Rebranding Tactics: Celebrate Institutional Change
•
1 j'aime•1,072 vues
Is your museum struggling to compete in this digital age? Are you unsure of the best marketing techniques that will gain you the most visitors? This session focuses on how three museums have promoted themselves and their brand using creative advertising, public programs, and outreach via social media. Discussions include how to determine a measurable proof of success and provide inspiration for others tasked with how to revitalize their museum to reach a new, technically savvy audience. Moderator: Nicole Trudeau, Owner, Squid Ink Design Presenters: Dana Whitelaw, PhD, President, High Desert Museum Mara Naiditch, Director of Marketing, Natural History Museum of Los Angeles County Lisa Riess, Corporate Communications, Las Vegas Valley Water District/Springs Preserve
Recommandé
Recommandé
Contenu connexe
Similaire à Rebranding Tactics: Celebrate Institutional Change
Similaire à Rebranding Tactics: Celebrate Institutional Change (20)
Plus de West Muse
Plus de West Muse (20)
Dernier
Dernier (20)
Rebranding Tactics: Celebrate Institutional Change
- 1. Rebranding Tactics: Celebrating Institutional Change Dana Whitelaw, Ph.D. High Desert Museum Bend, Oregon
- 8. Rebranding is a marketing strategy in which a new name, term, symbol, design, or combination thereof is created for an established brand with the intention of developing a new, differentiated identity in the minds of consumers, investors, and competitors. Often, this involves radical changes to a brand's logo, name, image, marketing strategy, and advertising themes. Such changes typically aim to reposition the brand/company, occasionally to distance itself from negative connotations of the previous branding, or to move the brand upmarket; they may also communicate a new message a new board of directors wishes to communicate.
- 12. Rebranding is the creation of a new look and feel for an established product in order to differentiate the product from its competitors.
- 31. Tips • Work with marketing early and often • It’s not necessary to be all things to all people all the time • Museum logo is effective, the programs surrounding it might need the help • Test it on visitors. Repeat.
- 34. The Transformation, Rebranding and Marketing of The Natural History Museum of Los Angeles County Mara Naiditch, Director of Marketing
- 35. Natural History Museum of Los Angeles County
- 36. The need for transformation…. • Beloved but stereotyped • Valued as a public good but not as a place to visit regularly • Name recognition but no program recognition or awareness
- 37. Additional challenges • NHM faced dwindling attendance, membership and funding • Needed to change perception that the institution was “dusty, musty and fusty” • Marketing materials were inconsistent and poorly executed
- 38. It began with transforming the mission (2001)
- 39. It began with transforming the mission (2001) Befo r e TheMuseumexists to advance knowledge and to enable people of all ages, backgrounds, and interests to understand and ap-preciate their natural and cultural heritage. TheMuseumassembles, conserves, interprets, and holds in trust collections of irreplaceable objects fromnature and human history. These collections reveal the history of theEarth and the evolution and diversity of life and culture. They sustain programs of research, exhibits, education, and publication.
- 40. It began with transforming the mission (2001) Af t e r Befo r e TheMuseumexists to advance knowledge and to enable people of all ages, backgrounds, and interests to understand and ap-preciate their natural and cultural heritage. TheMuseumassembles, conserves, interprets, and holds in trust collections of irreplaceable objects fromnature and human history. These collections reveal the history of theEarth and the evolution and diversity of life and culture. They sustain programs of research, exhibits, education, and publication. To inspire wonder, discovery, and responsibility for our natural and cultural world.
- 41. …then the brand Befo r e Af t e r
- 42. …then the brand Befo r e Af t e r
- 43. The360º View Public Relations & Media Member/Donor Communications Events Exhibitis/ Programs Internal Communications Marketing Materials Physical Environment Advertising Website Interactions w/staff Brand Invigorating the brand
- 44. BrandAttributes • Intriguing • Informative • Entertaining • Dynamic • Timeless • Authentic • Inquiry-based • Natural • Inclusive • Comfortable • Relevant • Inspirational Invigorating the brand
- 45. Creating Internal Connections and Collaborations Lifting everything up so everyone could see what the brand is and does • Bringing R&C more front of house – incorporating into programming • Education creating more external connections through teacher workshops, programming, etc. • Additional training for Guest Relations and volunteers staff
- 46. 46
- 47. Before: Treasures around the Museum
- 48. After: Storytelling with visually arresting objects
- 49. Before: Cenozoic Fossil Hall – Fossils with labels 49
- 50. After: Age of Mammals (2010) Continents move. Climates change. Mammals evolve.
- 51. Before: Mesozoic/Dinosaur Hall – Fossils with labels 51
- 52. After: Dinosaur Hall (2011) Exploring questions that capture our imaginations
- 53. Before: CA History Hall – A walk through time ending ‘40
- 54. After: Becoming Los Angeles (2013) Transformations that changed everything
- 55. After: Nature Gardens (2012) Gardens with a purpose
- 56. After: Nature Lab (2012) Real nature in real time
- 57. After: A new front entrance to boot
- 58. After: A new front entrance to boot
- 59. After: A new front entrance to boot
- 60. Communicating the new brand
- 61. Communicating the brand New brand = New opportunities for marketing and promotions • Whimsical • Authentic • Unexpected • Bright and vibrant • Bold • Humorous
- 62. Age of Mammals (2010)
- 63. Age of Mammals (2010)
- 66. NHM Centennial (2013) • Announce Museum’s 100th anniversary • Communicate that this is not the museum you remember from 2nd grade • Iconic, but not necessarily nostalgic • Increase attendance after a slow year with many galleries closed • Drive new audiences • Appeal to donors
- 72. New NHM Campaign (2013) • Announce the opening of the Nature Gardens and Nature Lab • Communicate a complicated message in a simple, engaging way • Make NHM feel more accessible and drive new audiences • Be a more top of mind destination • Be fun!
- 73. New NHM Campaign (2013)
- 74. New NHM Campaign (2013)
- 75. New NHM Campaign (2013)
- 76. New NHM Campaign (2013)
- 77. New NHM Campaign (2013)
- 78. New NHM Campaign (2013)
- 79. New NHM Campaign (2013)
- 80. Becoming L.A. (2013) • Announce the opening of a new permanent exhibition at NHM • Communicate that this is not just another historical exhibition about Los Angeles • Encourage people to want to learn more about the stories within • Engage new audiences
- 86. New NHM – Phase II • Promote NHM collection/brand leaders • Use success of Phase I to continue to communicate NHM brand, accessibility, fun, etc. • Continue to drive new audiences and increase attendance
- 88. New NHM – Phase II
- 89. New NHM – Phase II
- 90. New NHM – Phase II
- 91. New NHM – Phase II
- 93. Incorporating programming into promotions LA Time s F e s t i v a l o f Bo o k s 2 0 1 3
- 94. Incorporating programming into promotions LA Time s F e s t i v a l o f Bo o k s 2 0 1 3
- 95. Incorporating programming into promotions LA Time s F e s t i v a l o f Bo o k s 2 0 1 3
- 96. Incorporating programming into promotions LA Time s F e s t i v a l o f Bo o k s 2 0 1 3 Dino on the stage
- 97. Incorporating programming into promotions LA Time s F e s t i v a l o f Bo o k s 2 0 1 3
- 98. Next Steps
- 99. Thankyou!
- 104. History • Awareness of the Gardens but not primary focus of Springs Preserve community outreach efforts • Gardens align with ethic of encouraging community water conservation and sustainable landscaping practices • More than 1,200 plant species and 11 themed gardens. Plant collection certification provides added value and designation as Botanical Gardens
- 105. Goals/Strategy • Create distinct identity for the Botanical Gardens as a destination while aligning with the existing Springs Preserve brand • Gardens community destination for water-efficient landscaping & sustainability best practices • Seek community partners who share our vision • Achieve Botanical Gardens visitor value through robust programming and added attractions
- 106. Planning • Formed cross-departmental team to conduct communication audit and identify sub-brand needs. • Benchmarking • Conducted activity audit to determine what attractions/programming could be aligned with the Gardens to further brand awareness
- 107. Visual Identity Well Derrick iconic to the Gardens and representative of the historic role of the Springs to provide water to our desert community.
- 109. Implementation • Prioritize! • Incorporating brand onsite, first priority • New interpretive • Timeline/plan for Integration of existing interpretive and wayfinding • Donor/recognition signage • Creating key entry points • Educate/Engage employees, board and volunteers on brand strategy and programming plans.
- 110. Site Audit
- 114. Themed Gardens
- 115. Themed Gardens
- 117. Entrance Sign
- 118. Attraction—DesertSol • 754-sq. ft. solar-powered home • Team UNLV • 1st in U.S. & 2nd internationally in Department of Energy Solar Decathlon competition
- 121. Leveraged social media to Build interest Engage audience Share content & boost posts UNLV-active & robust site Shared content and images with sponsors for their sites DesertSol
- 126. Programming • Reposition of Southern Nevada Landscape Awards • Plant Sales/Gardens dedication • Community Partnerships • Master Gardeners • Docent Program • Train rides/bike rentals along trails
- 127. Results • Desert Sol, largest general admission for Pres. holiday weekend in Preserve history • Approx. 22% increase in GA attendance (Feb.13/14) • $120,000 in donor support for DesertSol • New sponsorships/partnerships for future opportunities • Consumer Electronics Association • Butterfly Habitat, nearly 1,500 opening weekend • Well-attended employee/member/donor appreciation preview days • Signage/interpretive work in progress
- 128. Key Take-aways • Link Programming and Brand Strategy • Ask how current or planned activity aligns with brand • Engage diverse stakeholders early in brand evaluation • Seek Community Partners who align with your brand • Opportunity to share resources and expand visibility • Leverage social media to build interest (before, during, after) • Have a plan for onsite signage and donor recognition that align with your brand • Educate and involve employees, board members, volunteers as brand ambassadors • Continuously measure outcomes and adjust as needed • Not a perfect process—Defend the brand!
Notes de l'éditeur
- A little bit about the HIgh Desert Museum and how we approach exhibitions and their content.
- The Museum is 32 years old and Nestled next to the Deschutes National Forest on 140 acres. Our collections consists of a living collection We use the property to create immersive experiences for our visitors –we fly hawks, eagles, owls over their heads in naturalistic settings, with our living collection of rehabilitated wildlife
- These animals become ambassadors for telling the larger story that they are a part of in the HD, watersheds, for example for the charismatic otters.
- And we have a vibrant living history program to bring the history of the 1800s and early 1900s to life
- western historical artifacts,
- an incredible plateau native american collection
- It helped me to remind myself of what rebranding was, because as we started the process – it became clear that we were actually happy with the brand as a whole, we didn’t need radical changes. An augmentation of marketing strategies, yes, but there was no need to distance itself from negative connotations. We needed to be able to reach some new audiences that were a little more elusive to us.
- After going through some branding exercises, it was found that the current logo was just fine for the overall brand of the Museum.
- Entrance to the Museum.
- Sign coming up to the museum
- We definitely needed a new look and feel for some of our product – programs! We’ve been making a real concerted change in how our programs and communications department work together. This might seem basic, but it’s been a huge step forward to how we can market our programs. Getting together with marketing early in the process makes everything run more smoothly, thoughtfully and successfully. I’ll take you through some of the past marketing pieces and point out the changes we’ve made to clean them up.
- Cascades Business News – brand ad In the past, we were trying to be everything to everyone, everytime – wildlife living history, objects
- Billboard Take a look at that tagline – and the time. It was a problem. See the burlap – that was a problem.
- redmond airport sign, brand ad Again, all things to all people (and we’re more than 5 minutes south). we got complaints The tagline always felt like an apology
- brand ad in True West magazine When there is more to see, it’s harder to focus
- Where there is more to see, it’s hard to chose
- Central Oregon visitors ad More clutter = harder to focus We needed to clean things up to stand out and be more memorable in these ads.
- Here’s the new ad with new tagline. Less = less clutter
- Before and after
- So we wanted to introduce some new things to our programs to entice a new age group – the elusive 20s and 30s with no kids. here’s an example of the logo we created for a new program – this is a direct result of briing communitcations in early in the process and finding something that works. for exactly the audience we wanted. Attendance for evening programs we up from 60%
- created a flyer to put up around town. Logo still on the add, it’s still the HDM, just more fun.
- Source advertisement
- postcard for new exhibition
- incredible program that happened last Saturday – sold out on our first try
- Before and after cleaner,
- new campaign – that we’re having fun with.
- Working with COVA has been a huge boon to our social media – they work on driving people to their website and we can capitalize on that by providing them with digital ads, blog posts, video, etc. They’re always looking for content and we’ve got great content!
- Visit Bend has extraordinary visittation – we capitalize on that
- Use your downtown association – they want to help too.
- Before and after
- Springs Preserve 180 acres of museums trails, gardens and cultural and family programming, about 3 miles outside the Las Vegas strip. Birthplace of Las Vegas.
- Our mission is to create a visitor experience that builds culture and community, inspires environmental stewardship and celebrates the vibrant history of the Las Vegas Valley.
- While the Springs Preserve is relatively young, opened in 2007, its Gardens have a longer history. The Springs Preserve site is owned by the Las Vegas Valley Water District, the property once was the site of an active underground springs.
- Springs have long since dried up. Still an active well field, serving water to some Water District customers. Well derricks still dot our landscape. The Water District had its own small demonstration gardens to encourage water-efficient landscaping and water conservation, relocated and expanded to the Springs Preserve site with the 2007 opening.
- Gardens have been historically part of the Springs Preserve but not a primary focus of our marketing and outreach efforts. Other aspects of the site—Origen Museum—more visible. Outdoor water conservation and sustainable living have becoming a higher priority as the result of the drought. We live in a desert! Recent certification of our Mojave Desert collection by the North American Plan Consortium provided added value as a Botanical Gardens.
- Create an intersection for the Gardens as both a community gathering place and a place where residents can learn about sustainable living and water-efficient landscaping practices. Already community awareness of the Gardens, if we’re going to bring people here, added value.
- Formed a cross-departmental team of diverse disciplines—horticulturalists, archaeologists, education specialists, curation, marketing to benchmark. We determined that due to the value/ethic behind the gardens for its conservation/educational programming, we would not charge separate admission, continue to include in the admission price of the Springs. Fee-based activities and fundraising became higher priority to help support the additional programming.
- Well Derrick would be the best representation of our logo because of its prevelance throughout the site and the Gardens and emphasizing the important role of water in our desert community.
- Logo, built off the orientation and fonts of the original Springs Preserve logo and colors align with existing Springs Preserve brand palette. Version with the Springs Preserve name and without primarily for onsite use.
- Incorporated brand into Botanical Gardens graphics package as well as developed a plan/timeline for long-term intergration of brand into existing Gardens interpretive. Wayfinding at the Springs is a challenge and the Gardens is tucked into the back of our 180 acres. Not going to actively market until we started implementing a signage package as well as outline programming priorities. Developed a plan to incorporate donor recognition into the brand. Oriented employees/volunteers on the brand strategy and programming plans. Discussed timeline for onsite signage implementation which led to decision to hold on external marketing efforts until brand introduced onsite.
- Onsite audit revealed lots of signage with differing visual representations, evolution of 7 years.
- Example of incorporating brand into existing markers and interpretive. Long process, and long-term transition as audit will consider removing uneeded signage, reposition content and visuals to focus on message and visitor engagement.
- Utilized existing signage infrastructure where possible. While existing flag signs were designed to tell a story of a landscape conversion, hard to navigate and follow this journaling concept, which was often lost through the massive and varied landscape of the Gardens and didn’t allow for new features. Easy to relocate and inexpensive to reprint inserts.
- New signage infused with the brand but also used as key markers to highlight key existing and new featured areas of the gardens.
- Flag signage to highlight new and existing themed Gardens areas
- Key entry ways to the Gardens were marked with permanent signs fabricated to match the existing natural “rustic look” materials along the buildings
- Also highlight new Gardens features.
- Our first new feature in the Gardens was Desert Sol. Happy coincidence. We found a great partner in sustainability education in UNLV. Both Springs Preserve and Water District experts helped to consult on the university’s entry into the 2013 US Dept of Energy Solar Decathlon. So much excitement surrounding the project, we made a commitment to relocate the movable house after the competition in California before knowing the results.
- DesertSol fit with our sustainable living messaging, and great example of community partner and donor support. Donor recognition was our first brand challenge. Fundraising team wanted a sign. We had determined in the brand strategy that we didn’t want to create more signage our utilize flag signs for donor recognition, but utilize natural materials that would complement the Gardens. Went through the exercise anyway. What started as this…
- Ended as this. The creation of boulder recognition as part of an outdoor patio entry and Garden area for Guests. Which still allowed room for our flag sign. Lesson learned on bringing stakeholders on early in the process.
- Leveraged social media and video to build excitement for DesertSol. Daily FB posts and used time-lapse video of the move to tell the story. Also leveraged UNLV’s social media sites—active and robust site. Largest crane in the city. Other digital/web-based marketing Botanical Gardens landing page Gardens e-newsletter Database of past and present gardens participants
- Newest attraction opened last month. Signage lessons. Spanish translation. ADA height requirements.
- Layering of information. Not all on intepretive. Do away with heavier content/bold-simple design aligning with brand. Take-away collateral and website information on how to create your own water-efficient wildlife habitat.
- Interior interpretation
- Donor signage that utilizes the entry marker concept and allows for purchase of donor butterflies.
- Programming side. In keeping with goals looked to not just invent new programming but re-align where possible and build community partnerships. Relocated the landscape awards, which our sister agency was already administering to the Gardens for both media exposure but also re-engage and re-orient our master gardener and landscaping community to new features in the garden. New Community Gardens entry received over 20 entries. New signage/brand was at the center of a dedication event for one of our gardening founding fathers Linn Mills. Family photo-op in front of our new sign gained additional exposure for the Gardens and rare opportunity to honor Linn’s family. Also expanding our plant sales event and introduced fee-based added value services such as train rides and bike rentals, which have been extremely popular.
- Butterfly Habitat averaging approx. 100 daily admissions