This study concentrates on presenting the development of an idea for a new service for the National Archeological Museum of Athens. The main focus here, is to state how this new proposed service is consistent with the museum brand and in what way it will add value to the customers.
Museum history:
AMA is the first national archaeological museum in Greece and was established by prime minister of Greece Ioannis Kapodistrias in Aigina in 1829. Subsequently the archaeological collection was relocated to a number of exhibition places until 1858, when an international architectural competition was announced for the location and the architectural design of the new museum.
The current location was proposed and the construction of the museum's building began in 1866 and was completed in 1889 using funds from the Greek Government, the Greek Archaeological Society and the society of Mycenae. Major benefactors were Eleni Tositsa who donated the land for the building of the museum, and Demetrios and Nikolaos Vernardakis from Saint Petersburg who donated a large amount for the completion of the museum.
The National Archaeological Museum houses some of the most important artifacts from a variety of archaeological locations around Greece from prehistory to late antiquity. It is considered one of the great museums in the world and contains the richest collection of artifacts from Greek antiquity worldwide. It is situated in the Exarcheia area in central Athens between Epirus Street, Bouboulinas Street and Tositsas Street while its entrance is on the Patission Street adjacent to the historical building of the Athens Polytechnic university (AMA website,2012).
In recent years museums have changed from being predominantly custodial institutions to becoming increasingly focused on audience attraction. New emphasis is placed on museum-audience interactions. This change in the purpose and priorities of museums has impacted upon the nature of museum service context and delivery of service products (A.Gilmore, 2002).
This report aims towards the development of a new service offering for the Athens Archeological Museum. Our proposal, is to facilitate innovation and embrace the ongoing trend which is on the rise, to update museums technological standards by introducing services concerning web interconnectivity and interaction of the museum
with it’s visitors.
Traditionally, the prime function of the museum has been to gather, preserve and stuy objects. Our plan is to maintain a data-collection focus.Today’s museum role has been upgrated. They are not only the gatekeepers of heritage and tradition, but have transformed to an active community enforcer. Therefore, in this digital era strengthening museums through information and data-sharing they will be better able to meet both demanding bottomlines of sustainability (financial solvency and mission execution).
Helen Casey, University of Hertfordshire
he Rijksmuseum in Amsterdam claimed great success with its 2012 ‘Rijksstudio’, an app-like website allowing online visitors to curate, download and adapt its out-of-copyright artworks.
This approach to sharing heritage – opening it up to previously unreached audiences and allowing them to enjoy it freely and on their own terms – is something that was predicted by academics and practitioners writing in the early days of the internet (1997-2003). But, two decades later, the Rijksmuseum’s approach is still the exception rather than the rule, so why have so few cultural heritage organisations opened up their collections fully in this way? In this paper, I take the point of view of the practitioner, examining the day-to-day pressures and policies that may have created barriers to digitisation. By examining grey literature, mainly policy documents, I theorise that digitisation has proved challenging due to a ‘perfect storm’ of pressures from policymakers, external funding bodies and the costs and complexities of digitisation itself.
Mia Ridge previews the conference programme theme "Power to the People". She ponders the implications of the Digital R&D Fund for the Arts finding that Museums are less likely that the rest of the arts sector to report positive impacts from digital, and especially how a venue full of active, skilled and enthusiastic museum digital experts might respond to that finding. Sponsor ackowledgements. Notes at http://openobjects.blogspot.co.uk/2013/11/opening-notes-for-museums-on-web-2013.html
Charlotte Holmes, Museums Association
Iain Watson, Tyne & Wear Archives & Museums
Tamsin Russell, Scottish Museums Federation
Presentation for the Museums Galleries Scotland 'Fortune Favours the Brave' conference, September 2013.
Helen Casey, University of Hertfordshire
he Rijksmuseum in Amsterdam claimed great success with its 2012 ‘Rijksstudio’, an app-like website allowing online visitors to curate, download and adapt its out-of-copyright artworks.
This approach to sharing heritage – opening it up to previously unreached audiences and allowing them to enjoy it freely and on their own terms – is something that was predicted by academics and practitioners writing in the early days of the internet (1997-2003). But, two decades later, the Rijksmuseum’s approach is still the exception rather than the rule, so why have so few cultural heritage organisations opened up their collections fully in this way? In this paper, I take the point of view of the practitioner, examining the day-to-day pressures and policies that may have created barriers to digitisation. By examining grey literature, mainly policy documents, I theorise that digitisation has proved challenging due to a ‘perfect storm’ of pressures from policymakers, external funding bodies and the costs and complexities of digitisation itself.
Mia Ridge previews the conference programme theme "Power to the People". She ponders the implications of the Digital R&D Fund for the Arts finding that Museums are less likely that the rest of the arts sector to report positive impacts from digital, and especially how a venue full of active, skilled and enthusiastic museum digital experts might respond to that finding. Sponsor ackowledgements. Notes at http://openobjects.blogspot.co.uk/2013/11/opening-notes-for-museums-on-web-2013.html
Charlotte Holmes, Museums Association
Iain Watson, Tyne & Wear Archives & Museums
Tamsin Russell, Scottish Museums Federation
Presentation for the Museums Galleries Scotland 'Fortune Favours the Brave' conference, September 2013.
Intercultural Relations in Arts and Cultural ManagementVictoria Durrer
Raphaela Henze, co-investigator of Brokering Intercultural Exchange, provided context for this fourth seminar of our 2017 series, held at Goldsmith's, University of London in Nov. www.managingculture.net
This report is a product of Arup Foresight + Research + Innovation. The Arup F+R+I Team identifies and monitors the trends and issues likely to have a significant impact upon the built environment and society at large. We research and raise awareness about the major challenges affecting the built environment and their implications. We help clients think more creatively about the long-term future, and manage risk and uncertainty more effectively.
Digital Technologies to Fight the Pandemic Crisis: Evidence from The Vatican ...CSCJournals
Museums assume a central role in our social orders. In addition to the fact that they preserve our legacy, yet they likewise give spaces in which to encourage instruction, motivation, and exchange. Based on the values of respect and cultural diversity, museums fortify social cohesion, foster creativity, pass on collective memory and act as agents of sustainability. Besides, their role in supporting other industries, for example the tourism sector, is a vital factor to favor local and national economies. During unexpected occurrences, various cultural and professional organizations have already kept on loaning themselves as sources of resilience and backing for networks, growing new frameworks to guarantee access to culture and training. However, it is fundamental to identify how museums and cultural institutions affirm their social role by modifying the channels available when an unpredictable event affects their everyday business.
The Recurated Museum: II. Museums, Identity, & CommunityChristopher Morse
Slides from the second session of the course "The Recurated Museum" by Sytze Van Herck & Christopher Morse at the University of Luxembourg (Summer Semester, 2020).
Course slides typically begin with a brief summary of the online discussions that occurred before the session.
Museoprenuer: How Museums are Leaping Into New Business Models with Entrepren...Brendan Ciecko
The people behind today’s greatest technology companies have redefined and reinvigorated the term “entrepreneur,” inspiring an entrepreneurial movement that has expanded beyond the confines of the business sector. No industry is immune to disruption, and I’ve observed a growing appetite among cultural institutions to embrace a modern, innovative frame of mind. This comes as no surprise given the fierce competition for the consumer’s limited attention combined with a shifting philanthropic landscape. Museums need to evolve fast.
The project had its fundamentals from the OCSE Manual “A guide for local
governments, communities and museums ” that explains the importance and effect
on local community of transforming a museum from a place to visit into a “living
museum”, seen from the citizens and local government like the central point of the
local development.
Sample Report on Importance of Museum, Heritage and Cultural TourismAmelia Jones
Read sample report on Museum, Heritage and Cultural Tourism by the expert writers of Global Assignment Help and know the importance of heritage and museums and the vital role of cultural tourism. We are offering up to 50% off on our academic writing services. Don't miss this great deal and order your document now!!!
Metropolitan Museum of Arts: Transformative Brand Experience StrategyJacques Epangue
A proposal which describes a strategy to align the vision of the MET with an authentic communication, one which is translated into immersive and participatory programs with the aim of transforming the museum as a brand that does the story it tells.
Presentation to American Precision Museum Board of Advisors, August 2013. Technology museums have a long history, and each era creates a museum that is useful to it. As museums change "from being about something to being for someone," how does the American Precision Museum carry out its mission?
Intercultural Relations in Arts and Cultural ManagementVictoria Durrer
Raphaela Henze, co-investigator of Brokering Intercultural Exchange, provided context for this fourth seminar of our 2017 series, held at Goldsmith's, University of London in Nov. www.managingculture.net
This report is a product of Arup Foresight + Research + Innovation. The Arup F+R+I Team identifies and monitors the trends and issues likely to have a significant impact upon the built environment and society at large. We research and raise awareness about the major challenges affecting the built environment and their implications. We help clients think more creatively about the long-term future, and manage risk and uncertainty more effectively.
Digital Technologies to Fight the Pandemic Crisis: Evidence from The Vatican ...CSCJournals
Museums assume a central role in our social orders. In addition to the fact that they preserve our legacy, yet they likewise give spaces in which to encourage instruction, motivation, and exchange. Based on the values of respect and cultural diversity, museums fortify social cohesion, foster creativity, pass on collective memory and act as agents of sustainability. Besides, their role in supporting other industries, for example the tourism sector, is a vital factor to favor local and national economies. During unexpected occurrences, various cultural and professional organizations have already kept on loaning themselves as sources of resilience and backing for networks, growing new frameworks to guarantee access to culture and training. However, it is fundamental to identify how museums and cultural institutions affirm their social role by modifying the channels available when an unpredictable event affects their everyday business.
The Recurated Museum: II. Museums, Identity, & CommunityChristopher Morse
Slides from the second session of the course "The Recurated Museum" by Sytze Van Herck & Christopher Morse at the University of Luxembourg (Summer Semester, 2020).
Course slides typically begin with a brief summary of the online discussions that occurred before the session.
Museoprenuer: How Museums are Leaping Into New Business Models with Entrepren...Brendan Ciecko
The people behind today’s greatest technology companies have redefined and reinvigorated the term “entrepreneur,” inspiring an entrepreneurial movement that has expanded beyond the confines of the business sector. No industry is immune to disruption, and I’ve observed a growing appetite among cultural institutions to embrace a modern, innovative frame of mind. This comes as no surprise given the fierce competition for the consumer’s limited attention combined with a shifting philanthropic landscape. Museums need to evolve fast.
The project had its fundamentals from the OCSE Manual “A guide for local
governments, communities and museums ” that explains the importance and effect
on local community of transforming a museum from a place to visit into a “living
museum”, seen from the citizens and local government like the central point of the
local development.
Sample Report on Importance of Museum, Heritage and Cultural TourismAmelia Jones
Read sample report on Museum, Heritage and Cultural Tourism by the expert writers of Global Assignment Help and know the importance of heritage and museums and the vital role of cultural tourism. We are offering up to 50% off on our academic writing services. Don't miss this great deal and order your document now!!!
Metropolitan Museum of Arts: Transformative Brand Experience StrategyJacques Epangue
A proposal which describes a strategy to align the vision of the MET with an authentic communication, one which is translated into immersive and participatory programs with the aim of transforming the museum as a brand that does the story it tells.
Presentation to American Precision Museum Board of Advisors, August 2013. Technology museums have a long history, and each era creates a museum that is useful to it. As museums change "from being about something to being for someone," how does the American Precision Museum carry out its mission?
Athens co creation..Athens calling - Athens like a puzzlemarykou
Interesting things happen in Athens (Greece)..
Big urban development projects, start ups, volunteer opportunities..
Athens Co Creation Branding Project, Panteion University
Oldest Museum, Newest Ideas: Revolutionising Accessibility of World Famous Ar...Crowdsourcing Week
Which is one of the oldest institutions to harness the combined power of crowdsourcing and online community building? Fr. Mark Haydu looks into how the Vatican is engaging the online community around restoration art.
Presented at Crowdsourcing Week Global 2016. Learn more and join the next event: www.crowdsourcingweek.com
Museum and Local Development - Xavier GreffeOECD CFE
13th Annual Meeting of the OECD LEED Forum on Partnerships and Local Development INCREASING PRODUCTIVITY, JOB CREATION AND INCLUSION FROM THE BOTTOM-UP 10th-11th April 2017 | Prague, Czech Republic
Similar to New Service Development Proposal for Athens Archeological Museum (20)
Κ Ω Τ Σ Ο Β Ο Λ Ο Σ K-VALUES: ΟΙ ΑΞΙΕΣ ΜΑΣ «Θυμόμαστε τι μας Ενώνει»
Ο Σ κ ο π ό ς μ α ς
Τι ρόλο επιτελεί ο Σκοπός μιας εταιρεία ;
Για ποιο λόγο υπάρχει ;
Καθορίζει ΤΙ κάνουμε...ΤΙ θέλουμε να πετύχουμε
Είναι ο προορισμός μας
Τι ρόλο επιτελούν οι Αξίες σε μια εταιρεία;
Πρακτικά, τι σημαίνουν για μια εταιρεία;
Ο ι Α ξ ί ε ς μ α ς
Καθορίζουν ποιοι είμαστε και πως εργαζόμαστε
Παρέχουν σαφή καθοδήγηση σχετικά με το τι αναμένεται από τον καθένα μας σε επίπεδο συμπεριφορών
Απαντούν στο ΠΩΣ θα πετύχουμε τον Σκοπό μας
Καθορίζουν ποιοι είμαστε και πως εργαζόμαστε
Παρέχουν σαφή καθοδήγηση σχετικά με το τι αναμένεται σε επίπεδο συμπεριφορών
Απαντούν στο ΠΩΣ θα πετύχουμε τον Σκοπό μας
Αποτελούν την Πυξίδα μας
DigiMA eProject (2017): www.advertising.gr digital marketing planSpyros Langkos
Στο www.advertising.gr ο χρήστης μπορεί κανείς να βρει καθημερινά όλη την ενημέρωση που χρειάζεται για τον κλάδο της επικοινωνίας και του μάρκετινγκ, όπως τις καταγράφει η δημοσιογραφική ομάδα του περιοδικού Επικοινωνίας και Marketing adbusiness, και του ανάλογης θεματολογίας καθημερινού Newsletter BusinessToday.
Είναι η ειδησεογραφική ιστοσελίδα της DIRECTION BUSINESS NETWORK, για την αγορά της Επικοινωνίας, Marketing και Διαφήμισης σε Ελλάδα και εξωτερικό.
Φιλοξενεί όλα τα νέα του κλάδου, με γνώμονα την ποιοτική, έγκυρη και έγκαιρη ενημέρωση, παρέχοντας πλούσιο ρεπορτάζ, με συνεχή καθημερινή ροή εγχώριων και διεθνών ειδήσεων για το σύνολο της επιχειρηματικής αγοράς.
Στην παρούσα εργασία παρουσιάζεται το Digital Marketing πλάνο της ιστοσελίδας από τον ανασχεδιασμό της (Μάρτιος 2016),η κατάσταση πριν από αυτό και έπειτα αναλύονται όλες οι ενέργειες που ακολουθήθηκαν μέχρι σήμερα, καθώς και χρήσιμες βελτιώσεις και προτάσεις προς την αύξηση όλων των δεικτών.
www.advertising.gr / www.direction.gr
www.digima.gr
Basketnet.gr: Online Media Kit
Μέσα από τις σελίδες του portal για τους φίλους του μπάσκετ (basketnet.gr), οι φίλαθλοι μπορούν να αναζητήσουν ολοκληρωμένη και έγκυρη πληροφόρηση, από μια μεγάλη ομάδα έγκριτων δημοσιογράφων του χώρου, για τις θεματικές ενότητες όλων των Ελληνικών πρωταθλημάτων, της Euroleague, του Eurocup, του NBA, του NCAA κ.λ.π., αλλά και για τα παρασκήνια του αθλήματος.
Επιχειρηματικό ειδησεογραφικό portal , που προσεγγίζει και παρακολουθεί το σύνολο της επιχειρηματικής αγοράς μέσα από το πρίσμα και τη φιλοσοφία που χαρακτηρίζει όλες τις προσπάθειες της DIRECTION: εγκυρότητα, ακρίβεια, ρεπορτάζ, εστίαση στους πρωταγωνιστές της αγοράς, στήριξη στις υγιείς δυνάμεις της επιχειρηματικής σκηνής.
Ιδρύθηκε στο Τορίνο το 1946 από τον Mino Pissimiglia και ήταν το 1o περιοδικό ομορφιάς με στόχο τόσο τους κομμωτές, όσο και τους πελάτες τους. Γρήγορα έγινε το πιο σεβαστό ιταλικό περιοδικό!
Συνέχισε να αναπτύσσεται με ταχείς ρυθμούς σε όλο τον κόσμο, προσφέροντας στους αναγνώστες νέα της μόδας, ρεπορτάζ και συνεντεύξεις.
Είναι αδιαμφισβήτητα ο ηγέτης της βιομηχανίας της κομμωτικής, με ένα δίκτυο που αποτελείται από 27 εκδόσεις σε 60 χώρες και συνολικά κυκλοφορία πάνω από 339.500 αντίτυπα.
www.esteticamagazine.gr
Education Awards 2015:Yποψηφιότητα κατηγορίας Social Media - Λάνγκος ΣπύροςSpyros Langkos
Education Awards
Δημιουργούμε νέα πρότυπα!
Με γνώμονα τις εξαιρετικές ακαδημαϊκές επιδόσεις και την ενασχόληση με παράλληλες επαγγελματικές και κοινωνικές δραστηριότητες κατά τη διάρκεια των σπουδών, το Mediterranean College προχωρά σε ένα ακόμα καινοτόμο βήμα για τα εκπαιδευτικά δρώμενα, με... τα Education Awards 2015, δημιουργώντας νέα πρότυπα!
Το πρώτο Ελληνικό, αγγλόφωνο ιδιωτικό Κολλέγιο με τη μεγαλύτερη ιστορική διαδρομή στα εκπαιδευτικά δρώμενα της Ελλάδας, συγκεντρώνει – για πρώτη φορά στην Ελλάδα! – τους καλύτερους φοιτητές/αποφοίτους Ιδιωτικών Κολλεγίων, Δημοσίων ΑΕΙ/ΤΕΙ και Πανεπιστημίων Εξωτερικού, προκειμένου να διαγωνιστούν και να αναδειχθούν οι άριστοι ανάμεσά τους που θα αποσπάσουν τα φετινά Βραβεία Εκπαίδευσης. Όλοι οι υποψήφιοι έχουν προταθεί από την Επιτροπή των Βραβείων Εκπαίδευσης ως οι καλύτεροι στην κατηγορία βραβείων που έχουν επιλέξουν να θέσουν υποψηφιότητα.
Πρόκειται για μια μεγάλη πρωτοβουλία του Mediterranean College, με στόχο τη δημιουργία νέων προτύπων και την ανάδειξη ολοκληρωμένων προσωπικοτήτων, μέσα από αξιόλογους νέους της χώρας μας.
Όλοι οι νικητές – ένας από κάθε κατηγορία βραβείων – κερδίζουν, πέραν της τιμητικής βράβευσης και πλακέτας, μία υποτροφία σε μεταπτυχιακό πρόγραμμα του Κολλεγίου αλλά και την ευκαιρία να διεκδικήσουν μια θέση εργασίας σε κορυφαίες εταιρείες της αγοράς!
Τα Βραβεία Εκπαίδευσης αποτελούν μια μεγάλη πρωτοβουλία του Mediterranean College με στόχο τη δημιουργία νέων προτύπων μέσα από την ανάδειξη εξαιρετικών επιδόσεων των νέων στις σπουδές, την εργασία, στον αθλητισμό, την κοινωνική προσφορά.
Ποιοι μπορούν να συμμετέχουν;
Τα Βραβεία Εκπαίδευσης είναι ανοιχτά σε όλους τους φοι
Η Αθήνα ως διεθνής τουριστικός προορισμός: Mια εμπειρική μελέτη της εικόνας τ...Spyros Langkos
Παρουσίαση στο 3rd Student Excellence Conference 2015
Η Αθήνα ως διεθνής τουριστικός προορισμός: μια εμπειρική μελέτη της εικόνας της πόλης και του ρόλου των τοπικών «φορέων μάρκετινγκ προορισμού»
Σπύρος Λάνγκος, Mediterranean College Αθήνα - Σχολή Διοίκησης Επιχειρήσεων
http://www.medcollege.edu.gr/en/student-excellence-conference-programma
Προορισμοί σε όλο τον κόσμο σε μεγάλο βαθμό ανταγωνίζονται μεταξύ τους, προκειμένου να διατηρηθεί η ελκυστικότητα και την ανταγωνιστικότητά τους στην παγκόσμια τουριστική βιομηχανία. Για να γίνει αυτό, είναι απαραίτητο για τις αρχές προορισμού να είναι σε θέση να αντιμετωπίσουν τις διαφορετικές ανάγκες των διαφόρων τμημάτων της αγοράς, καθώς και για την εικόνα τους και να διαχειρίζονται τους προορισμούς με τρόπο που προσελκύει τους τουρίστες. Με άλλα λόγια, θα πρέπει να εφαρμόσουν αποτελεσματικά Destination Marketing, ο όρος που αναφέρεται στην προώθηση των τουριστικών προορισμών ως μέσο βελτίωσης της εικόνας και τη δημοτικότητά τους,
Η τουριστική βιομηχανία στην Ελλάδα είναι ένας από τους σημαντικότερους τομείς της οικονομίας που αφορά στη χώρα της αξίας (Ελληνική Στατιστική Αρχή, το 2014). Υπάρχουν πολλές δημόσιες και ιδιωτικές οργανώσεις που εμπλέκονται στην τουριστική βιομηχανία στην Ελλάδα.
6 προσωπικές συνεντεύξεις με στελέχη που εργάζονταν σε 6 διάσημα τοπικά DMOs. τεχνικές δειγματοληψία χωρίς πιθανότητα, τα μέλη του δείγματος επιλέγονται με βάση τη γνώση, τις σχέσεις τους και την εμπειρογνωμοσύνη όσον αφορά ένα θέμα έρευνας
Η ανάλυση περιεχομένου χρησιμοποιείται για την ανάλυση των δεδομένων που συγκεντρώθηκαν από τις προσωπικές συνεντεύξεις.
Student Excellence Conference 2015
Η Αθήνα ως Διεθνής Τουριστικός Προορισμός: Μια εμπειρική μελέτη της εικόνας της πόλης και του ρόλου των τοπικών "φορέων μάρκετινγκ προορισμού"
Σπύρος Λάνγκος - Mediterranean College Αθήνας - Σχολή Διοίκησης Επιχειρήσεων
DIRECTION BUSINESS NETWORK publishes more than 25 printed and electronic titles and maintains a strong web presence, aiming to promote and support different sectors of Greek economy.
It offers daily valid, timely and comprehensive information covering the following areas:
Marketing, Communication & Media
Retail & Manufacturing
Corporate Social Responsibility
New Technology & Telecommunications
Personal Care
Sport
Established Relationships with Purchase (Loyalty)
The immediate, reliable and interactive communication with the markets in which it operates, placing the company at the heart of business developments and new modular market trends.
Through its publications, DIRECTION offers objective information and valuable working tools in all professional sectors covered (Opinion Leaders, Opinion Makers, Decision Makers), systematically highlighting businesses, products or services, and people or groups behind them.
The deep expertise and experience necessary to create mutual trust and cooperation with the overall market and lay the foundation for the further expansion of its activities DIRECTION.
Added Value
As part of the continuous expansion of its activities, DIRECTION has the necessary expertise (know-how) for the further expansion of "niche" markets covered by the provision of new services / products, with special concern to increase the added value for the company's customers, the exploitation of synergies (synergies) and creating economies of scale.
Vision - Objectives
With great sensitivity and awareness of the needs and significant changes experienced by the Greek market today, DIRECTION meets the challenges of the time and is always in mind providing information, support and assistance to the business community of our country.
Athens as an international tourism destination: An empirical investigation to...Spyros Langkos
INDEPENDENT STUDΥ
“Athens as an international tourism destination: An empirical investigation to the city’s imagery and the role of local DMO’s.”
The aim of this project was to identify the role of DMOs in promoting Athens as a tourist destination, as well as to evaluate their effectiveness in terms of marketing and managing the tourist product of Athens, its popularity and imagery.
ABSTRACT
The aim of this thesis is to identify the role of DMOs in promoting Athens as a tourist destination, as well as to evaluate their effectiveness in terms of marketing and managing the tourist product of Athens, its popularity and imagery. For that purposes, 6 personal interviews were conducted with executives who were working in 6 famous local DMOs operating both generally in Greece and specifically in Athens.
The result of this study indicated that DMOs are playing a crucial role for the promotion of Athens as a tourist destination. DMOs key responsibilities include: development of sophisticated online marketing strategies, creation of high quality published material, participation in international tourism fairs for developing relationships with key stakeholders and development of network synergies with airline companies, and international tourism organizations.
Athens is a destination with great potential for future growth and for that reason DMOs have designed certain plans for the next three years in order to exploit the opportunities which are presented. The future plans of the DMOs give particular emphasis in the opening in new tourist markets and more particularly in the markets of Russia, Turkey China, and USA. Besides, DMOs will focus in five forms of tourism which can be developed successfully in Athens, namely: 1) cultural tourism, 2) health tourism, 3) luxury tourism, 4) city break tourism, and 5) convention tourism
On the other hand, the executives of the DMOs underlined several problems which prevent the tourism development of Athens. The majority of these problems are related with the business environment in Greece which has become less competitive due to the crisis. Besides, the city as a destination faces the problems of seasonality as well as missing infrastructures.
Finally, the research showed that DMOs have established strong and long term relationships with DMOs in foreign countries. These partnerships allow the Greek DMOs to be updated concerning the trends of the global tourism market as well as enhance the movement of tourists between cooperating countries. Nevertheless, the promotion of Athens as a tourism destination requires a more concerted effort between the public and the private stakeholders which are involved in the tourism industry. The benefits will be multiplied for businesses, the state and the society in general.
University of Derby: Collaborative Conference 2014 - Innovate,Inspire & Impac...Spyros Langkos
High Expectations? Why not !
A generic framework for achieving high quality in a student’s performance
Abstract:
High school students are used to a certain way of working in a protective school environment, closely supervised by their teachers. The collaborative partnership between Mediterranean College and the University of Derby involves a transition to the more demanding academic environment, which requires certain skills and specific ways of operating and working. This includes the need to discover and acquire knowledge, but also to critically evaluate all the information that is offered to them and it demands a well-defined working framework. As students themselves begin to understand the academic demands of the modules, the role of the academic tutor is vital in showing the way to these students and helping them progress, up to the level where their work can even become part of the academic community by publication in a conference or journal. If these requirements are met, we can definitely have high expectation from nearly all of them. This workshop is led by Mediterranean College and involves participation by a Programme Leader and a group of students studying Business and Computing undergraduate and post graduate programmes.
Disclaimer & Copyright:
University of Derby
Mediterranean college
Langkos Spyros
Στρατηγική Ανάλυση Μάρκετινγκ: μελέτη περίπτωσης της Alfa Pastry S.ASpyros Langkos
Η παρουσίαση αυτή στοχεύει στην παροχή μιας στρατηγικής ανάλυσης της διαχείρισης της Alfa Pastry SA, ένας από τους πιο σημαντικούς παράγοντες, που δραστηριοποιούνται στην ελληνική αγορά κατεψυγμένων βιομηχανίας επεξεργασμένων τροφίμων. Όπως συμβαίνει με τις περισσότερες ελληνικές επιχειρήσεις, Alfa λειτουργεί σε ένα ταραχώδες οικονομικό και πολιτικό περιβάλλον. Την ίδια στιγμή, οι Έλληνες καταναλωτές δίνουν έμφαση στις χαμηλές τιμές και υψηλή ποιότητα των προϊόντων διατροφής. Χάρη στην ποιότητα και την καινοτομία της, η Alfa κατάφερε να βελτιώσει σημαντικά την αύξηση των πωλήσεων από το 1998.
Ωστόσο, η ανταγωνιστική θέση της στην βιομηχανία καθώς και οι απειλές που έχει να αντιμετωπίσει, σημαίνει ότι η εταιρεία πρέπει να κάνει βήματα προς τη βελτίωση της. Η ανάπτυξη της αγοράς, η αποτελεσματική προώθηση, η ανάπτυξη των online πωλήσεων, η διαφοροποίηση των προϊόντων, καθώς και ο δημοσιονομικός ελέγχος είναι μόνο μερικοί από τους τρόπους με τους οποίους θα μπορούσε να ενισχύσει Alfa και να διατηρήσουν τη μελλοντική ανάπτυξη και την ανταγωνιστικότητά της.
Customer Behaviour & Decision Making
This report concentrates on providing a balanced view about the benefits and drawbacks of approaching customers as group segments or as individual consumers, by providing academic underpinning from reputable sources & personal critique.
“...Our DNA is as a consumer company - for that individual customer who's voting thumbs up or thumbs down. That's who we think about. And we think that our job is to take responsibility for the complete user experience. And if it's not up to par, it's our fault, plain and simply. “ Steve Jobs.
The purpose of this paper is to investigate the role of multiple actors in the customer behaviour and STP process, while observing the impact of key areas, such as: culture, globalisation, current marketing trends, postmodernism and brand affection. This study aims to contribute to the understanding of complexity, regarding market segmentation. The paper discusses the various problems that today’s marketer’s face and focuses on the emerging challenges of the new marketing reality.
This paper mainly deals with the concepts and issues surrounding the matter of consumption. Consumption is a complex social phenomenon, in which people consume goods or services for reasons beyond their basic use.
A consumer society is one in which the entire society is organized around the consumption and display of commodities, through which individuals gain prestige and identity. Given the above context, globalization brings about diverse trends, cultural differentiation and cultural hybridization (Pieterse, 1996).
The term “consumer culture” refers to cultures in which mass consumption fuels the economy and shapes perceptions, values, desires, and personal identity. Consumers do not make their decisions in a blank moment.
Their purchases are highly influenced by cultural, social and psychological factors. Therefore, a customer’s want has to be identified and his expectations must be matched with the other economic and social factors.
The world is moving and changing at a pace that is both positive and negative in a way. Britain is an exceptional example of this ongoing situation. London is now more diverse than any city that has ever existed. Altogether, more than 300 languages are spoken by the people of London, and the city has at least 50 non-indigenous communities with populations of 10,000 or more. (www.statistics.gov.uk)
People are changing from time to time, so do their tastes and preferences. Marketers are always concerned about cultural shifts and keen to discover new products or services that consumers may want. Understanding the ingredients and drivers of global consumer culture is the key to gaining insight regarding consumer behavior. In a diversified country like UK, culture not only influences consumer behavior but also reflects it. Marketing strategies are unlikely to change cultural values, but marketing does influence culture.
Εθνικό Αρχαιολογικό Μουσείο: Ανάπτυξη νέων μορφών υπηρεσιών για την εξυπηρέτη...Spyros Langkos
Εθνικό Αρχαιολογικό Μουσείο - Delivering Customer Service
Δυνατά Σημεία
• Οργανισμός που υπάγεται σε κυβερνητική δικαιοδοσία
• Ισχυρή αναγνωσιμότητα στη διεθνή αρχαιολογική κοινότητα
(επιστημονική & μη)
• Σχετικά καλή διαδικτυακή παρουσία
• Έντυποι οδηγοί ξενάγησης
• Υψηλός αριθμός διεθνών επισκεπτών
• Price: Μείωση τιμής στα 5 ευρώ, κάρτες μέλους
• Promotion: Χρήση ψηφιακών μέσων, Στοχευόμενο placement διαφήμισης (Ελ.
Βενιζέλος), ανάπτυξη συνεργειών (Ξενοδοχεία-tour operators), Direct marketing
• Product / service: Touch screen (διαδραστικά μέσα), δημιουργία εστιατορίου
βελτίωση των υποδομών του εξωτερικού χώρου
• Place: Συνεργασία με εταιρείες τουριστικών λεωφορείων για βελτίωση
προσβασιμότητας τουριστών στο μουσείο
• Physical Evidence: Εκσυγχρονισμός εσωτερικού χώρου, Μουσική υπόκρουση
(π.χ κλασσική μουσική), Βελτίωση φωτισμού
• People: Εκπαίδευση προσωπικού, Ομοιόμορφη ενδυμασία υπαλλήλων
• Process: Τοποθέτηση σήμανσης, εκμετάλλευση διαδραστικών μέσων (ψηφιο-
ποίηση εκθεμάτων)
MARKETING MIX (7PS)
Αδύνατα Σημεία
• Έλλειψη σύγχρονων ψηφιακών/ηλεκτρονικών μέσων
• Έλλειψη διαδραστικής σύνδεσης με άλλα κατά τόπους
Μουσεία στον κόσμο
• Έλλειψη υλικού ηλεκτρονικής μάθησης & εσωτερικής
εκπαίδευσης προσωπικού
• Υπηρεσίες προσανατολισμένες στο φυσικό επισκέπτη-πελάτη
ΑΝΑΠΤΥΞΗ ΥΠΗΡΕΣΙΩΝ
Ο κύριος παράγοντας για τους πιθανούς επισκέπτες, όταν αποφασίσουν να επισκεφθούν ένα μουσείο, είναι πολύ
περισσότερο το περιβάλλον στο σύνολό του και η αλληλεπίδραση με τη συλλογή . Προσφορά ευκαιριών για εμπλοκή .
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New Service Development Proposal for Athens Archeological Museum
1. M.Sc in Marketing Management
DELIVERING CUSTOMER
FOCUSED SERVICES
New Service Development Proposal
for Athens Archeological Museum
SPYROS LANGKOS
ID: 100285557
Tutor: Mr. Roumeliotis George
Athens, May 2013
Academic Year 2012 – 2013
2. New Service Development for AMA | 2
This study concentrates on presenting the
development of an idea for a new service for the
National Archeological Museum of Athens. The main
focus here, is to state how this new proposed
service is consistent with the museum brand and in
what way it will add value to the customers.
3. New Service Development for AMA | 3
1. TABLE OF CONTENTS
Pages
1. Contents....................................................................................... 3
2. Acknowledgements....................................................................4
3. Introuction ...............................................................................5
4. Executive Summary...................................................................6
5. Analysis of Environment and Existing Service Offering................... .8
6. Reasearch & Observation – Justification of New Service............... .11
7. New Service Developement Process.......................................... .13
8. Conclusion & Recommendations ............................................... .14
9. Appendix............................................................................... .15
10. Bibliography .......................................................................... .18
4. New Service Development for AMA | 4
2. ACKNOWLEDGEMENTS
The development and the implementation of this report is made possible
by the appreciation of my family and friends and also to the help of
Andrew, the library bookkeeper. I would like to thank, our module teacher
Mr. George Roumeliotis for his guidance so that we can bring closure to
our assignment work.
I will also like to thank my colleagues for their interesting exchange of
information and knowledge upon the subject. They gave me very clear
insights and views upon my stated arguments.
.
5. New Service Development for AMA | 5
3. INTRODUCTION
3.1 Museum history
AMA is the first national archaeological museum in Greece and was
established by prime minister of Greece Ioannis Kapodistrias in Aigina in
1829. Subsequently the archaeological collection was relocated to a
number of exhibition places until 1858, when an international architectural
competition was announced for the location and the architectural design of
the new museum.
The current location was proposed and the construction of the museum's
building began in 1866 and was completed in 1889 using funds from the
Greek Government, the Greek Archaeological Society and the society of
Mycenae. Major benefactors were Eleni Tositsa who donated the land for
the building of the museum, and Demetrios and Nikolaos Vernardakis
from Saint Petersburg who donated a large amount for the completion of
the museum.
The National Archaeological Museum houses some of the most important
artifacts from a variety of archaeological locations around Greece from
prehistory to late antiquity. It is considered one of the great museums in
the world and contains the richest collection of artifacts from Greek
antiquity worldwide. It is situated in the Exarcheia area in central Athens
between Epirus Street, Bouboulinas Street and Tositsas Street while its
entrance is on the Patission Street adjacent to the historical building of
the Athens Polytechnic university (AMA website,2012).
6. New Service Development for AMA | 6
4. EXECUTIVE SUMMARY
In recent years museums have changed from being predominantly
custodial institutions to becoming increasingly focused on audience
attraction. New emphasis is placed on museum-audience interactions. This
change in the purpose and priorities of museums has impacted upon the
nature of museum service context and delivery of service products
(A.Gilmore, 2002).
This report aims towards the development of a new service offering for
the Athens Archeological Museum. Our proposal, is to facilitate
innovation and embrace the ongoing trend which is on the rise, to
update museums technological standards by introducing services
concerning web interconnectivity and interaction of the museum
with it’s visitors.
Through this consistent process the visitors of the museum will be able to
gain a better and dynamic experience of the museum exhibition-
speciments-people. Moreover, they will enhance their after-service
expectations and become a positive source of information towards future
traveller’s and act as ambassador of the museum brand. The main focus
here is to successfully merge heritage & tradition with modern
technological advancements, without affecting the image of the museum.
Traditionally, the prime function of the museum has been to gather,
preserve and stuy objects. Our plan is to maintain a data-collection focus.
Today’s museum role has been upgrated. They are not only the
gatekeepers of heritage and tradition, but have transformed to an active
community enforcer. Therefore, in this digital era strengthening museums
through information and data-sharing they will be better able to meet
both demanding bottomlines of sustainability (financial solvency and
mission execution).
7. New Service Development for AMA | 7
Although this is a future-oriented approach, the museum may present a
gap between the desired performance and the actual resuts, due to the
nature of AMA as a professional bureaucracy and prior non-profit
organization, controlled and authorized by the Greek ministry of Culture.
The emphasis has been on improving the information technology
infastractures and the professionalism of service providers within an
integrated framework, implemented through a wide range of digital and
web-bsed enchancements, in orer to provide special projects and form
new programmes-events-exhibitions (C.Goulding, 2009).
8. New Service Development for AMA | 8
5. ANALYSIS OF ENVIRONMENT &
EXISTING SERVICE OFFERING
5.1 Background
With an annual budget of some €4 million and € 2.5 million current
(variable) costs, the National Archaeological Museum in Athens has 170
permanent staff, along with some 100 temporary staff (mostly guards). Of
the 800,000 annual visitors to the museum, some 500,000 are
international.
The museum’s treasures include a panorama of Greek civilisation from the
Neolithic era until the late Roman period (6800 BC – 4th century AD),
viewed through high quality artefacts, a number of which have world
renown. (Leonardo Da Vinci Programme, MU.S.EU.M. Project , 2006).
5.2 AMA service offering
The core and augmented elements of the museum services are:
Education:
The education of the public is central to the entire museum service. The
scope and range of the core collection has a direct impact upon the choice
and quality of service to visitors.
Accessibility:
includes ease of use of the physical facilities and the range of offerings.
Communication:
includes the nature an the scope of interactions, entertainment and
interpretation. (Wilson & Ziethalm, 2012).
The museum is located in an accessible area that is in the heart of the city
center which is perceived by locals to be “a bad neibourhood”. Some
times, in the annual period of a year, special exhibitions (like the
Antikythira Mechanism Exhibition during this season) are often used to
iniate additional events. For example, the above mentioned event has
gathered a lot of publicity for the museum, fundraisings, sponshorships
and advertising placement due to it’s significant historical value and
uniqueness. It possesses a good architecture and environmental friendly
souroundings. It also offers time for leisure activity through coffee and
walking. The interior is simple and the scenery set is circular. There are
two front-desk for customer service, a restaurant downsters and a library
upon the 2nd
floor. All these are offered with a relatively affordable cost.
The museum service is delivere in a physical environment or site which
econpasses the land or building area, shape, lighting, means orienting the
visitor, waiting, queues, crowing and methods of stimulating interest and
engagement (Goulding, 2000).
9. New Service Development for AMA | 9
All the above are consistent as meaningfull service encounters to a small
and not repetitive niche (elderly people/special scientific groups of
researchers) of the wider audience, that is constantly deteriorating though
the ages.
5. 3 Museum environment:
Modernn Consumers:
Nowadays, visitors are becoming incresingy demanding and judgemental.
The Generation X of modern customer is not still dominant in the overall
population. On the contrary the next genearation is on the rise, those who
we call the “Millenials (generation Y).
These emerging new consumer power is:
Tech Savy
Public service motivated
Entrepreneurial
Entitled and “over-eucated”
Community oriented
Connected
Largest population group in history
Numerical impact:
74% of them believe technology makes life easier.
33% is more likely to purchase if somrthing has a Facebook page.
(Boston Group Consulatant, 2009)
Audience:
Social media accounts for ¼ of the time spent on the internet.
Mobile usage and search has been skyrocketed. They are not nly young,
also 1/5 are 65+ have social accounts.
The visitor decision-making process is an important factor for choice and
preference of a museum. Schedule, cost, travel distance, reputation, ease
of access play major role towards the fulfillment of the proper decision.
10. New Service Development for AMA | 10
5.4 PEST Analysis
The AMA Museum is a governmental institution with a director and nine
departments (four collections of antiquities, archaeometry, conservation,
technical, public relations, buro/economic), none of which deals – at least
for the present - with digital, electronic or virtual practises. The Museum
is included in the web site called ODYSSEUS created and enriched, by a
central Direction in the Hellenic Ministry of Culture. This constitutes the
museum’s web presence and it does not have the hardware or technical
competence to intervene in its web presence. Links to other museums are
via the Ministry site. The museum has no plans for web-related training or
web-related investment or the development of e-learning materials.
The National Archaeological Museum views expansion of information and
communications technologies as an opportunity to grow. In particular, the
museum sees the development of ICT competences as necessary to widen
the scope of its researcher’s interactions with other museums (especially
archaeologists or conservators) and generally to allow the museum to play
a stronger role in Greece’s information society.
The museum’s policy is to become always better and more attractive for
its physical visitors. DVD’s are also prepared as well as an Audio-guides.
The museum hopes to expand both its physical and virtual visitors,
exploiting its reputation as being amongst the most important and famous
museums world-wide.
The position of the National Archaeological Museum of Athens is currently
strong, but may be weakened because of the absence of digital
competencies within the museum. In particular, the opportunity to
increase physical visitor numbers, work with other museums and improve
physical exhibitions as a result of work on virtual exhibits are being denied
the museum because of its lack of digital competences.
11. New Service Development for AMA | 11
6. NEW SERVICE DEVELOPEMENT PROCESS
Because services are produced and consumed and co-created in real-time
an often involve interactions between employees and customers, it is also
critical that innovation and the new service development process involve
both employees and customers. Employees frequently are the service, or
at least they perform or deliver it, and thus their involvement in choosing
which new service to develop and how should design and implemention be
beneficial. (A.Wilson,2012).
As museums started to having websites, technological breakthrough
infiltrated. New wab-based services and local attraction work together
today with web & mobile integration.
The virtual museum must be seen as an e-service (MaaS –
Museum as a Service viepoint), part of which is the provision of e-
learning materials and opportunities for knowledge networking, in addition
to shared design and content of virtual exhibitions.
All e-services share three dimensions: connectivity, interactivity and
agility.
Interactivity: here refers to virtual and physical presence and the
relation between them (the 'click-and-brick' balance). The
emphasis here is upon functional integration i.e. qualitative
deployment of knowledge, rather than simply the multiplication of
functions. Interactivity is purposive and not an end to itself.
Connectivity: is both technical and social, it entails both
communications linkages and knowledge networking via inter-
organisational links and the integration of fragmented functions
within the museum.
Agility: (see Nagel and Dove, 1992) suggest long-term inter-
organisational relationships from which museums learn in addition
to learning from their environmental. Hence, agility also means
having the absorptive capacity and/or knowledge generating ability
to resourcefully participate in knowledge networks. Critically, the
term means the capability and desire to continually innovate
organisational or technological change in order to remain aligned
with unfolding business opportunities.
12. New Service Development for AMA | 12
Propsed applications for the museum:
Interior wifi systems
Video and photo galleries (offline & online)
QR codes scanning for exhibit categorization
Augmented reality screening for special artifacts
Interactive web-cam apps
Gamification of exhibits with social apps development
Mobile ticketing
Digital 360 3D space review
Virtual visits:
People, wherever they are, will be able to use the electronic networks to
reach out across geographical barriers to national, regional and local
museums. By providing more access points to the the Library Network,
will offer many more places where people can use the networks.
The new technologies offer new ways for the museum to work for social
inclusion. Disabled people and others subject to barriers of distance or
other factors will be able to benefit from the museum.
6. 1 Creating the digital museum
Digital museum will deliver access and services in a variety of ways:
• Centres in museum, for informationaccess and participative activities
• Interactive gallery exhibits, participatory activities, personal digital
guides, etc.
• Online information and services delivered via the internet, some free
and some by subscription
• Through multimedia publishing media, CD ROMs, digital television,
commercial service providers, etc. Common to all these will be the
digitized content and services which will enable access to collections and
information, participative input, and two-way interaction between users,
staff, museum and many different publics.
The new digital services must have the ability to respond to people’s
different interests and to their diverse requirements and cultural and
learning preferences. To do this, gateways to the networks need to be
developed – portals to online resources of all kinds – in combination with
search and navigation tools. These gateways are as important as are any
of the resources to which they lead. Indeed, gateways will be at the heart
of the National Grid for Learning.
13. New Service Development for AMA | 13
7. REASEARCH & OBSERVATION:
JUSTIFICATION OF NEW SERVICE
7.1 Internal Training
Museum staff, volunteers and a wider public will require new skills to
create, manage and maintain participatory and truly interactive digital
applications. Museum people will need to understand experiential learning
and the techniques of information management and multimedia creation.
They will also need to draw on inputs from a wide range of disciplines.
7.2 Making a start on personel training
Skills that will be needed:
• To digitise, manipulate, and maintain museum collections information,
images and other resources
• To develop new approaches to maximize the learning opportunities
offered by digital museums
• To define and manage multimedia projects
• To enable customer care staff to help visitors to use information and
communication technology
• To work with others to enable community projects and create cultural
resources. First will have to train their own staff in the skills of using
digital technologies and museum resources to enable public learning and
participation, and to assist users. The second is training for the museums'
public, to enable both adults and children to make creative use of cultural
resources in their communities.
Training for volunteers must also not be overlooked. Volunteers play a
productive role in museum services. Many small museums are crucially
dependent on them. This is another opportunity offered by the new
technologies: to engage the enthusiasm, skills and interests of volunteers
to helpcreate digital resources.
14. New Service Development for AMA | 14
8. CONCLUSION & RECOMMENDATIONS
Museums vary widely in the size and quality of their collections and their
ability to research, catalogue and display in permanent and special
exhibitions their stock of treasures. Virtuality adds the further dimensions
of connectivity, interactivity and agility to the points differentiating
museums. In doing so particular attention mast be given to the staff
competences and training needs of the museums.
In Athens, the National Archaeological Museum already has a high level of
visitors, yet is almost equally constrained by lack of direct connectivity. In
setting out its vision of creating a pilot virtual pre-history. A key need is
the systematic upgrading of ICT and web-related competences in
museums.
This report has shown how, with appropriate information and
communications technology, the museum can make a key contribution to:
• Supporting the learning society
• Access and social inclusion
• Excellence and support for the creative industries.
In the following years, we envisage every the museum becoming
connected to the Grid. The outcome will be an enormous increase in the
number of people who can use the resources of our museum, and in the
range and quality of services and information provided for them for
learning and for enjoyment.
15. New Service Development for AMA | 15
9. APPENDIX
A] Trip Advisor English reviews examples from visitors for AMA
(page 70)
“the best museum in Athens”
Reviewed 1 March 2012, by Andreas. A, Gothenburg, Sweden,
Contributor
This is the best museum I have ever visited in Greece. Better even than
the Acropolis museum. Thousands of exhibits. However one must visit it
during the daylight because the area at night is a bit dangerous.
“Impressive”
Reviewed 1 March 2012, by your_solemate, Szekesfehervar,
Hungary, Senior Contributor
I must say this museum is one of the best I've visited. I'm not a museum
fan, but I enjoyed my visit tremendously. When we visited, there was an
exhibit on myths and coinage, which was very interesting and informative.
There are a lot of artifacts to see, although in my opinion some pieces
were redundant so it can get tiring. I recommend getting a guide to make
sure you don’t miss the important sculptures and details.
“So big...”
Reviewed 29 February 2012, by fefa, Top Contributor - Campinas,
SP
You will need more than three hours to pass by...the people working there
are not nice at all, and they should have more patience with tourists.
“A must see”
Reviewed 28 February 2012, by Kate.O, Senior Reviewer -
Hastings, United Kingdom
Another great place to visit for historical facts. Not that brilliant if you
want to learn more about the myths, which was the purpose of my visit.
Still, there were sights to see that made it all worthwhile.
17. New Service Development for AMA | 17
C] AMA Museum SWOT ANALYSIS
Strengths Weaknesses
• fair web presence • Web presence externally
controlled
• Financially secure • Little internal ICT competence
• DVD and Audio-guide • No training plans
• High visitor numbers
(especially international
visitors), good location
• Static web exhibition
• No digital catalogue
• Strong international
reputation
• Strong archaeology research
competency
• Few virtual links with non-
Greek museums
Opportunities Threats
• Plans to develop web
competences
• Advanced ICT infrastructure in
Athens
• Not part of emergent virtual
museum networks apart from
MU.S.EU.M. project
• Opportunity to further expand
visitor numbers via virtual
presence
• No benefit into physical
exhibitions from lessons of
virtual exhibitions
18. New Service Development for AMA | 18
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