Final Cade Museum Marketing Plan Group 9-3

Cade Museum Marketing Plan
Ryan Bowen, Aniqa Hatem, Hanna Schnars, Elliott Warford, Jay Mendoza, Austin
Manganiello
HMG 6747 Group 9
Prepared for Jennifer Denault, Chief Operating Officer
February, 17, 2016

2
Table of Contents
Executive Summary 3
Introduction 6
Business Review, SWOT 7
Marketing Research 10
Marketing & Sales Goals and Objectives 15
Target Markets & Segmentation 26
Strategic Direction 29
Marketing & Communication Strategies 33
Marketing Budget 37
Marketing Calendar 40
Measurement & Evaluation 41
Bibliography 43

3
Executive Summary
The Mission
To inspire creative thinking, future inventors and early entrepreneurs.
The Goal
The Cade Museum for Creativity + Invention will be an educational, interactive, and collaborative
attractor that inspires curiosity, creative thinking and purposeful invention for everyone who
believes in the power of a great idea.
The Need
Creativity + invention, once the hallmark of American ingenuity, is decreasing at an alarming rate
and by every benchmark. The Cade Museum will help reverse this trend.
The Vision
When complete the Cade Museum will be a 45,000 square foot state-of-the-art, world-class
Museum on 2 acres within the 32-acre Depot Park in downtown Gainesville, FL. The Museum
will provide exhibits (permanent and temporary), programs, classes, workshops, and studios. The
Museum will be an integral part of an important and sustainable project revitalizing Gainesville’s
east side and downtown.
Marketing
Our research found that multiple children’s museums in the state of Florida have struggled
financially in the long run, so we decided to market the Cade Museum as a museum of the future
focusing on innovation that will have exhibits and activities for people of all ages.

4
The Project and Fundraising Goal
The Cade Museum project has a $26 million overall goal. The campaign has been launched in
three phases:
 Phase I - $10 million – Building construction, exhibits and endowment
 Phase II - $9 million – Building construction, exhibits and endowment
 Phase III - $7 million – Exhibits, programs and endowment
Phase I is a 21,000 square foot facility. During phase II an additional 24,000 square feet will be
added for a finished project of 45,000 square feet.
Timing
Phase I construction is targeted to launch in December 2015/January 2016 should all projected
funding be secured with a projected opening of November 2016. Phase II fundraising will begin
upon completion of Phase I construction.
Financial Summary
We determined the different revenue streams, and used our attendance and population estimates
to segment the percentage of revenues that will come from each stream. We believe that with our
marketing strategy and variety of offerings, our attendance will be just under 7% of the drive
market area.
Goals
 Inspire people of all ages to be more inventive and entrepreneurial in order to change our
community
 Increase the interest in STEAM related careers among young people
 Increased collaborations with others working towards the same goals

5
Measures of Success
 Enrollment in programs offered by the museum among all ages
 Enrollment applications for STEAM-based educational courses of study in comparison to
past enrollment
 Number of repeat visits and memberships purchased
 Collaborations with the University of Florida, local businesses, and emerging startup
companies
 Partnership with the University of Florida to commission research to determine the
impact of the museum’s core concepts within our area

6
Introduction
Business Problem/Opportunity
The Cade Museum is a new site for learning and innovation in the Gainesville area. Although
some aspects of the business have been developed, the Cade lacks a detailed marketing plan for
the next few years that are vital to the museum’s long term growth. Team 9 has created what we
feel is a viable and efficient marketing plan for the Cade. Incorporating current assets that the
museum already offers as well as introducing new plans will help grow its current market share
and provide the tools necessary for the museum to thrive in the future.
Business Problem/Opportunity
In this report we have included results from secondary research, a SWOT analysis, market
segmentation and vision, budgeting plan, and calendar all of which will provide a strategic vision
for the museum. The vision incorporates some of what Cade has outlined as necessary, and what
our team has found necessary to ensure long term success for the Cade museum.
These ideas will help create more market share and increase cash flows from year to year,
capitalizing on the social aspect of museums. Bringing the community together with functions
and ideas to stimulate an interest for innovation and invention will be the driver for Cade in the
introductory stage of the museum. With the aspects listed above, there will be enough evidence
to recommend that the Cade Museum should be awarded additional funding for future projects.

7
Business Review, SWOT
Industry Analysis: Cultural and Heritage
There are numerous Cultural and Heritage sites across the state of Florida, and according to a
Department of State report, Cultural and Heritage tourism produced an income of $2.19 billion
and a GDP of $4.20 billion from 2007 to 2008. According to the Department of State website,
there are currently 686 state registered historical markers, 54 of which are registered in
Gainesville and the surrounding area.
Industry Analysis: Museum
While an exact figure could not be found due to museums closing and opening we believe the
number of museums in Florida is well into the hundreds. There are two museums in the
Gainesville area that we looked at in more detail below in the Competitor Analysis section.
According to research conducted by MMGY Global, Museums are a top ten desirable vacation
attribute; museums actually ranked higher than other attributes such as fine dining, theme parks,
shopping, nightlife, sporting events, and gambling.

8
Internal Analysis
Table 1: SWOT Analysis
Strengths Weaknesses
 Field Trips ($12)
 General Registration Classes
 LEGO building class
 Only technology & innovation
museum in Gainesville
 No strong promotional output
 No catering to ages over 12
 No solid marketing plan.
 Some programs are weak and not selling
out.
 Does not have domain names purchased
for redirects to their website.
 Website looks as if it is advertising
outdoor activities.
 Website is hard to navigate and outdated.
 Name design is hard to interpret. Looks
like Cade Museum EEU.
 Emphasizes STEAM, yet has no programs
for the M
Opportunities Threats
 University of Florida (along with its
students)
 Partnership with various museums
around the state and Gainesville
 Huge student and elderly population
in Gainesville, no needs have been
met yet.
 Not capitalizing on the Gatorade
brand.
 Incorporate creation and invention for
young adults (microbreweries)
 Can be similar to Coke Museum in
Atlanta
 Partner with Visit Gainesville and
Visit Florida to attract out of city
customers
 Science Fairs
 Florida Museum of Natural History
(includes Butterfly Museum)
 Harn Museum of Art
 Itself. The Cade does well with children
but expects its programs to satisfy young
adults.
 Website is clearly out of date. Can impact
whether the museum looks as if it is open
or not.
 No identity. Wants to be everything but is
not large enough nor well known enough
to do so.

9
MarketAnalysis
The Cade Museum considers the total market population to be 985,460 people which includes
the total population within Cade Museums drive market area. An initial conservative estimate of
4% attendance came out to about 40,000 visitors for the Cade Museum in year 1. We believe that
a more realistic attendance estimate lies anywhere between 4% and 10% so we took the median
attendance between 10% and 4% and got the number 69,273. We believe that this is an
achievable attendance as the other two museums in the Gainesville area had an attendance of
over 100,000 people.
Competitive Analysis
While the Cade museum will have to compete with hundreds of museums and heritage sites
across the state of Florida, there are two museums in Gainesville that we believe will pose the
biggest threat to the Cade museum. These two museums are the Harn museum and the Florida
Museum of Natural History. Both of these museums have close ties with the University of
Florida and are actually located on campus. In the 2014 fiscal year the Harn museum had an
attendance of 109,540, and of this figure 7,700 were UF students. While in the 2012 fiscal year
the Florida Museum of Natural History had an attendance of 206,813. While both of these
museums will provide competition, we believe that in the early years of the Cade museum this
may help boost attendance as museum goers who have recently visited either the Harn Museum
or the Florida Museum of Natural History may wish to visit a new museum.

10
Marketing Research
Primary and secondary research was conducted to pinpoint consumer insights and overall market
trends. Several notable trends and concepts were observed including increased web-based media
usage, the need for novel attractions, the community need for museums, and the social impact of
museums.
Current Trends in Museum Marketing
One of the most significant developments in museum marketing strategy is the usage of web-
based media and the importance of social media. Consumers rely on the internet for tourism
plans now more than ever before due to the constant prevalence and accessibility of the internet
with the usage of smartphones and other mobile devices. The internet continues to be the primary
source in trip planning for consumers especially with the increasing importance of “eWOM” or
the “electronic word of mouth” (Xiang, Magnini & Fesenmaier, 2014). This implies that activity
such as user comments, posts and pictures by other travelers play a key role in decision making
and consumer attitudes. Additionally, because of readily available online capability, more “spur
of the moment” decisions are taken after reaching the destination, such as finding restaurants or
deciding on attractions to see in a particular city, traditionally decisions that would take place
before departure (Xiang et al., 2014). Museums, previously perceived as a secondary product of
tourism, are now one of the frontrunners in the usage of online marketing strategies (Xiang et al.,
2014).
Not only does online activity influence consumer behavior, but the online presence of an
attraction can be complimentary in value creation, particularly in the context of a museum
asserted by Padilla-Meléndez, and del Águila-Obra (2013). Not only do museum websites

11
provide reference information before and after a visit (which the Cade already emphasizes in
their online resources) but web and social media presence can also influence and motivate
visitors to make repeat visits with the intent to create loyalty and new relationships among
consumers (Padilla-Meléndez, & del Águila-Obra, 2013).
The relationship between new service bonds and customer value is a significant component in
the context of museums. One of the central components in the long-term performance of a
business is new product development, and this method has a “significant positive influence on
museum customers perceived relationship investment” (Siu, Zhang, Dong, & Kwan, 2012). In
the case of the Cade Museum, this would be the regular introduction of new classes and exhibits
that would consistently capture new and returning audiences.
Community Needin Terms of Education
Although the Cade Museum is not solely a science or math based center, education is one of the
core values. Innovation stems from science and math proficiency in order to make ideas a reality.
Standardized test scores for Florida are deplorable, especially for surrounding counties that the
Cade directly serves. Generally, between 30 to 60% of students are below grade level in math for
all grades, but an overwhelming 55 to 95% of students are below in Bradford County. Students
below grade level for science are somewhat worse with a range around 40 to 60% among fifth
and eighth graders.

12
Figure 1: Percent of Students below Grade Level for Mathematics.
Note: Using scores from the 2014 FCAT 2.0 for 5th and 8th graders and the Spring 2014 EOC
Exam for Algebra 1 for 9th graders.
Figure 2: Percent of Students below Grade Level for Science.
Note: Using scores from the 2014 FCAT 2.0 for 5th and 8th graders and the Spring 2014 EOC
Exam for Biology 1 for 10th graders.
0
10
20
30
40
50
60
70
80
90
100
StudentsBelowGradeLevel(%)
County
Grade 5
Grade 8
Grade 9
0
10
20
30
40
50
60
70
80
StudentsBelowGradeLevel(%)
County
Grade 5
Grade 8
Grade 10

13
The above tests scores indicate that there needs to be a change in the way students learn the basic
concepts of math and science which the Cade can provide in the form of creative activities that
will engage students in active learning.
Potential SocialImpact
After assessing the need for an innovative and creative need for an educational outlet, we can
think forward to the potential social impact the Cade can have on the Gainesville community
with the comprehensive overview of the social impact of museums in a community. Several
museum qualities, including school field trips and outreach programs, procure effects such as
improvements in mental health and promotion of public health interventions. One of the primary
commodities offered by the Cade is school field trips. Many critics of field trips characterize
children’s behavior as “chaotic” and subsequently trivialize field trip experiences, but evidence
shows that field trips to museums, regardless of subject matter, promote the “long-term
recollection of cognitive information” or “meaningful learning” (Falk & Dierking, 1997). This
implies that even later, as far as into adulthood, this information and experience can be valuable
for future problem solving. A strong correlation exists between the cognition involved in the
museum and emotional affect, providing a comprehensive physical, educational, and social
setting (Falk & Dierking, 1997).
Museum outreach activities also have a correlation with an improved personal well-being and
implications for improved mental health (Morse, Thomson, Brown, & Chatterjee, 2015). This
connection is emphasized with the central benefit of handling objects within these outreach
activities, a key concept present within the classes offered at the Cade (Morse, Thomson, Brown,

14
& Chatterjee, 2015). Classes and events that take place at the Cade can also be used as a platform
for promoting community well-being initiatives, such as health interventions, because of the
Cade Museums nature of being a public setting instead of a clinical setting (Camic, & Chatterjee,
2013).
Future Recommendations
Taking previous research into consideration, the Cade Museum should take initiative in research
efforts to assess performance and consumer insights in the context of its competing market and
the Gainesville Community. Because of the current exhibitions at the Cade and the
comprehensive direction of the museum, research should focus on preference and intention to
visit studies as a preliminary measure for a general science and innovation museum. After a more
definite brand and attraction is established, research can then expand into brand awareness and
understanding among consumers.

15
Marketing & Sales Goals and Objectives
Brand Awareness & Understanding
Since Cade is a new museum and is not part of any related chain of museums, we can assume
that the current knowledge about what the Cade museum does will be relatively finite in the
Gainesville community. Therefore, it is vital that Cade rely on advertising and word of mouth to
promote its brand. We believe that if Cade will offer a quality service to the community, that
people will come. However, before this occurs we must create and solidify the brand for Cade.
Market Share
“Museums aren’t about numbersand market share: they’re about social outcomes,about making the
community, the nation,and human culture better” (Getty MuseumMarket Plan, p. 1).
Appropriate Measures for “Market Share” Comparisons
For our campaign, we will use the traditional measures of museum success metrics. These
metrics include: attendance, membership, annual contributions, exhibitions, and acquisitions.
Expected Attendance
One way to estimate attendance is to look at similar enterprises in comparable markets within the
U.S. in terms of size and demographic characteristics. The table below provides a set of Museums’
attendance which confirms that approximately 4% of the population is a reasonable number for
estimating our local and day tripper visitor attendance. However, we believe that a 4% estimate is
an overly conservative expectation of what our typical day tripper and visitor attendance will be

16
given the number of educational programs, membership programs and other resources we will
provide. Therefore, we believe that an estimate of somewhere between 4 to 10% of the total
population is more appropriate, creating an average annual attendance between 40,000 and 98,546.
Table 2: Expected Museum Attendance.
Comparable Local Markets Attendance
Total
Population
Attendance
% of
Population
Madison, WI – UW Geology Museum 1,017,023 40,000 3.93
Boulder, CO – World of Wonder Museum 1,830,246 62,000 3.39
Raleigh-Durham, NC – Marbles Kids Museum 1,675,876 312,501 18.65
Austin, TX – Austin Children’s Museum 1,778, 452 200,000 11
Knoxville, TN – East TN Discovery Center 1,189,928 33,512 2.82
Gainesville, FL – FLMNH Butterfly Exhibit (paid) 985,460 84,708 8.6
Cade Museum (Proposed) 958,460 40,000 to 98,546 4 to 10
Note: The total population is based on the population base within Cade Museum’s Drive Market
Area. Source: 2010 US Census Data, 2005-2009 American Community Survey 5-year Estimate.
Below are further estimates regarding expected visitation numbers per year. Note: These numbers
have been adjusted to account for higher expected visitation numbers than previously expected.
For example, because of the variety of services and events Cade will provide, we expect 1st year
visitation numbers to be somewhere between (40,000 to 98,546 attendees). For the purposes of
estimation, we will use the median and assume that approximately 69,273 visitors will come to
Cade in year 1. According to the AIM industry classifications, this would classify Cade as large
museum already in Y1.
Table 3: AIM Industry Classification for Size of Museumin terms of Number of Visitors perYear

17
AIM Classification Number of Visitors
Small Total visitors < 10,000 per year
Medium Total visitors 10,001 < 50,000 per year
Large Total visitors > 50,001 per year
Table 4: Projected Size of Cade Museum (Number of Visitors per Year)
Year 1 Year 2 Year 10 Year 15 Year 20
69,273
(69,273*14.29%)
= 79,172
(79,172*14.29%)
=90,485.81
90,486 90,486
Calculations:
69,273 initial visitors. These numbers will grow at a projected rate of 14.29% per year through
year 10 (this % is calculated based on previous estimations done by our research group).
Eventually the visitation will level off as we approach our maximum museum estimate of 98,546
(or 10% of the population) and will remain steady.
Projected daily membership size: 69,273/ 260 (number of typical business days in a year) =
266 visitors per day
Table 5: AIM Projected Proportion of Adult versus Children Visitors for Science
Visitor Type Number of Visitors
Adult 25%
Child 75%
Total 100%
Note: Assumes Cade follows the industry average for the proportion of adult vs child visitors in
each period for children’s/science and technology museum (AIM 2014).
Membership

18
The Cade museum will offer membership programs for our exhibits. The suggested pricing of the
membership fees is listed below:
Table 6: Membership Pricing per Person
1-month
membership
6-month
membership
12-month
membership
$50 $90 $120
Membership packages will only allow admittance to the museum exhibits. Museum classes are
separate fees.
Annual Contributions
The Gatorade Trust endowment provides sufficient income to fund the start-up operations for the
Museum, enabling board and staff to focus on the future Museum construction, with all
contributions from 2011 onward allocated directly to the capital campaign. The Museum
recognizes that a careful eye on cash flow and control of expenses is critical within the next four
years. With attention to the bottom line, the Museum’s cash will be sufficient to fund operations
until the Museum is open in Dec. 2016. Cade museum will heavily rely on start-up contributions
and donations initially.
Exhibitions
The Museum will provide exhibits (permanent and temporary), programs, classes, workshops, and
studios. In addition to the permanent amenities, The Museum will have a traveling exhibit gallery,
allowing for the presentation of a wide variety of exhibits from around the world. These exhibits
will enable the Cade Museum's content to stay fresh and current. These special exhibits will rotate
on a semi-annual basis and will be installed after The Cade Museum has been in operation for one
full year.

19
The current Exhibitions offered will occur in 2 phases:
 Phase 1:
The Gatorade Exhibit (Dr. Cade’s Laboratory)
American Ideals & Innovation
The Gator Tank
 Phase 2:
Neuroscience of Creativity - The Interactive Brain
Spirit of Entrepreneurship
Spark of Creativity
Source: Cade Museum Website
Note: The fundamental vision behind each exhibit is listed on the Cade Museum website.
Acquisitions
Cade museum will make acquisitions as time goes on according to demand, visitation and visitor
reactions. We believe Cade should focus on fulfilling its first 2 phases of production for now.
Revenue and Profit
Financial Summary
The Cade Museum has a permanent endowment that provides sufficient revenue to fund the
majority of “start up” costs through 2015. Upon opening, the Museum will be sustainable with a
combination of 65% earned revenue and 35% contributed revenue each year.
Note: Budget included on page 37
Projected Revenues
Exhibits

20
$8 average ticket price* (.45*69,273) =$249,382.80
Membership
1st: (5%*69,723) = 3,486.15 so about 3,486 members
2nd: (33.33%*3,486) =1161.88 so about 1162 people will fall into each membership category (1
month, 6 months, 12 month)
3rd: ($50*1162) + ($90*1162) + ($120*1162) = $58,100 + 104,580 + 139,440
Total Revenue from Memberships= $302,120
Classes
1st: (40.25%*69,273) = 27,882.38 so about 27,882 class attendees
Adults make up 60% of that (60%*27,882) =16,729 adults
Kids make up 40% (40%*27,882) =11,153 kids
So the adult revenue is: $1,003,740
And the kid revenue is: $278,825
Total Revenue from Classes: 1,282,565
Field Trips
(8.5%*69,273) =5,926 attendees
$15*5,926= $88,896.83
Child Care Services
1%*69,273= 693 attendees
693*$12= $8,312.76
Table 7: Projected Revenues Based on Visitation

21
Service Type and Weight Projected Revenue($)
Exhibits (45%) 249,382.80
Membership (5%) 302,120
Classes (40.25%) 1,282,565
Field Trips (8.75%) 88,896.83
Child Care Services (1%) 8312.76
Total Expected Revenue 1,931,277.39
Yearly Visitation: 69,273
Table 8: Pricing Scheme
Service Type Price($)
Exhibits
Suggested Ticket Price 8
Membership
1-Month (33.33%) 50
6-Month (33.33%) 90
12-Month (33.33%) 120
Classes
Kid Classes (40%) 25
Adult Classes (60%) 60
Field Trips
Price per Student 15
Child Care Services
Price per Hour 12
Additional Revenues
Cade Museum will offer multiple partnerships and special events that will also produce
additional revenue. The exact formatting of these events and partnerships is difficult to quantify
in terms of monetary value, however, we estimate that partnerships will increase our overall

22
revenue by 3% and special events will increase our overall revenue by 5%. Based on this we
have come up with the following estimates:
Partnerships:
 Discount from partnering with other museums
 FL small attractions partnership (Devil’s Den, first magnitude, Ginnie springs etc.)
 Local Gainesville Package
 UF sporting event discount (discount to visit if you have ticket stub from any sporting
event)
 Partnership with UF health
 Support of local partnerships
Projected revenues generated from partnerships: $57,938.32
Special Events:
 Student night
 Overnight sleeping at museum
 Birthday parties
Projected revenues generated from Special Events: $96,563.87
Future Ideas
Imax Theater:
 We believe there is potential for Cade to eventually expand and possibly introduce an
Imax dome theater. There are only 250 dome theaters in the world and only 1 serving the
state of Florida located in Tampa. By investing in this dome theater, Cade could capture
all of the North Florida and possibly South Georgia market.
Table 9: MOSI General Admission Prices Including IMAX Dome

23
General Admission
Adults
13 -59
Seniors
60 +
Child
3-12
General Admission includes: MOSI Exhibits
Galleries, one Saunders Planetarium show, one
standard Florida Hospital IMAX®
DOME
Theatre Film and Kids In Charge!
$26.95 $25.95 $20.95
Children 2 yrs and under FREE
Parking $5 per car (free for IMAX only)
Projected prices of the IMAX DOME
350-person theater (average of 175 per movie)
6 movies per day
6 days a week, 52 weeks
Average of $25 per ticket
Potential Annual Profit= $8,190,000
Corporate Social Responsibility
The corporate social responsibility goals of Cade align with our overall goals of serving the
community. These goals are listed in the executive summary.
Current Construction and Exhibits
The Cade Museum will be built in two phases (21,000 and 24,000 square feet) for a finished size
of 45,000 square feet. Construction of the first phase of the Museum is targeted to begin in early
2016, with completion by the end of the same year, allowing move-in and operations to begin.
The first phase building will include the following facilities:
1. Front entry and lobby- Designed to convert quickly into flexible event/gala space

24
2. Science and Sport Gallery – Highlighting the steps toward purposeful
invention/teamwork.
3. American Ideals and Entrepreneurship – Highlighting UF, state-wide and national
inventors throughout history, in partnership with the US Patent and Trademark office.
4. Gator Tank- our own Shark Tank type interactive exhibit that will allow participants to
create and pitch an idea to a world-wide audience
5. Fab Lab and Creativity Lab Flexible to accommodate a variety of needs and earned
revenue opportunities including school groups, birthday parties, and special events.
Hands-on areas for children and adults to get messy, creative and use state-of-the art
equipment in a variety of areas including: music, computer technology, and
woodworking. A hands on art/science area for children and adults with open-ended and
continually changing programming.
6. Traveling Exhibit Area – To allow for display of rented exhibits.
7. There will be an additional 10,000 square feet of outdoor space designed to be highly
functional (covered) and flexible for outdoor and seasonal programming.
Construction and Exhibit Costs
Commercial construction costs range from $150/square foot to $500/square foot. The Cade
Museum is budgeted at $250/square foot. This cost includes architectural work, contingencies
and all interior finishes.
Exhibit construction costs range from $150 to $500/square foot. The Museum’s exhibit budget is
$200/square foot. More will be spent on those exhibit components which require high-tech
interactives, and less on those components which are less complex.

25
CPPI has been retained at the Construction Management Team at Risk through the Museum’s
design and construction document phase. CPPI has already delivered a preliminary estimate of
cost for Phase 1. This budget can be reviewed in further detail on page 37.

26
Target Markets & Segmentation
Target Audience
The target audience can be divided into 5 different kinds of people. The first group are the
explorers, people who like to experience new things. They come into the museum because they
are curious; not because they are looking for anything specific. Their learning goals are not listed
out but rather, they are open to absorbing everything. Similar to the explorer is the experience
seeker. These visitors come to experience the unique part of the museum. They seek the main
attractions or the highlights that give them the desired experience. Next is the professional or
hobbyist. Their reason for going to the museum will depend on their profession. Examples of this
group include artists, photographers, and teachers. The teacher may be preparing a lesson while
the photographer may come to study methods of photography. The fourth group is the facilitator.
These visitors typically come because they are assisting someone. This person could be a mother,
brother, or a friend, for example. They are not going for themselves, but for whoever they are with.
Finally, there are the rechargers. These visitors go to the museum to get away from it all. They
come to clear their mind or search for answers. They typically do not stay with the crowds as they
independently peruse the exhibits. These categories are agreeable under the assumption that going
to a museum is considered a leisurely activity. This is because the social behaviors and patterns
that groups of people exhibit in relation to museums apply to other leisure activities. For this
reason, museums compete against parks, zoos, picnics, etc. Understanding the audience profiles
can allow the Cade Museum to adapt to the expectations that these groups hold.

27
Segmentation
1. Frequent Visitors
a. Classified as visiting a museum at least 3 times every year
b. A very small part of the community
i. contribute for about 45-50% of museum visitation
c. Will go to the museum no matter what exhibits are being shown
incorporated museums into their leisure time.
Nonparticipants
a. Represent the largest segment of the community
b. Their interests do not align with what the museum has to offer
c. Think of museums as formal, too educational, boring, etc.
Occasional Visitors
a. classified as visiting a museum once or twice every year
b. differ from the frequent visitors in their social patterns and leisure activity
selections
c. Heavily interested in family-oriented activities
i. Zoos, parks, and picnics compete with the museum
ii. Museums do not offer the best places for socialization for them
The frequency of visitors to museums is also contingent on the audience profiles. It relies both
upon the motivation of people to come as well as their relationship to the museum experience.
Furthermore, the predisposition of different groups of people play a large role in helping them
decide whether or not to go to the museum in the first place. However, the Cade Museum can
anticipate expectations based on these profiles as well as reinvent the museum experience. In

28
doing so, those who had negative ideas about the museum experience can have a pleasant
reformation of their thoughts when they visit. The challenge of the Cade Museum will then be to
get these groups of people to come in the first place. Creative advertising and marketing
structures will be the solution to this challenge.

29
Strategic Direction
Brand Positioning & Promise
Brand
“Making the future brighter for everyone through the power of invention and discovery.”
The Cade is a museum of the future, and a hub of innovation. Unlike other museums, the Cade is
not limited by history, but is unlimited by the endless possibilities the future will allow. This is
the competitive advantage of the museum.
Brand Positioning
The Cade Museum should be positioned as a hub of innovation and promoter of young
entrepreneurs and inventors. This will be done through education and collaboration. The primary
focus will be on high school and college students, although there will be opportunities for
elementary and middle school students to participate. Although the Cade will be positioned as a
museum that promotes innovation and inspires all youth, it is best to focus on high school
students, college students, and the startup community. High school students are at a pivotal point
in their life when they are deciding where to go next, and the Cade could be very influential in
allowing their ideas to come to life and helping them discover their future. With the University
of Florida being located in Gainesville, this presents a very large advantage to the Cade. UF
students and faculty have much to offer the museum. College-aged students are in their prime of
creativity and curiosity, and they are the main audience of the Cade. Collaborating with UF can
bring a tremendous advantage to the Cade.

30
Vision, Mission, Values
Since the vision, mission, and values are what the creators of the museum have envisioned, these
have guided the strategic direction.
Vision
When complete, the Cade Museum will be a 45,000 square foot state-of-the-art, world-class
Museum on 2 acres within the 32-acre Depot Park in downtown Gainesville, FL. The Museum
will be the hub of innovation and discovery for the Gainesville area, providing exhibits,
programs, classes, and workshops to younger students. It will also showcase research of UF
students and faculty and promote the local startup community. It will serve to promote
collaboration between all inventors and researchers. The Museum will be an integral part of an
important and sustainable project revitalizing Gainesville’s east side and downtown.
Mission
To inspire creative thinking, future inventors and early entrepreneurs
Values
Inspiring and promoting creativity, invention, entrepreneurship, and collaboration through
interactive educational opportunities
Business Goals & Objectives
Goals
The Cade Museum for creativity and invention will:
 Be an educational, interactive, and collaborative attraction that inspires curiosity, creative
thinking and purposeful invention for everyone who believes in the power of a great idea.

31
 Reignite passion for invention and ingenuity in the lives of the upcoming generation in
order to make the future brighter for everyone.
 Inspire youth to be inventive and entrepreneurial
 Share learning and successes through education and collaboration
 Play a role in redeveloping the downtown area
 Become a tool of economic revitalization for Gainesville in partnership with other local
cultural institutions (museums and theaters) as well as non-cultural institutions
We will measure our success with respect to social impact in the following ways:
 Number of local startup companies participating in events
 Number of UF faculty and students participating in events and collaborating with one
another
 Amount of students of all ages participating in programs, camps, classes, labs, science
fairs, and trips
 Amount of interest in research sponsorship & startup sponsorship
 Increase in collaboration between startup community and UF faculty and staff working
towards invention and conducting research compared to previous years
 Number and success of collaborations with local organizations and progress in expanding
to regional, statewide, then national institutions
 Stimulation of interest in STEAM careers from middle and high school students
 Enrollment applications for STEAM-based educational courses of study in comparison to
past enrollment
 Attendance at events and functions

32
 Number of repeat visits and memberships purchased
 Amount of money raised for scholarships
 The impact on outcomes in creativity and inventiveness compared to data in the region
before and after Cade begins programming

33
Marketing & Communication Strategies
Promotion
College and beyond
 Partner with local and regional organizations focused on invention
 Allow opportunities for university students to get involved in research
 Sponsor graduate and undergraduate level student research
 Produce publication, “Cade Magazine”, about current research, developments in the
startup community, and current happenings at Cade
 Host networking events for the local startup community; this may attract startups from
other areas who want to collaborate. This would raise money for the museum (cover
charge, food & drinks) while promoting collaboration of local entrepreneurs
 Investments in startup companies; this will feed back into the museum and allow the
Cade to tell its success stories and form valuable partnerships with entrepreneurs
 Venue where local entrepreneurs/startups can present their ideas to potential investors
and also present their ideas to the community and get feedback on products/ideas.
 Utilize UF graduate students and faculty; allow them to showcase their research/work to
younger aspiring inventors and the community. Host feature events and talks.
 Partnerships with local startups; startups will offer the Cade priority to use their services
in return for being sponsored and showcased by the Cade
 Sponsor a travel program for college-aged inventors, possibly partner with UF to do this
 Support innovative programs at UF, i.e. One Health: a rising global health initiative, by
providing a venue for health providers to collaborate and share ideas

34
Middle and high school
 Host inventor fairs
 Provide college scholarships for high school inventors
 Host regional science fairs to promote invention at the middle and high school level. This
will help attract attention to the Cade’s mission of promoting creativity and invention,
and help cement the Cade’s reputation as a leader of innovation
 Summer camps & holiday camps
 Host trips collaborating with UF students and faculty to promote discovery and provide
opportunity
o Example: host field trips where middle, high school, and elementary school
students can listen to successful inventors/researchers speak, which will
encourage interest in invention and creativity
Events
 Host “Invention Nights”; since the museum will be underutilized at night, use this time to
celebrate the history and future of invention.
o These events would be more relaxed; for example, movies could be displayed on
a projector.
o Host guest speakers for the community to interact with.
o Showcase local entrepreneurs & college students.
o These nights could be a night out for adults or college kids who want to become
more involved in with invention and entrepreneurship

35
 Hold seminars for local startups and UF faculty and staff who are participatory in
research to promote collaboration
 Host contests and competitions for invention and research
 Host events to raise money for scholarships and local startup community
 Hold birthday parties for younger children
 Host celebrations and festivals on holidays centered around invention
 Rent out the museum for private events: parties, weddings, benefits
Strategies to attract more visitors and build the brand
 Package with other museums in Gainesville
 Package with sporting events/other events at UF; when someone buys a ticket to an event
at UF, they receive a discounted ticket to the Cade
o Alternatively, they may receive discounted admission with a UF ticket stub.
 Offer memberships that provide discounts to camps, classes, labs, field trips
o Discounts for UF students, UF employees, and seniors
o Group discounts
o Free/discounted admission to other Gainesville attractions for visiting
o Discounts to other local museums
o Discounts for Gainesville residents
 Partner with local publications such as the Gainesville Sun to publish stories about the
happenings at Cade
 Utilize the museum at night when it is unoccupied to host fun events for college students.
For example, painting and drinking classes or trivia

36
 Gift shop to sell invention-related items
 Establish strong online presence, host a blog on the website where UF staff and students
can talk about their current research and local entrepreneurs can discuss their ideas
 Sponsor independent research for students to gain university credit
 Volunteers/internships as a way for young children to become involved
 Partner with other invention-based leisure activities throughout the state to attract out-of-
town visitors. For example, if someone buys a ticket to the Thomas-Edison home, offer
them a free or discounted ticket to the Cade and possibly another Gainesville museum.
 Partner with other local Gainesville attractions to create a package that will make people
want to visit Gainesville. For example: Ginny Springs, Devil’s Den
Advertising, Public Relations, and Publicity
 Strong social media presence
 Gainesville airport brochures/guidebooks
 Distribute flyers to apartment complexes and across campus
 Partner with UF to have ads placed in performance brochures
 Advertisements on the jumbotron at UF football games
 Partner with local radio stations
 Partner with Gainesville sun and UF college of journalism
 Cade Magazine Publication
 Have volunteers/ambassadors distribute information to local elementary, middle, and
high schools
 Advertisements on buses

37
Marketing Budget
Fundraising
The Cade Museum total project has a $26 million goal. The campaign will be launched in three
phases:
 Phase I - $10 million – Building construction, exhibits and endowment
 Phase II - $9 million – Building construction, exhibits and endowment
 Phase III - $7 million – Exhibits, programs and endowment
 Phase II of the capital campaign will launch as soon as the goals in Phase I are met. Phase
III will launch upon completion of Phase II.
Phase I
The Phase I campaign goal of $10,000,000 was strategically chosen as a figure that can be obtained
within the set timeframe although it is a substantially larger goal than any other successful (non-
UF) campaign within the greater Gainesville area. Projected completion date for phase I is late
2016.
Table 10: Phase I Marketing Budget
Source Target ($) Amount to Date
Goal: 10,000,000
BOD 1,500,000 1,583,400
Gatorade Trust 500,000 1,223,773
+1 Society 1,000,000 404,500
Public Donors 1,500,000 964,973
Corporate 3,000,000 334,000
Foundation 2,500,000 565,000
Total 10,000,000 5,075,646

38
The Cade Museum has one full time development director dedicated to all fundraising activities
as well as the participation of the COO, CEO, and Vice President to some level of fundraising
activities. It is also an expectation of members of the Board of Directors to participate in the
fundraising activities associated with the Museum.
Budget
Below is the five year operating budget projections compiled by our research team for Cade.
Table 11: 5-Year Operating Budget

39
Post-Opening Budget
After the Cade Museum opens in 2016, the Museum will earn revenue from admissions,
memberships, programs and rentals. Additional hires will be made and operational costs will
increase. Budgeting for this will take place during the construction phase of the project although
preliminary estimates have already been completed.
Additionally, the Cade Museum has a permanent endowment of Gatorade Trust shares that puts it
in a very strong financial position vs. other young museums. As the Museum works to build its
endowment in phases II and III of the capital campaign, it will continue to increase its financial
strength. At the same time, private contributions will increase in 2018 and beyond, as pledges for
the initial capital campaign are fulfilled and new pledges received.
Overall Profit
Expected Revenue for Y1 (including special events): $2,085,779.58
Total Expenses for Y1: $489,900
Total Y1 profit: $1,595,879.58

40
Marketing Calendar
The marketing budget from 2015-2019 is as follows:
Table 12: Marketing Budget 2015-2019
Year Marketing Budget ($)
2015 $10,000
2016 $25,000
2017 $50,000
2018 $50,000
2019 $50,000
December 2015/January 2016
 Phase I construction to launch
 Anticipated completion by the end of 2016
 allowing for move-in and operations to begin
November 2016
 Phase I (21,000 square foot facility) projected opening
 Phase II (24,000 square foot facility) fundraising to begin
December 2016
 Museum opening
2018+
 private contributions to increase
 pledges for initial campaign fulfilled
 new pledges received

41
Measurement & Evaluation
Because the Cade Museum does not yet hold a significant physical location, the primary research
directions should lie within intention to visit and activity and program preferences. Both the
intention to visit metric and program preferences can be measured by qualitative surveys
distributed to Gainesville residents.
Intention to Visit Survey
The quickest method to distribute the intention to visit survey is through online-based means
through Visit-Gainesville or social media, although limitations are present such as a non-
response bias. Survey items can include assessments based on only the Cade Museum (“What is
the likelihood of visiting the Cade Museum, an attraction based on education and innovation?”),
in comparison to other museums (“Given only one choice, are you more likely to visit the Harn
Museum or Cade Museum?”), or in comparison to other Gainesville locations (“Given one
choice, are you more likely to visit Ben Hill Griffin Stadium or the Cade Museum?”). Results
from this survey can identify direct competitors, but conversely can identify potential
partnerships and collaborations that can feed into the Cade’s visitation rate.
Consumer Preference Survey
The Cade Museum is also heavily reliant on the classes it offers over exhibitions; therefore
consumer preference should be taken into consideration when choosing which programs to offer.
This survey can be distributed specifically to target audiences such as with schools in Alachua
County, parents of students in Alachua County, and to University of Florida Students, although
the survey does not need to be limited to these audiences. Sample items can include concepts
addressing local community need (“Which part of STEAM education do you feel is lacking in

42
yours or your child’s academic resources?”), previously and currently offered classes (“Rank
each class from least to most preference.”) and ideas for new classes along with potential
partnerships (Which organization would you like to see the Cade Museum collaborate with for a
program?”). Ideally different classes would cycle throughout the seasons based on visitor
demand and interest. This also coincides with the aforementioned concept of new product
development and the relationship with customer loyalty.
Performance Measures
Performance measures over time for the Cade include brand awareness, changes in consumer
satisfaction, and financial measures such as overall profitability. Brand awareness and consumer
preferences and satisfaction can be evaluated through surveys distributed online or given after
museum visits. Financial measures can take a quantitative analysis by finding trends in particular
sales by type of attraction. These financial assessments can determine where revenue is
generated most (exhibitions, classes, special events, field trips). Financial data can also be
compared with predicted data in order to better predict future revenue and profitability trends.

43
Bibliography
Camic, P. M., & Chatterjee, H. J. (2013). Museums and art galleries as partners for public health
interventions. Perspectives in Public Health,133(1), 66-71.
Cohen, S. (2010). Travel Trends: Presented to University of Florida Marketing in Hospitality
and Tourism class [PowerPoint slides].
Falk, J. H., & Dierking, L. D. (1997). School field trips: assessing their long‐term
impact. Curator: The Museum Journal, 40(3), 211-218.
Florida Department of Education. (2016). 2014 Florida comprehensive assessment test 2.0 next
generation sunshine state standards state report of district results grade 05
mathematics [Data file]. Retrieved from http://fldoe.org/accountability/assessments/k-12-
student-assessment/results/2014.stml
generation sunshine state standards state report of district results grade 08
mathematics [Data file]. Retrieved from http://fldoe.org/accountability/assessments/k-12-
student-assessment/results/2014.stml
generation sunshine state standards state report of district results grade 05 science [Data
file]. Retrieved from http://fldoe.org/accountability/assessments/k-12-student-
assessment/results/2014.stml
generation sunshine state standards state report of district results grade 08 science [Data

44
file]. Retrieved from http://fldoe.org/accountability/assessments/k-12-student-
assessment/results/2014.stml
Florida Department of Education. (2016). Spring 2014 algebra 1 end-of-course assessment next
generation sunshine state standards state report of districts [Data file]. Retrieved from
http://fldoe.org/accountability/assessments/k-12-student-assessment/results/2014.stml
Florida Department of Education. (2016). Spring 2014 biology 1 end-of-course assessment next
generation sunshine state standards state report of districts [Data file]. Retrieved from
http://fldoe.org/accountability/assessments/k-12-student-assessment/results/2014.stml
Florida Historical Marker Interactive Map. (2011). [Graph illustration of the historical sites of
Florida by county]. Retrieved from http://apps.flheritage.com/markers/map/
Florida Museum of Natural History. University of Florida, 2013. Web. 10 Feb. 2016.
Harn Museum of Art. University of Florida, 2013. Web. 10 Feb. 2016.
Hood, Marilyn G. "Staying away-Why people choose not to visit museums."Museum News 61.4
(1983): 50-57.
J Patrick. (2010, Jan 19). Why do we go to museums? [Web log comment]. Retrieved from
http://blogs.walkerart.org/ecp/2010/01/19/why-do-we-go-to-museums/
Matheson History Museum. Matheson History Museum, 2015. Web. 10 Feb. 2016.
McLendon, T., Klein, J. A., Listokin, D., & Lahr, M. L. (2010). Economic impacts of historic
preservation in Florida. Update. Retrieved from:
http://dos.myflorida.com/media/32432/economic_impact_executive_summary_2010_pdf.
pdf

45
Morse, N., Thomson, L. J., Brown, Z., & Chatterjee, H. J. (2015). Effects of creative museum
outreach sessions on measures of confidence, sociability and well-being for mental health
and addiction recovery service-users. Arts & Health, 7(3), 231-246.
Museum Management Consultants, Inc. (2014). Museum of Science and Industry (MOSI)
Organizational Assessment. Retrieved from:
http://agenda.hillsboroughcounty.org/cache/00003/500/E-1.PDF
Museums. (2016). Article title. Retrieved from URL Retrieved from
http://www.visitgainesville.com/arts-culture-history/museums/
One health center of excellence for research and training. (2015, Dec. 18). Retrieved from
http://epi.ufl.edu/onehealth/
Padilla-Meléndez, A., & del Águila-Obra, A. R. (2013). Web and social media usage by
museums: Online value creation. International Journal of Information
Management, 33(5), 892-898.
Siu, N. Y. M., Zhang, T. J. F., Dong, P., & Kwan, H. Y. (2013). New service bonds and
customer value in customer relationship management: The case of museum
visitors. Tourism Management, 36, 293-303.
Xiang, Z., Magnini, V. P., & Fesenmaier, D. R. (2015). Information technology and consumer
behavior in travel and tourism: Insights from travel planning using the internet. Journal
of Retailing and Consumer Services, 22, 244-249.

Final Cade Museum Marketing Plan Group 9-3

Recommended

Recommended

More Related Content

Similar to Final Cade Museum Marketing Plan Group 9-3

Similar to Final Cade Museum Marketing Plan Group 9-3 (20)

Final Cade Museum Marketing Plan Group 9-3