OKCMOA Campaign Book

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TABLE OF CONTENTS

Letter of Transmittal… 2 Executive Summary… 3 Background… 4 Research Report… 8

Situation Analysis… 28 Core Problem and Opportunity… 35 Goal and Objectives… 36 Key Publics and Messages… 38 Strategies and Tactics… 43 Calendar… 46 Budget… 47 Communication Confirmation Table… 48 Evaluation Criteria… 49

Outputs, Outtakes and Outcomes… 51 Appendix A: Major Social Media Findings… 54 Appendix B: Recommendations… 55 Appendix C: Member Survey and Results… 56

Appendix D: Weekly Progress Reports… 63 Appendix E: References 76

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Letter of Transmittal: Bonita James Oklahoma City Museum of Art 415 Couch Drive, Oklahoma City, OK 73102 Dear Bonita James, Panoply Three is pleased to present you with our final campaign book. Throughout the semester, we have used information gathered from research and material provided to us by the museum to formulate a campaign that aims to strengthen relationships the museum has with its members and visitors. We have thoroughly enjoyed getting to work with you and the museum, and we hope our research and planning will help the museum continue to grow its membership and overall visitor numbers. We are continually impressed with the Oklahoma City Museum of Art and its membership programs. We have enjoyed having the opportunity use our student memberships and create tactics that we hope you have found useful this semester. Through research, execution and implementation, the Oklahoma City Museum of Art’s membership program is positioned for a great future. Again, thank you for working with us. Sincerely, Panoply Three

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Executive Summary

Panoply Three has partnered with the Oklahoma City Museum of Art (OKCMOA) to assist with the membership program as a whole, with emphasis on engagement to strengthen relationships with members and frequent visitors. Panoply Three researched key target publics and designed social media materials that aimed to increase engagement and strengthen these existing relationships in hopes that members will continue purchasing, and frequent members will feel the desire to become members.

The research questions that drove this campaign are:

RQ1: What is stopping frequent museumgoers from becoming members? RQ2: What do target publics see as the most valuable benefits of membership and the museum? RQ3: How can the museum increase engagement with members as well as potential members?

The two target publics identified, members and frequent visitors, are

crucial to the success of this campaign. Each of these target publics must feel the desire to engage and interact with the museum’s social media platforms in order for the tactics to succeed and the objectives to be met.

To help ensure engagement, once key publics were identified, Panoply

Three used the member survey results and other secondary research to generate tactics aimed at engaging the members and frequent visitors. The results included a number of findings, some of which include that museum members enjoy engaging on social media, they are willing to compete in contests and they would consider “gifting” a membership to a friend or family member.

Social media results can sometimes be hard to measure when looking at

the bottom line, especially in a three-month campaign. However, by looking at Proxy ROI, with new social media metrics, we can measure success by sentiment, share voice and buzz. Panoply Three’s main goal through social media was to allow interaction and engagement dialogue with audiences. This objective was achieved and is explained in detail in this campaign book.

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Background

Introduction The purpose of this paper is to examine the Oklahoma City Museum of Art and

the aspects of its membership program. It will discuss the background and

history of the industry, the organization and its environment. There will also be a

discussion of the situation analysis, including an in-depth look at strengths,

weaknesses, opportunities and threats to membership that the OKCMOA should

be considering. This discussion will result in the formation of the core opportunity

and problem for the museum. All of this research and the core problem and

opportunity will help drive the campaign and research to follow.

Background and History

External Environment (OKC Area)

Oklahoma City, home to the OKCMOA, is a mid-sized city and the state

capitol of Oklahoma. The population of Oklahoma City is just below 600,000 with

a population density of 956.4 persons per square mile. According to the U.S.

Census Bureau, 62.7 percent of the population is white, with 15.1 percent being

African American, and 17.2 percent being Hispanic or Latino. The City is 50.5

percent female, with a relatively young population, having just 11.3 percent of its

population over the age of 65. The median age of Oklahoma City is 34.6, with

24.6 percent of the population being under 18 years of age. This means that the

OKCMOA has the opportunity to reach an audience that can be described as

young professionals from age 22 to 35 years old.

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Museum Industry

The museum industry as a whole has long-been associated with an elitist

attitude and this is a concern that the OKCMOA has expressed. This issue will be

discussed further in depth during the situation analysis. With thousands of

museums in the United States, it is difficult for just one museum to break this

stigma and be seen as a part of a community. In this analysis, a discussion of

opportunities and threats associated with this stigma will be made in order to

further understand the client and its relationship to the museum industry as well

as the Oklahoma City community. The potential for interviews, surveys and focus

groups has been discussed with the client to assist in getting a better

understanding of this elitist perception and its prevalence in the Oklahoma City

area.

While the museum industry is fighting for people’s entertainment dollars,

they have a unique opportunity to position themselves strategically using social

media tactics to engage their audiences. Museums must work to create an

interactive communication channel, to use currently involved patrons to gain new

patrons.

About OKCMOA

The OKCMOA’s roots trace to early statehood efforts from organizations

concerned with art education for a young city. Overtime, the experimental gallery

became open to the public and eventually the museum was transformed from a

federally funded gallery to a private institution in May of 1945 (okcmoa.com). The

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museum now attracts over 130,000 visitors each year with permanent exhibits, a

cycle of temporary exhibits, educational opportunities, an international film

program, along with a museum store and café.

According to the museum website, the mission of the Oklahoma Museum

of Art is to “enrich lives through the visual arts” with a vision of great art for

everyone. The purpose of the museum is to create a cultural legacy in art as well

as education that all generations can enjoy and carry with them.

About Membership (Issue at hand)

The OKCMOA currently offers different levels of membership instead of

just one universal membership option. These memberships range from a student

option, the cheapest level with the lowest benefits, to the sustainer membership,

which has several unique benefits that are only available to this highest-level

membership group.

Student Individual Dual Family Fellow Friend Sustainer

-Free admission -E-invites -Weekly email/ newsletter

-Free admission -Discounted film tickets -10% off store purchases -Discounted classes and lectures -Invitation to events -CONNECT magazine subscription -Email newsletter

-All Individual benefits + free admission for 2

-All privileges of dual membership + free admission for children

-All family privileges + free/reduced admission to 600+ participating museums in North America -10% off purchase at museum café -4 guest passes to share with friends

-All fellow privileges + 6 guest passes to share with friends - Free admission to lecture series -Access to receptions -Annual dinner invitation -4 free film tickets

-All Friend privileges + 10 guest passes to share with friends -8 free film tickets -Invitation to sustainer-only film event -Behind the scenes tour -Recognition in lobby

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The membership program allows members to be involved in the museum while

receiving benefits, and making museum visits much easier.

Competition

The OKCMOA must see competition through the lens of entertainment

dollars, as an established entertainment entity. Primary competition in the area is

the Science Museum of Oklahoma, The Cowboy and Western Heritage Museum,

The Oklahoma History Center and The Oklahoma Museum of Osteology. Non-

museum-oriented competition comes in the form of the various art galleries,

restaurants and bars within OKC, particularly in the Paseo and Bricktown areas.

According to the membership surveys sporting events in Oklahoma City, for

example the Thunder, as well as movies and performing arts events and even

travel can be competition for entertainment dollars that the museum has to offer.

These various forms of competition are also potential drains for all audiences to

spend their entertainment money on.

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Research Report

Executive Summary

Background of the research

The research done for the Client, the Oklahoma City Museum of Art, will

serve in conceptualizing the membership of the OKCMOA by identifying current

attitudes toward membership by members as well as potential members.

Through research and planning, the goal of Panoply Three is to support and

enhance the research plans that the museum already has in place. After

discussing with the client, it has been determined that one of the main issues is

the subject of membership. With the OKCMOA being a not for profit entity, one

must look at what makes people feel a sense of belonging, as well as what they

expect to get back from the organization once they do belong. There are many

people, with different motivations whom are not museum members, but still come

in contact with the museum. These attendees or frequent attendees are all

potential members that should be considered during the research process.

Research must also be done on these subgroups in order to find out what the

museum can do to assist them in making the decision to become long-term,

consistent visitors and members of the museum.

In this research report there will be discussion over preliminary research,

secondary research, a situation analysis and potential research methods for the

campaign. Panoply Three will collaborate with the client over the next one to two

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weeks to finalize the campaign objectives, research questions and methods of

qualitative and quantitative research that will be conducted.

Purpose of Preliminary Research

The purpose of this research is to assist the OKCMOA in creating and

implementing a research campaign with an emphasis on membership. Multiple

sources and articles from several outlets were used to compile this information

about museums, the museum industry as a whole and membership as it relates

to museums. The purpose of the preliminary research is to gain information

before creating the qualitative and quantitative research campaign. The more

insight that exists, the more effective the rest of the campaign will be.

Secondary Research

For the preliminary secondary research, focus was put on learning as

much about traditional attitudes toward museums and membership in order to

compare this information to the current attitudes of the OKCMOA’s members and

target audiences posses. While finding scholarly articles to provide a well-

rounded and sound base of information, Panoply Three also looked at current,

more unique sources and articles to get a more in-depth perspective. Credibility

is a very important part of the decision when it comes to selecting research about

museum membership programs, and theories behind the reasons why people

choose to associate as members.

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Primary Research Focus

The primary research is predicted to focus on members, museumgoers

and potential members. Through a series of surveys and interviews, primary

research data will be collected and analyzed before the implementation step of

the campaign. These statistics, combined with the collaborated research

between Panoply Three and the OKCMOA will aid in the overall objective of the

campaign and answering the specified research questions.

Recommendations

In this step of the campaign, it is suggested that a discussion with the

client about past research and results that have been found to take place. The

more knowledge gained by members of Panoply Three, the more accurately the

campaign will align with the needs of the OKCMOA. It is also recommended that

conversations about potential methods of primary research be discussed in

further detail. Access to old surveys and survey results or any other kind of

qualitative or quantitative research would be of great use. A new membership

survey with questions gaining access to information about what members want

through their membership, and what kind of members the museum is catering to

will help create objectives and strategies for the campaign.

Introduction: Reasons for Doing Research

Research is the foundation upon which successful campaigns are built.

The research done by Panoply Three will aim to supplement the research being

done by the OKCMOA to assist it in its future endeavors of building a successful

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campaign. After discussions with the client, the assumption currently is that the

museum’s end objective is to not only keep current members pleased but also

increase membership numbers. In increasing membership, it is a sub-goal that

members will become more engaged with the museum. This research also has

the potential to shed light on how to gain these more engagement with members.

Situation Analysis

Current State and Reputation of the Organization

While the research campaign’s objective is to shed light on this area, there

are some things currently known. For example, it is clear that many the

museum’s 5,000 members are very active and vocal. Conversations with the

client revealed that members are active on social media; they enjoy and seek

communication with the client. When the client does not communicate, the

members will reach out to the client. It is also understood that the client’s current

state includes a somewhat elaborate membership system. The OKCMOA has a

well developed website, e-newsletter that is sent out three times per week and a

monthly newsletter that includes a schedule of events.

The OKCMOA is currently the only organization to show short films in the

Oklahoma City Area. A more accurate current reputation for the organization will

be revealed after the research is concluded and analyzed. Previous research the

museum has conducted, such as exit surveys, membership surveys and

interviews will help shed light on membership perceptions, as well as social

media as an engagement tool.

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Main Issues Studied

The main issues studied will be different aspects and opinions surrounding

current membership and potential membership. In this, attitudes and opinions

toward the OKCMOA in general will also be revealed. This research aims to

study why frequent visitors of the museum that are not currently members have

chosen not to participate in the membership program. It also aims to study the

opinions and attitudes of current members and what they value in their

membership and what they do not value in their membership. Increasing and

decreasing trends in membership will be studied as well as the attitudes and

opinions by visitors about the museum industry as a whole and how that can be

related to the OKCMOA.

Organization Performance in Relations to Identified Issue

Currently the museum has identified its most frequent visitor as affluent, middle

aged, white women. It is currently known that the museum has 5,000 members.

According to annual reports from the website, it appears as though this number

has plateaued in the last three to five years or so, either increasing or decreasing

by a very small amount since about 2009. If the client provides a market

segmentation study, it will assist in creating a benchmark for the organization’s

current performance. As previously stated, any other past research or reports will

also aid in the creation of a benchmark and current state of the organization.

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Environmental Analysis

Panoply Three hopes to cross analyze the political, economical, social and

technical issues to assess how these factors exist in relation to the core problem

and opportunity of the campaign. These findings will help form specific,

measureable, attainable, realistic and timely goals and objectives. Through these

analyses, the client will be able to see, through evaluation and cross-referencing,

what aspects of the research campaign can be used in the rest of their

campaign. In order to offer benefits that members and attendees seek, the client

must first know what that is and how to offer it. The client must understand

characteristics of its environment to better understand its publics.

External Environment (Oklahoma City Area)

Oklahoma City, home to the OKCMOA, is a mid-sized city and the state capitol of

Oklahoma. The population of Oklahoma City is just below 600,000, with a

population density of 956.4 persons per square mile. According to the Census

bureau, 62.7 percent of the population is white, with 15.1 percent being African

American, and 17.2 percent being Hispanic or Latino. The City is 50.8 percent

female, with a relatively young population, having just 11.3 percent of its

population over the age of 65. This means that in order to attract a larger amount

of young people to the museum, the OKCMOA is in a good environment to do so.

Museum Industry

The museum industry as a whole has been associated with an elitist stigma for

quite some time and this is a concern that the OKCMOA has expressed. This is

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an issue that will be discussed further in depth during the situation analysis. With

thousands of museums in the United States, it is difficult for just one museum to

break this stigma and be seen as a part of a community. In this analysis, a

discussion of opportunities and threats associated with this stigma will be made

in order to further understand the client and its relationship to the museum

industry as well as the Oklahoma City community. The potential for interviews

and surveys has been discussed with the client to assist in getting a better

understanding of this perception and its prevalence in the Oklahoma City area.

Competition

Among the competitors for entertainment dollars are the Science Museum of

Oklahoma, The Cowboy and Western Heritage Museum, The Oklahoma History

Center and The Oklahoma Museum of Osteology. Non-museum-oriented

competition comes in the form of the various art galleries, restaurants and bars

within Oklahoma City, particularly in the Paseo and Bricktown areas. According

to a membership survey sporting events, movies and travel is also competition

when it comes to spending money allocated to entertainment. These areas are

also potential drains for potential museum members to spend their entertainment

money.

Stakeholder Analysis

Stakeholders include donors, employees, visitors, members, schools, the

museum industry, Oklahoma City, scholars and local artists. Further identification

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of stakeholders will come from the market segmentation study provided by the

client.

Academic Peer-Reviewed Secondary Research Major Findings

In this section, the secondary researched gathered thus far will be

summarized and analyzed for the benefit and further understanding of the issues

facing the OKCMOA. After each explanation, the issues within each piece of

research will be related back to the issues facing the OKCMOA.

From analysis of the research a few major findings have been revealed.

For example, there are several tangible factors that are considered by potential

members when considering a museum membership, but there are also certain

intangible factors that can contribute to membership decisions. These intangible

factors can actually contribute even more to whether or not a membership is

purchased or renewed after a certain period of time. These and other factors are

determinants in whether a relationship between members and a museum can

grow and become engrained within the lives of its patrons, or become “stalled”

and falter. The research also goes into what this term means and the implications

for both member and museum alike. Additionally, research from the Modern

Museum of Art points out that many museums around the country are

experimenting with different interpretations to the member-museum relationship,

ranging from free admission to the general public, to live music, alcohol, and

various other “perks” to members while maintaining a fee for the general public.

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Literature Review

Bhattacharya, Rao, & Glynn (1995), analyzed the degree to which

members identify with the organizations that they are members of, in this case art

museums like the OKCMOA. The researchers investigate members’

organizational characteristics, affiliation characteristics and activity

characteristics in terms of social identity theory. The survey findings produced

through the research process revealed that member identification is positively

related to perceiving the organization as prestigious. Other factors include

donation activity and visiting frequency. Social identity theory could potentially

lead to new understandings of the target audience for the OKCMOA, as well as

other communication theories such as expectancy-violation and attribution

theory.

Austin Montgomery (2012), wrote an article in Chicago Talks about the art

museum industry embracing the change in the long-held stigma of “snootiness”

that has been associated with art museum membership and attendance. The

article states that by establishing relationships with local artists, bars and

restaurants, art museums are establishing themselves as bastions of the

community, rather than a safe-haven for the elite from the rest of society.

According to the article, other factors to consider when attempting to increase

membership and attendance include collaborations with local musicians and the

addition of alcoholic beverages to the museum experience. The OKCMOA is in a

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great place to utilize some of this knowledge considering that it is in a great area

for collaboration with other entities and organizations.

Maher, Clark & Motley (2011), conducted a research study to measure

service quality of a children’s museum. Maintaining that museums are inherently

service entities, they must now try harder to compete for the entertainment

dollars of the modern consumer. The research shows that while families can

benefit the most from a museum membership economically, they are among the

least likely to purchase a membership (p. 40). The OKCMOA’s membership has

traditionally consisted of older, affluent, educated, white women, and could

possibly benefit from a more active family presence within its membership.

D.E.J. Pett (2012), analyzed the use of social media amongst museums in

Britain, and how the use of social media can benefit museums by bringing in

younger patrons and members. As a marketing tool, the article suggests creating

an online brand in order to attract younger members to a museum and creating a

“strong research presence” (p. 1). This would allow for tools such as micro

updates, photo/video-sharing, mobile applications, and new archiving tools to be

accessible to the museum. The OKCMOA has a solid social media presence

thus far, with over 19,000 Twitter followers and over 18,000 Facebook likes.

Social media, however, is always changing and therefore, must be analyzed in

various ways to expand and better the presence of the OKCMOA’s.

Reavey, Howley, & Korschun (2013), addressed the issue of stalled and

waning relationships amongst current art museum members. The researchers

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studied those who failed to renew or foster a relationship with the museum in

particular. The researchers address what they call a “stalled” relationship with art

museums, in which they “discontinue their formal museum membership yet

maintain a positive psychological affiliation with the museum” (Reavey, Howley,

& Korschun, p. 97). The studies find that members who leave their membership

often do not place blame on the museum when they exit the relationship. The

second study analyzes why this phenomenon occurs. These “stalled”

relationships could be a potential problem for the OKCMOA, and therefore, will

be researched further. Paswan and Troy (2004), address the research issue of

motivation for entering into a membership within a museum, particularly in

relation to the different levels of museum membership. They found that museum

membership motivation is comprised of many different levels of motivation,

ranging from tangible to intangible benefits. There are also implications about

motivation in regards to philanthropy and social recognition. The issue of income

has significant implications on whether or not members move up to higher levels

of membership or continues their membership at its current level. Further

researched is required in regards to how many members of each level are

affiliated with the OKCMOA. This information is relevant the various levels of

membership offered by the OKCMOA.

John Falk (2014), interviewed hundreds of art museum visitors, and

hypothesized that “visitors have a working model of what an art museum affords

and self-select to use the museum based on a limited set of identity-related

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aspects associated with self-identification” (Falk, p. 32). Using these aspects,

visitors justify their visit retroactively after it is finished. This information is

relevant because it allows for an understanding of how and why individuals are

motivated to become members of the OKCMOA, and further, why individuals

decide to stay members of the OKCMOA, based on what they are seeking and

what they are receiving from the museum.

Robbins and Robbins (1981), have defined that market segmentation is a

key factor in increasing the probability of museum attendance and membership.

The OKCMOA has done a great job thus far of identifying its niche markets. We

know from our initial research that the majority of members are affluent, older,

educated white women. We also know from our client that membership amongst

younger demographics is not where the museum would like it to be. Robbins and

Robbins maintain that there is potential in the moderate attendee market.

Depending on how the numbers for each membership work out, moderate

museum attendees seem to be a large portion of the profit-generating population,

and according to Robbins and Robbins “This market segment appears to be

worth pursuing because of its size and potential” (Robbins & Robbins p. 74). This

information is relevant in that it allows the OKCMOA to pinpoint where it is most

likely to succeed in targeting members of the population for addressing

membership.

Glynn et al. (1995), explored the concept of art museum membership and

cultural distinction in terms of the benefits that are received with a museum

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membership in comparison to how the individuals feel about each of these

benefits. The study honed its focus to two particular areas of the membership

schema: free museum admission and invitations to special museum events. After

analyzing these tangible benefits, the Glynn et al. article goes on to note that

“while 90 percent of members report that they are likely or very likely to renew

their membership the following year, less than one-fifth of the membership visited

the museum six or more times in the previous year (Glynn et al. p. 261). This

means that in at least some part, the motivations for entering a museum as a

member or maintaining a membership are not solely economical. This

information is relevant to the OKCMOA because it addresses several of the

“intangible” factors of deciding to purchase a museum membership that can be

difficult to measure, once the museum can understand why individuals visit and

belong to the OKCMOA, a campaign can be derived in order to engage and

provide specific benefits.

New York Times contributor Elizabeth Olsen (2013) wrote an article

regarding museums trying to gain a steady following of repeat visitors by creating

a more accessible and friendly atmosphere in an attempt to get away from the

“snooty” image of museums. The article addresses that entertainment dollars get

stretched to different venues, and that by recruiting a younger audience, and

museums can gain more long-term patrons. Some museums have experimented

with eliminating their attendance fees altogether to encourage younger patrons to

come and visit, while others keep their fees but encourage “rewards programs”

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for repeated attendance, such as dining discounts or invitations to exclusive

events. An emphasis on atmosphere is being increasingly experimented with

among many museums, incorporating live music, food, and alcoholic beverages

to encourage an all-encompassing museum experience. Critics are weary of

those museums that have eliminated their membership fees, however, saying

that by allowing free admission essentially cuts the benefits of membership in

half, which could lead to a possible decline in membership. The information in

this article is relevant to the OKCMOA because it highlights two different systems

and entails two possible projected outcomes, allowing for more informed

decisions to be made in future endeavors.

Goals of the primary research

Before starting secondary research, it was established that the museum

had a strong member base as well as a strong social media presence and

communications with there target audiences. It is also important to realize that

there is always room for improvement when it comes to social media. The

OKCMOA has expressed its desire to receive help in figuring out the

characteristics of members as well as nonmembers, in order to strengthen the

bond with current members and figure out what will make frequent visitors want

to purchase a membership. In the initial client conversation, membership benefits

were discussed, and the need to find out what was most important benefit to the

members as well as frequent visitors.

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The goals of the primary research are to identify current attitudes of

members and nonmembers in relation to museums in general and the OKCMOA,

also to gain an understanding of the characteristics of the typical membership

holder. Another goal is to plot the “path to purchase” that current museum

members go through and apply those findings to potential members. The “path to

purchase” is designed to ask a series of questions that identify the thought

process behind whether or not somebody chooses to leave the house at all,

where he or she wants to go, and why. This “path to purchase” study will also be

conducted with infrequent museumgoers in an attempt to identify the thought

process behind why they do or do not choose to go to the OKCMOA. Once

members and nonmembers have identified the most important benefits of

membership, the OKCMOA can use this information to improve the membership

program if necessary to increase sales and continued membership, as well as

strengthen relationships and engagement between members and nonmembers.

Panoply Three will search traditional media sites in order to find compelling

content and research that can clearly be applied to the clients needs.

Traditional Media Search and Analysis

Different databases were used in conducting secondary research to find peer-

reviewed and scholarly articles as well as new articles from credible media

sources. Some of the databases and scholarly journals Panoply Three has used

include JSTOR, Academia.edu, Journal of Marketing, International Journal of

Arts Management, International Journal of Nonprofit and Voluntary Sector

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Marketing along with articles from the New York Times and the Museum of

Modern Art. The main keywords used to search for these articles contain,

“museum,’” “membership” and “nonprofit.”

Major Findings

The major themes of our findings were predicted to include the entertainment

value of museums and other entertainment competitors. Discovering what the

members consider to be their main benefit will also help to give insight on what

the client should communicate to potential members. Another main finding will be

how social media platforms can be used to reach new audiences and engage

with current audiences. Findings will tell who the most typical visitor to the

museum is and all major findings will have something to do with the issue of

membership. Panoply Three will analyze findings from publications and programs

in local, regional and national media. The firm will then apply it to the OKCMOA

campaign. Publications and media hits will be investigated as well as the manner

in which the media covers the museum industry as a whole, and the OKCMOA.

Once it is known what the media and target audience are talking about and how

they are talking about the museum industry, it will be assumed that the same is

true for the OKCMOA. This information will be used to drive the research

questions and campaign.

Conversational and Social Media Search Analysis

The client’s social media websites will be examined using databases such as

Sprout, Social and Google Analytics in order to see which trends are most

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popular and which developments the target audience is most responsive to. It is

important to monitor conversations within the region and state of the OKCMOA

as well as conversations taking place outside of the state. The competition in the

state must be analyzed in order to find out where potential museumgoers are

spending their entertainment dollars. Postulations made about similar museums

and the industry as a whole can also be assumed true about the OKCMOA.

Border states with somewhat similar population and entertainment options can

tell the client a lot about implementing plans to enhance membership and

attendance. What is learned from these findings will be used to advise the client

on more effective social media tactics and more efficient communications with

members and nonmembers.

Primary Research

Goals of Qualitative Research Study

As a whole, qualitative research focuses more on the “what,” but also the “why”

and “how” of the campaign. This qualitative research study aims to give insight

on the current attitudes of our publics as well as why they feel this way. This

research will objectively measure the attitudes toward membership and the

museum as a whole by members, as well as nonmembers. The client must find

out how the key audiences want to be contacted. Statistics for these two groups

will be analyzed separately. Qualitative research methods can be used effectively

to gain insight on the visitors of the museum as well as potential customers for

the museum.

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Potential Research Questions

Based on the discussion with the client about what the issues are that they are

facing Panoply Three has created three possible research questions. Further

collaboration with the client will establish the research questions and the direction

the rest of the research campaign will continue in.

RQ1: What is stopping frequent museumgoers from becoming members?

RQ2: What do target publics see as the most valuable benefits of membership?

RQ3: How can the museum increase engagement with members as well as

potential members?

Data gathering: Participant Observation

Panoply Three will use participant observation in the museum, upon

permission granted by the museum.

Data Gathering: Interviews

Members of Panoply Three will informally interview visitors to the

museum.

Data Gathering: Surveys

Panoply Three will work along side the client to conduct membership

surveys to be sent to the members and returned. Exit surveys will also be used to

configure assumptions about attitudes of frequent attendees.

Panoply Three will use the findings to triangulate and overlap with the

secondary research. All findings will be compiled and the data will be analyzed

and used to implement the campaign.

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Discussion

The themes found in secondary research and qualitative studies will help

Panoply Three to inform future campaign planning. These themes lead to the

SWOT analysis of the client’s organization, as well as the underlying core

problem and opportunity of membership. The research will also be used to help

connect with a more engaged target audience.

Quantitative Research

Similar to the qualitative research, the quantitative research aims to gain further

insight to help answer research questions. The quantitative research will give

objective findings to help establish a benchmark and a way to measure results.

The OKCMOA has already created a survey to be distributed to members.

Panoply Three will create questions to add the survey in order to gain insight into

the buyers mind.

Conclusion

The research conducted by Panoply Three for the client, the OKCMOA,

will serve to conceptualize the subject of membership, redefine membership and

identify how members and nonmembers view the museum in the Oklahoma City

area. The secondary research gathered has been summarized and analyzed and

will be presented to the client to be used to implement a plan. The careful

analysis of research conducted thus far in relation to the research given to

Panoply Three by the client will be used to finalize the next steps in the research

campaign. After collectively deciding on a research plan with the client, Panoply

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Three will use the different research tactics discussed to assist the OKCMOA in

achieving its objective of setting a benchmark and gaining insight for a campaign

to increase and further engage members and potential members.

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Situation Analysis Strengths

Currently the OKCMOA has a well-established membership program and

following, with 5,000 current members. After talking to the client we have

discovered that the 5,000 existing members are well engaged on social media.

The OKCMOA Facebook has 19,137 “likes,” and their Twitter following is large

with 20,500 followers and 7,926 tweets. The members are also very responsive

to the calendar of events sent out on the first of the month, and enjoy the

electronic newsletter that is sent out three times a week; the organization will

actually receive emails from members if this calendar is late. This is good

because it shows that current members are very engaged and want to hear from

the organization.

The OKCMOA website is also a strength for members, the organization

and visitors. Since the website is developed, it is easy to navigate and find

information quickly, thus the organization has yet another outlet through which to

reach their audience on top of their social media accounts.

Another strength of the organization is the variety of benefits each

member receives. The elaborate membership system offers many different levels

of membership that can cater to people in different economic classes, making it

more accessible as a whole. The OKCMOA is also the only place in the

Oklahoma City area that shows short films, giving it a differential benefactor that

other art and culture organizations in the area do not offer.

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According to Bhattacharya, Rao and Glynn’s article (1995), “Understand

the Bond of Identification: An Investigation of Its Correlates Among Art Museum

Members,” members want to feel valuable and that they are a part of the

organization and will identify themselves with that organization. This will create

loyalty and positive word of mouth. (p. 263) Since the OKCMOA has a strong

membership base; there is strong potential for the strength of identification to

also turn into an opportunity for a grassroots movement to expand. “Some

studies show that, on average, retaining existing customers is six times less

expensive than luring new customers” (Chattacharya, Glynn & Rao, 1995, p.

265). According to the membership survey, the OKCMOA has a large number of

members. With high quality events and services, they can easily remain

successful by retaining current members. These are some of, but not all of the

organization’s strengths. Research and communication on membership loyalty

and frequent visitors will expand knowledge on what the museum can offer to

increase number of both audiences. Next, there will be a discussion of the

organization’s weaknesses.

Weaknesses

While it is beneficial to identify an organization’s strengths, it is even more

important to identify the weaknesses to find room for opportunities and

improvement.

From research and conversations with the client, it has already been

identified that many memberships are purchased in the winter months,

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specifically the month of and December. The museums sees a $20,000 increase

during these months. This means that the months with the least amount of

membership purchases are November and the summer months of May, June

and July. The museum should focus on reaching the audience during these

months with decreased sales.

The OKCMOA also struggles with attracting a diverse crowd. Through the

membership surveys has been identified that attracting diverse, young

professionals in the Oklahoma City area is proving to be a difficult task, and a

solution has yet to be found. The organization currently lacks the ability to

infiltrate the younger audience they seek to bring in.

Not only can the museum not attract this younger crowd, it also currently

has a very narrow demographic of members, 92 percent of members being

Caucasian. The client described their most common visitor as an “affluent,

middle aged, white female.” Our research so far has shown that a certain desire

to help future generations through the proliferation of the arts has a strong

correlation with the people who have a museum membership. The desire to

nurture future generations has been shown to be much higher in women than in

men. This explains the large number of affluent, older white women who make up

the museum’s membership.

The next weakness is one that the entire museum industry struggles with,

including the OKCMOA. The stigma that museums are

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uppity and elitist organizations is not a new phenomenon. According to an article

published by Chicago Talks, many museums are trying to break down the

pretentious image of museums. “We are trying to break down that stigma that

most galleries have, that I’ve got to look a certain way, just to walk in the door,”

said the director of the Jackson Junge Gallery in Chicago (Clark, Maher &

Motley, 2011). The OKCMOA has also stressed that this is a current weakness

and that changing from an elitist perception to a community organization is

something they need to improve on.

Low awareness of membership benefits is something that many different

industries, including the museum industry, struggle with. Many museumgoers

that do not have memberships are simply unaware of the benefits they are

missing out on. According to an article, Measuring Museum Service Quality in

Relationship to Visitor Membership: The Case of a Children’s Museum,

“…whether due to financial constraints or a lack of knowledge, (families) do not

choose to become museum members. Ironically, museum membership is of most

benefit to this respondent group” (Montgomery, p. 40). Although research is

currently being conducted on member’s attitudes toward their membership by the

OKCMOA, this is such a common problem in museums that it will be beneficial to

keep it on the radar. Research states that many frequent visitors are not getting

the full potential out of the museum offerings as they would if they purchased a

membership. Monetary expenses would be the same either way, if not less, by

obtaining a membership.

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Opportunities

Many times, an organization’s weaknesses can actually become their

greatest opportunities for improvement. For example, the museum is struggling

to engage with members and frequent attendees, informing them about the

membership program, and all of its benefits. The museum has the opportunity to

use current members to expand the program by offering chances to win gift

memberships for friends; 54 percent of members said they would enter a contest

to win a gift membership.

The OKCMOA also has an amazing opportunity to engage new people

through their social media platforms, offering interaction. “Digital media now

provide a way to interact and engage dialogue with a new audience, for example

a younger or worldwide audience could now be courted by a local museum,

where previously this may have been beyond their means” (Pett, p. 1). This is

especially true since social media now percolates into all societal levels. The

OKCMOA already has a strong presence on Twitter and Facebook. Using the

current outlets and possibly other outlets, such as Instagram, could be a huge

opportunity to reach people with low monetary expenses. Creating a cohesive

brand image throughout all social media platforms should be a major branding

goal of the OKCMOA. Being a staple organization in the Oklahoma City area

offers the opportunity to unite the community as a whole.

The OKCMOA has the opportunity to change the face of the organization

from elitist organization to community-based. Instead of being associated with

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high-society only events, they can brand themselves as an entertainment source

for the community. Some examples are supporting local artists and giving them

exposure, as well as giving the citizens in the Oklahoma City area opportunities

to become involved in community events, by voting, and interacting through

social media. By establishing the strong network with local artists and community

members, they can identify themselves as a member and partner to the

community instead of an outside organization.

The current controlled media, such as the newsletters and calendars and

even the social media, are all opportunities waiting to be taken advantage of.

These media can easily be turned into promotional tools for membership and the

museum as a whole.

Threats

Weaknesses, if not confronted, become threats to an organization’s

success. These threats hang over the organization holding it back from reaching

full potential. One main threat to the success of the OKCMOA is the other

entertainment venues in the area. Museum oriented competition comes from four

other museums in the area; Science Museum of Oklahoma, Cowboy and

Western Heritage Museum, Oklahoma History Center, and The Museum of

Osteology. As well as artistic and entertainment venues that may be competitors

due to monetary entertainment funds.

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Only having three months to accomplish goals makes for a short deadline.

This time frame will be a potential threat to making any sort of substantial impact

within the organization or to attaining a set of tangible results.

Poor engagement with membership will eventually lead to a lack of

continued membership, as well as a decrease in membership purchases.

Members may join for a variety of reasons and benefits, but there is also a

variety in reasons for discontinued membership. There are two main reasons

people fail to renew their memberships; they lost interest in membership due to

lack of interest in exhibits, or they were not attending the museum enough to

warrant renewing their membership (Reavey, Howley & Korschum, p. 91).

“People perceive the value of a membership in terms of free tickets, merchandise

discounts and for the membership’s economical appeal.” These are reasons why

people may join, but the people in this group eventually discontinue because they

did not gain the benefits they thought they would (Reavey, Howley & Korschun,

p. 97).

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Core Problem and Opportunity

The Oklahoma City Museum of Art is currently not reaching its full

potential as it pertains to membership, but with the right research, resources and

tactics in this campaign, it has the opportunity to better increase and sustain

membership, as well as engage members and frequent museum attendees.

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Goal and Objectives

Introduction

This strategic communications planning matrix will guide Panoply Three’s

planning process for the campaign. This plan will ensure that research and data

are applied to solving the core problem and opportunity. These objectives and

goals will assist the OKCMOA in strengthening relationships with their target

publics, resulting in an increased probability of higher engagement on social

media and membership purchases and renewals.

Goal

Employ social media and other engaging tactics in order to strengthen

relationships with members and frequent attendees, while increasing

membership renewals as a whole.

Objectives

1. Keep membership levels at or above the current number.

2. Increase social media presence by 300 Instagram followers by May 6,

2014.

3. Create consistent tone throughout all social media outlets through tactics

using all platforms.

4. Engage frequent museum attendees to learn what they value most about

museum visits through the use of 75 quote cards by May 9th.

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5. Increase awareness of membership through publications that the museum

can promote in the museum café and keeping track of the number of

people exposed to the information.

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Key Publics and Messages

Introduction

Two publics have been chosen for this research campaign due to limited

time of three months. The two publics selected are museum members and

donors and frequent museum. This analysis of key publics and messages aims

to give direction to the campaign to be conducted by Panoply Three. Elements

that will be used to identify target publics and their specific messages include

demographic and psychographic profiles, motivating self-interests, status of

relationship with the organization and membership, and third party influencers.

Museum Members and Donors

Involvement of these fundamental members is essential to the

organization as well as this campaign. These members do not only have the

potential to donate, they also are highly influential in creating further support from

other members in the community in which they are highly regarded. They have

the potential to be strong advocates for the museum to other members, and more

importantly frequent visitors. Panoply Three can use these members as an

intervening public to evaluate what membership benefits are most valued. This

public is valuable because they are already acquainted with the museum and its

membership program. However, it is important for the organization to become

more familiar with them so they feel valued and continue their membership with

the organization.

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Primary Message

Because you are personally associated with this organization and you are

highly regarded within your community, your support and engagement with the

museum and other attendees is imperative to creating an enthusiastic online

community.

Secondary Messages

To successfully collect surveys, cooperation from current members is

going to be vital. The OKCMOA receives feedback from social media outlets, but

these surveys will require slightly more effort and attention in order to

successfully create benchmark for the campaign. The OKCMOA will need to

enlist the support of this target audience in order to accomplish the objective at

hand.

In order to gain increase overall membership numbers, it is important that

current members are advocates for membership by engaging with the museum

and other attendees.

Primary Message

In order for you to feel valued and identify with the museum, we want to

show loyalty to you and the Oklahoma City community at large through

engagement on print and online platforms.

Secondary Message

According to research, these publics are intellectuals, and valued

members are most likely to respond to an appeal from an executive at the

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museum or somebody they respect and regard as important within the

organization. By establishing relationships within the community, rather than a

safe haven for the elite, the museum will be viewed as a hospitable and

welcoming part of the Oklahoma City community.

Frequent Museum Attendees

Insight from this public is desired because they can answer the research

question of what stops frequent attendees from taking the next step and

becoming members. These attendees do not only have the potential to become

members and create revenue for the museum, they also hold key information

about what is valued most in a membership. These frequent attendees are often

locals, families and entertainment seekers. They also posses important

information about what motivates people to come to the OKCMOA over other

entertainment venues. Communicating with these publics also has the potential

to further inform these attendees about membership benefits that could possibly

persuade them to make the commitment to purchase. They may be involved but

not as engaged as they could be in the museum environment, because they may

feel isolated from the organization. For this reason, engaging them on social

media has the potential to make great changes in their opinion of the museum.

The surrounding community and/or current members may influence this

audience. Since they are clearly invested in the museum, it is important to inform

them of the benefits to both them and the organization.

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Primary Message

As a frequent visitor, you value the museum and we value your opinion

and would appreciate your input on what you see as most significant in the

OKCMOA.

Secondary Message

This audience’s opinion and input in the campaign is vital because an

outside perspective on membership will be received.

This public needs extra convincing to join their peers and become

members so they feel more invested and important to the museum. This

audience needs to see benefits not only to the organization and community

surrounding it, but also to themselves because people, in general, are self-

interested. By including them in social media engagement tactics, they will feel

important and valued to the museum and that could help solidify their connection

to the OKCMOA.

Primary Message

The donation of your time and engagement on social media is vital in this

campaign in order for us to successfully evaluate what makes you want to visit

our museum for entertainment purposes.

Secondary Message

Part of the research being conducted is to understand why nonmembers

do or do not choose to spend their time and money at the OKCMOA. This

audience is that key public that we must gather this information from. Their

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participation and engagement online will be as insightful as the participation from

members and it is important to make them feel valued so they will go out of their

way to contribute.

Partnership with this audience can tell who influencers are in the

community as well as information about entertainment competition in the area. It

can also lead to the enlightenment of what the most popular features the

museum has are. These features are what are bringing people to the museum

and may be beneficial to know for future campaigns conducted by the OKCMOA.

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Strategies and Tactics

Introduction

Matrix step six involves the design of underlying strategies for the

campaign, with each one involving several possible tactics for approval and use

for the OKCMOA. These strategies and tactics will focus on the key publics in

order to reach, effect, and change of behavior for our target audiences. Two

publics have been chosen for this campaign; museum members and donors and

frequent museum attendees. Because of the limited time frame Panoply Three

has chosen to examine those with the closest connection to the museum and

those who routinely support museum efforts.

Museum Members and Donors

Strategy one: Solidify the relationship with the organization and this public by

engaging with them on social media. Strengthening relationships with these

members is the first step in ensuring continued support and growth within

membership levels. Research shows this public values their relationship with the

organization and feeling that their opinion and presence is valued.

Tactics:

• Create and promote Instagram account by creating posts that call for

members to interact on all social media platforms (Facebook, Twitter and

Instagram).

Strategy two: Secure continued membership by using current members to

promote membership programs.

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Tactics:

• Member Spotlights

• Create copy that highlights the existing members of the museum

and post on all social media platforms.


Strategy one: Solicit tactics to inform frequent attendees about membership

programs and persuade them to purchase through these methods of contact

from the organization.

Tactics:

• Put table tents on the tables in the café and lounge area with information

on the benefits of membership.

Strategy two: Express gratitude for their support of the museum and recognize

them for their contributions in the community and the museum.

Tactics:

• Quote cards for social media.

o Design, copy and print quote cards. Select final quote cards to be

featured on social media based on quality of responses.

• Posts for social media about social media contests.

o Design copy for OKCMOA to post contest details to social media

accounts.

o Create, plan and manage content for the museum’s Instagram Art

Hunt.

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Strategy three: Interact with visitors on digital platforms

Tactics:

• Update website with link to Instagram.

• Provide suggestion cards through email for members and frequent visitors

that offer their email address.

• Provide early renewal discounts to current members.

• Members who refer new members receive a discount on their next

upgrade.

• Design punch cards for frequent attendees.

• Spotlighting local artists in conjunction with local bars and restaurants.

KEY: All members participatedJanuary Feabruary March Aprill MayWeek 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3 Week 4 Week 1

Secondary Research X X X XInitial client Skype/phone meeting XSurvey creation X X XMatrix Step 1-3 X X XResearch Report XMatrix Step 4,5 XMatrix Step 6 X XMatrix Step 7, 8, 9 X XMatrix Step 10 XIn-person client meeting 1 XMember survey sent out XReceive data from surveys X XProgress Report 1 XProgress Report 2 XProgress Report 3 XProgress Report 4 XProgress Report 5 XTacticsGive "shout-outs" on social media XCreate instagram account XCreate informative table tents with membership information XCreate quote cards X"Shout-out" on social media XSocial media contests X XInstagram scavenger hunt X XRecommendations Update website XProvide suggestion cards through email XProvide early renewal discounts to current members XMembers who refer new members receive 10% off upgrade XMembers who maintain membership for 3+ years receive 10% off renewal XDesign punch cards X

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Calendar

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Calendar

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Calendar

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Calendar

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Calendar

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Budget

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Budget

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Budget

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Budget

Detail Per Item Cost In-Kind Donation Total Projected Total Actual Total Cost for Client Agency Time Billed ($50/person/hour)Key Public Museum Members and Donors

StrategyShow loyalty to current members and donors

TacticsShout-outs on social media (i.e. "Member Spotlight")

Organized by OKCMOA staff No cost No cost No cost No cost No cost $75

Update online website information (i.e. museum success/history etc.) Curated by OKCMOA No cost No cost No cost No cost No cost $75

Create Instagram account

Created by Panoply Three, managed by OKCMOA No cost No cost No cost No cost No cost $100

Strategy Secure continued membership

TacticsProvide early renewal discounts to current members Curated by OKCMOA

Student$2 Individual$5 Dual$7.50 Family$8.50 Fellow$10 Friend$50 Sustainer$100

10% of each renewed membership



10% of each renewed membership $75

Members who refer new members receive 10% off membership upgrade Curated by OKCMOA






Members who maintain membership for 3 or more years receive 10% off renewal Curated by OKCMOA






Create content to promote Instagram account

Created by Panoply Three, managed by OKCMOA No Cost No cost No cost No cost No cost $300

Key Public Frequent Museum Attendees

StrategyInform frequent attendees about membership programs

Tactics Table tents 50 @$0.10 each $0.10 $5.00 No cost No cost No cost $750Quote cards for Twitter handles 500@$0.10 each $0.10 $50.00 No cost No cost No cost $450

StrategyExpress gratitude for visiting the museum

Shout-out on social mediaCurated by Panoply 3 & OKCOA No cost No cost No cost No cost No cost $75

Design Punch CardsDesgined by Panoply 3 1,000@$0.10 each $0.10 $100.00 No cost No cost No cost $75

Strategy Interact with visitors on social media

TacticsSocial Media contests for free dual membership

Created by Panoply Three, managed by OKCMOA $75 $75 $75 No cost No cost $75

Instagram scavenger hunt

Organized by OKCMOA staff & Panoply 3 No cost No cost No cost No cost No cost $750

Total Projected Agency Cost$2,950

In-kind Donation by Panoply 3* All printing costs handled through Gaylord & Stationary provided by OKCMOA No cost

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Budget

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Communication Confirmation Table

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Calendar

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Communication Confirmation Table

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Calendar

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Calendar

Key Public Self-Interests Primary Messages Influentials Objectives Strategies Tactics

Members and Donors

Opinion leadership, Peer esteem, sense of belonging, art in the community.

1. Because you are personally associated with this organization and you are highly regarded within your community, your support and engagement with the museum and other attendees is imperative to creating an enthusiastic online community.

Peers on boards, board members, professional colleagues, friends and family.

Keep membership levels at or above current number.

1. Show loyalty to current members and donors

Members who refer new members receive 10% off upgrade

2. In order for you to feel valued and identify with the museum, we want to show loyalty to you and the Oklahoma City community at large through engagement on print and online platforms.

Increase social media precense by 300 instagram followers by May 6, 2014.

2. Secure continued membershipby using current members to promote membership programs

Members who maintain membership for 3+ years receive 10% off renewal

Create consistent tone thoughout all social media outlets through tactics using all platforms. Create instagram account

Give "shout-outs" on social media Update websiteProvide suggestion cards through emailProvide early renewal discounts to current members


Community status and respect, family, enterntainment, networking, learning, being cultured.

1. As a frequent visitor, you value the museum and we value your opinion and would appreciate your input on what you see as most significant in the OKCMOA.

Family, friends, co-workers, peers, community leaders, supervisors.

Engage frequent meseum attendees to learn what they value most about museum visits through the use of 75 quote cards by May 6th.

1. Inform frequent attendees about membership programs.

Create informative table tents with membership information

2. The donation of your time and engagement on social media is vital in this campaign in order for us to successfully evaluate what makes you want to visit our museum for entertainment purposes.

Increase awareness of membership through pubications that the museum can promote in the museum café and keep track of the number of people exposed to the information.

2. Express gratitude for visiting the musuem. Instagram Art Hunt

Create consistent tone throughout all social media outlets through tactics using all platforms.

3. Interact with visitors on social media. Create quote cards

"Shout-out" on social mediaDesign punch cardsSocial media contests

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Evaluation Criteria Members and Donors Objective 1

Criteria Increase social media engagement with current members on Facebook, Twitter and Instagram and increase Instagram followers by 300 accounts by May 6, 2014. Tools Measure engagement by monitoring the increase of Facebook page likes, Twitter followers and Instagram Followers. Measure engagement by monitoring interactions such as Facebook comments, likes to posts, replies to tweets and comments and likes of photos on Instagram.

Objective 2

Criteria Use Instagram, Twitter and Facebook for Member Spotlights in order to create a positive attitude about the museum and being a member by 50 impressions by May 6, 2014. Tools Measure engagement by tracking how many people interact with OKCMOA social media posts about member spotlights. Interactions include replies to tweets, retweets, “favorite” of tweets, Instagram photo likes and comments, and Facebook post likes and comments.

Frequent Museum Attendees Objective 1

Criteria Engage frequent museum attendees to learn what they value most about museum visits through the use of 75 Quote Cards by May 9th, 2014. Tools Engage frequent museum attendees by getting 75 out of 500 responses to quote cards. Analyze what visitors value using records kept on exit surveys, quote cards and social media interaction.

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Objective 2

Criteria Increase engagement on social media with frequent attendees by 300 followers on Instagram by May 6, 2014. The Instagram Art Hunt will be tracked as well. Tools Panoply Three will measure engagement by counting “likes,” follows and tags of OKCMOA Instagram. Also Panoply Three will track how many people participate in the art hunt as well as how many people take a picture with the piece of art. It is important to keep track of the number of visits during the art hunt. Track visitor numbers to see if the campaign encourages a higher number of visitors than other weeks.

Objective 3

Criteria Increase awareness about membership programs and opportunities by creating an informative publication that the museum can promote in the museum cafe. Tools Increase awareness and access to information by creating table tents to be put in the lounge areas of the museum. This can be measured by keeping track of how many people are exposed to the table tent while it is on display.

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Outputs, Outtakes and Outcomes Tactic One: Create and promote Instagram account by creating posts that call for members to interact on all social media platforms (Facebook, Twitter and Instagram).

• Output o Posts on Facebook promoting Instagram account

§ Potential to reach approximately 19,152 followers o Posts on Twitter promoting Instagram account

§ Potential to reach approximately 20,500 followers • Outtake

o Twitter § Three retweets and three favorites

• Outcome o Instagram

§ Instagram gained 339 followers o Twitter

§ Three retweets and three favorites to a total audience of 22,300 followers

Tactic Two: Create copy for Member Spotlight to be posted on all social media platforms, highlighting existing members.

• Output o Post on Facebook

§ Potential to reach approximately 19,152 followers o Post on Twitter

§ Potential to reach approximately 20,500 followers o Post on Instagram

§ Potential to reach approximately 339 followers • Outtake

o Facebook § Four likes and one comment

o Twitter § One retweet by Let’s StartUp OKC!

o Instagram § 14 likes and one comment

• Outcome o Facebook

§ The member featured interacted with the museum by commenting on the post.

o Twitter

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§ Retweeted by Let’s StartUp OKC! for a total audience of 23,964.

o Instagram § A follower engaged by commenting that she had the

spotlighted member as a teacher and 14 other followers liked the post.

Tactic Three: Create and place table tents on café tables that promote benefits of membership and all social media accounts.

• Output o Put table tents on tables in café. o Potential to reach all visitors of the café.

• Outtake o Table tents were up for 16 days on all tables.

• Outcome o An estimated 200 guests per day were exposed to the table

tents, totaling 3,200 impressions. Tactic Four: Create quote cards for visitors to pick up and fill out at front desk. These quote cards then have the potential to be posted on social media to interact with guests by using their provided Twitter or Instagram handle.

• Output o 500 quote cards placed at front desk to be taken and filled

out by visitors. • Outtake

o Potential to reach all visitors to the museum (until quote cards are all distributed).

• Outcome o Four quote cards were filled out and returned and the

museum chose to post two. o One of the tagged visitors engaged by replying to his

featured tweet, saying “Highlight of my OKC trip.” This visitor has 1,924 followers.

Tactic Five: Create posts for social media to highlight social media contests on all platforms.

• Output o Posts on Facebook

§ Three posts on Facebook about Art Hunt o Posts on Twitter

§ Three posts on Twitter o Posts on Instagram

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§ Four posts on Instagram about Art Hunt • Outtake

o Post on Facebook § Potential to reach approximately 19,152 followers

o Post on Twitter § Potential to reach approximately 20,500 followers

o Post on Instagram § Potential to reach approximately 339 followers

• Outcome o Facebook

§ 14 likes and six shares for a total audience of 23,360. o Twitter

§ Two retweets and one favorite for a total audience of 20,978.

o Instagram § Total of 67 likes and one comment on the promotional

posts. § 12 participants in the Art Hunt for a total audience of

4,371.

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Appendix A: Major Social Media Findings Facebook:

• The Oklahoma City Museum of Art Facebook page has 19,152

“Likes”

• There are 181 total “Likes” for the last 30 posts, which averages

out to .009 “Likes” per follower.

• For the last 30 posts there is an average of 6.03 “Likes” per

post, this signals a low interaction of followers

Instagram:

• The Oklahoma City Museum of Art Instagram has 339 Followers

• There are 362 “Likes” over the past 30 posts, which averages

out to 1.06 “Likes” per follower

• The average “Likes” per post is 12.06, exactly double that of the

Facebook page.

• This signals very high interaction on Instagram.

• Facebook has 56.4 times the number of followers as Instagram

with only half of the interaction.

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Appendix B: Recommendations The following recommendations are based on the research at hand and cannot be implemented in our time frame, but should still be implemented in line with the campaign.

• Update website, and put Instagram link on website.

• Create talking-point handouts to be given to employees when there

is a social media challenge taking place.

• Create buttons for employees to wear that say “Ask me about XYZ

challenge!” to help engage visitors.

• Provide suggestion cards through email for members.

• Provide early renewal discounts to current members.

• Members who refer new members receive a discount on their next

upgrade.

• Design punch cards for frequent attendees to use. Upon their tenth

visit, offer a discount on membership purchase.

• Spotlight local artists in conjunction with local bars and restaurants.

Potentially use Art After 5 as a venue for these local artists to

showcase work and hold a local artist contest to create interaction

with guests.

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Appendix C: Member Survey and Results

This survey was sent to all members via email in March 2014. The results have been analyzed and translated into a comprehensive infographic (see below). “Members’ Survey 2014” January 28 – meeting on Member survey February 3 – draft of survey complete February 20 – mail hard copy to Friends and Sustainer members February 24 – email survey to all members March 3 – reminder email March 7 – close survey What is your gender? Male Female What is your ethnicity? Caucasian African American/Black Hispanic/Latino Asian Other What is your current household income? Below $25,000 $25,000-$50,000 $50,001-$75,000 $75,000 or more

Do you have children under 18 years old? YES/NO Do you have grandchildren under 18 years old? YES/NO

What is your age? Under 21 22-30 31-40 41-50 51-60 61 or over

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What is the highest degree or level of school you have completed? If currently enrolled, highest degree received. High school graduate or GED Trade/Technical/Vocational Training Associate Degree Bachelor’s Degree Master’s Degree Doctorate Degree Other

What is your current marital status? Single, never married Married or domestic partnership Widowed Divorced Other How long have you been a member of OKCMOA?

1 year or less 2 to 5 years 6-9 years 10+ years

Why did you become a member of OKCMOA? (select all that apply) Interest in art Support of the arts Special exhibitions Free admission and discounts Museum’s permanent collection galleries Destination for family/visitors Education programs/public programs Received as a gift How often do you visit the Museum galleries? Rating: 1 Not at all – 5 Very Frequently How often do you visit the Museum Cafe? Rating: 1 Not at all – 5 Very Frequently How often do you visit the Noble Theater? Rating: 1 Not at all – 5 Very Frequently How convenient are the Museum’s hours of operation to your schedule? Ratings: 1 Not convenient at all, 5 Extremely convenient

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Would you like to see the Museum offer: More open evenings Yes/No Extended weekend hours Yes/No What membership level do you currently have?

Student Individual Dual Family Fellow Friend Sustainer

STUDENTS, INDIVIDUALS, DUAL, AND FAMILY MEMBERS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:

Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays Lectures ARTonTAP Renaissance Ball Omelette Party Gallery talks Museum School classes Films

Please rate the following membership benefits by value to you. Ratings are: 1 (least valuable) to 5 (most valuable)

Unlimited free admission Museum film discount Museum Store discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news

FELLOW MEMBERS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:

Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays Lectures ARTonTAP Renaissance Ball Omelette Party Gallery talks

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Museum School classes Films


Unlimited free admission Museum film discount Museum Store discount Museum Cafe discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news Complimentary guest passes Participation in the North American Reciprocal Membership Program (NARM)

FRIENDS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:

Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays ARTonTAP Renaissance Ball Omelette Party Gallery talks Museum School classes Films James C. Meade Friends Lecture Series Annual Friends Dinner in May


Unlimited free admission Museum film discount Museum Store discount Museum Cafe discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news Participation in the North American Reciprocal Membership Program (NARM) Complimentary guest passes Complimentary film tickets Complimentary admission to the James C. Meade Friends’ lecture Series with receptions and the annual dinner in May

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Would you be willing to pay a nominal fee for the James C. Meade Friends’ lecture Series annual dinner in May to help offset the cost of bringing better speakers to the Museum? Yes No Possibly SUSTAINER MEMBERS ARE ASKED: What programs did you or a family member attend over the last year? Select all that apply:

Exhibition openings/previews Art After 5 (Thursday nights)/Roof Terrace Drop-In Art on Saturdays ARTonTAP Renaissance Ball Omelet Party Gallery talks Museum School classes Tiny Tuesdays Free Family Day Films James C. Meade Friends’ Lecture Series The annual Friends dinner in May Sustainer Patron Preview or uncrating event The Behind-the-Scenes tour Sustainer Oscar Brunch


Unlimited free admission Museum film discount Museum Store discount Museum Cafe discount Free family programs (Drop-In Art, Tiny Tuesdays, Family Day) Members’ only events CONNECT magazine Weekly e-news Participation in the North American Reciprocal Membership Program (NARM) Complimentary guest passes Complimentary film tickets Complimentary admission to the James C. Meade Friends’ lecture Series with receptions and the annual dinner in May Invitation to the Sustainer Oscar Brunch Invitations to the Behind-the-Scenes tours and Patron Preview events Recognition on the Donor wall in the Museum lobby

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Would you be willing to pay a nominal fee for the James C. Meade Friends’ lecture Series annual dinner in May to help offset the cost of bringing better speakers to the Museum? Yes No Possibly ALL ARE ASKED: Would you be interested in upgrading your membership to a higher level with additional benefits and greater access to the Museum? Yes No Possibly What would keep you from renewing your membership?

• I plan to renew my membership • Cost • Moving • Exhibitions/Programs are not interesting • Parking • Bad experience • Other ____________________________

Do you have suggestions for additional membership benefits that you would like to see the Museum offer? If you would be interested in joining us for focus groups about how we can make our membership program and the Museum better please give us your email address: Additional Comments:

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Membership Survey Results Infographic

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Appendix D: Weekly Progress Reports

Dates and Length of Time of Each Agency meeting Outside of Class: Tuesday, Feb. 4: 45 minute meeting Thursday, Feb. 6: 45 minute meeting

Monday, Feb. 10: 3.5 hour meeting

No agency members were absent or late for meetings.

Progress Report #1 on February 11, 2014

Items and actions accomplished since the last report:

1. Panoply Three created a plan for the matrix steps and situation analysis.

a. All members helped with this.

i. Everyone delivered a satisfactory performance.

b. This work was done in person and through email.

i. Estimated time- 1.5 hours/person

1. This was not an unexpected amount of time to visualize and

conceptualize the process as well as create an outline.

2. Panoply Three found about eight articles that were relevant to our client.

a. All members helped with this task.


b. Each member was responsible for bringing at least three articles o

the team meeting that they saw as relevant, then the information

was looked over and compiled.

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c. Estimated time- 1 hour/person

i. This is about how long it was expected to take to research a

few good articles.

3. Created the first draft for our matrix 1-3 steps (Background and History,

Situation Analysis, Core Problem/Opportunity)

a. All members helped with this task.


b. Each member analyzed their articles, we discussed each of the

steps and we typed and reviewed the report together in the

computer lab.

c. Estimated time- 3 hours/person

i. This is a good amount of time to be spent on this because it

accounts for the discussion process as well as the actual

execution of the work.

4. Reviewed the final report created

a. All members helped with this task


b. Each member took a look at the report on his or her own time to

edit it and make it the best version possible, and then pass it on to

the next person so they could edit.

c. Estimated time- 30 minutes/person

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i. This is an adequate amount of time to be spent on a report

of this length.

5. Gained further knowledge of OKCMOA and the museum industry as a

whole through research and discussion.

a. All members gained this knowledge.

b. Skype session with client, everyone was present and participated.

c. Through individual research and group discussions, valuable

knowledge has been gained that will help us service the client

better in the future.

d. Estimated time- 3 hours/person.

i. This happened throughout the entire process of researching

and writing. As we were writing we were discussing and

learning more from each other and the articles and

knowledge that each of us was bringing to the project.

Items to work on between now and the next report and actions to accomplish:

1. Before our next report we will receive feedback from Dr. Tsetsura on

the first three steps of our matrix. We will use this feedback to make

adjustments and improvements.

ii. Everyone will participate in this editing, and if it needs to be

done in a meeting, we will meet.

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2. We will also begin work on our research report. During this group time

we will analyze all of our sources, while relating it to the client,

OKCMOA.

a. Panoply Three will use what they have from our matrix to

analyze the background, situation analysis and SWOT.

b. Will add a PEST analysis, media landscape and stakeholder

analysis; this is very important especially since our theme for

the client is membership.

3. Panoply Three will choose what type of primary research we will use.

a. Contact the client for their opinion on this since they are

currently beginning to conduct research on their own.

4. The main focus of this project will be the research.

a. Will analyze the research findings.

b. Then, we will compile it, and summarize it for presentation to the

client.

5. Al of the research will clearly contribute to our core problem and

opportunity.

6. It is also important that we get in touch with our OKCMOA liaison,

Bonita James, talk to her about what has been accomplished so far,

and asking for her input.

7. Panoply Three must also start asking questions that we need the

answers to.

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a. These questions could be used for focus groups or surveys.

Progress Report #2 on February 18, 2014

Dates and Length of Time of Each Agency Meeting Outside of Class:

Tuesday, Feb. 11: 1 hour meeting

Wednesday, Feb 12: 4 hour meeting

Thursday, Feb 13: 1.5 hour meeting

Tuesday, Feb 18: 4 hour meeting

Actions Since Last Report:

1. We have updated our research report from last week.

We trimmed out any irrelevant information and added more helpful

secondary research in order to create a report that was more tailored to

the client’s needs. Each member helped with contributing articles,

summarizing important information and editing the report. Everyone

worked equally on different aspects of the report, and performed well in

the given time frame.

2. We got into contact with Bonita James, our contact with the OKCMOA. After

corresponding over email. Bonita loved our ideas for increasing museum

membership, particularly about finding out why non-members have yet to

make a purchase. Bonita also provided us with a survey for the different

levels of museum members that we elaborated on and tailored to our

objectives.

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3. We created a draft for matrix steps four and five. We established clear

goals and objectives for the OKCMOA, focusing mainly on what is feasible

for Panoply 3 to achieve in the relevant time frame. We have elaborated

on our key publics and developed what messages we want to run by

Bonita before we continue with our research campaign.

Actions for Work Between This Report and the Next One:

1. Go into further detail and research target publics to gain a further

understanding for both future primary and secondary research. This

will ensure that our group’s goals stay grounded and that we help

the OKCMOA meet its goals as effectively as possible.

2. Critically read the survey that we drafted earlier in the week, as well

as the survey protocol in order to refine it so that we get the most

clear and useful information from it.

3. Panoply 3 representatives will visit the OKCMOA to meet with

Bonita James. Through this action we can consider possible

strategies and tactics with input from museum representatives

themselves.

4. Members will also have another meeting to discuss possible

strategies and tactics that will go along with our goal and

objectives. Through this we will create our matrix step six.

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Progress Report #3 on March 3, 2014

Dates and Length of Time for Each Agency Meeting Outside of Class:

Thursday, Feb. 20- 1.5 hour meeting

Tuesday, Feb. 24- 1 hour meeting

Thursday, Feb. 27-1 hour meeting, and a 2-hour museum visit with Bonita

James


1. We created a draft for matrix step six, creating a wide variety of

potential strategies and tactics for the OKCMOA. Ranging from

easy-to-implement to long-range goals, our strategies and tactics

were further evaluated during our client meeting with Bonita James.

2. We have further read and edited our survey in order to get the

information that we need to achieve our goals in satisfying the

needs of the OKCMOA. After the edits it was decided that the

survey draft was ready for Bonita’s approval.

3. Panoply 3 met with Bonita James at the OKCMOA. Panoply 3 and

Bonita discussed our goals and potential outcomes for the

campaign, as well as a summary of the secondary research that we

have accumulated thus far. The potential for further understanding

using information that the museum can provide about its

membership was discussed, as were the initial ideas for strategies

and tactics that could benefit the OKCMOA.

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4. After concluding the discussion and setting goals for the nest week,

Panoply 3 explored several of the museum’s exhibits in order to

gain a further understanding of the museum and its publics.

Actions for Work Between this Report and the Next one:

1. Panoply 3 will make adjustments to the strategies and tactics and

the survey drafts based on the requests of Bonita James as well as

the edits of Dr. Tsetsura. Bonita, our client advocate, stressed the

importance of the strategies and tactics over anything else,

especially social media tactics.

2. Panoply 3 will continue development on the survey and focus group

protocol in order to make sure that the necessary information is

attained from both of these avenues. These final edits will be sent

to Bonita, who has said they will be added to their survey that will

be sent out to the members.

3. Panoply 3 is currently waiting for approval on the following points:

a. Approval from OKCMOA for informal interviews of museum

attendees

b. Statistics of current number of people who purchase each

level of membership

c. Approval and final edits on survey questions

d. Permission for access to current members for a focus group.

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Progress Report #4 on March 13, 2014


Thursday, March 6- 1 hour meeting

Tuesday, March 11- 3.5 hour meeting

Thursday, March 13- 1.5 hour meeting


1. Since our last report, Panoply Three made adjustments to the

member’s survey, and it has been sent out to all of the OKCMOA

members by Bonita James.

2. Because Bonita stressed the importance of strategies and tactics

Panoply Three has built on and improved the strategies and tactics.

3. The OKCMOA has said that a focus group with members or

frequent visitors may not be possible, so Panoply Three has made

arrangements to acquire data from the current “exit survey,” that

the museum conducts with visitors.

4. Panoply Three has received and analyzed membership numbers

and different levels that have been purchased.

5. Panoply Three has built a calendar, budget and confirmation table

based on new strategies and tactics for the two target publics,

members and donors and frequent museum attendees. Panoply

Three has decided to focus on these two target audiences instead

of the third, more broad option, average museum attendee,

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because this audience would be near impossible to segment and

reach in the two month timeline.

Actions for Work Between this Report and the Next One:

1. Panoply Three plans to go back and rework the goals and

objectives, in order to make them SMART objectives, than can be

better applied to current strategies and tactics.

2. Panoply Three will also rework Matrix Step Six, strategies and

tactics, to add the new strategies and tactics that have been

brainstormed after group meetings with Dr. Tsetsura and Bonita.

3. Panoply Three is hoping to receive the data soon after spring

break, from OKCMOA and will be in contact with Bonita over the

break.

4. Panoply Three will also start work on compiling the information to

present to the client. In order to do this Panoply Three will focus on

the target audiences, to try to know them as well as possible.

5. Panoply Three will hear back from Dr. Tsetsura about drafts for the

calendar, budget and confirmation table, as well as the evaluation

aspect of the project that will help the team understand if the

implementation has benefitted the client.

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Progress Report #5 on April 22, 2014


• Tuesday, March 25- 2 hour meeting

• Thursday, March 27- 1 hour meeting

• Tuesday, April 1- 1.5 hour meeting

• Thursday, April 3- 1 hour meeting

• Sunday, April 6- 2 hour meeting

• Tuesday, April 8- 1.5 hour meeting

• Thursday, April 10- 1.5 hour meeting

• Tuesday, April 14- 1 hour meeting

• Thursday, April 16- 2 hour meeting


1. The membership survey, including our questions, was sent out to all

5,000+ members of the museum and received a great response.

2. Panoply 3 received the final approval on all strategies and tactics;

except for a few that could not be done in our time frame, and will be

used as suggestions for the museum.

3. The design and copy for the table tents has been sent to the client and

has been approved; now Panoply 3 is waiting on the OKCMOA design

team to place them in the café.

4. Implementation has begun on all strategies and tactics, including but

not limited to:

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• Design and implementation of art hunt

• Creation of “talking points” or data sheets

• Design and creation of Quote Cards

• Copy for Member Spot Lights

5. The OKCMOA Instagram has been created and has already gained a

note worthy following.

6. Panoply 3 is in the process of the evaluation stage on several of these

tactics.

7. Panoply Three has reworked the goals and objectives of the campaign

into SMART objectives with the help of Professor Tsetsura.

8. Panoply Three has analyzed and applied the responses from the

membership survey to provide support on strategies and tactics for the

museum.

9. Finally Panoply Three has created Matrix Step 10, which will help the

team evaluate the implementation of the campaign, and see how it

benefitted in achieving the goals and objectives.

Actions for Work Between this Report and the Next one:

1. Panoply 3 plans to initiate a full evaluation of all strategies and

tactics upon the completion of the implementation stage of the

campaign.

2. Panoply Three will Print the quote cards this week, and hand

deliver them to the client on Thursday April 24th.

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3. Copy for the Member spotlights will be created by April 24th.

4. The Art Hunt is currently going on this week; team members are

promoting the hunt as well as the museum.

5. The team will also begin work drafting the campaign book and

preparing for the rehearsal presentation.

6. Once again the team will keep in mind that everything done for the

client must be able to be applied back to our main objectives and

goals. There must be research backing up all of the tactics.

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Appendix E: References

Bhattacharya, C.B., Glynn, M. A., & Rao, H. (1995). Understanding the Bond of

Identification: An Investigation of Its Correlates Among Art Museum

Members. Journal of Marketing 45-57.

Clark, J., Maher, J.K., & Motley, D.G. (2011) Measuring Museum Service Quality

in Relationship to Visitor Membership: The Case of a Children’s Museum.

International Journal of Arts Management. 13(2), 29-42

Falk, J.H., (2014) Viewing Art Museum Visitors Through the Lens of Identity.

University of Illinois Press 2(67) p. 25-34

Gewertz, K. (2000, September 21). Art Museums Reach Out to Local

Community. The Harvard Gazette. Retrieved from:

http://www.news.harvard.edu/gazette/2000/09.21/artmuseums.html

Montgomery, A., 2012, May 8. Changing The Face of Art Galleries from Elite to

Everyday. Chicago Talks. Retrieved from:

http://chicagotalks.org/?p=22843

Northrup-Simpson, A. 2013, September 18. Case Study: Denver Art Museum.

Retrieved from:

http://www.trgarts.com/Blog/Blogpost/tabid/136/Articleld/195/Case- Study-

Denver-Art-Museum.aspx

Olson, E., 2013, March 20. Looking for Ways to Groom Repeat Visitors. The

New York Times. Retrieved from:

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http://www.nytimes.com/2013/03/21/arts/artsspecial/museums-look-for-

ways-to-groom-repeat-visitors.html?_r=1&

Paswan, A.K., Troy, L.C. (2004). Non-Profit Organization and Membership

Motivation: An Exploration in the Museum Industry. Journal of Marketing

Theory and Practice Spring, 2004, Vol. 12, Issue 2, Pp.1-15

Pett, D.E.J., (2012) uses of Social Media Within the British Museum and Museum

Sector. Archeologists and Digital Communication: Towards Strategies of

Public engagement. p.1-24

Reavey, B., Howley, M.J., & Korschun, D. (2013). An Exploratory Study of

Stalled Relationships Among Art Museum Members. International Journal

of Non-Profit & Voluntary Sector Marketing, 18(2), 90-100. Doi: 10.1002/

nvsm.1449

Robbins, J.E., Robbins, S.S., (1981) Museum Marketing: Identification of High,

Moderate, and Low Attendee Segments. Journal of the Academy of

Marketing Science Vol. 9, No.1, 66-76

Zarca Interactive., 2014, February 2. The Art Institute of Chicago-Strengthening

Member Ties with Actionable Dialogue. Zarca Interactive p.1-2 Retrieved

from: http://zarca.com/online-survey-resource/online-survey-

casestudies/art-institute-of-chicago.html

OKCMOA Campaign Book

Documents

Transcript of OKCMOA Campaign Book