Building A Sustainable Museum Case Study
Building a sustainable museum
In 1800 the Rijksmuseum, Dutch for national museum, opened his doors. Due to a renovation of ten years, the museum opened his doors again in 2013. For ten years, nobody was able to visit the prestigious Nachtwacht painted by the Dutch most renowned artist Rembrandt van Rijn. When Marjolijn Meynen started at the Rijksmuseum as the marketer, the museum was in the middle of the renovation, while the organisation itself also needed a renovation. With her experience of marketing in the private sector, but without knowledge about art, she accepted the challenge (Stam, 2015). After a time-out of ten years, how did she manage to make the Rijksmuseum the best museum in Europe?
To answer this question, I will provide an …show more content…
In general there are two segments that a museum should target: the potential donors and the general public. Potential donors are mostly well educated, wealthy and have the potential to support the museum by becoming a donor. The more prestigious image of a museum, the larger the group of potential donors will be, however time and interest are the difficulties is this group. The other target is the general public, which you can divide in three other groups, namely the families with children, seniors and lower-income families. The families with children will be less educated in comparison with the potential donors, but are willing to educate their children. It is important to get children involved to capture their leisure in the future. The seniors have enough leisure and a stable income so it seems to be an easy target group, but it is important that the museum is well designed for this group. Seniors have to be able to sit sometime or enter with a wheelchair. Last group, the lower-income families, seems to be uninteresting, however they are quite important to receive subsidies of the government (Blattberg & Broderick, 1991). Private organisations could be the sponsors of the museum. Just like the government, they are essential in financing the museum. The prestigious image could be a competitive advantage for the private organisations and the potential donors, while the approachability could be a competitive advantage for the general public and the
In 1800 the Rijksmuseum, Dutch for national museum, opened his doors. Due to a renovation of ten years, the museum opened his doors again in 2013. For ten years, nobody was able to visit the prestigious Nachtwacht painted by the Dutch most renowned artist Rembrandt van Rijn. When Marjolijn Meynen started at the Rijksmuseum as the marketer, the museum was in the middle of the renovation, while the organisation itself also needed a renovation. With her experience of marketing in the private sector, but without knowledge about art, she accepted the challenge (Stam, 2015). After a time-out of ten years, how did she manage to make the Rijksmuseum the best museum in Europe?
To answer this question, I will provide an …show more content…
In general there are two segments that a museum should target: the potential donors and the general public. Potential donors are mostly well educated, wealthy and have the potential to support the museum by becoming a donor. The more prestigious image of a museum, the larger the group of potential donors will be, however time and interest are the difficulties is this group. The other target is the general public, which you can divide in three other groups, namely the families with children, seniors and lower-income families. The families with children will be less educated in comparison with the potential donors, but are willing to educate their children. It is important to get children involved to capture their leisure in the future. The seniors have enough leisure and a stable income so it seems to be an easy target group, but it is important that the museum is well designed for this group. Seniors have to be able to sit sometime or enter with a wheelchair. Last group, the lower-income families, seems to be uninteresting, however they are quite important to receive subsidies of the government (Blattberg & Broderick, 1991). Private organisations could be the sponsors of the museum. Just like the government, they are essential in financing the museum. The prestigious image could be a competitive advantage for the private organisations and the potential donors, while the approachability could be a competitive advantage for the general public and the