Cultural Semester 2 assignment

MKT 3095 Cultural and Heritage Marketing
Name: Tiezheng Yuan
Student Number: 110562836
Degree Title: NN52 Marketing and Management
Word Count: 1986

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1. Marketing Analysis & Strategy
1.1 Background
The National Army Museum (NAM) was first conceived in the late 1950s, and it is
currently located in the Chelsea district of central London. It was established by
Royal Charter in 1960, with the intention of collecting, preserving, and exhibiting
objects and records relating to the regular and auxiliary forces of the British Army
and of the Commonwealth, and to encourage research into their history and
traditions (NAM, 2014). The current vision of the NAM is to be the leading authority
on the history of the British Army and a first class museum that moves, inspires,
challenges, educates and entertains (NAM, 2014).
According to NAM annual review report published in 2013, there were a total of
250000 visitors that visited NAM. Of the 250000 visitors, 23000 (students) visited
NAM for learning purpose and majority visited NAM for special exhibitions and
permanent galleries. NAM is currently temporarily closed for upgrading work, it will
open in 2016. Table 1 summarises the current marketing information of NAM based
on 7P’s. Table 2 will report on the SWOT analysis conducted on NAM.
Table 1. NAM’s Current Marketing Information 7P’s
Product Celebrity Speakers
 Television presenter Dan Snow special talk to audiences
 Politician and diplomatLord Ashdown,in-depth discussion on military
 Historian Antony Beevor, lessons on British Army history
Outreach Events
 Sandhurst Open Day - A rare look inside Sandhurst Royal Military Academy as it
holds its annual Heritage Day
 TankFest - Get up close and personal to the Museum's rarely seen vehicle collection
and hands-on with fascinating weapons and uniforms
Lunchtime Lectures
 Hear guestspeakers examine a wealth ofenthralling topics
 Watch video archive
Exhibitions
 Touring exhibitions with other military museums across the country
 Online exhibition
 Kids zone
 Learning tours and programmes for students and visitors
 Research - Advice on carrying out genealogical research and curatorial assistance in
identifying and interpreting militaryartefacts
Price  Free Admission
 Celebrity events and tickets from £10
 Income through Friends ofNAM £20 for joining
 Income through Patrons
 Generate donation through provide individuals
 Generate donation through corporate partnerships
 Grants by Heritage Lottery Fund
 Income from museum shop
Place  Purchase tickets for events via NAM’s website
 Purchase tickets for events via NAM’s reception
 Located at the centre of London
 Easilyaccessible via public transport
 Open at 10:00am and close at 5:30pm everyday
Promotion  Use of social media: Facebook, Twitter, YouTube video and flickr
 Use of website (around 2 million page views)
 Newsletter
 Press release
Physical
Evidence
Non-tangible physical evidence:
 Online exhibition
Tangible physical evidence:

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 £11.5 million fund by Heritage Lottery Fund for upgrading of facilities
 Kids zone
 Museum shop
 Book shop
 Picture library
 Comfortable Templer study centre
 Outstanding exhibition room
 Café/restaurant
Process  Visitors purchase tickets for celebrity or guest speaker event, purchase can
be made online or through NAM reception
 Exhibition starts from ground floor: The main temporary exhibition space
where medals and bayonets are displayed. The 1st floor: Making Of Britain
1066-1783, and Changing the world 1784-1904. 2nd floor: World wars 1905-
1945. 3rd and 4th floor National service 1947-1963. During the tour, it is
optional for visitors to go to the café/restaurant. The tour ends at the museum
shop.
People  Receptionist
 Corporate partners
 Tour guide
 Volunteers
 Celebrity and guest speakers
 Security guards
 People work at the print room
 Staff behind the scene (e.g. marketers, human resource, finance department
and purchasing department employees)
Table 2. SWOT Analysis
Strengths
 Awarded full accreditation by Arts
Council England (ACE)
 £11.5 million grant by Heritage Lottery
Fund
 Located at the heart of London
 Easily accessible via public transport
 Large variety of collections
 Strong connections with current and
retired army personnel
 Facilities and equipment for research
Weakness
 Lacking on marketing effort to raise
awareness
 Low attendance of young audience
 Few followers on social media,
Facebook: 16,304, Twitter: 5,354
 Low attendance of learning audience
 Opening hours too short
 No clear marketing effort targeting
different segments
Opportunities
 Mintel (2013) indicated that majority of
UK consumers (67%) shown likelihood of
visiting museums in the near future
 The new NAM building serves as a
potential attraction for new and old
audiences (Guardian, 2014)
 87% of UK population has internet
access, 55% of UK adults use social
networking and 61% of population has
mobile phone subscriptions (Ofcom,
2013). Opportunity for digital marketing
 Mintel (2013) reported that 93% of those
aged between 12 and 17 years were
mobile phone users and 81% of them are
smartphone users. Opportunity to reach
young audiences through mobile
marketing
Threats
 2 years of facilities upgrading might result
in potential loss of income and audiences
 Direct competition from 60 other military
museums across UK
 Direct competition from Imperial War
Museum (IWM) which is also situated in
London
 IWM offer a wider range of activities,
such as venue hire and filming,
displaying collections from both Army
and Air force (IWM, 2014). It poses a
threat on NAM as visitors may choose
IWM over NAM
 Competition from other museums in
London, such as London Transport
Museum and The Guards Museum
 Competition from other attractions in

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 Longer opening hours to attract more
audiences to NAM
 Make use of strong connections to reach
out to wider audience
 Make use of research facilities to connect
to universities and historians
 Work with schools and British Army
London, such as Tower bridge exhibition
 The Arts Council England has
announced a potential 10% funding cut in
the next few years (BBC, 2013).
1.2 Stakeholder Analysis of NAM
Table 3 illustrates four different kinds of stakeholders (publics) of NAM following the
resources conversion model suggested by Andreasen and Kotler (2008).
Table 3. NAM’s Stakeholders
Input Publics Internal Publics Partner Publics Consuming Publics
 Donors
 Arts Council
England
 City of
London
Corporation
 The National
Lottery
 Ministry of
Defence
 Directors
 NAM’s staff
 Volunteers
 Trustees
 BCB
International
 Cadogan
Group Limited
 The Astor
Foundation
 The Steel
Charitable
Trust
 Trade Unions
 Visitors/users
 Schools
 Universities
 Local residents
 Historian
 Local businesses
 Activists
 Media
1.3 Marketing Objectives
Based on the knowledge of NAM and SWOT analysis conducted, several SMART
objectives are identified. The objectives are:
1. To increase the number of visitors from 250000 in 2014 to 400000 by
December 2016
 Increase student visitors from 23000 in 2014 to 50000 by
December 2016
 Increase young audiences (age 10-25 years old) by 50%
 Increase the number of social media followers by 100%
 Increase individual and family visits by 60%
2. Increase grants and donations from £235,678 in 2012 to £500,000 by
December 2016
3. Increase total income generated from £397,710 in 2012 to £600,000 by
December 2016
The marketing plan will focus on objective 1 rather than objective 2 and 3, in order to
give an in-depth discussion.
Performance indicators will base on visitor numbers, number of school learning tours,
number of Facebook and Twitter followers, number of Templer study users and
demographic breakdown during visits (see Section 3.1 for detailed implementation).

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2. Marketing Mix
This section will provide recommendations for NAM using marketing mix 7ps
framework. It will also demonstrate both applied knowledge and understanding of
Cultural and heritage marketing, supported with academic review.
2.1 Product
Description:
American Marketing Association (2014) define product as a bundle of attributes
(features, functions, benefits, and uses) capable of exchange or use; usually a mix
of tangible and intangible forms.
Shostack (1985) mentioned that the museum ‘product’ is delivered in both tangible
form (physical environment or site which encompasses the land or building area,
shape, lighting) and intangible form (means of orientating the visitor, queues,
waiting, crowding, and methods of stimulating interest and engagement).
Rationale for Recommendation:
Goulding (2000) argue that in the case of museums, the effectiveness of
communicating historical information, the essential product, is vital in audience
development. The ability to construct images, conveys information, and engages the
visitor are some of the important elements that museum ‘products’ should have.
Mencarelli et al. (2010) emphases that, museums should recognise that
contemporary audiences wants to actively participate in the ‘product’ production
process. In addition, Mencarelli et al. (2010) also mentioned that ‘product’
consumption in museums should be thought of more as a form of production, as the
offer is defined only through interaction with consumers. Kotler (2004) suggested
that the marketing strategy of “appropriation” where consumers can jointly construct
the experience. In this case, consumers become actors in their own experience in
what is known as “active entrenchment.”
Based on the arguments of the scholars, it implies that NAM needs to deliver an
interactive experience (product) in order to attract more audiences. Therefore, some
interactive events are recommended in 2.1.1 – 2.1.3 to attract more audiences so as
to fulfil objective 1.
2.1.1 The Unique Experience
The entire exhibition of NAM could be designed to immerse visitors. The objective is
no longer to place visitors at a distance from the representation, but to plunge them
into the heart of it. Visitors become the actors of the exhibition. For example at the
beginning of the exhibition each visitor would receive a quiz sheet and start from
private (army) rank. On each exhibition floor, there would be clues to the quiz and
visitors could answer the quiz base on the descriptions and information provided on
the exhibitions. Finally, on the top floor, the quiz would be collected by a member of
staff and total scores tallied. Based on the score, visitors would be promoted to a
higher rank (example, Major). Next, visitors could pick a war hero of the rank and
read up on their war stories and fate. Visitors have a choice not to participate in the
quiz.
How it help to achieve objective 1:
The unique experience can specifically target young audiences and family visits.
Young audiences would find the whole exhibition process more interesting as they

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engage in a mission while touring the exhibition. Besides that, there is a higher
likelihood that young audiences would learn more during the process as they read
the descriptions carefully while searching for answers. The quiz could be changed
monthly to encourage repeat visits, therefore, increasing the number of visits.
2.1.2 The NAM Amazing Race
NAM could organise a big event such as ‘The NAM Amazing Race’ in July (summer
holiday) every year. Participants could form teams of 3-6, each participant paying an
entry fee of £10. The competition will be held within the NAM building itself. Teams
would need to complete certain missions at each stage of the race. Missions could
include basic and specific military knowledge, some simple obstacle challenges and
certain amount of planning and teamwork. Teams are allowed to share, exchange or
steal information from other teams. The aim of the race is to make participating
teams to work as a military unit. The fastest team that completes all the missions
wins the race. Prizes could be reproduction of battle medals.
Through this event, publicity would be generated and more people would be aware
of NAM. It would also attract young audiences as young people are active and would
take part in this kind of race. Families would also take part since it is in teams. NAM
could make this event bigger as it grows in popularity. The amazing race could
include searching for clues and complete missions across England. It could last for a
few days and broadcasted live on television. As more people learn about NAM, more
people would be attracted to visit NAM.
2.1.3 Story Telling for Young Audiences
NAM could hold weekly story telling session for young audiences. It could invite
primary school students to attend, as there are more than 1000 primary schools in
London. Besides storytelling, there could be some performances and magic show to
entertain the young audiences. Volunteers could be invited to conduct the
performances. After the performances, students would go for a guided tour. Entry fee
would be £1.
The aim of this event is to stimulate interest among students to learn more about the
exhibits in NAM and also to encourage students to bring family members along for
visits, therefore, achieving objective 1.
2.2 Price
Description:
Price is defined as the amount of money charged for a good or service (Baines et
al., 2011).
Price is the only part of the marketing mix that generates revenue, as product,
place and promotion are all related to expenditure (Rentschler et al., 2007).
Generally price is an important cue to quality (Lockshin and Rhodus, 1993).
Price is determined by the discovery of what customers perceive is the value of the
product or service. Researching consumers' opinions about pricing is important as
it indicates how they value what they are looking for as well as what they want to

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pay (Avlonitis and Indounas, 2006).
Generally museum pricing strategy can be classified into four categories: Utilitarian,
Idealist, Integrity and Access pricing strategy (Rentschler et al., 2007). In the UK, the
most common pricing strategy for museums is the Access pricing strategy and it is
also the pricing strategy adopted by NAM. Access pricing strategy helps to increase
visitation by charging a minimal or free admission fee. The reasons for NAM to adopt
Access pricing strategy are three-fold. Firstly, many scholars argues that charging
admission affects visitation and that charging admission at museums affects certain
segments of society and consequently affects overall visitation. A study conducted
by Anderson (1998) concludes that implementing a charge at the British Museum
would likely cause a decline in attendances. This is supported by another study
conducted by Wiggins (2003), who discovered that admission fees would discourage
low-income segment from visiting museums. Secondly, the vision of NAM is to
inspire and educate, not making profits. Thirdly, it helps to achieve objective 1.
On the other hand, museums in the UK are facing funding cuts and many were
forced to become financially independent. Therefore, income needs to be generated
and business pricing strategy needs to be adopted in certain aspects of museum
operation. Many museums adopt business pricing strategy in areas such as museum
shop, café/restaurant, friends and patrons registration. Generally there are five
business pricing strategy adopted by museums. They are skimming, penetration,
neutral, segmentation and yield-based pricing. The two most suitable pricing
strategies NAM could adopt are skimming and segmentation. Skimming is 'designed
to capture high margins at the expense of high sales volumes in the knowledge that
'buyers who value prestige and exclusivity will pay more, simply because they know
others can't buy the product (Nagle and Holden, 1987). Segmentation is employing a
range of strategies simultaneously. Using appropriate pricing strategies is vital in
increasing the number of audiences.
2.2.1 Exclusive Patron Circle
NAM could have exclusive patron circles using skimming pricing strategy. Individuals
need to pay a certain amount of membership fee to enter the circle. They would also
enjoy certain privileges joining. For example, there could be three circles. The
Major’s circle for those who pay more than £1000 and benefits include annual drinks
reception and free lectures, and exclusive tours of other military museums and
private collections with curators. The Brigadier’s circle for those who pay more than
£5000 and benefits include annual lunch with Director General and all other benefits
that Major circle enjoy. Lastly, the General’s circle, for those who pay more than
£10000 and benefits include annual lunch with Chairman, personal tour and all other
benefits that other circles enjoy.
The exclusive patron circle could effectively target the wealthy segment of NAM
audiences, such as academic scholars would join for lectures and academic
discussions. It could also be a meeting place for retired army personnel and private
functions could also be held. It makes NAM a venue for people to interact and
socialise. It also draws audiences from all walks of life to NAM and therefore
achieving objective 1.

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2.2.2 Segmentation Strategy
Segmentation strategy could be used in museum shop and café. For example,
students would enjoy 20% discount purchasing foods and gifts in NAM. During
school visits (storytelling in section 2.1.3) and events (amazing race in section 2.1.2),
special discounts could be given to stimulate purchase. Besides that, student
discount could also be given for purchasing foods in NAM’s restaurants during or
near exam period. This is to encourage students to use the Templer study area for
revision. Free computer and internet connection could also be provided.
Giving student discounts would attract more young audiences to NAM as many
would want to take advantage of the privileges given. Providing free computer and
internet connection would also attract more general audiences to use the Templer
study area, therefore achieving objective 1.
2.2.3 Flexible Pricing for Celebrity and Guest Speaker Event
The current NAM pricing strategy for celebrity and guest speaker event is
standardise £10 for all speakers. However, Arnold et al. (1989) argue that prices will
have to become more flexible and less standardized in order to capitalize on the
different price/value perceptions of consumers and also adapt to the changing
environment. Similarly, Pitt et al. (1997) also argue that pricing needs to be flexible in
order to capture more consumers and factors such as availability, price sensitivity
and perceived value needs to be considered when setting price. It is therefore
recommended for NAM to adopt a flexible pricing strategy for celebrity and guest
speaker events.
NAM’s pricing strategy could be based on the laws of price elasticity of demand.
Higher prices could be set for popular (high in demand) speakers and lower price
could be set for less popular speakers. Lower prices could be set for early bookings
and higher prices could be set for last minute bookings.
The benefit of flexible pricing is that it allows audiences to have a rough estimate of
the quality of the speakers. As mentioned by Lockshin and Rhodus (1993), generally
price is an important cue to quality for consumers. Therefore, by inviting more
popular speakers and setting appropriate prices, more audiences would be attracted
to attend celebrity and guest speaker events.
2.3 Promotion
Description:
 Chartered Institute of Marketing (2014) define promotion as the way a company
communicates what it does and what it can offer customer.
 Promotion includes activities such as branding, direct and digital marketing.
 Beaven and Scotti (1990) emphases that the notion of promotion needs to be
reconceptualised in service-oriented organisations. It should not be one-way
communication or associated with hype, puffery, and exaggeration. Promotion
should help to create meaningful dialogue with customers, it must deliver a
consistent message and it should attract the attentions of customers.

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Gurel and Kaval (2010) mentioned that in today’s complex society, combined with
high public expectation of services provided; demand that museums effectively
promote their work like any other service. Mclean (1995) emphases promotion as an
extremely important method of communication for museums. Many authors also
argue that successful promotion means building relationship with audiences through
exchange of information and ideas. It also requires organisations to listen and
communicate with their publics and be responsive to them. Kreisberg (1998)
emphases that promotion is used to nurture dialogue with various groups whose
interest is vital for the museum to achieve its objectives.
(Grunig et al., 1995) define four models of promotion to explain promotional practices
of organisations. The models are propaganda, public information, scientific
persuasion and two-way symmetrical. The first two models are one-way, used to
give information about the organisation to the public; the other two models are two-
way and rely on research. Many scholars argue that the two-way symmetrical model
is the ideal one for the organisations to be both effective and ethical. Two-way
symmetrical model seeks to establish mutual understanding between the
organisation and the publics through dialogue. It is therefore recommended for NAM
to adopt the two-way symmetrical model as its promotion strategy.
Besides identifying the appropriate promotional model, NAM also needs to identify its
most effective promotional platform to reach its target audience. According to
Lagrosen and Grunden (2014), the use of social media has become more popular as
a marketing tool for the establishment and management of customer relationships.
The use of social media in marketing is based on a multi-way interaction approach,
in which the roles of sender and receiver are mixed. Social media can create value
fusion, in which value is created for a whole network including both customers and
companies. It implies that making use of social media will be the most effective
platform to engage with NAM’s potential visitors.
Facebook is the most prominent platform in social networking, and has over 1 billion
users. Twitter has also in excess of 150 million users. NAM has 16304 and 5354
followers on Facebook and Twitter respectively, with relatively few comments, ‘likes’
and ‘shares’. The content on NAM’s Facebook is neither exciting nor enticing. This
implies that there is huge potential for NAM to raise awareness and engage with
potential audience if NAM better make use of Facebook and Twitter.
Thus, the following recommendations will aim to initiate meaningful dialogue (two-
way symmetrical model) through the use of Facebook (social media platform),
resulting in increasing visitation rates.
2.3.1 Drawing and Picture Competition on Facebook
NAM could create interesting drawing and picture competition on Facebook, which
encourages followers to engage and interact with NAM or even share the post. For
example, NAM could firstly set a theme for the competition such as ‘Bravery’. Next,
participants have to upload a picture, depicting themselves related to the theme
‘Bravery’. Similarly, participants could also upload drawings related to the theme.
Individuals can only be allowed to join the competition by becoming a follower of
NAM on Facebook. Besides that, individuals also need to ‘like’ and ‘share’ the

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competition news on their own Facebook wall. Participants will have one month to
generate votes for their picture and drawing. The picture and drawing that generate
the highest vote in a month will be the winner. The winners will be given a souvenir
worth £30 from NAM museum shop. The competition will be held monthly and
participants need to ‘like’ and ‘share’ the competition news every time they join.
When participants become a follower of NAM on Facebook, they will receive news
feeds and updates of NAM events; this will improve the effectiveness of NAM’s
promotional activities. Besides that, by asking participants to ‘like’ and ‘share’ the
competition news, it increases people’s awareness of NAM as friends of the
participants are able to see the post. In addition, when participants share their
picture or drawing asking for votes from their friends or forum, it also increases
people awareness of NAM. Lastly, by giving out souvenirs, it can indirectly advertise
the products that the museum shop have. All this will help to raise awareness and
thus increase visitation.
2.4 Place
Description:
 Place means where customers purchase a product or service (Chartered Institute
of Marketing, 2014).
 Place also means ways of displaying product. It could be in a physical shop or via
the internet.
Mencarelli et al. (2010) mentioned that digital technology has created new practices
in cultural consumption patterns. With the advent of world wide web, it is sometimes
no longer necessary to go out visit a museum. In the ever expanding world of virtual
reality, it has transformed the way culture is presented and the choices of individuals
spending their leisure time. As a result, many cultural structures have set out to
include these new technologies in their offer, so as to continue drawing in the crowds
(Kotler, 2004).
There is an increase in popularity of e-museums and e-galleries, as it offers
immediate, constraint-free visits. Examples include the entirely virtual I Galerie du
Mudam (Luxembourg) or the McCord Museum (Canada).
Currently, NAM only offers online exhibition, which allow audiences to read exhibit
descriptions accompanied by some pictures. The online exhibition is adequate in
providing information however it fails to deliver an experience to the online
audiences. Therefore, it is recommended for NAM to have an online virtual tour
which allows audiences to have a unique experience.
2.4.1 Online Virtual Tour
NAM could set up an online virtual tour which allows audiences to have a more
realistic experience. The tour would start at the main gate of NAM and it will lead
audiences to the ground floor where the temporary exhibition area is. During the tour,
audiences will have 360 degree panoramic view of the exhibition area, an overview
of the exhibition area will also be provided. Besides that, audiences also can zoom in

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at specific exhibits to read up in detail. The aim of the online virtual tour is to provide
an experience that is as close as visiting NAM physically.
Audiences can view the exhibits in a much better way compared to traditional
photography. The virtual tour also makes it easy and interesting for audiences to
understand the exhibits. Besides that, the virtual tour is open 24/7 and there is no
need for audiences to worry about closing time. In addition, potential visitors can
form a better and informed decision to visit NAM after going through virtual tour.
Lastly, people can visit the virtual tour repeatedly just to experience the virtual
immersive effect and enjoy the views. There is also a higher chance that visitors of
NAM virtual tour will refer the virtual experience to family and friends.
2.5 Physical Evidence
Description:
 A service is intangible and visitors are unable to experience the service before the
service is delivered (Chartered Institute of Marketing, 2014). Therefore, it creates
uncertainty to individuals before purchase.
 Physical evidence is used as a cue due to the intangibility of services. These cues
are used to evaluate the service before its purchase, and to assess satisfaction
with the service during and after purchasing the service (Baines et al., 2006).
Perceptions of the physical surroundings (or physical evidence) are important for
services due to the effect the physical evidence has on customers and on the
perceptions of service quality (Bitner, 1992). According to Baines et al. (2006),
physical evidence refers to tangible cues associated with service quality. Physical
evidence includes all aspects of the service provider’s physical facilities, as well as
other forms of communication with the customer, including facility exterior (e.g.
parking), facility interior (e.g. decoration) and other tangibles (websites). Physical
evidence impacts on perceptions of service quality and satisfaction, as well as the
intention to re-patronise and the willingness to recommend.
Many cultural organisations have used technology as a form of physical evidence to
reduce uncertainty of audiences before visits (Mick and Fournier, 1998). This is
especially true where many museums use large screen televisions near reception to
showcase some of their exhibits. Currently, there is a lack of tangible cues for
visitors visiting NAM. Many visitors have limited knowledge of what NAM exactly
exhibits prior to visit. As a result, there may be disappointments due to
misinterpretation. For example, visitors might think that NAM also exhibit items of
navy and air force. In reality, NAM’s exhibition mainly focuses on land force.
Therefore, the following recommendation would help to reduce uncertainty for
visitors visiting NAM through the use of technology.
2.5.1 A Technological Offer
NAM could fit 5 computer workstations near the entrance offering visitors an
introduction to the tour of the museum and a further chance to get to know its
collections. Besides that, NAM could also install a multivision system on a large
panoramic screen made up of smaller screens where specially created video
installations are shown.

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The computer work stations will inform potential visitors on the collections of NAM.
Thus, it reduces the probability of disappointment and misinterpretation. Besides
that, the large panoramic screen adds on to the aesthetic beauty of the NAM
building. All these enable visitors to have a good experience at NAM. With higher
satisfaction, the likelihood of re-patronise and willingness to recommend increases.
Therefore, it helps to increase the number of audiences of NAM.
2.6 People
Description:
 Anyone who has contact with customers will make an impression, and that can
have a profound effect on customer satisfaction positively or negatively (Chartered
Institute of Marketing, 2014)
 Having superior personnel brings competitive advantage to organisations since
contact people are a key component to service quality (Abernethy and Butler,
1993). Therefore, employees must be appropriately trained, well-motivated and
have positive attitude.
Services are frequently produced and consumed simultaneously and that makes
service providers and contact people especially important (Abernethy and Butler,
1993). Besides that, the high frequency of interaction between visitors and
employees makes contact people very important as they play a vital role in shaping
audiences' perceptions of service quality (Crain, 2009). Employee experience and
competence are key indicators of service quality for many visitors (Abernethy and
Butler, 1993). Visitors will share their experiences (positive or negative) with their
families and friends. According to Sweeney et al. (2012) which conducted a study on
word of mouth marketing discovered that positive experiences tend to multiply slower
compared to negative experiences. It is therefore important for employees to be well
trained, in order for them to deliver good services so visitors can have good
experiences.
Generally there are two types of training that employees can undertake. Firstly, On-
the-job training, this takes place while employees are carrying out an activity in their
place of work. It includes activities such as staff meeting, observation and coaching.
Secondly, Off-the-job training, this take place away from work and it involves
instructor led training.
The benefits of training include improving skills and competencies of employees.
Training also helps to improve efficiency and can motivate employees to do well. In
the case NAM, training can help employees better communicate with audiences and
provide better services. Therefore, some training programs are recommended to
enhance the service offer of NAM.
2.6.1 On-the-job Training
NAM could provide coaching for its employees. During coaching, a supervisor guides
the employee through tasks and processes so that the employee knows how to
perform the task and to what standard. Typically, the supervisor observes the
trainees while they perform their duties. After observation, the observer provides the

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trainees with feedback on their strengths and any development needs. Based on the
feedback provided, trainees can focus on improving on areas of weakness.
Supervisors also needs to well-trained and professional so as to provide the best
possible guidance to trainees.
Coaching allows trainees to learn firsthand as they practice serving real visitors, and
observers are able to correct any mistakes on the spot. Besides that, coaching also
gives trainees confidence in performing their task. With adequate training and
guidance, employees are able to provide excellent services to visitors.
Consequently, visitors have good perceptions of NAM’s service quality thus
satisfaction level increases, which encourages a spread of positive word of mouth.
2.6.2 Off-the-job Training
NAM could also provide Off-the-job training to employees on areas of
communication and body language. Training can specifically target effective
communication such as choice of words and tones. Positive body language can also
be another area of emphasis. Besides that, based on NAM annual report (2013),
there are a sizable number of international visitors visiting NAM each year. Therefore,
it is beneficial for NAM employees to go through some cultural awareness training to
better serve the increasing number of visitors from Middle East, Brazil, China and
Russia.
According to Cervone (2014), effective communication is one important element to
service excellence. The choice of word and tone used by employees can directly
affect both understandability and perception on service quality. Besides that,
Cervone (2014) further elaborated that body language is also a powerful tool in
communications. According to scientific research, people communicate through both
verbal and body language. Therefore, by providing training on these two aspects, it
will greatly enhance the communication skills of employees so that they can deliver
high quality services to visitors. Consequently, it will encourage repeat visits and
recommendations. Similarly, having more cultural knowledge of international visitors
allows employees to provide better services.
2.7 Process
Description:
Process refers to the process of delivering a service that is crucial to customer
satisfaction (Chartered Institute of Marketing, 2014).
It refers to a series of activities that allow the service to be delivered smoothly and
effectively.
Mencarelli et al. (2010) mentioned that the process of museum experience should
stimulate the senses of its audiences. Sociologist researchers discovered that,
individuals feel things more vividly than they can ‘think’ them. Based on this
discovery, some cultural organisations reportedly turned to new consumer practices
engaging devices that can procure sensory pleasure (Mencarelli et al., 2010). These
devices may influence the evaluation of the consumption experience. Museums are

Name: Tiezheng Yuan
13
also integrating more multisensory experiences to provide an immersive experience
for visitors.
Besides stimulating the senses of audiences during the process, museums also
needs to take time factor into consideration when delivering the service process.
Many modern individuals are time deprived as they have to do a large quantity of
things in limited amount of time. As a result, individuals are looking for speed in their
acts of consumption, so they feel they are making good use of their time. It is
therefore necessary for museums to make adjustments to their service process to
meet the needs of modern individuals.
The following recommendations will enhance the sensory experience of NAM’s
audiences, also taking time factor into consideration.
2.7.1 A sensory Approach
NAM could offer a total sensory experience to its audiences. Firstly, the design (includes
lighting) of the exhibition site could enact the battlefields of World War 2 and this will engage
the sight of the audiences. Secondly, special sound effects such as gun shots, bomb
explosions and battle cries could be included in the ambient sound. Next, visitors are
allowed to touch some of the reproduced exhibits such as rifles and helmets. Besides that,
special perfumes could be used to produce the smell of gunpowder. Lastly, visitors are also
allowed to taste the combat rations use by British soldiers in the World Wars.
The whole process is designed to engage the senses of the audiences and therefore
provide a unique experience. Having a good and memorable experience will
increase satisfaction. Consequently, this will encourage repeat visits and
recommendation. Therefore, increase the number of audiences.
2.7.2 Time in the NAM offer
NAM museum could allow visitors to choose certain themes corresponding to
various pathways (directions indicated) in the museum (with the length of visits
indicated). For example, visitors who are time deprived can take the fast-track
around the museum (30-45 minutes). Visitors who have moderate amount of time
could take the medium track (2 hours). Lastly, visitors who have ample time can take
the guided tour around the museum (4 hours).
NAM could cater to different needs of the audiences based on the amount of time
visitors have. Visitors who are time deprived could take the fast track but still able to
view the main collections of NAM. Such a way all visitors are directed and would not
miss the interesting collections of NAM. Besides that, this will make the viewing
process more organised as visitors are viewing the collections in a systematic
manner. The likelihood of congestion problem is also reduced. The smooth service
process contributes to audience satisfaction. Thus, this will increase the likelihood of
repeat visits and recommendations to families and friends. Therefore, increasing the
number of audiences visiting NAM.

Name: Tiezheng Yuan
14
3. Budgets, Scheduling and Implementation
This section will report on the budgets needed, the scheduling program and implementation. NAM is currently closed for upgrading
work, so all activities are planned for January 2016 to December 2016.
3.1 Budget, Scheduling and Implementation Program
Actions Implementation Budget
per week/
month
Schedule Total
Budget
(per year)
Sources
By who Method Measurement
Product
The Unique Experience Service
employee,
volunteer
Employee will distribute quiz
sheet and pen at the entrance.
Any questions from visitors will
be answered. Another employee
on 4th
floor will collect quiz sheet
and pen, tally total score.
Number of visitors
who took part in the
quiz and visitor
feedback.
N/A Every day for
12 months
January 2016
– December
2016
£88,229 N/A
Quiz Sheet Service
employee
Distributed by hand Number distributed £1333.3 On going £16,000 https://printing.ncl.
ac.uk/printcredits/
Pen Service
Employee
Distributed by hand Number distributed £4958.3 On going £59,500 http://www.staples.
com/Pens/cat_CL1
10001?sby=1
Employee/Volunteer Service
employee
4 employee station at entrance,
4 station at 4th floor
£6.31(wages)× 8× 7
(hours)
£10600 On going £12,729 https://www.gov.uk
/national-minimum-
w age-rates
Amazing Race Service
Employee,
Volunteer,
Marketing
It will be held within NAM
building. One employee will
explain the rules to all
participants. 2 employees will be
stationed at each station to
oversee the missions
Number of
participants signed
up
N/A 15th
July 2016 £1107.1 N/A
Medals Service
employee
Purchase from museum shop 6 medals given N/A 15th
July 2016 £23.70 http://www.trophies
2u.co.uk/products/
Equipment Service
employee
Simple prop used in missions N/A N/A 15th
July 2016 £200 N/A
employee
2 employees at each station. Total
10 missions. 20 employees
£6.31(wages)× 20× 7
(hours)
N/A 15th
July 2016 £883.4 https://www.gov.uk
/national-minimum-
w age-rates
Story Telling Service
Employee,
Volunteer,
Volunteers will be telling stories
and perform performances.
Service employees will conduct
guided tour
Number of students
and schools attended
N/A Every week
Friday 2-5pm
£3634.56 N/A
employee
4 service employees needed to
manage 200 students.
£6.31(wages)× 4× 3
(hours)
£75.72 Every week
Friday 2-5pm
£3634.56 https://www.gov.uk
/national-w ages

Name: Tiezheng Yuan
15
Price
Exclusive Patron Circle Business
manager
Business manager will contact and
promote to interested individuals
Number of patrons £532 Every day for
12 months
£6384 N/A
Segmentation Strategy Café
Museum shop
Café and museum will give 20%
discount to student during exam
Number of purchase
Usage of Templer study
N/A January 2016
May 2016
£425 N/A
Celebrity and Guest ticket Marketing
employees
Marketing employees will set the
ticket prices base on demand
Number of tickets sold £525 On last Saturday
of ev ery month
2pm
£6,300 http://www.ticket
master.co.uk
Promotion
Facebook Competition IT & marketing
Department
IT will manage the technical aspect,
marketing manage the content
Number of new
followers each month
Free 1st
of each
month for 12
months
£720 N/A
Prizes for 2 winners Marketing Purchase from museum shop 2 winners £60 1st of each
month
£720 http://shop.national-
army -museum.ac.uk
Place
Online Virtue Tour IT & external
photographer
Professional photographer will take
the panoramic pictures, IT will
manage the technical aspect online
Number of viewers per
month
£60 Every day for
12 months
£60 http://www.virtual3
60.net/virtual-tours
Physical
Technological Offer IT&
marketing
Department
Marketers will decide on the content
to be displayed on computers and
panoramic screens
Number of visitors who
use the computer work
stations
N/A Every day for
12 months
£38,230 http://www.amazon
.com/Original-LG-
People
On-the-job Training Internal
Supervisors
Supervisors will provide guidance
and feedback to trainees
Supervisor assessment
and customer feedback
N/A Whenever
there is a
training need
N/A N/A
Off-the-job Training External
Trainers
Employees will attend
communication and body language
courses conducted by external
trainers
Trainer assessment
and customer feedback
£3,750 Every 6
months
£7,500 http://courses.indepe
ndent.co.uk/training/c
ommunication-skills-
training-course-82498
Process
A Sensory Approach Marketing,
operations &
external
Historian
Marketers will design the exhibition
site based on external historian
inputs. Operations will build it.
Number of visitors and
customer feedback
N/A Every day for
12 months
£81,482 N/A
Sensory Equipment operations Operations employees will purchase
the sensory equipment
Lighting,design,sound
system, props and
sample rations
N/A Every day for
12 months
£81,482 http://www.terralec.co
.uk/audio/audio_sy ste
ms/11418_12c.html
Time in the NAM Offer Service, and
Marketing
employees
Service employees will put up signs
and directions.They will answer any
queries from visitors.
Number of visitors who
took each pathway per
month
N/A Every day for
12 months
£22,500 http://www.prosignbra
nding.com/how-
much-do-building-
signs-cost/
Total Cost £256571.7

Name: Tiezheng Yuan
16
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Name: Tiezheng Yuan
18

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