SM intervention framework to overcome the problems faced by museums
| Approach | Downstream | Midstream | Upstream |
|---|---|---|---|
| Target audience | Infrequent visitors and non-visitors; Social minorities | Museum professionals (directors, managers, etc.), researchers and students | Cultural sector decision makers: politicians, regulators, etc. |
| Desired behavior | Modify the lack of interest in museums (attitudinal); | Abandonment of prejudices regarding marketing (attitudinal); | Modify the low valuation of the arts, culture, and of museums (attitudinal); |
| • New attitudes and behaviors of the target audience | Adopting the habit of visiting museums (behavioral) | Adoption of marketing strategies and tactics in a public-oriented museum management (behavioral) | Abandoning resource cuts for the arts and culture (behavioral) |
| Main barrier(s) | Lack of interest in museums; Lack of money and time | Discrepancies between marketing and museology | Self-interest, power relations, political party (and ideological) biases |
| Competition | Participate in other cultural, educational, leisure and entertainment activities | Commitment to the other functions of the museum (acquisition, conservation, research), more focused on the collection than on the public | Allocate resources to other areas of state intervention (and not to the arts and culture) |
| Product: the social propostion | Subjective well-being (entertainment, socialization, learning); | Increase of attendance rates; | Public recognition/approval; Personal satisfaction for promoting development and well-being; Being (re)elected and/or (re)appointed to positions and functions |
| • The benefit (value) to the target audience | Collective well-being and health (better quality of life in society) | Better museum overall reputation (awareness, interest, appreciation, perceived value) | |
| Price: the costs of involvement • The monetary and non-monetary costs of the desired behavior, to the target audience | Cost of admission and transportation; Dedicate time, cognitive and emotional effort, to the museum; Change of habit (“to visit”); Impact on personal and social relationships | Costs of courses and consulting on marketing; Cognitive effort (learning and changing the current practices of museum management) | Financial cost of cultural policies and pro-culture actions; Political costs (e.g. articulation, negotiation) and public opinion (to please/displease voters) |
| Place: the accessibility • Where the desired behavior occurs | Physical and digital museums (postdigital museums), mixing physical and virtual experiences | Museum organizations; Educational institutions; Specialized consultancies | The political arena: Executive (e.g. ministries, secretariats), Legislative (parliaments) and Judiciary (courts) powers. Regulatory agencies, councils, public banks |
| Promotion: the social communication • In a hyper-connected world | Emphasis on the interactive digital media (websites, social networks, apps, etc.) | Emphasis on sponsorships of courses, conferences and other events at/from museum’s associations (ICOM, NEMO, AAM, etc.) | Lobbying; Public relations (PR); (Net)activism campaigns |
| Approach | Downstream | Midstream | Upstream |
|---|---|---|---|
| Target audience | Infrequent visitors and non-visitors; | Museum professionals (directors, managers, etc.), researchers and students | Cultural sector decision makers: politicians, regulators, etc. |
| Desired behavior | Modify the lack of interest in museums (attitudinal); | Abandonment of prejudices regarding marketing (attitudinal); | Modify the low valuation of the arts, culture, and of museums (attitudinal); |
| • New attitudes and behaviors of the target audience | Adopting the habit of visiting museums (behavioral) | Adoption of marketing strategies and tactics in a public-oriented museum management (behavioral) | Abandoning resource cuts for the arts and culture (behavioral) |
| Main barrier(s) | Lack of interest in museums; | Discrepancies between marketing and museology | Self-interest, power relations, political party (and ideological) biases |
| Competition | Participate in other cultural, educational, leisure and entertainment activities | Commitment to the other functions of the museum (acquisition, conservation, research), more focused on the collection than on the public | Allocate resources to other areas of state intervention (and not to the arts and culture) |
| Product: the social propostion | Subjective well-being (entertainment, socialization, learning); | Increase of attendance rates; | Public recognition/approval; |
| • The benefit (value) to the target audience | Collective well-being and health (better quality of life in society) | Better museum overall reputation (awareness, interest, appreciation, perceived value) | |
| Price: the costs of involvement | Cost of admission and transportation; | Costs of courses and consulting on marketing; | Financial cost of cultural policies and pro-culture actions; |
| Place: the accessibility | Physical and digital museums (postdigital museums), mixing physical and virtual experiences | Museum organizations; | The political arena: Executive (e.g. ministries, secretariats), Legislative (parliaments) and Judiciary (courts) powers. |
| Promotion: the social communication | Emphasis on the interactive digital media (websites, social networks, apps, etc.) | Emphasis on sponsorships of courses, conferences and other events at/from museum’s associations (ICOM, NEMO, AAM, etc.) | Lobbying; |
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