbuchea, 2005b).
Visitor studies lead to better understanding of the visitors, their needs and motives,
their behavior, and their ways of interaction with the museum. These studies also
reveal what the impact of museum offer is and identify ways of improving them. Based
on visitor studies, museums could develop more suitable, interesting and efficient
public programs, they could attract new segments of visitors or could convince present
visitors to enter the museum more often.
Following consistent marketing strategies, and adopting a marketing philosophy
regarding their mission, museums could be more efficient both culturally/educationally,
and financially. Some of the most important benefits marketing offers to museums are:
resource development and their efficient use; successful fundraising; museum
branding and attractive image development; better use of collections and wider
presentation of their collections; increased visitation and more efficient public
programs according to visitors’ and society’s needs and desires. Museums would be
better socially integrated and culturally successful organizations.

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 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71

Zbuchea, Alexandra (2005c) Museums, architecture and... marketing, Monumentul,

VI, Iaşi: Trinitas, 487-495

The Importance of Marketing Activities for

Modern Museums
Emin Dadashov
Award-Winning Museum Exhibition Manager | Expert in Creative Design,
Project Execution, and Transformative Visitor Experiences

August 25, 2024

In today's fast-paced digital world, museums must do more than simply house collections; they
must actively engage with their audiences. This is where effective marketing comes into play.
Marketing activities are crucial for modern museums to increase visibility, attract diverse
audiences, and remain relevant in an increasingly competitive cultural landscape.

1. Expanding Audience Reach

Marketing allows museums to expand their reach beyond local visitors to a global audience.
Through targeted campaigns, museums can attract tourists, scholars, and art enthusiasts from
around the world. Social media platforms, websites, and email newsletters are powerful tools for
reaching these audiences, providing updates on new exhibitions, events, and educational
programs.

For instance, the use of social media can transform a museum’s outreach strategy. By regularly
sharing content that resonates with different demographic groups, museums can cultivate a loyal
following. Virtual tours, behind-the-scenes content, and interactive posts help build excitement
and attract new visitors who may not have considered visiting the museum otherwise.

2. Enhancing Visitor Engagement

Marketing is not just about attracting visitors; it's also about engaging them in meaningful ways.
By using data analytics and audience insights, museums can tailor their content and
programming to meet the interests of their visitors. Personalized marketing strategies, such as
targeted emails or custom app experiences, can enhance the visitor's journey, making their
experience more memorable and likely to be shared with others.

For example, museums can create digital content that complements their physical exhibits, such
as virtual reality experiences, mobile apps, or educational videos. These marketing efforts not only
 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71
enhance visitor engagement but also provide opportunities for learning and interaction beyond
the museum walls.

3. Driving Revenue and Funding

Marketing activities are also essential for generating revenue, which is critical for the sustainability
of museums. By promoting ticket sales, memberships, and special events, museums can increase
their income and support their operational costs. Additionally, strong marketing campaigns can
attract sponsors, donors, and grants, which are vital for funding exhibitions, educational
programs, and preservation efforts.

For example, a well-executed marketing campaign for a special exhibition can result in increased
ticket sales, merchandise purchases, and even donations. Marketing efforts that highlight the
museum's impact on the community can also appeal to potential donors and funding
organizations, showcasing the museum as a valuable cultural and educational resource.

4. Building Brand Identity

In a world where numerous institutions vie for the public's attention, having a strong brand
identity is crucial for museums. Marketing helps museums define and communicate their unique
value proposition. Whether it's a focus on contemporary art, history, science, or cultural heritage,
a well-crafted marketing strategy can establish a museum's reputation and position it as a leader
in its field.

Branding through consistent messaging, visual identity, and storytelling allows museums to build
a recognizable presence both online and offline. This strong brand identity not only attracts
visitors but also fosters partnerships with other cultural institutions, educational organizations,
and the media.

5. Promoting Inclusivity and Accessibility

Modern museums are increasingly recognizing the importance of inclusivity and accessibility in
their programming. Marketing plays a key role in communicating these values and reaching
underserved or marginalized communities. By promoting accessible features, offering multilingual
content, and highlighting diverse voices and stories, museums can create a more welcoming
environment for all visitors.

Inclusive marketing efforts might include creating content in multiple languages, promoting
events that celebrate cultural diversity, or offering special programs for individuals with
disabilities. By prioritizing inclusivity in their marketing strategies, museums can expand their
audience base and ensure that everyone has the opportunity to engage with their collections.

Conclusion

Marketing is no longer an optional activity for museums—it is essential for their survival and
growth. By expanding their audience reach, enhancing visitor engagement, driving revenue,
 Zbuchea, Alexandra, Marketing as a key element in achieving museum’s mission
Tyragetia, II (XVII), 2 / 2008, pp.65-71
building brand identity, and promoting inclusivity, marketing helps museums fulfill their mission
of preserving and sharing culture in a way that resonates with contemporary audiences. As
museums continue to evolve in the digital age, strategic marketing will be key to their success in
remaining relevant, dynamic, and accessible to all.

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