Some friends and I spent all day and evening in NYC. Mostly we went to visit MOMA, but of course no trip is complete without visiting Rockefeller Center to join the hordes around the christmas tree and skating rink. And then onto Times Square for a few beers and a few more single malts….
But what struck me most occurred at MOMA, amongst the ghosts of Klee and Monet. Thousands of people from several generations wandered throughout the galleries, eagerly taking in the world’s greatest art and artists. What shook me most is that this represented my third visit in the last year, and not once have I been lured by a direct mail piece, a banner ad, a post card, an e-mail or any of the countless marketing vehicles that we so covet.
So what’s going on here? Is it possible that we have this marketing thing all wrong?
As mentioned in an earlier post, we seem fascinated by our tools and driven to use them. And yet places such as MOMA and in our world Starbucks, seldom apply these tools. Instead they invest their energies in creating unforgettable experiences. Some fail but most work. Who can argue with the numbers represented by happy and full galleries and 40 million cups of espresso sold every day?
Maybe, just maybe, we should apply fewer tools (science) on behalf of our clients and spend more time on discussing the values and philosophy underpinning our client’s business. Discover what makes each of them special to their markets and focus that specialness to create great experiences (art).
In other words, let’s live up to our consultant titles and help our clients create atmospheres and environments that shake their christmas tree, and then unwrap the packages below. Doing so will spark customer and client passions (more art).
If we build and share our passions with others, like art and artists, people will come to see what we have built.
lewis, for what i know some art organizations do so for their supporters. i’m supporting the maeght foundation in st paul de vence (south of france close to nice). for a reasonable amount of money (150 usd a year), they send to me invitation to exclusive premiere, catalogues, discount on books, etc.
they should do so for frequent visitors, too? maybe but probably the process would be very expensive and time consuming. and eventually there is only one moma in ny as there is only one centre pompidou in paris.
Gianandrea,
You’re correct. We are members of several museums, and some send us monthly updates, others not so much. However, in terms of gaining new members and promoting art displays, most newexhibits are discovered accidentally on purpose by those of us who love art.
My exampes of MOMA and Starbucks speak more of WOM than of the traditional tools that we marketers so often rely upon.
Hi – linked to you at Women, Art, Life: Weaving it All Together today (Dec 5). Like this concept. thanks!
Tammy,
Thanks. I am on my way over to Women, Art, Life: Weaving it All Together.
Lewis, since I’ve spent so many years in the nonprofit sector, I have somewhat of a different take on this. In fact, I did a half-day training session recently for the Arts and Business Council of Greater Phoenix, sponsored by American Express, and the general consensus among participants was that they just aren’t given much of a budget for marketing. Smaller arts organizations may not even have any marketing budget!
In my experience, the same prinicples applied to business do apply to nonprofits – no marketing, no revenue. It’s difficult to compare the brand experience of Starbucks to a small theater or gallery when many nonprofits operate on a shoestring budget.
There’s also a reluctance among many boards of directors to allocate ample funds for marketing campaigns. Nonprofits have traditionally been gun shy of spending money on marketing communications.
Although there’s pressure to keep administration and fundraising/marketing costs below 10% of operating budgets, nonprofits that invest in marketing have discovered that the ROI is definitely there. There are many case studies to support this.
It’s sad that people had to stumble across your discovery, or find out about it only through word of mouth. Imagine how many more art lovers – both New Yorkers and visitors – could have taken advantage of the exhibit had there been some noise about it.
Elaine,
Like you, I have sat on the Boards of more than a few arts organizations and worked within two non-profit. Budgets are tight.
That said, I also spent 12 years in the corporate world, and marketing budgets are both tight and the first to be cut there, as well.
Yes, marketing delivers ROI. Keep in mind, however, that Word-of-mouth marketing is a marketing tool and one that is utilized to grow non-profits and businesses. Like any tool, it has to be launched, managed and executed upon.
I think MOMA and Starbucks are two examples of where WOM is done well.
So what you’re saying is, “If you build it, they will come”? Haven’t we heard that before somewhere?
Seriously, I think there is much to be said for WOM, whether it’s for a MOMA or a new type of sandwich. But it seems to me if you depend on WOM exclusively, there are built-in limits to its effectiveness.
As Elaine laments above, more could have come – however, only so many more, no matter what your marketing looks like. It’s always an S-curve after all.
I remember seeing on this site a formula to measure WOM. Perhaps something needs to be added to factor in logistical limitations.
You’re right, Lewis. WOM has to be strategic. It’s great that the museum is taking advantage of that tool and doing it well.
I wasn’t trying to be argumentative in my earlier point. I just haven’t worked with a nonprofit that has embraced WOM as part of a marketing strategy. I yield to your experience in this matter.
Elaine and Robert,
You are so right. If all we can afford is WOM, our marketing efforts may not reach the masses. But if we combine WOM with great experiences, I think we ultimately find our audiences.
Yes, it takes longer, and we would be better off with an integrated plan, but sometimes the experience carries the day despite our marketing-selves and our deflated budgets.
So as to be perfectly clear: My job is easier when I have a huge budget. But the budget and the tools alone cannot makeup for bad customer experiences.