The document summarizes how marketing and branding transformed the Victoria and Albert Museum between 1999-2014. In the early 2000s, the museum had low attendance, poor fundraising, and an unclear brand identity and purpose. A branding refreshment program was launched with three aims: redefining the brand and values, refreshing communications, and cultural change. This included a new mission statement, design identity, and internal culture plan. As a result, attendance increased to over 3 million annually by 2013, fundraising success improved, and staff became more engaged. The museum is now considered one of the world's leading in its field.
1. How Brand and Marketing Transformed
the Victoria and Albert Museum
Sarah Armond
Senior Marketing Manager
February 2014
2. Introduction
Founded 1852, the Victoria and Albert Museum is the National Museum of Art
and Design
Located in South Kensington, London
Hugely diverse collection including fashion, fashion, furniture, ceramics, glass,
paintings, sculpture and photography from some of the world’s richest cultures
Large rolling exhibitions programme
In the top 10 most visited attractions in the UK
2012/13 – 3.3 annual visitors
1999 – Almost 900,00 visitors
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3. It really wasn’t good . . .
No shared vision or defined values
No sense of purpose
Bureaucratic
Disjointed silo internal culture
Image problem
Low visitor attendance
Poor fundraising record
Unhappy and unmotivated staff
In all, a failing organisation
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5. 3 main aims of the brand refreshment
programme
to redefine the brand, the V&A’s
purpose and values
to refresh our communications
and visual identity
to instigate cultural change within
the organisation
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6. Positive comments, indicating some signs of
change . . .
“the diversity and breadth of the collections is unique”
“world class curators who are experts in their field”
“the Art Deco exhibition is big, beautiful, intelligent and seductive – a show it
would be ridiculous to miss”
“generally things are getting much better”
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7. but still a way to go . . .
“it’s very compartmentalised, there’s a lack of co-ordination and discipline”
“we’re not good at prioritising or seeing the big picture”
“decisions are made for the convenience of the museum, not the public”
“the museum is often aloof and intellectually detached. Curatorial intelligence is
deep but narrow”
“there’s an unwillingness to change, due largely to poor internal communications”
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8. The V&A blueprint
what we do
We run the world’s greatest
museum of art and design
what we value
generosity
imagination
coherence
rigour
what we focus on
Why we do it
to inspire creativity
through our
knowledge
international/national
creative industries
access & audiences
efficiency & effectiveness
how we do it
we use our unique collection to
bring the past to life, explore the
contemporary and inspire the
designers of the future
Mission Statement
To be the world’s leading museum of art and design, enriching people’s lives by promoting knowledge, understanding and
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enjoyment of the designed world
10. Organisational Change
CulturePlan – about people and how they
relate to each other
To help develop an internal culture that is a
true reflection of all that we project to the
outside world
50+ champions for change, across the
Museum, all levels
Action group – senior management and
others who can make decisions
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11. Internal Communications
Investors in People report positive change:
“Communications here have improved
over the past 3 years”
“People are more confident that one
message is being cascaded”
“Staff understand how they contribute to
the work of their department and to the
V&A as a whole”
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15. Visitor Profile
2012/13
3.3 million visitors
Origin
52% UK/ 48% Overseas
Gender
35% Male/ 65% Female
Frequency of Visit
55% Repeat/ 45% First-time
Ethnicity
84% White/ 16% non white
Socio Economic Status 61% Higher/ 7% Lower/ 32% Students/other
Age
7% under 15,
22% 16-24
33% 25-44
28% 45-64
10% 65+
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16. Audience Drivers
Exhibition programme (UK and overseas)
Permanent Collections and FuturePlan developments (UK and
overseas)
V&A Digital (UK and overseas)
Events, activities, services (UK)
Membership (UK)
Audience focused events (UK)
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17. Marketing Channels
Advertising
Outdoor (tube, bus, rail), press, radio, onsite and
guidebooks
Promotional Partnerships Brand relationships, ticket offers, competitions and added
value events
Digital
Press and PR
interviews,
Press launches, releases, key images, previews,
features and reviews
Print Distribution
Posters, postcards, direct mail, third party distribution
channels
Experiential
Creative distribution, flash mobs
Sponsors
Staff engagement, advertising, competitions
Word of Mouth
Website, social media (Twitter, Facebook, Instagram,
Pinterest), email, bloggers, content
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18. Collaboration
Visit London/London and Partners – Market intelligence, campaigns
Association of Leading Visitor Attractions (ALVA) – Lobbying
Association of Train Operating Companies (ATOC)/Oyster – Ticket
offers, campaigns
Overseas PR support
Ticketing Agency – Ticketing with international reach
Other Museums – Campaigns to promote free admission
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20. Evaluation
Visitor Research – Monthly exit surveys, evaluation
Benchmarking with other museums
Ticket Sales
Industry developments and new thinking
Media analysis
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21. Corporate campaign
69% of non-visiting museum groups have had their perceptions of the
V&A changed for the better
Generating 100,000+ visitors a year
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22. It’s now so much better . . .
One of the world’s leading museums
Transformed reputation
3.3 million visitors a year
Beautifully restored buildings and galleries
Fundraising success
Clear and consistent design identity
Communications and Marketing core to business planning
Exciting and varied exhibition programme
A content provider, not just a content collector
Ambition to be a truly global museum brand
Engaged and motivated staff
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23. 10 Golden Rules of Marketing
Clear purpose of the business - must know what you are selling and aim to improve the
quality of your customers’ life.
Must focus on benefits of what you are selling rather than the product itself
Must test, measure any aspect of marketing to drive more effective results
Listen and talk to customers
Rethink and be innovative
Brand must be controlled centrally and rolled out everywhere, including Front of House,
café,
Tone of voice and identity must be consistent in all parts of the business
Keep track of the digital revolution!
Make sure your staff are clear about the organisation’s purpose, strategic priorities and its
values – they will then be more engaged and better brand ambassadors
Make sure all your internal communication channels also communicate your brand and
keep staff fully informed including feedback channels for comment
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