1. 1
W.
H.
Over
Museum
Guest
Development
Marketing
Plan
Tyce
Daggitt
Kayla
Haeder
Ryan
McCarty
Brandon
Widman
The
University
of
South
Dakota
Dr.
Rand
Wergin
BADM
770
December
3,
2014

2. 2
Executive
Summary
The
museum
is
running
on
low
financial
resources
and
is
relying
on
volunteers.
Expenses
are
exceeding
revenue.
Reductions
in
financial
resources
would
likely
be
detrimental
to
the
museum.
The
museum
focuses
little
on
the
marketing
function
with
no
written
marketing
goals
and
objectives
and
has
not
been
effective
in
bringing
in
visitors
to
the
museum.
From
2012
to
2013
estimated
visitors
of
the
museum
dropped
by
almost
one
thousand
from
9,583
to
8,589
in
2013
(Johnson
et
al.,
2014,
p.
14).
The
awareness,
profitability,
and
brand
preference
of
the
W.
H.
Over
Museum
are
lower
than
competitors.
Tourism
spending
in
South
Dakota
has
been
increasing
(Norton
&
IHS
Global,
2014,
p.
17,
49).
One
reason
that
the
W.
H.
Over
Museum’s
advertising
has
not
been
successful
is
that
the
advertising
lacks
a
clear
brand
of
what
the
W.
H.
Over
offers
and
does
not
reach
enough
potential
customers.
The
goal
of
the
proposed
marketing
plan
is
to
increase
the
number
of
museum
visitors,
with
an
objective
of
increasing
museum
visitors
by
10%
per
year
for
the
next
five
years.
The
museum
should
pursue
a
differentiated
defender
strategy
to
offer
a
quality
product
and
service
to
customers
and
work
to
not
lose
market
share
and
further
seek
to
penetrate
the
market.
The
museum
should
continue
to
reach
the
whole
mass
market
and
focus
on
attracting
tourists
and
commuters
traveling
along
Highway
50
and
I-­‐29.
The
plan
will
require
an
estimated
$12,750
from
outside
donors
for
implementation.
Executing
this
marketing
plan
should
increase
awareness
of
the
museum,
increase
the
number
of
museum
visitors,
and
increase
customers’
perceived
quality
of
the
museum.
The
museum
should
conduct
an
initial
audit
of
the
marketing
plan
at
the
beginning
of
the
quarter
after
the
implementation
of
the
new
marketing
plan
to
track
results.

3. 3
Table
of
Contents
Executive
Summary
.....................................................................................................................................
2
Situation
Analysis
........................................................................................................................................
5
Company
.....................................................................................................................................................
5
Current
Marketing
Strategy
and
Performance
............................................................................................
5
Organization
Resources
..............................................................................................................................
7
Summary
...................................................................................................................................................
10
Context/Market
Attractiveness
................................................................................................................
11
Demographic
and
Sociocultural
Trends
...................................................................................................
11
Economic
Growth
and
Stability
................................................................................................................
12
Political
Trends
..........................................................................................................................................
13
Legal
and
Regulatory
Issues
......................................................................................................................
13
Technological
Advancements
...................................................................................................................
14
Natural
Environment
................................................................................................................................
15
Summary
...................................................................................................................................................
15
Industry
Attractiveness/Business
Position
Matrix
...................................................................................
16
Porter’s
Five
Forces
Analysis
....................................................................................................................
17
Industry
at
the
Macro
Level
......................................................................................................................
19
Competitor
................................................................................................................................................
20
Customer
...................................................................................................................................................
21
Market
Attractiveness/Competitive
Position
Matrix
Figure
...................................................................
27
Performance
Review
.................................................................................................................................
28
Key
Issues
..................................................................................................................................................
29
SWOT
Analysis
..........................................................................................................................................
29
Strengths
...................................................................................................................................................
29
Weaknesses
...............................................................................................................................................
30
Opportunities
............................................................................................................................................
30
Threats
......................................................................................................................................................
31
Opportunities
and
Threat
Matrix
.............................................................................................................
32
Analysis
.....................................................................................................................................................
33
Marketing
goals
and
Objectives
...............................................................................................................
35
Marketing
Strategy
...................................................................................................................................
35

4. 4
Action
Plans
...............................................................................................................................................
36
Positioning
Statement
...............................................................................................................................
37
Value
Proposition
......................................................................................................................................
37
Logo
Options
..............................................................................................................................................
39
Organizational
Chart
..................................................................................................................................
41
Punch
List/Budget
......................................................................................................................................
42
Projected
Profit
and
Loss
Statement
.........................................................................................................
43
Formal
Controls
.........................................................................................................................................
43
Informal
Controls
......................................................................................................................................
47
Marketing
Audits
......................................................................................................................................
49
Implementation
Schedule
and
Timeline
..................................................................................................
49
Contingency
Plan
......................................................................................................................................
50
References
.................................................................................................................................................
51

5. 5
Situation
Analysis
Company
Current
Marketing
Strategy
and
Performance
The
W.
H.
Over
Museum's
mission
is
to
collect,
preserve,
document,
exhibit,
research,
study
and
interpret
objects
relating
to
natural
and
cultural
history,
primarily
of
South
Dakota;
and
to
provide
interpretive
exhibitions,
educational
programs,
publications
and
other
appropriate
means
of
conveying
an
understanding
and
appreciation
of
this
region.
The
W.
H.
Over
Museum
currently
does
not
have
a
defined
marketing
strategy.
Current
marketing
efforts
closest
resemble
a
market
penetration
strategy.
The
museum
is
attempting
to
increase
visits
from
the
museum’s
current
market
with
the
museum’s
current
offering.
The
museum
does
not
have
clearly
defined
marketing
goals
and
objectives.
No
written
plan
is
being
followed
to
lead
the
museum
towards
implementing
a
marketing
strategy
to
reach
goals
and
objectives.
No
time
frames,
benchmarks,
or
measurements
are
established
to
track
the
success
of
marketing
efforts.
Additionally,
the
W.
H.
Over
Museum
lacks
recognizable
branding
of
the
museum’s
offering.
The
museum’s
marketing
is
currently
achieved
through
a
website,
social
media,
news
articles
and
advertisements
about
the
museum
and
events
in
The
South
Dakota
Magazine,
Nebraska
shoppers,
The
Sioux
City
Journal,
paper
articles,
letters,
and
a
monthly
column
in
The
Equalizer.
The
mission
statement
is
not
being
followed
to
direct
the
museum’s
marketing
and
operating
decisions.
Additionally,
not
all
exhibits
and
events
fit
the
museum’s
mission

6. 6
statement.
Efforts
have
been
made
to
have
the
mission
statement
guide
the
museum,
but
have
not
been
effective.
There
is
no
clearly
defined
competitive
strategy.
However,
overall
cost
leadership
is
the
competitive
strategy
the
museum’s
efforts
closest
resemble.
Efforts
are
made
to
keep
costs
low
to
survive
a
small
budget
and
keep
costs
low
for
visitors.
The
museum
would
be
classified
as
a
reactor,
because
it
has
no
clearly
defined
product-­‐market
development
or
competitive
strategy.
The
museum
is
attempting
to
reach
all
members
in
its
market.
This
market
consists
of
tourists
and
area
residents.
These
can
be
further
split
into
tourist,
local
residents,
students,
families,
groups,
historians,
and
Sletwold
Hall
rentals.
Although
not
specifically
defined
as
a
target
market,
a
large
portion
of
the
museum’s
visitors
are
fourth
through
eighth
grade
school
trips.
The
museum
does
not
have
a
positioning
statement
to
guide
marketing
efforts.
There
is
not
sufficient
awareness
of
the
W.
H.
Over
Museum.
Few
potential
visitors
in
the
market
know
about
the
museum
or
what
is
offers.
When
mentioning
our
class
project
for
the
W.
H.
Over
with
friends,
family,
and
colleagues,
only
two
knew
the
museum
existed.
Without
awareness
of
the
museum,
potential
customers
cannot
have
perceptions
of
what
the
museum
offers.
The
museum
exhibits
a
large
variety
of
items
from
the
extensive
collection
in
permanent
exhibits
and
offers
some
temporary
exhibits
in
Sletwold
Hall
for
visitors.
Additionally,
several
museum-­‐hosted
events
are
offered
to
the
public
throughout
the
year.
Sletwold
Hall
is
also
available
to
rent
for
outside
hosted
events.
Everything
the
museum
offers
is
only
available
at
the
museum’s
location
on
the
edge
of
USD’s
campus.
No
admission
is
charged
to
museum

7. 7
visitors.
Promotion
of
the
museum
is
limited
by
few
resources
and
no
established
goals
or
objectives.
Organization
Resources
The
museum’s
annual
budget
of
$80,000
to
$110,000
is
currently
financed
through
donations,
grants,
revenue
from
the
event
room
rentals,
and
the
gift
shop
(Johnson
et
al.,
2014,
p.
9).
Additionally,
there
is
a
donation
box
located
in
the
lobby
that
is
used
to
fund
daily
upkeep
and
operations.
Some
volunteers
donate
personal
funds
to
cover
shortages
if
cash
isn’t
available
for
small
purchases.
Many
volunteers
and
Board
members
have
relationships
with
people
from
the
community
and
the
surrounding
area
who
give
non-­‐monetary
donations
to
help
operate
the
museum.
Grants
are
occasionally
given
for
projects
the
museum
is
undertaking.
Groups
and
individuals
rent
the
event
room,
bringing
in
some
additional
revenue
throughout
the
year.
The
gift
shop
has
been
a
source
of
revenue
in
the
past;
however,
due
to
current
management,
lack
of
an
accounting
system,
and
lack
of
internal
controls,
it
is
difficult
to
determine
if
any
revenue
is
currently
being
generated
from
the
gift
shop.
The
museum
building
located
on
the
edge
of
USD’s
campus
next
to
the
Dakota
Dome
is
owned
by
the
City
of
Vermillion
and
the
land
the
building
sits
on
is
owned
by
the
South
Dakota
Board
of
Regents.
There
is
a
wide
variety
of
items
in
the
museum’s
large
and
growing
collection,
ranging
from
priceless
and
rare
items
such
as
Native
American
ghost
shirts
and
an
Egyptian
mummy
to
more
common
natural
and
historical
household
items.
Currently,
the
collection
includes:
an
Egyptian
mummy,
USD
documents
and
memorabilia,
paintings
from
South
Dakota
artists
(including
Oscar
Howe)
and
out-­‐of-­‐state
artists,
fossils,
skeletons,
historic
firearms,
clothing,
taxidermy

8. 8
animals,
electronics,
household
items,
books,
documents,
Native
American
items
(including
ghost
shirts
and
many
moccasins),
and
natural
history
items.
Throughout
the
collection
are
many
unique
items
pertaining
to
the
history
of
South
Dakota.
The
museum’s
collection
of
items
has
two
owners:
the
Friends
of
the
Museum
and
the
State
of
South
Dakota.
No
inventory
of
the
entire
collection
has
been
completed
since
1997,
making
the
museum
unaware
of
everything
held
in
the
collection
(Johnson
et
al.,
2014,
p.
13).
Current
efforts
have
been
underway
since
2010
to
complete
an
inventory
of
the
entire
collection.
Two
people
are
currently
employed
by
the
museum:
a
collections
manager
and
a
front
receptionist.
Both
are
experienced
and
familiar
with
the
operations
of
the
museum.
Gift
shop
employees
are
not
volunteers
nor
paid
by
the
museum,
but
are
instead
supplied
and
paid
through
the
Experience
Works
program.
Many
volunteers
and
board
member
are
dedicated
to
the
museum
and
have
experience
and
connections
that
are
useful
for
running
the
museum
and
attaining
donations.
State
funding
for
the
museum
has
been
discussed
by
the
state
legislature,
but
hasn’t
been
approved.
The
W.
H.
Over
Museum
is
the
only
museum
dropped
from
state
funding
due
to
previous
budget
cuts
that
has
not
been
granted
funding
again.
There
are
technological
and
display
improvements
needed
throughout
the
museum
that
could
be
initiated
to
better
compete
with
other
tourism,
research,
and
entertainment
competitors
if
funding
was
increased
through
the
state
or
through
donations.
Additionally,
increased
resources
could
be
used
for
better
upkeep
and
preservation
of
the
collection.
The
museum
is
currently
running
on
low
financial
resources
and
is
relying
on
volunteers.
Current
expenses
are
exceeding
revenue.
Reductions
in
financial
resources
would
likely
be
detrimental
to
the
museum
and
make
it
difficult
to
viably
continue
into
the
future.
A

9. 9
reduction
of
volunteers
could
create
a
need
for
the
museum
to
create
more
paid
positions.
A
combination
of
reductions
in
both
volunteers
and
donations
could,
however,
make
it
difficult
to
create
paid
positions.
The
museum
wants
to
create
a
first-­‐rate
experience
for
visitors
and
offers
custom-­‐
guided
tours
for
visitors.
One
of
the
highlights
for
many
volunteers
is
interacting
with
visitors.
However,
this
visitor
orientation
is
lost
in
the
content,
layout
and
design
of
exhibits.
What
the
customer
wants
and
needs
doesn’t
seem
to
be
in
the
forefront
of
the
many
factors
that
affect
the
planning
of
exhibits,
of
deciding
what
to
display
and
how
to
display
exhibits.
Considering
this
lack
of
customer
consideration,
the
museum
is
sales
oriented,
trying
to
offer
its
product
of
experiencing
the
exhibits
without
making
sure
their
product
is
exactly
what
the
visitor
(customer)
needs.
The
museum’s
focus
is
short-­‐term.
There
are
no
obvious
long-­‐term
goals
present
that
everyone
is
working
towards
to
improve
and
to
grow
the
museum.
Instead,
the
focus
is
on
short-­‐term
survival
through
resource
constraints.
Many
within
the
organization
recognize
improvements
could
be
made
and
they
seem
to
be
supportive
of
change.
However,
there
is
some
apprehension
to
change
for
fear
that
it
could
cause
division.
With
the
presence
of
a
change
agent,
many
within
the
organization
would
likely
be
willing
to
embrace
change.
There
are
a
few
notable
instances
of
power
struggles
and
internal
politics
at
the
museum.
First,
is
the
relationship
between
the
gift
shop
manager
and
the
Board.
There
is
little
transparency
on
how
the
gift
shop
is
run
and
there
has
been
a
consistent
decrease
in
revenue
over
the
past
few
years.
A
power
struggle
exists
between
the
manager
and
the
Board,
because
the
Board
feels
uncomfortable
disciplining
or
replacing
the
manager.
There
also
may
be
some

10. 10
internal
politics
present
among
the
Board
of
Directors.
Due
to
the
fact
that
most
of
the
people
involved
with
the
museum
are
volunteers,
there
is
little
accountability
and
it
seems
difficult
for
the
Board
to
set
a
clear
vision
for
the
museum.
The
museum
focuses
little
on
the
marketing
function.
No
written
goals
and
objectives
are
followed
to
guide
marketing
efforts.
Few
resources
are
allocated
for
marketing.
No
written
plan
is
followed
is
to
reach
customers.
Executive
positions
in
the
museum
are
filled
with
volunteers.
Because
positions
are
filled
with
volunteers,
it
can
be
difficult
to
find
individuals
to
replace
or
fill
openings
in
executive
positions.
Because
positions
are
filled
with
volunteers,
it
can
be
difficult
to
control
work,
since
it
is
difficult
to
reprimand
and
correct
volunteers
and
retain
volunteers
afterwards.
Despite
the
struggles
the
museum
faces,
volunteer
and
employee
satisfaction
and
morale
are
high.
Volunteers
are
dedicated
and
upbeat
about
their
contributions
to
the
museum.
Paid
employees
are
satisfied
and
have
refused
pay
increases.
Summary
The
museum’s
organizational
structure
creates
challenges
for
implementing
and
supporting
marketing
strategies.
There
is
no
clearly
followed
marketing
strategy
for
the
museum’s
organizational
structure
to
support.
With
the
presence
of
a
written
followed
marketing
strategy,
goals
and
objectives
could
still
be
difficult
to
reach.
Although
volunteers
can
accomplish
much,
there
can
be
potential
for
lack
of
understanding,
accountability,
communication,
and
responsibility.
Volunteers
are
not
obligated
to
pursue
organizational
goals.
If
a
volunteer
does
not
support
a
strategy,
they
can
quit
or
not
do
portions
of
their
job
pertaining
to
a
strategy.
While
the
volunteer
organizational
structure
can
create
difficulties,
the

11. 11
museum
can
still
implement
and
support
a
defined
written
marketing
strategy.
High
volunteer
loyalty
and
commitment
can
help
the
museum
overcome
potential
difficulties.
Context/Market
Attractiveness
Demographic
and
Sociocultural
Trends
As
technology
and
media
are
saturating
the
lifestyles
of
customers
in
the
museum’s
market,
attention
spans
have
lowered.
Traditional
family
structures
are
changing.
Society
is
becoming
more
politically
correct.
The
economy
is
recovering
from
the
recent
recession.
Gas
prices
are
lowering.
The
combination
of
these
two
factors
is
changing
lifestyles
as
more
discretionary
dollars
become
available.
Population
diversity
is
increasing.
Social
media
use
has
greatly
increased.
Smartphone
use
is
increasing,
making
many
individuals
more
connected
to
the
Internet
and
using
apps
than
ever
before.
As
attention
spans
shorten,
advertising
needs
adjusted
to
be
effective
and
exhibits
might
need
to
be
changed
to
keep
visitors
engaged.
As
traditional
family
structures
change,
family
vacations,
education,
childcare,
and
lifestyles
change,
affecting
the
museum
industry.
If
museums
do
not
keep
up
with
what
is
considered
offensive
in
society’s
politically
correct
views,
then
there
is
the
potential
for
unintended
negative
press
and
offended
members
of
the
public.
Increases
in
discretionary
income
increase
the
amount
of
money
available
from
consumers
to
spend
in
the
tourism,
museum,
and
entertainment
industries.
As
population
diversity
increases,
new
opportunities
become
available
to
reach
new
markets,
and
marketing
plans
may
need
to
be
changed
to
reach
the
changing
population.
The
growing
social
media
sector
can
be
used
to
reach
customers
and
build
relationships.
Additionally,
social
media
is
used
by
many
consumers

12. 12
to
share
reviews
with
family,
friends,
and
the
public.
Many
consumers
use
smartphones
to
look
up
places
like
museums
to
determine
if
going
to
visit
is
worthwhile.
Additionally,
museums
can
develop
smartphone
apps
to
reach
customers
and
offer
services
like
app
guided
tours.
Some
of
the
museum’s
collection
are
sacred
to
Native
Americans.
Other
items
in
the
collection
are
important
to
local
residents
and
South
Dakota
history.
The
museum
has
a
social
and
an
ethical
responsibility
to
handle
the
storage
and
displaying
of
items
respectfully
and
tactfully.
If
the
museum
does
not
display
sensitive
items
respectfully
and
tactfully,
then
customers
may
become
offended
and
no
longer
support
or
attend
the
museum.
As
society
continues
its
direction
towards
political
correctness,
proper
portrayal
of
the
collection
becomes
more
important.
Economic
Growth
and
Stability
The
GDP
of
South
Dakota
increased
6.8%
(adjusted
for
inflation,
3.1%)
during
the
years
2012
to
2013,
making
its
GDP
ranked
fourth
highest
in
the
United
States
and
nearly
twice
the
rate
of
the
rest
of
the
nation
(Montgomery,
2013).
South
Dakota
personal
income
has
been
growing
since
2009.
However,
growth
has
been
leveling
off
since
2011.
Per
capita
personal
income
in
2013
was
$45,558
(Saint
Louis
FED,
2014).
The
local
farm
economy
has
been
strong,
but
is
facing
difficulties
from
low
commodity
prices
coupled
with
high
input
and
land
prices.
Further
difficulties
in
the
farm
economy
could
hurt
the
local
economy.
The
strong
local
economy
is
supportive
of
consumers
visiting
the
museum.
South
Dakota
tourism
is
a
growing
industry.
Statewide
visitor
spending
last
year
increased
by
3.1%
(Norton
&
IHS
Global,
2014,
p.
13).
Clay
County
visitor
spending
increased
by

13. 13
5.8%
(Norton
&
IHS
Global,
2014,
p.
49).
The
W.
H.
Over
Museum
is
part
of
the
tourism
industry
and
industry
growth
benefits
the
museum.
Political
Trends
After
being
founded
in
1883
and
operated
by
the
State
of
South
Dakota,
funding
of
the
W.
H.
Over
Museum
was
lost
during
state
budget
cuts.
If
the
state
legislature
voted
to
reinstate
funding
of
the
museum,
updates
and
improvements
for
the
museum
could
be
pursued.
However,
the
museum
needs
accreditation
to
receive
state
funding.
Some
obstacles
exist
making
it
difficult
to
obtain
accreditation,
like
required
full-­‐time
managerial
staff.
Government
spending
is
a
political
issue
that
affects
potential
museum
funding.
Some
South
Dakota
politicians
are
committed
to
avoiding
budget
deficits.
If
funding
the
museum
would
require
the
state
to
have
a
budget
deficit
or
cut
other
areas
of
state
funding,
it
could
be
unpopular
to
fund
the
museum
and
difficult
to
raise
support
for
funding
in
the
legislature.
Legal
and
Regulatory
Issues
The
museum
must
follow
certain
legal
procedures
to
acquire
ownership
of
items
in
the
collection.
If
donation
paperwork
is
not
filed
correctly
to
unconditionally
transfer
ownership,
the
museum
may
face
disputes
with
families
requesting
donations
be
returned.
Additionally,
safety
codes
need
to
be
followed
to
keep
visitors
safe.
Some
items
in
the
collection
require
special
permits
and
licenses
to
possess.
If
permits
and
licenses
are
not
kept
up
to
date,
the
museum
could
face
legal
issues
for
possessing
illegal
items.
The
museum
must
also
meet
requirements
and
file
paperwork
to
continue
on
as
a
non-­‐profit
organization.
The
recent
Native

14. 14
American
Graves
Protection
and
Repatriation
Act
(NAGPA)
directly
affected
the
museum
when
the
federal
government
came
and
removed
many
Native
American
grave
and
skeletal
artifacts.
The
museum’s
collection
has
many
Native
American
items,
which
could
be
affected
by
future
legislation.
Technological
Advancements
Recent
advances
in
technology
have
significantly
changed
how
potential
visitors
want
to
access
what
the
museum
offers.
Technology
has
made
it
possible
for
museums
to
offer
an
interactive
technology-­‐guided
experience
where
visitors
can
explore
deeper
into
areas
that
interest
them
and
pass
over
areas
of
less
interest.
Advances
have
also
made
it
possible
to
use
multiple
mediums
to
display
items
and
convey
information.
Many
consumers
want
and
need
technology
integrated
into
their
experience
much
like
it
is
in
other
areas
of
life.
Changes
in
the
lives
of
visitors
because
of
technology
have
caused
many
to
prefer
receiving
information
through
video
and
audio
and
not
prefer
reading.
Internet
and
social
media
have
become
common
places
for
potential
visitors
to
see
what
museums
offer
and
to
know
what
other
visitors
think
of
the
museum.
Internet
and
social
media
make
it
easy
for
potential
visitors
to
compare
museums
and
other
attractions.
Visitors
have
mostly
embraced
multimedia
technology
use
in
museums.
However,
some
visitors
prefer
places
to
get
away
from
multimedia
technology
and
have
not
fully
embraced
its
use.
Collecting
information
about
visitors
and
tailoring
marketing
to
individual
visitors
based
on
their
preferences
and
demographics
has
been
made
easier
through
technology.
Social
media
has
also
created
new
ways
for
museums
and
visitors
to
exchange
information.

15. 15
Future
multimedia
technology
can
create
new
ways
to
draw
museum
visitors
into
history
and
make
it
real
for
them.
Future
generations
will
become
more
used
to
technology
in
every
area
of
life.
This
creates
a
potential
threat
of
losing
visitors,
especially
those
attending
the
museum
for
entertainment
and
vacation,
because
visitors
may
become
less
interested
in
a
walkthrough
and
read
experience
like
the
W.
H.
Over
Museum
currently
offers.
Natural
Environment
Poor
weather
like
excessive
snow
and
heat
can
reduce
the
number
of
visitors
to
the
museum.
If
school
fieldtrips
or
vacations
are
planned
and
there
is
poor
weather,
then
cancellations
are
likely.
Some
schools
and
vacationers
might
reschedule,
but
others
will
not.
Summary
In
the
museum
market
there
isn’t
a
large
identified
source
of
customer
pain.
Some
customer
pain
arises
from
a
need
to
access
items
that
only
museums
can
provide,
but
how
many
customers
experience
this
pain
and
exactly
what
items
the
museum
possesses
that
resolves
the
pain
isn’t
clearly
defined.
The
museum
provides
visitors
the
ability
to
directly
see
historical
items.
There
are
many
ways
customers
can
learn
about
the
past.
However,
few
of
the
other
options
allow
the
customer
to
be
close
to
historical
items
and
see
the
items
from
the
past
for
themselves
like
a
museum
does.
The
museum
currently
doesn’t
have
a
specific
segment
of
the
market
it
is
attempting
to
reach.
The
whole
market,
which
the
museum
is
trying
to
reach,
is
growing.
Clay
County
tourism
spending
has
increased
an
average
of
6.3%
the
last
two
years
(Norton
&
IHS
Global,
2014,
p.

16. 16
49).
The
population
of
Clay
County
has
slightly
grown
over
the
past
ten
years
("Google
Public
Data,"
2014).
The
museum
doesn’t
currently
have
a
target
market
segment.
Because
of
this,
it
would
be
difficult
for
a
currently
reached
market
segment
to
provide
a
springboard
into
other
segments.
Industry
Attractiveness/Business
Position
Matrix
Competitive
position
is
low.
The
museum
has
a
small
share
of
its
competitive
market.
Some
of
the
museum
volunteers
and
visitors
are
loyal
to
the
museum
and
dedicated
to
its
success.
Margins
for
the
W.
H.
Over
Museum
are
tight.
Some
technology
used
in
the
museum
is
not
up

17. 17
to
date
with
current
technology
and
the
museum
does
not
possess
extensive
marketing
knowledge
and
skills.
Industry
attractiveness
is
medium.
As
calculated
in
the
customer
section
of
the
situational
analysis,
the
estimated
total
market
for
the
museum
is
74,565.
This
market
has
been
growing
throughout
the
past
few
years.
Competition
is
intense.
Some
of
the
museum’s
main
direct
competitors
are
running
expensive
marketing
programs
to
increase
visitors.
Many
museums
don’t
charge
admission
and
those
that
do
are
not
charging
large
admission
fees.
There
are
specific
government
regulations
that
must
be
met
to
possess
certain
historical
items.
The
industry
does
not
require
sophisticated
or
complicated
technology.
Porter’s
Five
Forces
Analysis
Rivalry
among
present
competitors
is
medium.
For
many
museums
it
is
easy
for
customers
to
switch
to
another
museum.
However,
some
museums
have
items
that
competitors
neither
have
nor
can
obtain.
Museums
are
generally
small,
especially
in
the
Midwest
and
there
is
not
a
single
dominant
industry
leader.
Most
competitors
differentiate
themselves
based
upon
what
area
of
history
specialization.
There
is
a
high
investment
intensity
in
the
museum
industry.
Museums
generally
require
large
amounts
of
investment
into
acquiring
and
preserving
collections
and
the
funds
required
to
do
this
are
fixed
costs
in
nature
and
don’t
vary
based
on
the
number
of
visitors.
The
threat
of
new
entrants
into
the
museum
industry
is
low.
Starting
a
new
museum
requires
large
capital
requirements
to
acquire
historical
items,
permits
and
licenses,
and
facilities.
There
are
also
learning
effects
present,
because
running
a
museum
requires

18. 18
networking
and
extensive
knowledge
in
history,
preservation,
donations,
and
legal
requirements.
The
market
for
museums
is
saturated
with
numerous
museums
within
South
Dakota
and
the
tri-­‐state
region.
Many
museum
competitors
differentiate
themselves
by
specializing
in
certain
areas
of
history
or
local
events.
After
considering
the
many
other
options
potential
visitors
can
do
instead
of
visiting
museums
and
the
number
of
museums
in
the
industry,
it
would
be
difficult
for
a
new
museum
to
gain
recognition
and
a
large
market
share
unless
the
new
museum
specialized
in
an
area
that
isn’t
specialized
in
by
competitors,
which
would
also
interest
many
visitors.
There
is
a
high
bargaining
power
of
suppliers.
Many
museums
are
dependent
upon
donations,
volunteers,
and
government
funding.
Because
these
are
voluntary
and
museums
don’t
compensate
benefactors
for
their
support,
there
is
little
other
than
common
values
and
relationships
that
motivate
benefactors
to
continue
their
giving.
Bargaining
power
of
buyers
is
medium.
Buyers’
concentration
is
low.
People
needing
what
the
museum
offers
are
spread
out
across
many
schools,
states,
and
cities
and
there
is
no
one
customer
or
group
of
customers
that
comprise
most
of
the
demand
for
museums.
The
costs
of
switching
from
one
museum
to
another
is
low
unless
a
long-­‐term
integrated
collaboration
between
a
museum
and
its
customer
exists.
Museums
offer
rare
items
that
customers
cannot
easily
access.
This
makes
the
museum’s
offering
an
important
part
of
a
museum’s
customers’
product
if
that
product
requires
research
of
the
past.
Because
customers
are
decentralized,
it
is
unlikely
that
customers
pose
a
threat
of
backward
integration.
The
threat
of
substitute
products
is
medium.
Museum
customers
can
receive
information
they
need
from
databases,
documentaries,
books,
classes,
and
by
purchasing

19. 19
historical
items.
Customers
who
visit
for
entertainment
and
vacations
can
easily
substitute
a
museum
visit
for
a
movie,
a
sporting
event,
or
an
amusement
park,
for
example.
However,
some
information
and
items
in
museums,
customers
cannot
access
anywhere
else,
making
it
difficult
to
find
a
substitute
for
certain
museum
offerings.
Industry
at
the
Macro
Level
The
W.
H.
Over
Museum
possesses
the
proprietary
name
of
W.
H.
Over
and
the
legacy
he
left
starting
the
museum.
Founded
in
1883,
the
W.
H.
Over
is
South
Dakota’s
oldest
museum.
The
museum
also
has
ties
to
and
information
pertaining
to
USD,
Vermillion,
and
South
Dakota
acquired
through
the
museum’s
past.
The
W.
H.
Over
also
has
acquired
licenses
to
possess
items
that
the
general
public
cannot
own.
All
of
these
things
proprietary
to
the
W.
H.
Over
cannot
be
easily
duplicated
or
obtained.
The
museum
has
many
historic
items
in
its
collection.
The
collection
includes
rare
items
like
Native
American
ghost
shirts,
an
Egyptian
mummy,
and
Oscar
Howe
paintings.
The
museum
has
an
extensive
collection
that
would
be
difficult
for
any
competitor
to
duplicate.
Additionally,
the
museum’s
volunteers
are
dedicated
and
loyal.
Both
the
collection
and
the
volunteers
would
be
difficult
for
competitors
to
copy
or
imitate.
The
museum’s
current
business
model
is
not
economically
viable
in
the
long
term.
Although
the
museum
has
been
able
to
survive
on
limited
resources,
it
will
be
difficult
for
the
museum
to
survive
into
the
future
with
its
current
business
model.
Marketing
and
promotion
are
very
important
to
the
museum.
If
many
in
the
target
market
are
unaware
of
the
museum
or
what
it
offers,
then
it
will
be
difficult
for
the
museum
to

20. 20
successfully
continue
into
the
future.
Most
decisions
to
visit
the
museum
are
made
based
on
the
museum’s
marketing
efforts.
Poor
marketing
can
drastically
reduce
museum
visitors.
There
are
many
other
museums
and
entertainment
choices
potential
customers
can
choose.
Marketing
is
needed
to
convince
customers
to
choose
the
W.
H.
Over
Museum
over
competitors.
Public
relations
are
also
important
to
the
museum’s
success.
The
museum
relies
on
volunteers,
donations,
and
community
support
to
survive.
If
support
is
lost,
then
the
museum
will
lose
vital
resources
and
be
unable
to
operate.
The
museum
has
good
relationships
with
some
community
members
and
donors,
which
helps
public
relations.
Lack
of
resources
makes
it
difficult
for
the
museum
to
run
a
successful
marketing
campaign.
A
properly
built
brand
can
positively
increase
awareness,
reputation
and
visitors
for
the
W.
H.
Over.
The
presence
of
a
W.
H.
Over
brand
will
help
the
museum
differentiate
itself
from
the
many
competitors.
Competitor
The
W.H
Over
Museum’s
main
direct
competitor
is
The
National
Music
Museum.
The
Music
Museum
poses
a
significant
threat
to
the
W.H
Over
due
to
a
larger
budget,
state
funding,
location,
reputation,
and
extensive
marketing
efforts.
The
National
Music
Museum
houses
world-­‐renowned,
rare
items.
Other
direct
competitors
are
museums
in
nearby
towns
like
the
Sioux
City
Public
Museum.
Many
of
these
competitors
have
larger
budgets,
greater
marketing
efforts,
and
hands-­‐on
interaction
with
exhibits.
Indirect
competitors
are
anyone
offering
entertainment
or
education
to
the
area.
Schools,
documentaries,
websites,
and
other
educational
resources
compete
with
the
W.
H.
Over
for
customers
researching
the
past.
There

21. 21
are
few
similarities
between
indirect
competitors,
because
indirect
competitors
range
from
sports
events
to
online
retailers
selling
educational
resources.
Direct
competitors
often
specialize
in
certain
areas
of
history,
like
the
National
Music
Museum
specializing
in
music
and
the
Sioux
City
Public
Museum
specializing
in
Sioux
City
History.
The
Music
Museum
charges
ten
dollars
for
admission.
Other
direct
competitors
like
the
Sioux
City
Public
Museum
are
free.
Some
direct
competitors
have
larger
exhibit
areas
featuring
more
exhibits
and
many
offer
changing
temporary
exhibits.
Major
competitors
have
paid
full-­‐time
staff,
larger
budgets,
more
brand
awareness,
far-­‐
reaching
marketing
strategies,
and
government
funding.
The
Music
Museum
is
currently
pursuing
an
aggressive
marketing
campaign
to
increase
awareness
and
visitors.
Many
competitors
also
have
high-­‐quality
websites
and
modern
facilities.
One
potential
weakness
of
competitors
is
specialization.
Although
specialization
can
also
be
a
strength,
specialization
can
reduce
potential
customers
in
the
market.
An
example
of
this
is
the
Music
Museum,
which
has
little
appeal
to
individuals
who
are
not
interested
in
music.
It
is
unlikely
that
new
direct
competitor
museums
will
enter
the
industry,
because
the
industry
is
already
saturated.
Some
museum
competitors
might
change
business
strategies
and
begin
competing
more
directly
with
the
museum
than
before.
New
indirect
competitors
are
likely
to
enter
the
market
offering
new
ways
to
entertain
customers
and
possibly
hurting
the
W.
H.
Over’s
business.
Customer
Current
customers
are
tourists,
school
groups,
and
residents
from
the
surrounding
area.
School
groups
are
from
surrounding
school
districts
and
are
usually
fourth
through
eighth

22. 22
grade.
Tourists’
home
cities
vary
from
other
countries,
to
the
East
and
West
coast,
to
surrounding
states.
Most
current
visitors
are
light
users,
only
visiting
the
museum
once
or
occasionally.
Due
to
USD
being
located
in
Vermillion,
a
disproportionate
number
of
teenagers
and
young
adults
ages
15-­‐24
are
living
in
Clay
County
compared
to
other
counties
in
South
Dakota
(Brooks,
McCury,
&
Hess,
2008,
p.
56).
The
population
of
Clay
County
is
13,935
("Google
Public
Data,"
2014).
Tourist
spending
in
Clay
County
during
2013
was
an
estimated
$58,687,200
and
average
spending
per
visitor
is
$424
(Norton
&
IHS
Global,
2014,
p.
13,
49).
The
estimated
potential
out-­‐of-­‐town
visitors
to
the
museum
is
60,630*.
Adding
the
local
population
and
visitors,
the
market
the
museum
operates
in
has
74,565
potential
customers.
Most
visitors
to
the
museum
are
interested
in
history
and
South
Dakota’s
past.
*(58,687,200
divided
by
242)
times
25%
to
account
for
noise
in
the
data
and
non-­‐relevant
visitors.
The
decision
to
visit
is
made
by
different
types
of
people
depending
on
the
type
of
museum
visitor.
The
decision
for
a
family
to
visit
a
museum
is
made
by
a
parent
who
sees
what
the
museum
offers
and
then
decides
to
bring
the
family.
Once
the
initial
decision
for
a
family
to
visit
the
museum
is
made,
then
the
children
affect
how
long
a
family
stays
and
if
the
family
will
return.
If
children
enjoy
the
museum,
then
families
may
stay
longer
and
may
bring
children
back
for
multiple
visits.
School
administrators
and
parents
make
decisions
to
bring
school
fieldtrips
to
the
museum.
Transportation
to
the
museum
for
families
is
paid
by
parents.
Transportation
expenses
for
school
fieldtrips
are
paid
by
schools
overseen
by
school
administrators.
Individuals
visiting
the
museum
make
the
decision
by
themselves
to
visit
and
to

23. 23
provide
transportation
expense
to
the
museum.
Visitors
that
enjoy
their
experience
at
the
museum
may
recommend
that
friends
with
similar
interests
visit
the
museum.
No
specific
target
market
is
being
pursued
by
the
museum.
A
large
portion
of
visitors
are
school
fieldtrips
which
visit
the
museum,
but
are
not
specifically
targeted
by
the
museum.
Otherwise,
museum
visitors
are
local
residents
and
tourists
from
the
museum’s
market.
The
W.
H.
Over
Museum
satisfies
the
customer
needs
of
education,
access
to
history,
and
entertainment.
The
museum
offers
an
opportunity
to
see
items
from
the
past
and
learn
about
life
during
different
periods
in
the
past.
Exhibits
allow
visitors
to
inquire
and
to
answer
questions
about
Midwestern
heritage.
Visiting
the
museum
allows
customers
to
satisfy
curiosity
about
history,
heritage,
culture,
and
historic
events.
Visitors
to
the
museum
are
offered
the
ability
to
see
historical
items
and
learn
about
the
past.
This
offering
is
only
available
at
the
museum’s
location
on
the
edge
of
USD’s
campus.
Customers
gain
what
the
museum
offers
when
they
enter
the
museum.
Sometimes,
customer
visits
to
the
museum
are
done
to
complete
a
research
project.
Other
times
customers
visit
as
part
of
a
group
visit
like
a
field
trip
or
part
of
a
vacation.
Other
customers’
visits
are
not
in
conjunction
with
anything
else.
Customers
use
the
museum’s
products
and
services
by
walking
through
the
museum.
No
admission
is
charged.
Guided
tours
are
offered
to
aid
the
customers
in
the
use
of
the
museum’s
offering.
Pre-­‐planned
guided
tours
affect
the
number
of
visitors
that
visit
the
museum
at
the
same
time
and
facilitates
use
for
a
large
number
of
users
at
one
time.
Disposal
of
items
in
the
collection
can
be
complicated.
Rules
must
be
followed
to
manage
the
collection.
The
museum
cannot
turn
around
and
sell
items
after
donation.

24. 24
Additional
complexities
are
added,
because
part
of
the
collection
is
owned
by
The
State
of
South
Dakota
and
the
other
portion
is
owned
by
The
Friends
of
the
W.
H.
Over
Museum.
Everything
the
museum
offers
to
customers
is
only
offered
at
the
physical
W.
H.
Over
Museum
location.
No
intermediaries
go
between
the
museum
and
customers.
All
transactions
are
conducted
directly
between
customers
and
the
museum.
No
major
identifiable
trends
are
present
towards
museums
offering
products
and
services
in
different
locations
or
through
different
venders.
However,
some
museums
are
offering
online
content
from
the
museum
on
websites,
so
customers
can
consume
museum
product
and
services
online
through
differing
mediums
like
virtual
tours,
articles,
and
videos.
Customers
can
only
use
the
museum
and
purchase
items
in
the
gift
shop
during
regular
operation
hours
of
10:00
a.m.
to
4:00
p.m.
Monday
through
Saturday
and
when
special
events
are
held.
Special
events
are
held
throughout
the
year.
These
events
have
promoted
the
museum
in
the
community
and
have
brought
in
new
customers
who
might
not
otherwise
visit
the
museum.
A
few
temporary
exhibits
are
available
at
the
museum
to
the
public
throughout
the
year.
These
temporary
exhibits
encourage
some
first-­‐time
customers
to
visit
and
current
customers
to
revisit
the
museum.
Customer
groups
visiting
the
museum
change
throughout
the
year.
From
fall
until
spring.
many
school
groups
tour
the
museum.
When
school
recesses
for
the
summer,
then
more
vacationers
and
tourists
visit
the
museum.
Area
events
also
affect
museum
attendance.
Some
visitors
to
Vermillion
for
events
visit
the
museum
while
in
town.
Customers
decide
to
visit
the
museum
after
hearing
about
it
through
word
of
mouth
or
viewing
the
museum’s
brochures,
advertisements,
website
and/or
social
media.
Decisions
to

25. 25
visit
are
then
made
based
on
how
the
customer
perceives
the
museum.
If
the
museum
interests
the
potential
customer
and/or
satisfies
a
need,
then
the
decision
is
made
to
visit.
Some
visit
the
museum
while
in
town
to
see
other
attractions.
Some
vacationers
make
decisions
to
visit
after
seeing
signs
along
roads.
Variety
in
the
museum’s
wide
collection
is
greater
than
variety
in
many
competitor’s
collections.
Additionally,
rare
items
are
exhibited
at
the
W.
H.
Over
that
other
competitors
do
not
have.
Personal
tours
are
available
at
the
W.
H.
Over
Museum
upon
request,
an
option
not
offered
by
all
competitors.
Customer
needs
of
access
to
historical
items,
education,
and
entertainment
are
met
by
the
museum.
By
allowing
visitors
to
see
real
historic
items,
a
more
personal
connection
in
made
between
the
visitor
and
history—better
than
other
forms
of
history
education
offered
by
indirect
competitors.
Additionally,
there
are
more
local
Vermillion
and
South
Dakota
items
in
the
museum’s
collection
than
most
competitor’s
collections.
Entertainment
offered
by
the
W.
H.
Over
Museum
is
slower
paced
than
other
forms
of
entertainment,
but
some
visitors
prefer
slow-­‐paced
entertainment
to
contrast
with
fast-­‐paced
life.
No
admission
is
charged
at
the
W.
H.
Over,
potentially
making
it
more
attractive
to
customers
seeking
low-­‐cost
options.
The
museum
is
group
friendly
and
can
make
accommodations
to
facilitate
group
tours.
Brand
loyalty
is
important
in
the
museum
industry.
Dedicated
loyal
museum
customers
will
visit
museums
multiple
times,
bring
friends
and
family,
support
through
donations
and
volunteering,
and
recommend
the
museum
to
others.
If
a
museum
can
establish
and
maintain
ongoing
relationships
in
the
community
where
it
operates,
it
is
more
likely
to
have
loyal,
supportive
customers.

26. 26
Many
potential
customers
do
not
attend
the
museum,
because
they
are
unaware
of
the
museum’s
existence
or
what
the
museum
offers
to
satisfy
needs.
Some
non-­‐customers
prefer
and
need
museum
operating
hours
on
Sunday,
which
the
W.
H.
Over
Museum
does
not
offer.
Other
non-­‐customers
want
multi-­‐media
technology
incorporated
in
museum
exhibits,
which
is
not
done
at
the
W.
H.
Over.
Some
non-­‐customers
need
interactive
museum
experiences
to
stay
engaged
in
exhibits.
Permanent
Exhibits
at
the
W.
H.
Over
Museum
are
not
interactive
and
do
not
meet
some
non-­‐customer
needs
for
interaction.
Some
non-­‐customers
prefer
the
hands-­‐on
interactive
museum
experiences
offered
by
competitors.
Other
non-­‐customers
like
longer
hours
offered
by
competitors.
Still
others
prefer
the
content
and
the
location
of
competing
museums.
A
combination
of
these
and
other
factors
cause
non-­‐customers
to
not
visit
the
museum.
No
admission
is
charged
to
museum
visitors.
This
no
charge
policy
allows
visitors
access
to
history
in
an
inexpensive
way.
However,
when
something
is
offered
as
free,
it
can
have
a
stigma
that
follows
the
idea
of
free.
Regardless
of
actual
quality,
products
offered
as
free
are
perceived
as
lower
quality
by
potential
customers
and
some
potential
customers
do
not
perceive
free
as
worth
their
time.
W.
H.
Over
Museum
advertising
efforts
do
not
convey
a
clear
message
of
what
the
museum
offers.
Additionally,
the
museum’s
logo
is
not
used
on
all
signs
and
advertising.
Because
of
this,
there
is
no
brand
established
for
the
museum.
Potential
customers
do
not
have
a
clear
idea
of
why
the
W.
H.
Over
Museum
exists
and
what
value
a
visit
offers.
Promotion
is
not
extensive
enough
to
gain
the
awareness
of
other
potential
customers.
Not
all
promotion
of
the
W.
H.
Over
contains
a
museum
logo.
This
lack
of
a
logo
makes
promotional
efforts
look
less
professional
and
makes
it
more
difficult
to
identify
W.
H.
Over

27. 27
Museum
advertisements.
Most
signage
throughout
the
museum
is
not
professionally
created,
aging,
and
does
not
highlight
important
rare
items
properly.
Additionally,
some
museum
signage
on
exhibits
is
difficult
to
read.
Because
of
these
two
reasons,
some
customers
and
non-­‐
customers
view
the
museum
as
a
lower
quality
museum.
Most
customers
in
the
museum’s
market
currently
do
not
visit
the
museum.
Many
are
unaware
of
the
museum
and
what
the
museum
offers.
These
facts
mean
that
there
is
great
potential
for
converting
non-­‐customers
into
customers
of
the
museum.
There
is
great
potential
for
the
museum
to
increase
visitors
through
further
penetrating
the
market
the
museum
operates
in.
A
key
benefit
the
museum
offers
customers
is
access
to
an
extensive
collection
of
South
Dakota’s
past.
Visiting
the
museum
allows
customers
to
learn
about
the
area’s
past
in
ways
that
visitors
cannot
experience
on
their
own.
Additionally,
the
museum
benefits
customers
through
entertainment.
Customers
can
be
entertained
while
visiting
exhibits
and
exploring
the
past.
Market Attractiveness/Competitive Position Matrix Figure

28. 28
Performance
Review
The
museum’s
current
marketing
plan
has
not
been
effective
in
bringing
in
visitors
to
the
museum.
From
2012
to
2013,
estimated
visitors
of
the
museum
dropped
by
almost
one
thousand
from
9,583
to
8,589
in
2013
(Johnson
et
al.,
2014,
p.
14).
The
awareness,
profitability,
and
brand
preference
of
the
W.
H.
Over
Museum
are
lower
than
competitors
like
the
Music
Museum
who
are
running
aggressive
advertising
campaigns,
which
the
W.
H.
Over
Museum
does
not
have
a
budget
to
match.
Tourism
spending
in
South
Dakota
and
Clay
County
has
been
increasing
(Norton
&
IHS
Global,
2014,
p.
17,
49).
One
reason
that
the
W.
H.
Over
Museum’s
advertising
has
not
been
successful
is
that
the
advertising
lacks
a
clear
brand
of
what
the
W.
H.
Over
offers
and
does
not
reach
enough
potential
customers.
When
potential
customers
hear
the
W.
H.
Over
name,
there
is
not
a
clear
message
of
what
the
brand
means
and
what
the
museum
offers.
Additionally,
the
W.
H.
Over
lacks
resources
to
run
large
advertising
campaigns
like
some
competitors.

29. 29
Key
Issues
SWOT
Analysis
Strengths
Volunteers
are
dedicated
to
the
museum
and
excited
about
the
part
they
play
in
the
museum’s
survival.
Many
volunteers
are
knowledgeable
in
areas
needed
to
run
a
museum.
The
museum
is
located
on
the
edge
of
USD’s
campus,
making
it
close
to
major
events
at
USD
and
the
Dakota
Dome.
Many
donors
are
long-­‐time
supporters
of
the
museum.
No
admission
is
charged
to
visitors,
providing
an
affordable
offering
to
visitors.
The
museum’s
collection
has

30. 30
many
rare
items
and
has
a
wide
variety
of
items.
Many
individuals
in
the
community
support
the
museum
through
donating
money
and
supplies.
Weaknesses
No
written
goals
and
objectives
are
followed
to
guide
the
museum.
Financial
resources
are
low
for
the
museum
and
not
enough
to
keep
the
museum
running
long
term.
Most
human
resources
are
volunteer,
which
can
decrease
what
the
museum
can
do
through
its
human
capital.
There
is
no
visitor
interaction
with
main
exhibits,
which
makes
the
museum
less
appealing
to
children,
families,
and
visitors
seeking
entertainment.
Little
emphasis
is
placed
on
the
marketing
function
of
the
museum.
Collection
items
vary
so
much
it
can
be
difficult
for
the
museum
to
keep
certain
themes
throughout
the
museum.
Most
of
the
consumers
in
the
museum’s
market
are
untapped,
not
visiting
the
museum
and
not
aware
the
museum
exists.
The
museum
does
not
match
quality
and
promotional
elements
of
competitors
like
the
Music
Museum.
Free
admission
sends
a
message
to
some
potential
customers
of
low
quality.
The
W.
H.
Over
Museum
name
does
not
convey
a
message
of
what
the
museum
offers.
Many
potential
customers
are
unaware
the
museum
exists.
Not
many
temporary
exhibits
are
displayed
at
the
museum
throughout
the
year.
Opportunities
A
large
number
of
students
attend
USD
and
could
be
targeted
by
the
museum.
Technology
could
be
integrated
into
the
museum
to
make
it
more
attractive
to
some
customers
and
more
interactive.
Social
media
could
be
utilized
to
build
awareness
and
establish

31. 31
relationships
with
customers.
Interactive
exhibits
could
be
used
to
keep
museum
visitors
more
engaged
in
the
museum
experience.
South
Dakota
and
Vermillion
have
an
improving
economy
and
that
brings
more
potential
dollars
in
the
community
that
could
be
spent
at
the
museum.
Events
are
held
in
Vermillion
and
the
surrounding
community
that
bring
in
many
tourists
to
the
area.
Sletwold
Hall
could
be
used
as
an
event
room
for
both
museum
and
outside
events
to
increase
museum
visitors.
The
museum
could
target
the
Music
Museum
customers
to
convince
Music
Museum
visitors
to
also
visit
the
W.
H.
Over
Museum
while
in
town.
Threats
If
consumers
become
used
to
technology
integrated
into
museums
and
the
W.
H.
Over
Museum
does
not
integrate
technology
into
exhibits,
then
there
is
potential
for
lost
customers.
Aggressive
marketing
campaigns
by
competitors
can
cut
into
the
museum’s
market
share.
If
the
state
continues
to
not
fund
the
museum,
the
museum
will
continue
to
have
to
seek
funding
from
other
sources.
If
social
media
is
not
utilized
or
managed
poorly,
customers
can
be
lost.
If
the
Music
Museum
and
other
competitors
continue
to
improve,
the
W.
H.
Over
Museum
could
get
left
behind
and
become
obsolete.
The
traditional
museum
experience
could
become
less
appealing
to
customers.

32. 32
Opportunities
and
Threat
Matrix
1.
Technology
integration
in
exhibits
becomes
common
and
expected
by
consumers
in
the
museum
industry.
2.
USD
Students
could
be
attracted
to
visit
the
museum.
3.
Social
media
will
either
help
or
hurt
the
museum.
4.
The
number
of
W.
H.
Over
Museum
visitors
is
decreased
because
interaction
with
the
exhibits
is
desired
but
not
offered.
5.
South
Dakota’s
economy
will
continue
to
improve
and
bring
additional
money
into
Vermillion.
6.
Vermillion
events
can
bring
in
new
museum
customers.
7.
Event
room
could
attract
additional
museum
visitors.
8.
Music
Museum
visitors
could
be
convinced
to
visit
the
W.
H.
Over
Museum
while
in
Vermillion.
9.
Lack
of
technology
integration
in
exhibits
reduces
W.
H.
Over
Museum
visitors.
10.
The
museum
could
continue
to
not
receive
state
funding.
11.
The
Music
Museum
and
other
competitors
could
continue
to
grow
and
start
taking
visitors
away
from
the
W.
H.
Over
Museum.

33. 33
12.
Traditional
museum
layouts
similar
to
the
W.
H.
Over
Museum
will
become
unpopular
with
upcoming
generations.
Analysis
The
museum
can
use
its
location
and
wide
collection
to
attract
various
event
attendees
from
around
Vermillion
and
the
Dakota
Dome
to
visit
the
museum.
The
event
room
could
be
used
to
house
temporary
exhibits
from
the
museum’s
collection.
USD
students
could
be
reached
by
exhibiting
USD
historical
items
at
the
museum’s
location
on
the
edge
of
campus.
Community
support
could
be
paired
with
social
media
to
promote
the
museum.
The
museum
can
establish
a
competitive
advantage
by
combining
its
wide
collection
and
its
location
on
USD’s
campus
next
to
the
Dakota
Dome.
By
combining
these
factors,
the
museum
should
be
able
to
provide
a
tailored
exhibit
experience
to
local
events
attendees
that
will
be
difficult
for
competitors
to
copy.
Additionally,
the
dedication
and
friendliness
of
volunteers
provides
exceptional
customer
service
that
would
be
difficult
to
copy.
Untapped
potential
customers
can
be
reached,
which
would
convert
a
weakness
of
the
museum
to
a
strength
from
the
new
customers.
The
strength
of
competitors
can
become
a
strength
of
the
W.
H.
Over
Museum
by
pursuing
a
“come
see
us
too
while
in
Vermillion”
strategy.
Clearly
defined,
written,
and
followed
plans
and
goals
can
help
the
museum
overcome
weaknesses
and
threats
from:
lack
of
goals
and
objectives,
lack
of
human
resources,
competitor’s
aggressive
marketing,
ineffective
use
of
social
media,
competitors,
the
eclectic
collection,
too
few
temporary
exhibits,
the
Music
Museum,
ineffective
marketing,
and
the
museum’s
name.
Lack
of
technology
integration,
exhibit
interaction,
and
traditional
museum

34. 34
appeal
issues
can
be
overcome
by
integrating
interaction
and
technology
into
museum
exhibits.
The
stigma
of
low
quality
that
follows
free
admission
can
be
overcome
by
charging
admission
to
the
museum.
If
the
museum
does
not
receive
state
funding
and
no
additional
financial
resources
become
available,
then
troublesome
issues
may
become
apparent
to
customers.
If
not
enough
money
is
available
for
exhibit
design,
exhibit
upkeep,
and
building
maintenance,
it
can
convey
a
low
quality
message
to
customers
and
make
visits
to
competitors
more
appealing.
If
technology
and
interaction
is
not
incorporated
into
the
experience
of
visiting
the
museum,
then
the
threat
of
becoming
less
appealing
due
to
a
loss
of
interest
in
traditional
museums
similar
to
the
W.
H.
Over
is
heightened.
The
museum
can
gain
financial
resources
from
outside
donors
to
update
and
improve
the
museum’s
exhibits.
If
more
money
becomes
available,
promotional
activities
could
be
increased
and
improved
to
better
compete
with
competitors.
By
gaining
additional
financial
resources,
the
museum
can
better
serve
and
meet
consumers’
needs.
The
museum
should
pursue
a
turnaround
strategy
to
recognize
the
weaknesses
of
the
W.
H.
Over
and
then
work
on
improving
weak
areas
while
looking
for
external
opportunities
to
reach
new
customers
and
encourage
current
customers
to
visit
more
often.
Currently,
the
organization’s
strategic
thrust
does
not
provide
focus
and
divergence
from
other
organizations
in
the
museum
industry.

35. 35
Value
Curve
*Value
curve
based
on
best
estimates.
Marketing
goals
and
Objectives
Goal:
Increase
the
number
of
museum
visitors.
Objective:
Increase
museum
visitors
by
10%
per
year
for
the
next
five
years.
The
Board
of
Directors
is
responsible
for
achieving
this.
See
profit/loss
statement
for
budget.
Marketing
Strategy
The
museum
should
pursue
a
differentiated
defender
strategy
to
offer
a
quality
product
and
service
to
customers
and
work
to
not
lose
market
share.
The
museum
should
further
seek
market
penetration
to
gain
new
customers,
while
encouraging
current
customers
to
revisit
the
museum.

36. 36
Action
Plans
The
museum
should
continue
to
reach
the
whole
mass
market
and
focus
on
attracting
tourists
and
commuters
traveling
along
Highway
50
and
I-­‐29.
The
most
important
consumer
need
that
the
museum
is
able
to
satisfy
is
a
quality
educational
experience
pertaining
to
South
Dakota.
Tourists
and
commuters
traveling
along
Highway
50
and
I-­‐29
commonly
make
decisions
to
visit
the
museum
based
on
signs,
while
others
make
plans
to
visit
the
museum
in
advance.
The
psychographics
of
a
potential
visitor
to
the
museum
include
consumers
who
are
interested
in
learning
and
history
and
consumers
who
are
open
to
new
experiences.
Depending
on
a
specific
visitor’s
lifestyle
and
stage
in
life,
they
could
be
family
oriented,
individualist,
or
career
oriented.

37. 37
Anticipated
Value
Curve
Value
curve
based
on
best
estimates.
Positioning
Statement
The
W.
H.
Over
Museum
offers
South
Dakota
residents
and
tourists
a
low
priced
educational
experience.
Value
Proposition
• Target
Market:
Mass
market
with
a
focus
on
Highway
50
and
I-­‐29
tourists
• Benefits
Offered:
Education
and
Entertainment

38. 38
• Price
Range:
low,
$5
suggested
donation
for
one-­‐time
admission,
free
for
students
and
children,
$50
for
a
yearly
membership
The
museum
should
be
renamed
“The
W.H
Over
Museum
of
South
Dakota
Heritage”.
A
new
logo
should
be
used
on
all
advertisements,
signs,
and
promotional
material
for
the
museum
to
create
a
recognizable
brand
(see
potential
logos
on
next
page).
Most
exhibits
in
the
museum
should
in
some
way
relate
to
South
Dakota
Heritage.
The
following
new
mission
statement
should
replace
the
old
one,
in
order
to
guide
the
museum’s
operations
and
exhibits:
The
W.
H.
Over’s
mission
is
to
preserve
and
exhibit
South
Dakota
historical
items
to
provide
a
quality
educational
resource
for
South
Dakota
residents
and
tourists.
Temporary
exhibits
should
be
created
that
are
themed
to
different
events
in
the
community
(for
example,
an
exhibit
on
South
Dakota
farming
history
during
the
nearby
annual
Farm
Show
or
an
exhibit
highlighting
USD
history
and
memorabilia
during
Dakota
Days).
The
museum
should
continue
offering
tours
upon
request.
Exhibits
should
be
reorganized
and
signage
updated
to
highlight
rare
and
special
items
(for
example,
Oscar
Howe
items
should
be
grouped
together
and
prominently
displayed
with
a
description
of
Oscar
Howe
and
his
connection
to
Vermillion).

39. 39
Logo
Options:

40. 40
ii
Students
should
receive
free
admission
and
a
suggested
donation
of
$5
for
admission
should
be
communicated
to
customers.
Additionally,
a
yearly
membership
of
$50
for
unlimited
admission
for
two
people
to
the
museum
for
one
year
should
be
offered.
W.
H.
Over
pricing
will
be
lower
than
many
other
competitors’
prices
(Music
Museum:
$10),
but
higher
than
some
(Sioux
City
Public
Museum:
free).
iii
There
should
be
a
sign
positioned
along
Taylor
Street
in
front
of
the
museum
that
clearly
states
that
the
parking
lot
is
available
for
free
to
visitors
of
the
W.
H.
Over
Museum.
Currently,
the
parking
situation
is
confusing.
It
would
be
beneficial
to
put
up
a
sign
in
front
of
the
museum
specifying
where
customers
can
park.
iv
The
museum
should
use
a
common
logo
and
font
on
all
advertising,
promotions
and
the
website
to
create
a
recognizable
brand.
Multiple
signs
should
be
placed
along
Highway
50
and
I-­‐29
to
attract
visitors
and
make
people
more
aware
of
the
museum.
The
museum
should
purchase
an
ad
placement
in
the
Dakota
Dome.
A
digital
sign
on
the
ProAD
LED
(ribbon
board)
costs
$3,500
annually.
This
advertisement
would
run
at
all
paid
events
and
could
be
very
beneficial
for
attracting
visitors
due
to
the
close
proximity
of
the
Dome
and
the
museum
(T.
Lee,
personal
communication,
November
20,
2014).
The
museum
should
create
special
temporary
exhibits
that
complement
events
in
Vermillion.
These
exhibits
should
be
advertised
to
event
attendees
in
order
to
persuade
them
to
visit
the
museum
while
they
are
in
town
(for
example,
advertise
at
the
annual
Farm
Show
the
museum’s
nearby
temporary
exhibit
on
farm
history
or
a
temporary
exhibit
showcasing
USD
memorabilia
and
history
during
Dakota
Days
and
other
USD
functions
that
attract
many
USD
alumni).

41. 41
Organizational
Chart
There
is
a
gap
in
the
organizational
structure:
noticeably
a
lack
of
a
marketing
department.
In
order
to
fill
this
gap,
the
position
of
a
volunteer
marketing
director
needs
to
be
created.