NHB Academy Museum Masterclas - Building an effective New Media Programme for Museums

NHB Academy
Museum Masterclass
Putting the theory into
practice
Building an effective
New Media Program
for Museums
Rémi Carlioz, Andrew Nugée, Wed. July 6 2011

Today’s
presentation
• What we will get out of this session?
• Session 1 - Goals and Scope of the New Media Programme – 60 mins
• What is ‘New’ Media?
• Why a New Media Programme NMP
• Constraints in the NMP
• Principles of a NMP
• Session 2 - Hands-on workshop – 90 mins
• Objective of workshop:
• outline a plan for communicating your museum to a teenage
audience
• As part of this, build an RFP for a NMP
• Tea break – 15 mins
• Session 3a – Review – 60 mins
• Session 3b – Resulting Best Practice – 45 mins
• Examples of new media initiatives and plans
• Principles of innovation
• Q&A

What we will get out
of this session?
• what is new media & why should you embrace it in the cultural sector?
• how to integrate all parameters?
• what is hype, what is a trend?
• how does new media fit into a cultural institution’s mission?
• the Met’s mission since 1870 : (...) «of advancing the general knowledge of
kindred subjects, and, to that end, of furnishing popular instruction.»
• Le Louvre, a museum for all :
• (...) «This necessitates, of course, not only optimal facilities, but also a
level of cultural accessibility that maximizes each visitor's knowledge,
understanding, and closeness to the works»,
• (...) «Vibrantly open to its city and the world, the Louvre continues to fire
the imaginations of those who visit and those who work creatively there;
its goal is to remain, as Cézanne put it, "the book in which we learn to
read" and through which "we can come to understand and love
everything.»
• the goal of this session is to provide tools and knowledge to help you make
culture more accessible, and create communities of visitors to help
understand and love everything.

Session 1:
Goals & Scope of
the NMP• What we learned from Nancy Proctor’s previous session at NHB
• The museum is already a distributed network
• The museum has become a distribution network
• Whether it has embraced social media or not, the museum
has become social media
• If we want to meet our audiences where they are, mobile is
an essential vehicle
• “You don’t need a mobile strategy; you need mobile to be
part of the strategy.”
• One thing to remember : audience, audience, audience
• Today : start from there, broaden the scope and put the theory
into practice
• n

Session 1:
Goals & Scope of
the NMP
• What is New Media?
• "it's both about new content and about looking at old
content in different ways. It's about intrinsically interactive
media, made possible by the digital lingua franca of bits.
And it's about the decreasing costs, increasing power, and
exploding presence of computers" John Negroponte,
Being Digital, 1995
• implications
• new content
• new platforms
• interactivity, the era of participation / engagement
• new models
• new power (to the people)
• New media? Social media? Multimedia ?

every media is new
to the previous one...

Session 1:
Goals & Scope of
the NMP
• let’s define our terms
• multimedia program, social media site, networking plaform, new media, what exactly will we be talking
about ?
• New Media is a catch-all term for all form of digital communication : news, streaming video, virtual
environment, 3D, DVD, Skype, Twitter, Blogging, etc
• Social Media is a subset of New Media, since the tools that enable social media didn’t exist before,
«Social media is an on-line environment established for the purpose of mass collaboration»
(Gartner)
• Multimedia (1966) is the presentation of information by using a combination of text, audio,
graphic, video, interactivity and animation, using a variety of hardware and software
• For the sake of this session, New Media :
• The forms of communicating in the digital world, which includes publishing on CDs, DVDs and,
most significantly, over the Internet. It implies that the user obtains the material via desktop and
laptop computers, smartphones and tablets, therefore multimedia programs
• The concept that new methods of communicating in the digital world allow smaller groups of
people to congregate online and share, sell and swap goods and information. It also allows more
people to have a voice in their community and in the world in general i.e. social media
• knowing that digital convergence allows the insertion of social media into multimedia programs

New media at the Louvre
over time (examples)
• Website launched 1995 // Le Louvre virtual visit (PC/Mac only) by Index, Montparnasse & RMN (1994-
1998)
• major rebuild in 2005 to create richer, interactive components:
• «an arena of exchange, sharing and creation.»
• highlighting the “Louvre experience” on its own or in conjunction with a visit, and
• linking with other media, mobile
• Onsite multimedia developed with Dai Nippon Printing Media Lab in 2006
• 6 exhibits were installed in Japan in the DNP offices between 2006 and 2009.
• As a result 60 displays were developed, from simple touch screens to immersive spaces using
3D projection, sensors, augmented reality, etc. The project has been renewed to 2013.
• iPhone App 2009, iPad App 2011, Louvre community platform 2011, new website in 2011
• There is also deployment of multimedia tools in the exhibit rooms, reception areas, etc., including
mobile tools such as self-guided audio - the Pyramid Project
• Objectives of the Louvre’s NMP
• Information, promotion, dissemination
• Exploration, mediation, education
• Dialogue, contribution, sharing

do
you
need
a
NMP
?
• Today’s landscape of new and social media
• Data figures
• Hardware & Mobile (Andrew Nugée)
• Social Media (Rémi Carlioz)
Don’t let the revolution start
(continue) without you - where are
we today?

A perspective on
devices
• Explosive growth of the latest platforms
• Devices, ie phones, tablets
• Data traffic
• Speed
• Globalisation
• Native apps vs web apps: Horses for courses
“However
big you think
smartphones,
tablet computing and
Apps will be
for your sector
– think bigger”
Dominic Jacquesson
The Media Briefing

Why the phone?
• The mobile experiment
• Why phones
• Personal and portable
• Networked and interactive
• Numbers – currently 5.3bn (77% of population)
• Two tipping point thought experiments
• Fixed line vs mobile phone – 1995-6
• Computer vs mobile phone – 2015-6?
“Your and my first experience of a computer was… a computer. For two thirds of the
world, their only experience of a computer is their phone” Bill Gates, 1996
“The best way to bring the digital age to poorer parts of the world is with cell phones.
Everyone is going to have a cell phone” Craig Mundie, 2006

Why the phone?
Percentage of mobile Web users who never or
infrequently use the desktop Web
Country Percentage
mobile-only Country Percentage
mobile-only
Egypt 70% Indonesia 44%
India 59% Thailand 32%
South Africa 57% China 30%
Ghana 55% US 25%
Kenya 54% UK 22%
Nigeria 50% Russia 19%
Source: On Device Research (Dec 2010) N = 15,204
“There are more than
200 million active
users (40%) currently
accessing Facebook
through their mobile
devices. People that
use Facebook on their
mobile devices are
twice as active on
Facebook as non-
mobile users.”
Facebook official statistics,
Jan 2011

Mobile data rates are
accelerating rapidly
10 times faster in 6 years!
kbps
Source: Cisco
101
613
4,404
2,220

Mobile data traffic
doubling annually
…
• Video traffic forecast
to be two thirds of all
data by 2015
• >5.6 bn devices by
2015
• >1.5 bn M2M nodes
CAGR: 92%
2.9
75.6
Source: Cisco
M2M = machine to machine

Access is
globalising
•Share
•29.3%
•26.3%
•15.7%
•9.2%
•7.8%
•6.2%
•5.5%
CAGR
101%
91%
83%
70%
111%
129%
102%CAGR: 92%
2.9
75.6
Source: Cisco

Phone sales
growing by >30% a
year
• Within this
• Top 10 brands growing
at 10%
• ‘other’ brands growing
15x faster
• Other brands often at
lower price points to reach
more price sensitive
markets
Source: Gartner
+10%
+145%
+32%
1,211m
1,597m

US, May 2011: over
half buy
smartphones

Worldwide,
Android is eating
Symbian’s lunch, And,
to a lesser extent, RIM’s
+19%pt
172m 296m 55m 101m
+26%pt
Source: Gartner
36%23%

Why Android?
• It’s all about value = features per $
• Network subsidies in Singapore are $300 per
contract …
Huawei ideos X3
Android 2.3
S$ 299
Launched 15 June 2011
Huawei Boulder
Android 2.2
S$ 299
Launched 30 June 2011

Singapore
ahead in
mobile adverts
• Mobile ads grew 18% in 3
months to April this year (!)
• Apple leads, but Android share
grew 12.7% points
• Smartphone share in Singapore
is over 2.5 times the Asia
average and nearly double the
global average
• Android and iOS devices
represent 4 out of every 5 ads in
the market, an ideal ecosystem
for advertisers
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
Jan11 Apr11
Other
Nokia
Symbian
RIM (bb)
Android
iPhone
Ad impressions (k) Jan11 – Apr11, Singapore
Source: InMobi
“Singapore is one of the most advanced mobile markets in the world. The high penetration of
smartphones along with a tech-savvy audience allows advertisers to utilize the latest, most
sophisticated ad technology to engage consumers” Atul Satija, VP & Managing Director - Asia Pacific at
InMobi

stores’ that count –
Q1 2011
Apple still in the lead in App download metrics
platform store created fee, excl tax # apps as of # downloads as of # users as of
Apple App Store 10 July 2008 30% 350,000 Jan 11 10 bn Jan 11 160m Jan 11
Google Android Market 22 Oct 2008 10% 260,000 Feb 11
3.5 bn
Feb 11 77m Jan 11
9m / day
RIM App World 1 April 2009 30% 20,000 Feb 11 ~1m / day Aug 10 46 m Jul 10
Nokia Ovi Store 26 May 2009 30% 43,535 Oct 10
~710 m Nov 10
675m Dec 10
4m / day Jan 10
Palm/HP App Catalog 6 Jun 2009 30% 5,760 Jan 11 95 m Jan 11 2.6m Jul 10
Microsoft
Windows
Phone
Marketplace
21 Oct 2010 30% 8,865 Feb 11 n/k n/a 2m Jan 11
Palm Software Store 16 Dec 2008 40% 5,000 Dec 08 n/k n/a n/k n/a
Source: wikipedia, web research

stores’ that count –
today
Apple still in the lead in App download metrics
Source: wikipedia, web research
platform store created fee, excl tax # apps as of # downloads as of # users as of
Apple App Store 10 July 2008 30% 425,000 Jun 11 14 bn Jun 11 200m Jun 11
Google Android Market 22 Oct 2008 30% 400,000 Jun 11 5 bn Jun 11 100m May 11
RIM App World 1 April 2009 30% 32,400 Jun11 ~3m / day May11 46 m Jul 10
Nokia Ovi Store 26 May 2009 30% 71,800 Jun11
1.8 bn
Jun11 825m Jun11
6m / day
Palm/HP App Catalog 6 Jun 2009 30% 7,100 Jun 11 106 m Mar 11 2.6m Jul 10
Microsoft
Windows
Phone
Marketplace
21 Oct 2010 30% 25,200 Jul 11 n/k n/a 3.5m Mar11
Over 250m
downloads a month
Gartner, Q1 2010
> 1 billion
downloads a month
Gartner, Q1 2011

Native vs web
apps
• Native apps
• Built for the specific phone, downloaded
from an app store, lives on the phone
• Programmed in object C / Java
• Built-in marketing, cool, accesses the
phone APIs
• Great for gaming, using device features
Web apps
• Lives on the web, accessed from a
browser on the phone
• Programmed in a web language
(html5 / CSS / JS); browser-based
functionality
• Cheaper, because rapid to deploy,
and cross-platform
• All web phones, including apple
• Functionality improving, eg jqtouch
• Great for targeting multiple devices,
mobilising websites, limited access to
phone features (web, map, etc)

Using the mobile
computer
“Which of the following are you interested
in doing the most on your phone?”
Source: Forrester N Am Technographics®
Retail Online Survey,
Q3 2010 (US), base = 4,186 online adults with cell phones
Retail Online Survey, Q3 2010 (US)

Where are we
headed?
• 47m Japanese have adopted tap-and-go phones in
three years – this is one of the fastest roll outs of
electronic products in human history
(Comscore Research and Markets, Feb 2011)
• In December 2010, 10% of Japanese mobile
subscribers used their mobile wallet to make a
purchase (9.8 m people)
• 7.6 million in a retail/convenience store and 2.6
million in a grocery store
• 3.2 million from a vending machine
• 2.7 million paid for public transport
• 1.5 million paid a restaurant bill
• 1 in 5 smartphones will be NFC (near-field
communication) enabled by 2014 (Juniper Research)

So, mobiles in
museums
• Pro-personal mobile
• Network push
• Handset manufacturer push
• Consumer pull
• Reduced cost to serve
• Wider geographic and
temporal reach
• Increased interactivity
• (Mainly) fixed cost model
• Novelty and Coolth!
• Eg Augmented Reality
Constraints on personal mobile
• Low smartphone penetration
• Space may be limited
• Limited battery life
• Expensive to roam and download
• Slow to download via wifi
• Need to install wifi throughout sites
• Can be tricky to get online
• And sites wary of piggy-back
congestion

How do these
phone trends
impact our NMP
• Long-term the economics will drive all
interpretation and much consumer behaviour to
the personal devices
• Unfortunately a reasonably controlled
environment is giving way to greater complexity
• 3-5 OSs mid-term
• >60 different types/versions of mobile browser
on mobile handsets, making mobile web
design much more complicated than desktop
web design
• Multitude of formats (incl tablets)
• Lack of clarity on web vs native
• And for the short and medium term we need to
build for the majority as well as early adopters

watch trends through research
- MySpace
- Facebook
- etc.

who is your audience and what are they
doing?

specifically in your institution?
TOOL
Client
relationship
Brand
Exposure
Traffic
generation
Search Engine
Optimization
XXX XXX XX / XXXX XX
XXX XXX XX X
XX XX X XXX
XX XXX X XX
XXX XXX XX XXX
ask yourself the right questions

«For FD Roosevelt it was radio,
for JF Kennedy TV, and for
Obama, new media»
• engage,
• innovate,
• communicate,
• distribute,
• generate,
• encourage,
• increase.

Focus : the Obama
campaign
• why is it important?
• probably the biggest media / social media
campaign to date (and it’s not over)
• probably one of the best audience
segmentation and targeting («one-to-few»)
• many lessons to learn, especially knowing
that in 2004 when everything started, new
media was not as huge and «obvious» as it
is today
• because of the result... he was elected and :
• popular vote at a 131 M people record
• participation rate 63% (vs. 55% in 2004)
• 10 M people engaged in the campaign
• 3 M donated
• 1.2 M were involved on the ground

• in a few words...
• Obama has gained 5 million supporters in other social networks.
• Obama maintained a profile in more than 15 online communities,
including BlackPlanet, a MySpace for African Americans, and Eons, a
Facebook for baby boomers.
• On Facebook, where about 3.2 million (during the campaign) signed up
as his supporters, a group called Students for Barack Obama was
created in July 2007.
• It was so effective at energizing college-age voters that senior aides
made it an official part of the campaign the following spring.
• And Facebook users did vote: On Facebook's Election 2008 page,
which listed an 800 number to call for voting problems, more than 5.4
million users clicked on an
"I Voted" button to let their Facebook friends know that they made it to
the polls.
• On MyBarackObama.com, Obama's own social network, 2 million
profiles were created
• In addition, 200,000 offline events were planned
• About 400,000 blog posts were written
• And more than 35,000 volunteer groups were created - at least 1,000
of them on Feb. 10, 2007, the day Obama announced his candidacy
Focus : the Obama
campaign
sources : SocialMedia8.com, Lacomunidad.nl
Source:
http://voices.washingtonpost.com/the-trail/2008/11/20/obama_raised_half_a_billion_on.html

• and in pictures...
Focus : the Obama
campaign
sources : SocialMedia8.com, Lacomunidad.nl
Source:
http://voices.washingtonpost.com/the-trail/2008/11/20/obama_raised_half_a_billion_

• And it’s not over
Focus : the Obama
campaign

constraints in the
NMP
• Internal - budget (absolute terms)
• policy issues
• ongoing experimentation
• lack of focus
• Risks
• IP leaks or security breach
• legal vulnerability
• brand erosion
• reduced competitiveness

(New Media
Programme)• Barriers to adoption
• we don’t know enough about social media
to know where to begin
• there is no established way to measure the
effectiveness
• there is no funding in our budget
• we don’t have the time
• it’s not a proven strategy
• we have legal constraints
• it’s not a good use of employee time
• etc
• All the issues we’re trying to address today
sources : Forrester / eMarketer

starting a NMP, the
basics
• people --> define the profile of your target
audience
• objectives --> decide on your goals
• strategy --> determine your approach to meet
your objectives
• technology --> choose the development
technology that fits your strategy
Universal McCann 2011

Introduction to the
workshop
• see handout for details
• use the 4 steps (people - objectives - strategy -
technology) and the canvas (NABC / elevator
pitch etc.) to build a NMP for teenagers in your
institution
• Deliverables :
• elevator pitch : how will you drive in situ and
online traffic from teens to your institution
• NABC : teenagers in your institutions, risks
and opportunities
• a ten-bullet point RFP to a potential vendor

Innovation
• Idea or Insight to Invention is 0 to 1
• As Invention to Innovation is 1 to 1,000
• Innovation implies new customer value in the
marketplace. It requires process.
• “For innovation to occur, an insight must be put into
action to make a genuine difference, resulting for
example in new or altered business processes within
the organisation, or changes in the products and
services provided.” Wikipedia
• “Innovation, like many business functions, is a
management process that requires specific tools, rules,
and discipline. … It's the ‘bringing of ideas to life’ … that
makes innovation the distinct undertaking it is.” Davila et
al (2006)

Most innovation fails
• Less than 3% of patents worldwide make it to product
• Why does innovation fail?
• Common causes of failure within the innovation process
in most organisations can be distilled into five types:
• Poor goal definition
• Poor alignment of actions to goals
• Poor participation in teams
• Poor monitoring of results
• Poor communication and access to information

The need for NABC
• NABC is a system tool, which aids innovation, the process
of creating value:
• By providing a way to order ideas, and a checklist to
think through
• By defining a common language and process for the
team
• An NABC is a Value Proposition. It helps define where the
value is created, and how it can be protected.
• N = Need – An important, unmet, customer need
• A = Approach – A unique and compelling approach
• B = Benefits – Relative to cost; the customer value
• C = Competing alternatives – Other ways to satisfy thecopyright SRI International

Outline of the Need
• Important, not merely interesting
• The good news: genuinely important needs are most
often interesting as well
• Customers can be External, Internal, Consumers,
Shareholders, Staff, Partners …
• Could address
• the ‘pain point’ (eg the queue for car-hire), or
• the ‘delight point’ (eg the movie ice-cream).
copyright SRI International

The heart of the
Approach
• At the heart of a great Value Proposition must be a
Golden Nugget to provide a sustainable competitive
advantage. The Golden Nugget:
• Combines enabling technology, clever design,
business model, relationships, market position, etc
• That meets an important unmet customer need,
performs significantly better than competing
alternatives
• And can be owned and/or protected in order to
create a barrier to entry
• Includes the size of the opportunity, players, business
models, disruptions, specific market segments
• Often includes a ‘beachhead’ (ie product or service
with which we can initially add value)

Outline of the
Approach
• The product or service definition – what it is
• The Golden Nugget – what makes it sustainably different
• A plan – for how we build it; the team and process
• A plan – for how we get it into the target market’s hands
• The business model - how it will save us or make us
money
• The financial plan – how this costs or saves money

Outline of the Benefits
• Benefits for each group: visitors, staff, the board,
partners
• Benefits – costed and quantified where possible
• Benefits are attributes for which customers will pay
money
• Benefits can include both tangible and intangible
product or service attributes, such as features,
service, convenience, customer experiences, identity,
higher meaning…
• Only the customer determines which attributes are
benefits, and what they are worth to him/her

Outlining Competing
alternatives
• Assess alternatives now and in the future
• Assess competitors’ barriers to entry (IP, distribution,
partnerships, location, etc)
• Assess risks and mitigations
• Market risk – will they buy it?
• Technical risk – can we build it?
• People risk – do we have the necessary people?
• Financial risk – can we sell it at the required margin?
• Business model risk – does the business model
work? Is it genuinely new and defensible

Common plan failings
– i
• The NABC needs to be illustrated, quantified and
iterated often
• Write the idea down (shorter is better initially)
illustrate, use pictures, create mock-ups
• Don’t fall in love with the first idea! Fail early and fail
cheap
• SRI iterates a plan on average 16 (!) times before
agreeing the approach
• Iterate with customers, and preferably others
• Remember, no matter how many bright people
you have in your team, most of the brightest
people are not working for you

Common plan failings –
ii
• Insufficient attention is usually paid to the Needs
• Hence the ‘Cool App’ problem, otherwise known as
NABC:
• “The world Needs a new Cool App;
• “The good news is that I can build a new Cool App;
• “The Benefit is that everyone can get to download a
new Cool App; and
• “There are no Competitors today building my new
Cool Apps!”
• Need to define Benefits separately for most or all parties
• The C does not necessarily mean competitors – a
legitimate alternative approach is often to do nothing

How to iterate –
watering holes
• Watering holes are part research, part
structured brainstorming, part peer
review
• They are the forum for the 16 iterations,
to gather ideas, obtain resources, and
learn
• Over time, they become increasingly
specific and quantitative
• Meetings are called by the project
Champion
• Interested parties drawn from different
areas of the business
• Each is assigned a specific role in the
meeting
• External information is keycopyright SRI International

Watering hole
choreography
1. Project Champion presents the idea again, in latest
iteration
• 20 mins max, leaving 40 mins for feedback
discussion
1. Green Team feedback
• What works best? Is most valuable?
• What did you like and why? What should not
change?
1. Red Team feedback
• Where is the value unclear? What is missing?
• What could be done to improve the value?
1. Open feedback

Giving SMART
feedback
• Specific
• Vague is not helpful! Be as specific as possible
• Maximizing
• Strengthen and expand the idea to its full potential
• Actionable
• Suggest what could be done concretely to improve
the idea
• Respectful
• Act like a friend and respect their efforts
• Timely
• Be brief and avoid long speeches

The Elevator Pitch
• A pithy summary of your value proposition, told in one
minute
• “If you can’t get it on one page, you don’t know what
you are talking about” John Browne, CEO BP
• Essential for all business plans or proposals
• The goal is to engage your customer, partner,
colleague, or investor who will understand and want
to learn more
• It should be memorable, repeatable, and increase the
chance of getting the response you want
• People are busy – if they can’t remember and repeat
your Value Proposition, they can’t do anything for
you!

Building the perfect
pitch
• The Hook – should get their attention!
• Supports your objective
• Highlights your core message
• Excites the interest of your audience
• The Core – is your Value Proposition: NABC
• Long on communication, short on numbers and data
• The Close – should make a request and test their
interest
• A next meeting? A reference? Advice?

Elevator pitch tips
• Know your audience
• What are they interested in? What are their pain or
delight points, where you can help?
• Make it easy to understand
• Use imagery to paint a picture. Can your mother
understand what you are saying?
• Provide an anecdote
• Anecdotes convey more than facts and can be retold
by the listener
• All effective communication is through stories
• Rehearse with everyone who will listen – practise!

Elevator product pitch
• Are you fed up carrying an out of date guide book
around?
• Many tourists don’t. Amsterdam for example has more
museums per capita than any city in the world, and
welcomes 5m tourists every year, but very many don’t
know what’s on, how to get there, or why it might
interest them.
• For the first time, we can now help them. The
CultureKey app platform is distributed free to all tourist
arrivals. Navigating around the CultureKey map they
can take a professionally produced audio tour of the key
city sites, learn what’s on that week, download in-depth
museum tours, book tickets to events – even see where
they can get a cup of coffee or a good meal. The
platform is supported by multiple revenue streams and
is self-financing.
Would you like me to show you how it works?
Hook
Close
Core

Performance pitch
• Would you like to hear arguably the greatest pianist in
the world?
• Along with Lang Lang, Yundi is one of the two great
superstars of Chinese piano playing. He shot to fame
by winning the highly prestigious International Chopin
Competition in Warsaw in 2000. Then called Yundi Li,
he was, at 18, the youngest player ever to do so, and
the first to come from China. Previous winners of the
competition, which began in 1927, include legends
such as the Italian Maurizio Pollini and Argentinian
Martha Argerich.
• And it’s to the Polish composer that Yundi returns in
this stunning live performance in the Chinese capital.
At the centre of the recital is the mighty Sonata #2,
best known for the famous Funeral March in the third
movement, but full of thrilling displays of pianistic
brilliance elsewhere. Yundi then softens the mood
with, among other works, three of Chopin’s exquisite
Nocturnes. A memorable experience. copyright SRI International

Requests For
Proposal
• Also known as Request for Tender
• Why use an RFP?
• Brings structure to the procurement decision
• Allows the museum to demonstrate impartiality
• Allows risks and benefits to be identified clearly upfront
• Requires the museum to specify what it wants to
purchase
• Informs supplier community that the process is
competitive, and encourages them to make their best
effort
• Ensures that suppliers respond factually to
requirements
• Allows for wide distribution and response

Session 3 -
Innovation, best
practices &
inspiration
looking beyond the
cultural field

Session 3b -
resulting best
practices
• NMP’s best practices an case studies in the cultural field
• the Brooklyn Museum of Art
• Tate
• YouTube / Guggenheim museum
• National Gallery’s Love Art
• best interfaces and inspiration beyond the cultural field
• Media
• Books
• etc.

Case study #1
The Brooklyn
museum success
(and setback)

The BAM’s new media
strategy
• one of the earliest and most innovative new media strategy
• conceived in 2004 to triple the attendance over ten years,
• All the tools : App, Twitter, Foursquare, Blogs, Tumblr,
Photos, Vidéos, Podcasts, Paid Twitter feed, etc.
• Many lessons :
• give your social media a personal face
• 24/7
• Transparency
• Ask & Listen
• Online / Offline
• But...

Case study #2
Tate new media
strategy

Tate New Media
Strategy
• Goals :
• Be one of the world’s leading social media platforms for culture
• Engage current audiences in innovative ways and build new online
communities
• Communicate through many voices from across the organisation
• Distribute its content where audiences are active online
• Direct traffic to the Tate website
• Direct footfall to the four Tate galleries
• Integrate its social media channels into its marketing campaigns
• Generate sales across its income streams
• Encourage fans to act as advocates for Tate
• Build developmental audiences
• Increase awareness of Tate’s key strategic messages
• Cultivate partnerships to increase Tate’s online following
• Existing platforms :
• FB, 5 pages
• Twitter
• YouTube & Flickr
• MySPace
• Listen, respond and update
• be personal, say who you
are
• Be conversational
• Be open
Source : TATE

Tate Apps, a unique
approach
Source : Tate, iTunes store

Case study #3
YouTube Play //
Guggenheim
Museum

YouTube /
Guggenheim
• In June of 2010 the Guggenheim launched the inaugural YouTube Play.
A Biennial of Creative Video with HP & Intel,
• Set out to discover and showcase the most exceptional talent from the
rapidly growing realm of online video. YouTube Play invited international
video-makers – both amateur and professional – to submit their most
creative works for consideration,
• A distinguished jury comprised of celebrated figures from art, design, film,
and entertainment selected the top 25 works,
• The goal of YouTube Play was to reach the widest possible audience in a
period of just 5 months, and to increase brand awareness and followers for
their social channels: the Guggenheim YouTube channel, Facebook and
Twitter.
• the event existed both online and as a physical installation in museums
worldwide.
• The channel on YouTube.com/Play also encouraged people to share on
social networks, and featured a Twitter wall displaying live Tweets using
#YouTubePlay.
• Results :

Case study #4
National Gallery //
Love Art for iPhone

Sources : Discovery Research,
Integrating Consumer Insights Into
Communications,
Matthew Petrie, Rémi Carlioz, 2008

some interfaces and model
innovations in the cultural /
media field
(and beyond...)

NHB Academy
Museum Masterclass
THANK YOU !
Rémi Carlioz, Andrew Nugée, Wed. July 6 2011

NHB Academy Museum Masterclas - Building an effective New Media Programme for Museums

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