Strategic Marketing Framework 2011-2012 to 2015-2016 Draft 3

1. Strategic Marketing Framework 2011-2012 to 2015-2016 Draft 3 Canada Science and Technology Museums Corporation Société des musées de sciences et technologies du Canada

2. Corporate Perspective Close look at each institution 5 P’s approach Product, Price, People, Promotion, Place 5 year framework Strategic Marketing Overview

3. Product People Price Promotion Place (distribution) Marketing Mix (General)

4. Marketing Mix Place Channels Locations Transport Inventory Internet • Product • Product variety • exhibitions • programs • retail • Quality • Design • Features • Brand name Target Market Promotion Advertising Public Relations Direct Marketing E-Communications Exhibition Promotions Tour Promotions Price Admission Fees Membership Fees Discounts Allowances People Board Managers Staff Hierarchies Teams Museum Marketing (Kotler)5P elements of the Museum Marketing Mix From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p.29

5. Consumer’s View of the Market Producer’s View of the Market Consumer Value Cost to the Customer Convenience Communication Courtesy (Hospitality) Product Price Place (Distribution) Promotion People (Staff) Create benefits and value greater than competitors’ offerings Build brand loyalty Seek great access and low cost Museum Marketing (Kotler)The 5P’s and the 5 C’s From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p. 30

6. 1. Identify bases for market segmentation 2. Develop profiles of resulting segments 3. Develop measures of segment attractiveness 4. Select target markets 5. Develop positioning for each target market 6 Develop marketing mix for each target market Museum Marketing (Kotler)Market Segmentation and Target Marketing Segmenting Markets Target Marketing From Kotler, Museum Marketing & Strategy, 2nd ed. Jossey Bass 2008 p. 116

7. Each Museum is distinctive and differentiated in the marketplace Content specialization Image, positioning and brand Location & access Audiences Some initiatives are useful to one, two or all three museums Look at market potential of the set of three museums, optimizing the opportunities of each, reinforcing differentiation and managing as a set Portfolio Management Principles

8. Audience Demographics:

9. Audience Motivation & The Family Effect

10. Audience Loyalty

11. Portfolio Management - Differentiation

12. Key Initiatives

13. CSTM Energy Pan-Canadian CAgFM Food Facts CASM AviationNet Special New Initiatives – National Outreach NCR S&T Hub

14. Stretch: Pan-Canadian Energy Literacy Initiative & Exhibition will involve & engage national stakeholders & reach national audiences Be Innovative Distance learning, outreach, social media activities will enhance “off-site” reach, educational capacity & engagement National role with ST&E community through S&T Week, Hub, Innovation Agenda Sense of Urgency Build community of support for new museum for 2017 CSTM Big Picture

15. “Old” building Difficult location Slowly declining attendance Stretch to be “national” Developing new national networks & support for new museum Canada Science and Technology Museum Existing Situation

16. CSTM Audience Profile • Significant increase in % out-of-town visitors • Significant decrease in % local visitors • Satisfaction:

17. CSTM Attendance & Promotion

18. To optimize on-site attendance and revenue with existing building (KRA 1,2,4) To engage audiences in all provinces and territories through innovative programming and partnerships (KRA 1,2) 500,000 participants annually by 2012 To build a national constituency of support for an new national museum (KRA 2, 4) To strengthen national relevancy to S&T communities, academia, private and not-for-profit sectors and other Gov’t Dep’ts. (KRA 1,2,3,4) CSTM Objectives

19. VE staff help provide customizable, personal connections with museum offering to satisfy diverse visitor needs (more so than other museums) Excellent children’s programming – high percentage family & VFR audience Large regional audience with previous attachment / dormant loyalty (I remember when…) Unique attributes

20. CSTM Offers excellent visitor experiences, facilitated by knowledgeable staff that can make the most out of the exhibitions, demos and programs and adapt the visitor learning experience to the unique needs of the visitor. Note: Of all NCR museums, CSTM is best at this. CSTM Unique Value Proposition

21. Unique challenge Strong recall & identity among former visitors Distinctive iconic association – Crazy Kitchen Positioning (interim) for visitor experience onsite Science fun for everyone / La science s’amuse Logo & Identity (longer term) Develop new brand and image as part of new museum development Focus on Celebrating Canadian Innovation Build towards 2017 / 150th anniversary CSTM Branding

22. Fostering science & technology literacy Encouraging & supporting science & technology culture in Canada Contributing to ST&E education & scholarship (creating the ST&E workforce of the future) CSTM Cause

23. Onsite Targets: Families with children Local residents (VFR) Tour operators Visitors from outside NCR Education Special communities Facilities rental market CSTM Key Audiences:

24. National Targets: National Science & Engineering Communities Key Technology & Innovation Stakeholders Educators Partner programming and messaging venues Special communities – exhibition-specific Private Sector Other Government Departments CSTM Key National Audiences:

25. Mostly local visitation Very high repeat visitation (45% = 6x) 62% have children under 18, & 64% come to satisfy child’s interest Little visitation from out-of-town visitors Capacity and seasonal operations limitations until new exhibition and programming space opens in 2012 Canada Agriculture & Food MuseumExisting Situation

26. CAgFM Audience Profile • Very high % locals & Families • Low % of visitors to the Capital region • Satisfaction:

27. CAgFM Attendance & Promotion

28. Broaden audience base of NCR families (KRA 1,2) Attract visiting families (coming to NCR) – build new audience in 2011 with CEF 125th Anniversary.(KRA 1,2) To develop new food-related content, programming, exhibitions, and revenue-generation opportunities with new facilities opening in 2012 (KRA 1,2,4) To engage AAFC and industry partners to support new content & programming (KRA 1,2,4) To be a source of knowledge and informative content about Canadian agriculture and agri-foods for national audiences (KRA 1,2) CAgFM Objectives:

29. Stretch: Expand programming focus to include food Be Innovative Use video-based media to “export” national content on agriculture & food Sense of Urgency Need to fulfill re-branding promise from Agriculture to Agriculture & Food Leverage key opportunity in 2011 for 125th anniversary of CEF Need to extend programming space & go year-round rather than seasonal CAgFM Big Picture

30. VE and operations (animals, demos & programming) provide unique & enriching learning experiences Excellent children’s programming – high percentage family & VFR audience Unique point of interpretation for agriculture, agri-foods within the Central Experimental Farm Heritage context (CEF National Historic Site designation and museum occupancy of heritage buildings) provides additional visitor experience potential CAgFM Unique attributes

31. CAgFM offers exceptional visitor learning experiences, particularly for families with small children; serves as the key interpretation focal point for the Central Experimental Farm and as a source of learning about past, present and future of agriculture and food in Canada CAgFM Unique Value Proposition

32. Challenge Name change from Canada Agriculture Museum to Canada Agriculture and Food Museum will create a promise of “food” content Positioning (interim) Farm, Food & Fun ! / Agro-Amusant ! Logo & Identity (longer term) Develop new brand and image Roll-out for consistency, in step with new facilities & programming CAgFM Branding

33. Fostering science & technology literacy by helping young people discover, experience, learn about & appreciate Canada’s agricultural heritage and where our food comes from CAgFM Cause

34. Onsite Targets: Families with children Local residents (VFR) Tour operators Visitors from outside NCR Education Special communities Facilities rental market CAgFM Key Audiences

35. National Targets: Key Agriculture and Food Industry Stakeholders Private Sector Partners Educators CAgFM Key National Audiences:

36. Higher percentage of tourists Expanded facilities coming on-stream in February 2011 offer new potential for education, distance learning, 3rd party rentals and cultural programming High potential to incorporate new technology support into visitor experience (hand-held content, video, WiFi) MOU with CSA provides unique leveraging opportunity for “space” programming and content Excellent site extends audience appeal (ex. alternative family site on Canada Day) Food services currently impede total visitor experience High loyalty among aviation community High potential for partnering with industry on programming and content Canada Aviation and Space Museum Existing Situation

37. CASM Audience Profile • Increase in % out-of-town visitors in 2009 • Satisfaction:

38. CASM Attendance & Promotion

39. Increase Attendance to 500,000 by 2017by building on strong tourism potential for CASM, and expanding audience appeal by strengthening Space content (KRA 1,2). Use new auditorium and classroom programming space to facilitate distance learning– 2011 (KRA 1,2) and facilitate rentals for meetings, conferences & cultural activities (KRA 4) Develop strengthen and support national network of Aviation and Aerospace museums (KRA 2) Engage industry partners to enhance & support content & programming (KRA 4 ) CASM Objectives:

40. Stretch: Develop national network of Aviation Museums and become a “content supplier” through extension programming and on-site kiosks Be Innovative Use enhanced technology and video-based media enhance visitor experience and collection-related storytelling Partner with key technology leaders to enhance distance learning and distance VE Wiki-based community & content development Enhance virtual programming Develop innovative new programming with CSA about space. Sense of Urgency Need to fulfill re-branding promise from Aviation to Aviation & Space Need to leverage full potential of new facilities CASM Big Picture

41. Strong existing tourism appeal Excellent aviation programming New potential for space content through link with CSA Outstanding collection Very good rentals & special events potential for facilities Excellent site & access CASM Unique attributes

42. Highlighting its extraordinary collection, and leveraging a unique new relationship with the Canadian Space Agency, CASM offers a unique environment for enriching learning experiences, special events, distance learning and rentals for 3rd parties Through its unique national role in the national network of aviation and aerospace museums in Canada, CASM is a content provider to support audiences of this extended network CASM Unique Value Proposition

43. Branding Challenge Rebranding in 2010 suggests promise of strong “space” content but existing offering is still mainly aviation. Positioning (interim) Above and Beyond / Loin en haut Logo & Identity (longer term) Need to fulfill the promise with strong content on “space” Work closely with CSA on on-site & network/outreach programming Need to be consistent to roll out new brand on all materials & wayfinding Use network initiatives (kiosks, content) to reinforce brand CASM Branding

44. Restoration of precious and fragile national heritage Capture collective national memory – video of oral histories of aviation & space stories that provide meaning & context for artifacts and enrich the visitor and participant experience Provide national showcase for achievements of the past, highlight present innovations and look at opportunities for the future Contribute to ST&E education & scholarship by cultivating the Aviation & Space workforce of the future CASM Cause

45. Onsite Targets: Local residents (VFR) Tour operators Visitors from outside NCR Education Special communities Facilities rental market CASM Key Audiences:

46. National Targets: Network of Aviation Museums Private Sector Partners Educators CASM Key National Audiences: