Associate Supplier Colin Mulberg suggests a structured approach to refreshing your offer and giving great value.
Visitor numbers are increasing in some places, yet overall recovery remains fragile, with many venues facing a sustained decline in attendance and annual figures still below 2019 totals. The UK continues to be a major destination for international tourists but not everywhere is returning to pre-Covid levels.
Consumer spending will likely be affected for several years to come by the cost-of-living crisis, previous and current rising costs, uncertain economic outlook, fluctuating tariff regime and other fiscal headwinds. Though there is evidence that visitors still favour trips to attractive destinations, it is highly likely that the pattern will continue of international, national and local visitors making fewer trips and spending less.
Visitors are now looking for lively, memorable experiences while seeking really good value for money. They also have raised expectations – they want more for their time, effort and expenditure. Through digital/social media it is relatively easy to uncover a variety of leisure time options and assess the value each gives.
Strategic development
Many museums and heritage venues are therefore having to work harder to attract visitors and generate earned income from them, at a time when they face their own parallel increases in a range of business costs. In most cases it makes sense to tackle this challenge in a structured way, rather than make piecemeal changes based on ideas as they arise.
A key approach is to make more of what you already have. Look across your entire site and identify anything that is visitor-facing or could be used to engage or benefit visitors in some way. These visitor ‘assets’ could include grounds; gardens; picturesque setting/views; courtyards; architecture and built heritage; interior spaces; galleries; displays; collection, exhibition/events/activity spaces; shop; café; car park; etc. Anything that adds interest and value for visitors is a potential asset.
Pay particular attention to assets that are not used all the time (e.g. bookable rooms) and assess how much of the time they are actually occupied. As they probably have fixed costs associated with them you could be effectively paying for them to be empty, so explore ways of using them to the full.
Some audiences are particularly interested in stored collections, records and archives, others in conservation or photography studios, so these are assets to engage these audiences. An asset that is often underused is staff and/or volunteer expertise that matches audience interest (e.g. caring for your personal collection or family history; gardening/plant top tips; better digital photography).
Improving your offer
All your visitor assets can be used to improve your visitor offer, giving better value and clear reasons to visit. What experiences can you give that stand out from other alternatives? Can you bring different assets together to make an attractive package for particular audiences? For example, child-centred interactives, family activity pack, outdoor play area, photo opportunities, drop-in holiday activities, café with child options, free wi-fi and free car parking could be the basis for a relaunched family package.
There is often scope to expand existing activity, maximising effort you have already put in. Talks and tours offered to booked groups could be adapted for other audiences (e.g. coach tour operators; members); family activities could also keep children occupied during weddings/ gatherings as a welcome added extra.
It is worth reviewing activity that you are doing anyway to see if anything could be turned into enticing visitor offers. Back-of-house work is popular, so themed behind-the-scenes viewings or object unveilings could appeal. For temporary exhibitions, this could showcase key processes in exhibition preparation, perhaps as a series so that visitors can follow the exhibition as it evolves.
Consider what visitor offers give an excellent value standard visit; this will be used to judge anything else you offer. Other offers could be added value and charged for, including premium experiences. Equally, visitor offers throughout the year could target different audiences to increase visitor numbers and generate more income.
Embedding change
Refreshing your visitor offer regularly gives visitors reasons to visit and return. It pays to monitor your offers to spot signs of declining interest and take-up and to periodically review how your assets could be used in different ways to introduce variety and see what new offers can be developed.
Building change and renewal into the planning of visitor-facing activity will refresh your visitor offer. It also encourages exploration and trying out new approaches to learn what gives your audiences the most value, fulfils their agendas and creates earned income. Maximising asset use and developing better visitor offers across the organisation will ensure that you continue to evolve and face the challenges ahead.
Colin Mulberg is Director of Colin Mulberg Consulting, working with museums, galleries and historic properties/sites to put visitors at their heart.
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