The document summarizes how marketing and branding transformed the Victoria and Albert Museum between 1999-2014. In the early 2000s, the museum had low attendance, poor fundraising, and an unclear brand identity and purpose. A branding refreshment program was launched with three aims: redefining the brand and values, refreshing communications, and cultural change. This included a new mission statement, design identity, and internal culture plan. As a result, attendance increased to over 3 million annually by 2013, fundraising success improved, and staff became more engaged. The museum is now considered one of the world's leading in its field.

1. How Brand and Marketing Transformed
the Victoria and Albert Museum
Sarah Armond
Senior Marketing Manager
February 2014

2. Introduction

Founded 1852, the Victoria and Albert Museum is the National Museum of Art
and Design

Located in South Kensington, London

Hugely diverse collection including fashion, fashion, furniture, ceramics, glass,
paintings, sculpture and photography from some of the world’s richest cultures

Large rolling exhibitions programme

In the top 10 most visited attractions in the UK

2012/13 – 3.3 annual visitors

1999 – Almost 900,00 visitors
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3. It really wasn’t good . . .

No shared vision or defined values

No sense of purpose

Bureaucratic

Disjointed silo internal culture

Image problem

Low visitor attendance

Poor fundraising record

Unhappy and unmotivated staff
In all, a failing organisation
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4. 2001: a tipping point for change
British Galleries before renovation
© Victoria and Albert Museum, London
British Galleries, reopened 2001
© Victoria and Albert Museum, London
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5. 3 main aims of the brand refreshment
programme

to redefine the brand, the V&A’s
purpose and values

to refresh our communications
and visual identity

to instigate cultural change within
the organisation
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6. Positive comments, indicating some signs of
change . . .
“the diversity and breadth of the collections is unique”
“world class curators who are experts in their field”
“the Art Deco exhibition is big, beautiful, intelligent and seductive – a show it
would be ridiculous to miss”
“generally things are getting much better”
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7. but still a way to go . . .
“it’s very compartmentalised, there’s a lack of co-ordination and discipline”
“we’re not good at prioritising or seeing the big picture”
“decisions are made for the convenience of the museum, not the public”
“the museum is often aloof and intellectually detached. Curatorial intelligence is
deep but narrow”
“there’s an unwillingness to change, due largely to poor internal communications”
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8. The V&A blueprint
what we do
We run the world’s greatest
museum of art and design
what we value
generosity
imagination
coherence
rigour
what we focus on
Why we do it
to inspire creativity
through our
knowledge
international/national
creative industries
access & audiences
efficiency & effectiveness
how we do it
we use our unique collection to
bring the past to life, explore the
contemporary and inspire the
designers of the future
Mission Statement
To be the world’s leading museum of art and design, enriching people’s lives by promoting knowledge, understanding and
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enjoyment of the designed world

9. Design Refresh
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10. Organisational Change

CulturePlan – about people and how they
relate to each other

To help develop an internal culture that is a
true reflection of all that we project to the
outside world

50+ champions for change, across the
Museum, all levels

Action group – senior management and
others who can make decisions
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11. Internal Communications
Investors in People report positive change:
“Communications here have improved
over the past 3 years”
“People are more confident that one
message is being cascaded”
“Staff understand how they contribute to
the work of their department and to the
V&A as a whole”
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12. Private view
Temporary exhibitions
Friday Late
Fashion in Motion
Programming
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13. Continuing our ambitious programme of
renewal, restoration and redisplay
The Clothworkers’ Centre for Textiles and Fashion Study and
Conservation © Victoria and Albert Museum, London
The Dr. Susan Weber Gallery for furniture © Victoria and 13
Albert Museum, London

14. The V&A Today

15. Visitor Profile

2012/13
3.3 million visitors

Origin
52% UK/ 48% Overseas

Gender
35% Male/ 65% Female

Frequency of Visit
55% Repeat/ 45% First-time

Ethnicity
84% White/ 16% non white

Socio Economic Status 61% Higher/ 7% Lower/ 32% Students/other

Age
7% under 15,
22% 16-24
33% 25-44
28% 45-64
10% 65+
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16. Audience Drivers

Exhibition programme (UK and overseas)

Permanent Collections and FuturePlan developments (UK and
overseas)

V&A Digital (UK and overseas)

Events, activities, services (UK)

Membership (UK)

Audience focused events (UK)
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17. Marketing Channels

Advertising
Outdoor (tube, bus, rail), press, radio, onsite and
guidebooks

Promotional Partnerships Brand relationships, ticket offers, competitions and added
value events

Digital

Press and PR
interviews,
Press launches, releases, key images, previews,
features and reviews

Print Distribution
Posters, postcards, direct mail, third party distribution
channels

Experiential
Creative distribution, flash mobs

Sponsors
Staff engagement, advertising, competitions

Word of Mouth
Website, social media (Twitter, Facebook, Instagram,
Pinterest), email, bloggers, content
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18. Collaboration

Visit London/London and Partners – Market intelligence, campaigns

Association of Leading Visitor Attractions (ALVA) – Lobbying

Association of Train Operating Companies (ATOC)/Oyster – Ticket
offers, campaigns

Overseas PR support

Ticketing Agency – Ticketing with international reach

Other Museums – Campaigns to promote free admission
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19. London for Free
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20. Evaluation
 Visitor Research – Monthly exit surveys, evaluation
 Benchmarking with other museums
 Ticket Sales
 Industry developments and new thinking
 Media analysis
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21. Corporate campaign

69% of non-visiting museum groups have had their perceptions of the
V&A changed for the better

Generating 100,000+ visitors a year
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22. It’s now so much better . . .

One of the world’s leading museums

Transformed reputation

3.3 million visitors a year

Beautifully restored buildings and galleries

Fundraising success

Clear and consistent design identity

Communications and Marketing core to business planning

Exciting and varied exhibition programme

A content provider, not just a content collector

Ambition to be a truly global museum brand

Engaged and motivated staff
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23. 10 Golden Rules of Marketing

Clear purpose of the business - must know what you are selling and aim to improve the
quality of your customers’ life.

Must focus on benefits of what you are selling rather than the product itself

Must test, measure any aspect of marketing to drive more effective results

Listen and talk to customers

Rethink and be innovative

Brand must be controlled centrally and rolled out everywhere, including Front of House,
café,

Tone of voice and identity must be consistent in all parts of the business

Keep track of the digital revolution!

Make sure your staff are clear about the organisation’s purpose, strategic priorities and its
values – they will then be more engaged and better brand ambassadors

Make sure all your internal communication channels also communicate your brand and
keep staff fully informed including feedback channels for comment
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24. And finally…
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