Reapplying Maslov’s pyramid of needs to the museum visit
The cartoon is a fun expression of the hierarchy of visitors’ needs.
Working on a visitor experience plan for a client, I was thinking about the hierarchy of needs of visitors to cultural organisations. In an audience research project at Tate a few years ago (with the brilliant Dr Bob Cook from firefish), we found that Maslov’s pyramid of needs can be helpful when thinking through the needs of a visitor and can be applied to a museum visit.
We found that accessibility and comfort needs had to be met before visitors could move to a more transformational level of enjoying the visit with others, learning and inspiration. This made us think about what expectations we set, how we help visitor to navigate the space, how the environment feels and what information we provide – these are all elements of a good foundation that can be a catalyst for a higher experience in the museum.
Bring everyone to the same level of understanding;
Incorporate data into all planning processes (not just marketing);
Develop measurable objectives and metrics for success;
Continuously gather market data and update plans accordingly;
Take advantage of the predictive power of data;
Look at market research as an investment rather than a cost; and
Are actively shifting the organization’s culture
For me no7 is bringing it all together – a culture change. This is about attitudes to data, but I think behind this needs to be a positive attitude and approach to people – eventually it is not about data, but about our visitors, audience, customers, what ever we choose to call them, and about understanding them and showing empathy.
BTW, I realise I didn’t post her third blog, here it is if you want to complete the series and hear about common cognitive biases to data: Accepting Data Can Be Hard
Becoming a truly inclusive organisation starts at the top
Becoming a truly inclusive organisation starts at the top, says Cath Hume, CEO of the Arts Marketing Association (UK) as she writes about the AMA’s process to get to a more diverse board. She also admits that “There have been difficult conversations along the way. Talking about inclusivity and access can be challenging, emotional, personal and delicate.”
James Daunt rescued the UK’s biggest bookstore chain in the face of online competition.
A focus on customers and on experience was part of the recipe how James Daunt has saved the UK’s biggest book chain in the face of global online competition.
His major changes included offering books that customers actually want to buy (vs. those publishers wanted to push) and giving store managers freedom to transform their stores “into places that feel personally curated and decidedly uncorporate”.
As James Daunt is quoted “the only point of a bookstore is to provide a rich experience in contrast to a quick online transaction.” And it seems to work. After turning around Waterstones, Daunt is now off to the US to help rescue Barnes & Noble.
From my experience working at Tate, I support this 100%. Research and data alone are not enough to become data informed. It requires a lot activation to get people to understand, embrace and eventually act on research findings. Investing in insight is great, but investing in its activation will get you the return.
As Colleen suggests, “data needs:
an insider who knows what the findings mean
a storyteller who shares the story that the data tells
Tim Baker about (mis)conceptions about pricing in the arts.
Using findings from The Art of Pricing survey they had conducted recently, Tim Baker of BakerRichards wrote a thought-provoking article about conceptions and misconceptions of pricing in the arts. He suggests it’s time “to start a serious debate about the true meaning of affordability in the arts”.