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Harvard Business School Community Partners

Harvard Business School Community Partners

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Harvard Business School Community Partners

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  1. How Can the Oakland Museum Build Its Brand? (Or don’t hide your light under a bushel) A Consulting Project of the Harvard Business School Community Partners March 24, 2005 Harvard Business School Community Partners Harvard Business School Community Partners

  2. Agenda • Project Mission and Methodology • Branding Overview • Survey Results • Re-thinking The Museum’s Brand Strategy • Running a Branding Campaign – Board Action Items • Appendix: Specific Recommendations for the Staff Harvard Business School Community Partners Harvard Business School Community Partners

  3. Project Mission and Methodology Our Mission: • Engaged by Tony Harris, Dennis Powers, and the Audience Development Committee • Challenge: Such a terrific place, why is it not better known? • Confine project to the current state of the brand and what could be done to increase awareness and attendance. Our Methodology: • A team of six volunteers (many with deep branding experience) from HBS Community Partners worked on this for 14 weeks • Interviewed staff, board members, and journalists • Analyzed best practices • Make recommendations specific to both staff and board that are actionable, creative, and true to your mission Harvard Business School Community Partners Harvard Business School Community Partners

  4. Agenda • Project Mission and Methodology • Branding Overview • Survey Results • Re-thinking The Museum’s Brand Strategy • Running a Branding Campaign – Board Action Items • Appendix: Specific Recommendations for the Staff Harvard Business School Community Partners Harvard Business School Community Partners

  5. Branding Overview What is branding? Branding is the emotional and practicalrelationship between an individual and a company or organization. Harvard Business School Community Partners Harvard Business School Community Partners

  6. Branding Overview What is branding? Examples of emotional and practical relationships A Test . . . . Where do I go if I want a . . . ? Harvard Business School Community Partners Harvard Business School Community Partners

  7. Branding Overview How is branding practiced? • The Right Concept • At the very least, a brand should be salient, memorable, and noteworthy • The Right Standards • Develop a set of brand usage and style guidelines so the brand is consistent across all channels • The Right Implementation • Apply the brand in strict accordance with the guidelines, enabling the brand to become sharper, stronger Branding is NOT PR – it is all communication (marketing, remodeling, signage, recruiting volunteers, building your collection) Harvard Business School Community Partners Harvard Business School Community Partners

  8. Branding Overview How does branding impact nonprofits? • Strengthens the relationship between an organization and its stakeholders through targeted, effective, and consistent messages • Enhances the integration of marketing communications with other planning processes (capital campaign, remodeling project, volunteer recruitment) • Builds the reputation and visibility of an organization in order to attract more funds, volunteers, and other resources to achieve its mission Your Brand is Your Mission Harvard Business School Community Partners Harvard Business School Community Partners

  9. Branding Overview What Does This Mean to the Oakland Museum? • An effective Brand Can: • Increase attendance (MOMA) • Enable you to rise above the clutter of thousands of entertainment and cultural options in the Bay Area (The Tech Museum) • Become a choice for a day’s outing without spending a single dime on advertising or promotion (“Zoo” – no such word – correct name: “scientific zoological garden”) • Free ride off of related advertising (Disney’s California Adventure, Gov. Schwarzenegger’s passionate speeches about the beauty of California, etc) • Effectively increase your advertising budget by millions $ per year Harvard Business School Community Partners Harvard Business School Community Partners

  10. Agenda • Project Mission and Methodology • Branding Overview • Survey Results • Re-thinking The Museum’s Brand Strategy • Running a Branding Campaign – Board Action Items • Appendix: Specific Recommendations for the Staff Harvard Business School Community Partners Harvard Business School Community Partners

  11. Survey Results Good News: Remarkable consensus among the Board of Directors (one of the first we have ever seen) Passion: about Museum, it’s quality, and its (potential) benefit to the community Engaged, Excited – each interview could have lasted twice as long – You love this place. Not So Good News The arts and culture editors we surveyed had no idea who you were, or what we were talking about, or in some instances, clearly had the wrong impression Points to an acknowledged problem: Lack of awareness of the Museum’s mission. Harvard Business School Community Partners Harvard Business School Community Partners

  12. Survey of the Board of Directors Priorities for the board are clear: Top priority: Fundraising 57% Strategy and planning 29% Outreach 14% Among the top three priorities: Fundraising 100% Strategy and planning 80% Outreach 80% % Surveyed Agreement Harvard Business School Community Partners Harvard Business School Community Partners

  13. Concepts and Differentiators Your “quick description” of the museum emphasizes “California” and the “three museums in one” concepts: California 62% Multiple collection approach 30% Unique facility and grounds 8% These are also your perceived differentiators: California 47% Multiple collection approach 39% Reflects the community 7% Unique facility and grounds 7% % Surveyed Agreement Harvard Business School Community Partners Harvard Business School Community Partners

  14. Benefits of Remodeling The perceived impact of the remodeling is generally positive, but the primary benefits cited vary widely (representative comments cited): “New modern look inside and out” “Easier and more welcoming to navigate” “More space for community events” “Better integration of museum offerings” “More interactive exhibits” “Opportunity to initiate or renew visitor interest” “Not much” Not in Agreement Harvard Business School Community Partners Harvard Business School Community Partners

  15. Post-Remodeling Goals – Attendance You believe the visitor count should be increased markedly over the current 150,000 per year. 250,000+ 100% 300,000+ 91% 400,000+ 52% (equals 1999) 500,000+ 30% 1,000,000+ 9% % Surveyed Agreement Harvard Business School Community Partners Harvard Business School Community Partners

  16. Post-Remodeling Goals – Visitor Impressions You see greater potential in the Museum’s future and that the remodel will enhance the Museum experience (representative excerpts cited): “Exciting” “Can’t Wait to Return” “Memorable” “Stimulating” “Wonderful” “Refreshing” “Impressive” “Wow” “Convenient” “Safe” “Quality” “Can’t Wait to Join” “Unique” “Cutting Edge” “Professional” “Educational” “Enlightening” “Fresh” “Bright” “Exceedingly Relevant” “Entertaining” “Dynamic” Harvard Business School Community Partners Harvard Business School Community Partners

  17. Specifically, you want visitors to take away… A greater appreciation of California and its art, history and ecology (69%) An active experience and high interest response to the quality of content available (22%) A deeper understanding of the community (9%) The Museum’s Lasting Impact Agreement Harvard Business School Community Partners

  18. You have strong agreement regarding what your brand should connote: Rank 1Rank 1-3 California 85% 100% Art, History & Nat. History 10% 100% Oakland 5% 25% Local Community 5% 25% Museum Emphasis and Orientation Agreement Harvard Business School Community Partners

  19. Equated to an automobile, the museum is generally regarded as an older model, sometimes classy, sometimes not: 3 Respondents: “Camry” 2 Respondents: “Station wagon” 2 Respondents: “Chevy” 2 Respondents: “Mercedes” Other respondents: “1972 Oldsmobile” “1956 Buick Sedan” “1950’s Ford” “Saab” “2005 American Hybrid” Collectively speaking, these impressions are all over the map The Board’s Current Brand Feelings Partial Agreement Harvard Business School Community Partners

  20. Items Impeding Attendance You believe the primary barriers to increased visitation are not facility related: 1. Lack of awareness 30% 2. Lack of compelling content 22% 3. Negative image of Oakland 17% 4. Disadvantageous location 13% 5. Facility is not attractive 9% 6. Modern “busy” lifestyles 9% % Surveyed Revealing: The remodeling project and the perceived benefits of remodeling will NOT solve 5 of the 6 barriers to attendance Harvard Business School Community Partners Harvard Business School Community Partners

  21. Survey of Arts/Culture Editors Surveyed 5 Bay Area Arts and Culture Editors/ Museum Reporters Chronicle, Contra Costa Times, Oakland Tribune, Guardian, Mercury News STOPPED! The survey process 5 of 5 said they had visited the Museum 5 of 5 were aware of particular exhibits 1 of 5 knew the Museum was about California 3 of 5 said the Museum was about Oakland and Oakland’s History 0 of 5 knew it was one of the largest museums in the Bay Area (by budget, collection, and square footage) Harvard Business School Community Partners Harvard Business School Community Partners

  22. Summary Agreement among Board about: Mission Message Priorities Problems Agreement among Board and outsiders: Lack of Awareness Goal: You Must Tell the World What You Do and Why It is Exciting Harvard Business School Community Partners Harvard Business School Community Partners

  23. Agenda • Project Mission and Methodology • Branding Overview • Survey Results • Re-thinking The Museum’s Brand Strategy • Running a Branding Campaign – Board Action Items • Appendix: Specific Recommendations for the Staff Harvard Business School Community Partners Harvard Business School Community Partners

  24. Branding Overview What is a good brand? The most important part of a branding process is the core brand message: • Is it simple and clear enough? • Does it differentiate your organization in the marketplace? • Is it true? • Is it relevant? • Is it consistent with the organization’s core values? Harvard Business School Community Partners Harvard Business School Community Partners

  25. Testing the Current Brand “The Oakland Museum of California” Harvard Business School Community Partners Harvard Business School Community Partners

  26. Testing “The Oakland Museum of California” • Is it simple and clear enough? • Often gets truncated to “Oakland Museum” • Not sure if focus is on “Oakland” or “California” • The Title of This Presentation • Web address: oaklandmuseum.org • Does it differentiate your organization in the marketplace? • Sort of, but why the Oakland Museum of California? Is there another Museum of California in Los Angeles or San Diego? • Is it true? • Partially: true to California but not adequately true to Oakland • Is it relevant? • Relevant to California, relevant to Oakland in location only • Is it consistent with the organization’s core values? • It somewhat complicates the values, which are: “Our mission is to be the ‘museum of California’” (2002 Mission Statement) Harvard Business School Community Partners Harvard Business School Community Partners

  27. Simplify the Message Given that it doesn’t entirely pass the test, we recommend changing your name to: “The California Museum” A thriving, unique, dynamic, renowned cultural center In the heart of Oakland Harvard Business School Community Partners Harvard Business School Community Partners

  28. Testing “The California Museum” • Is it simple and clear enough? • Yes – three words, no ambiguity • Does it differentiate your organization in the marketplace? • Yes – it’s THE one and only California Museum • Is it true? • Yes • Is it relevant? • Yes • Is it consistent with the organization’s core values? • Yes Solves the Biggest Problem: How to Tell the Bay Area What You Do Harvard Business School Community Partners Harvard Business School Community Partners

  29. We also thought about “The Museum of California” decided against it considering: Passive Four words instead of three: Possibility of getting truncated to “Museum of CA” in print and web Conjures image of history only – not art and nature Sounds a bit stuffy for such a friendly, community-minded organization With “The California Museum” we believe that: Active Says what it does, does what it says Differentiated and succinct: three words! More “blink” appeal Strong emotional attributes: “California,” which has extremely strong, universally-appealing brand attributes, comes first Much easier to link art, history and nature together as part of California “experience” Indefinite article “The” gives weight of authority – and many potentially exciting branding campaigns in the future “Of” versus “The” Harvard Business School Community Partners

  30. Staged Brand Strategy: Mission = Message The California Museum Next branding campaign attributes: Hip, friendly, etc (Emotional Relationship) #1 priority for the next 5 years – (Practical Relationship) let people know what you do 36 years of work – you can deliver on this promise of being “A Museum’s Museum” Brand, Status as a cultural Institution – Are you meaningful? Vision - Are you representing all of California? Are you fulfilling your mission Operations – Are you doing a good job? Is this a place accessible to all? Harvard Business School Community Partners

  31. The California Museum – Art, History, Nature We went through many possibilities: The museum of the California Experience The California Museum of Art, History and Ecology California’s Art, History and Environment California Art, History, Environment, and Culture The driving need to get your message out compels us to recommend the simplest As a tag line, it can change and evolve over time You have such a unique experience you must educate before you can excite Tag Line Harvard Business School Community Partners

  32. Agenda • Project Mission and Methodology • Branding Overview • Survey Results • Re-thinking The Museum’s Brand Strategy • Running a Branding Campaign – Board Action Items • Appendix: Specific Recommendations for the Staff Harvard Business School Community Partners Harvard Business School Community Partners

  33. Branding is a continuous process Clearly communicate your brand Balance creativity and discipline Choose and train leaders Take on board level projects Internal projects External projects Support & guide staff Set realistic time table This is a 5 year process Start now General Operating Principals Harvard Business School Community Partners

  34. Branding is a continuous process Clearly communicate the brand Develop message in terms that energize and engage a mass audience Three word description Six word description one-sentence description one-paragraph description Once approved, implement -- use consistently for a minimum of five years in every communication, pamphlet, interview, and public engagement Provide every stakeholder with universal talking points Set simple branding standards At first, just one: Be consistent Rigorously enforce brand standards Appoint person to approve all communications to ensure compliance with branding standards – Brand Czar Repeat, Repeat, Repeat, Repeat, Repeat, Repeat, Repeat, Repeat Guide and set expectations for Staff See appendix for suggested staff projects Don’t micro manage The Basics: Communicate and Guide Harvard Business School Community Partners

  35. You Can Deliver on Your Core Promise – Flaunt it! Make your museum relevant Have Fun 4 ½ city blocks of exhibits 1.5 million items in collection Largest Museum of its type in the US Three Museums under one roof Covered Parking, Places for the Kids, Beautiful Gardens But be consistent: Example of current literature Balance Creativity and Discipline Harvard Business School Community Partners

  36. Every Board member and staff member is a leader Provide universal talking points Assign roles Press/editorial meetings Bay Area cultural events Local constituencies (including City Council) Take on new projects – external & internal Train Leadership Harvard Business School Community Partners

  37. Undertake Board-Level (ie: BIG) Branding Projects Rename BART station to “The California Museum” Obtain more directional signage on freeway exits and city streets Large Architectural Feature -- light tower Celebrity Spokespeople Alliances with Corporations, other Non-Profits Board Projects – Think Big Harvard Business School Community Partners

  38. All actions should reinforce the central brand Minimum: “The California Museum Presents . . .” Better: “The California Museum Presents an Exhibit on Events relating to California.” Best: “The California Museum Presents A Unique Experience About California That Reminds Us All Why We Find This Place So Fascinating.” External Emphasis – The Central Brand Harvard Business School Community Partners

  39. Enlist Pro Bono PR firm for media communications – story pitching and expert spokespeople placement: Do not pitch on name change – it is a non-event Go outside Exhibits to pitch stories Is the Oakland / East Bay overtaking San Francisco as an art & cultural center? Which city has more Latino art – LA or Oakland? Did California benefit from the Viet Nam war? The difficulty of properly reconstructing the ocean flows of the bay Which brought more immigrants to California: The Gold Rush or the Silicon Rush? Hanging gardens of Babylon in Oakland? Human interest profiles Affordable collector’s gallery –best kept secret in the Bay Area The Museum’s World-Class Refurbishing Experts – How to Fumigate a Wurlitzer Organ Newsworthy Events All-star, crowd-pleasing events such as the day of the dead Use your experts – PRWeb.com – including Board members The Museum is the Story Harvard Business School Community Partners

  40. Focus on driving traffic to the museum to carry the message Set “allowance” for staff for “2-for-1’s” and “free admits” (We suggest 100,000 for first year) Suggest Target audiences based on desirability (coalition of interests): Every California Tourism, Booster, and Business Council Every history teacher, history grad student, and history undergraduate major in the Bay Area Every leader of environmental and conservation non-profits Every artist in Oakland Reinforce your brand INSIDE the Museum Tell ‘em what they are going to see; Tell ‘em what they are seeing; Tell ‘em what they saw Signage is critical We need to say this twice: Signage is critical Internal Branding – Enlist Your Visitors Harvard Business School Community Partners

  41. Your MIssion is Your Brand: The California Museum – Art, History, Nature Primary goal: tell people what you do Board focus on high-impact branding projects Set message, guidelines & universal talking points Strategic campaign for each interest group Set timeline Assign leadership roles (spokespeople, government and foundation liaisons, brand czar, etc) Form committees to take on big board projects - BART station renaming, architectural feature, couponing allowances; find pro bono PR firm; change internal signage Support and guide staff Fund increased visitorship initiatives Ensure consistency Have fun – you can deliver on your mission – Flaunt it! Start Now Summary Harvard Business School Community Partners

  42. Agenda • Project Mission and Methodology • Branding Overview • Survey Results • Re-thinking The Museum’s Brand Strategy • Running a Branding Campaign – Board Action Items • Appendix: Specific Recommendations for the Staff Harvard Business School Community Partners Harvard Business School Community Partners

  43. High-Impact, Low Effort Initiatives Designing a message Public Relations Guidelines (Remember: Branding is much more than PR) Media and Web Initiatives Special Exhibits vs. General Marketing Signage Direct Marketing Recommendations for Staff Harvard Business School Community Partners

  44. Develop master descriptions of the museum in terms that energize & engage a mass potential audience. Write a one-sentence description Write a one-paragraph description Generate fascinating “factoids” list based on your superior knowledge of what the museum has to offer Recommend polished wording to Museum board Once approved, implement -- use consistently for a minimum of five years in every communication, pamphlet, interview, and public engagement Replicate message inside museum Signage Develop Messaging Once Harvard Business School Community Partners

  45. General: 25 Media Outlets. Ensure general coverage and listings with each of them in accordance with their listing policies. Apparently, doing a great job. Specialized: Enlist Pro Bono PR firm for media communications – story pitching and expert spokespeople placement: Do not pitch on name change – it is a non-event Go outside Exhibits to pitch stories Is the Oakland / East Bay overtaking San Francisco as an art & cultural center? Which city has more Latino art – LA or Oakland? Did California benefit from the Viet Nam war? The difficulty of properly reconstructing the ocean flows of the bay Which brought more immigrants to California: The Gold Rush or the Silicon Rush? Hanging gardens of Babylon in Oakland? Human interest profiles Affordable collector’s gallery –best kept secret in the Bay Area The Museum’s World-Class Refurbishing Experts – How to Fumigate a Wurlitzer Organ Newsworthy Events All-star, crowd-pleasing events such as the day of the dead Use your experts – PRWeb.com PR – The Museum Is the Story Harvard Business School Community Partners

  46. Keep leading with enthusiasm, doing the good things you’re doing while implementing the new brand Look for the best in ANY media opportunity Update information in local newspaper, arts and entertainment listings SF Chronicle’s walking tour of downtown Oakland does not mention the Museum Google “Oakland Museum of California” – have intern correct name and description of top 400 hits. Offer webmasters who change the listing a free pass. Update information in Oakland and Bay Area visitor guides, travel books, and travel websites Update website, using new URLs such as calmuseum.org or calmuseum.com Web and Guidebook Initiatives Harvard Business School Community Partners

  47. Any money spent on marketing must reinforce the central brand Minimum: “The California Museum Presents . . .” Better: “The California Museum Presents an Exhibit on Events relating to California.” Best: “The California Museum Presents A Unique Experience About California That Reminds Us All Why We Find This Place So Fascinating.” Special Exhibits vs General Marketing Harvard Business School Community Partners

  48. Drive traffic to the museum by “couponing” first-time visitors -- offering discounts or two-for-one promotions through the following channels: Outreach through tourist & local business councils Birthday parties Sporting venues Area corporations with 1,000+ employees Bounce-back family 4 pack tickets for all students who visit via a school field trip Contact schools outside current area Tickets for members to pass out – use to bring their friends Get connected to other Bay Area institutions such as Gen Art Direct Marketing Initiatives Harvard Business School Community Partners

  49. Make good use of all the non-verbal ways of communication - color, shape, form, texture Logo, signage, materials Use language consistently Avoid overload - Resist the temptation to tell too much Know your audience - Don't bore people, talk down to them or lose them by assuming that they know what you know. Use signage to lead visitors from one area to another The Brand is in Your Hands Harvard Business School Community Partners