Customer Experience Strategy for Madame Tussauds: A Case Study

This report analyzes Madame Tussauds' customer experience strategy, customer persona, digital influences, customer journey map, smart CX objectives, and KPI recommendations. Madame Tussauds is a wax museum in London and a famous tourist attraction. The report provides insights into the museum's digital presence, customer segments, and customer journey. It also suggests smart CX objectives and KPIs to improve the museum's customer experience.

Customer Experience
Strategy

Contents
INTRODUCTION..........................................................................................................................3
MAIN BODY..................................................................................................................................3
Brief background of Madame Tussauds............................................................................3
Tesco's customer persona....................................................................................................4
Digital influences and touchpoints......................................................................................6
Customer journey map........................................................................................................7
Smart CX objectives.............................................................................................................9
Key performance indicators..............................................................................................11
CONCLUSION............................................................................................................................12
REFERENCES.............................................................................................................................13
INTRODUCTION
In the modern business scanner, it is very important for companies to take care of its
customers as in the age of social media, conducting trade without caring for customer perception

is not possible. Firms which are looking to succeed in their target market and those which have
already succeeded in developing a competitive edge and are looking to sustain it for a long time
must rely on customer satisfaction and develop CX strategies to make sure their experience is
nice all the way through (Khan, and et.al., 2020)
This report will be executed in the organizational context of Madame Tussaud Museum
in London which is a wax museum built in 1835 by Marie Tussaud and is one of the most
famous tourist attractions of London. This report will feature a detailed background analysis of
the company, customer segment and persona along with a customer journey map along with
smart objective formation and KPI recommendations.
MAIN BODY
Brief background of Madame Tussauds
The tourism industry is one the most crucial market segments which contribute a
significant amount to a country's cultural heritage, foreign earnings along with forming a large
chunk of its yearly GDP. Despite being hit terribly hard by both the COVID-19 pandemic and
Brexit in UK, the industry has digitized itself with a fast pace in order to make the experience
convenient for customers (Roy, 2018). When it comes to internationally famous tourist
attractions, London is a key location for UK as the city contains multiple establishments and
fancy infrastructures which has made it a must visit places on the entire planet. Out of all the
major attractions that London houses as a tourist hotspot, the Madame Tussaud museum is one of
the global highlights which attracts many tourists each year.
Officially opened for the public of London in 1884, the museum's entire premise and
USP is built around the fact that it houses wax statues of celebrities and important global leaders
and is a pinnacle in human innovation and creativity as the complex use of wax to intricately
replicate the facial features and skin textures of people is a marvellous feat. The wax statues that
are built and displayed by the museum within its lavish infrastructure are divided into many
different exhibitions which are stated herein.
 Culture – This area of the museum is officially dedicated to the most brilliant minds of
our times such as Albert Einstein and Charles Darwin.

 World leaders – This section houses the statues of major political leaders of the world
such as Barack Obama and Martin Luther King.
 The spirit of London – Within one of the the taxis of the museum, there are special
aesthetics and environment which lets people immerse themselves in London.
 Marvel superheroes in 4D – A film which has been shot in 4D and features a traditional
narrative of good versus evil.
As far as the digital presence of the museum is concerned, it is quite robust with a
complete package featuring a comprehensive website which features every amenity and history
of the establishment in intricate and vivid detail along with social media pages where it enjoys a
relatively widespread popularity (Sidaoui, Jaakkola and Burton, 2020). The museum also keeps
customer experience strategies at the forefront of its digital media operations as the company's
website satisfies their curiosity in every way by helping them understand the rich lore behind the
museum, the state of the art technologies used for the wax models and display ticket schemes
and pricing to allow ease in booking.
The net promoter score (NPS) is a widely adopted and used metric which grades
businesses with the help of customer oriented surveys and feedback forms, usually about the
quality of their products and service and whether or not the people would recommend the same
to other customers (Roggeveen, Grewal and Schweiger, 2020). The score for the company is on
the higher spectrum of the scale from one to hundred bordering on the fact that the museum
offers a thoroughly unique experience while there have been considerable downfall in the quality
of service due to COVID-19 and lousy use of social media.
Tesco's customer persona
When it comes to successfully conducting business in a cut-throat industry such as the
tourism sector of UK, segmentation and formation of accurate customer profiles is very
important for major attractions such as the Madame Tussaud museum which is a cultural
landmark not only in London, but worldwide. Customer profile refers to the analysis and
segmentation of different customer groups rather than focusing on individuals to help categorize
them on the basis of their buyer behaviour and the trends exhibited during museum visits. The
customer segment which the museum should cater to is the Asian traveller segment which are

avid travellers and their thirst for knowledge and exploration makes them a lucrative segment
which the museum must target both digitally and physically (Arici, Köseoglu and Sökmen,
2022). This customer segment have been chosen due to the scope for attracting consistent
visitors as the Asian demographic is quite diverse and widespread among all corners of the world
and this customer profile can be optimized for much better audience targeting by London's wax
museum.
Customer persona refers to the fake and deliberately manufactured image and related
details of a company's customer which is used to understand the customer segment and profile on
a much deeper level by highlighting the trends, outlooks and behavioural aspects of the persona
made (Chevalier and Gutsatz, 2020). A customer persona for Madame Tussaud museum has
been prepared below with all relative aspects of the chosen Asian customer segment.
Chosen customer segment Asian travellers looking for a rich travel experience
Digital behaviour Most of the Asian travellers use the museum's website
to aboard the history and culture of the place as Asians
are very adamant about learning local cultures and
heritages of any establishment of global prestige. This
Asian customer persona relates to visiting on company
website to look up amenities and features most of the
time
Digital tools and social media The social media usage of Asians is very high as
markets like India contribute a large market size
towards daily online activities ad most of the Asian
countries allow rapid use of social media barring
regulatory markets like China. Most of the usage
happens through mobile devices and depending upon
search engines and company specific websites
Outlook towards international travel The travel industry has been booming in Asia,
especially in the south-east region despite being hit by
the pandemic. Asian travellers have particular interest
to visit glamorous spaces with lots of features to look

out for such as Europe and the United States and
destinations like London are always on the itinerary of
these people
Barriers to their international travel The barriers to the current international travel of this
customer persona is the strict rules and regulations
placed by Asian governments to restrict travel between
countries and the UK being a constant source of new
COVID-19 variants
Digital influences and touchpoints
The Asian customer segment which is being targeted by the Madame Tussaud museum in
London shows various interesting avenues of digital influences as the people belonging to Asian
counties are technologically advanced and are very tech savvy. Some major digital influences
that this segment is subjected by has been listed underneath.
 Asian people are very fickle minded when it comes to conduct proper research of the
location they are visiting to make their journey as smooth as possible which is why the
spend a lot of time on the website of Madame Tussaud (Verhoef, 2020).
 Asian people and especially the massive Indian demographic is very careful when it
comes to spending their money on any foreign travel service or location which is why
they check a lot of reviews regarding museums and art galleries. Websites like
TripAdvisor are frequently visited by Asian people and they are easily influenced by both
positive and negative reviews along with ratings which other visitors of Madame Tussaud
leave after their tour is over.
When it comes to studying the experience which these people go through on the official
website of the museum, their major expectations during each step of the customer journey can be
identified which not only helps the museum's top management to formulate much better
strategies but also helps them streamline their CX operations. Some major requirements of the
Asian customer demographic have been highlighted herein.

 Upon their initial visit to the website, they want to be enthralled by vivid pictures and
landscapes of the given location and establishment
 Since these people are very hungry about the lore and cultural significance of the places
they like to visit, they need to discover all the relevant facts and figures about the place in
order to make up their minds regarding the finalization of their visit
 Asian customers are also much more planned and organized compared to other customers
belonging to different cultures which they also need services to plan their visits to places
like Madame Tussaud’s
Digital touch points refers to all the points of interaction that takes place through
electronic mediums between a company and their customers regarding the buying journey which
starts from the initial search on digital media to the first follow-up by brands after a successful
sale (Pour, and et.al., 2021). Some of the major digital touch points which are encountered by the
customers while browsing on the digital channels of Madame Tussaud’s museum have been
highlighted herein.
 The various banners and advertisements of Madame Tussaud museum on major tourism
and travel websites throughout UK helps initiate the first discovery of customers
regarding the place
 Museum history and information help customers discover about their sources of interest
as all product information is duly displayed and marketed on the museum's webpage
 The website also list all product catalogues and different services which also allow
customers the freedom to explore and plan their visits according to their personalised
desires.
Customer journey map
Whenever any selected buyer or traveller demographic or customer segment visits one of
the digital media belonging to a company, their entire experience can be charted down as a
journey which they undertake across the organization's capability which is also called the
customer or buyer journey map. This map dictates the various touch points which the customers
and company's experience when their operations collide at certain points during the journey and
by creating such maps, the management of Madame Tussaud museum can plan to optimize and

make their digital presence much more friendly towards potential tourists and Asian travellers
(Nguyen, Kim-Duc and Freiburghaus, 2021). A customer journey map of the museum's digital
infrastructure has been planned below.
Phases Phase 1 -
Motivation
Phase 2 –
Website
search
Phase 3 –
Clicking on
results
Phase 4 –
Website
checking
Phase 5 –
Checking
Ticket
pricing
Phase 6 –
Checking
the
amenities
of the
museum
Activities Planning a
trip to the
Madame
Tussaud
museum in
London
Searching
the museum
on Google
and other
search
engines for
the purpose
of further
enquiry
Since the
branches of
the museum
are present
in multiple
countries,
the results
have to be
filtered
through
before
clicking
Asian
visitors
spend their
time
checking
out the
images and
grandeur on
the
museum's
main
webpage
and check
out the
history
section of
the museum
In order to
budget their
trips,
customers
check ticket
pricing
along with
various
types of
tours
provided for
by the
museum
After
getting
satisfied or
worried
about the
pricing of
guided
tours,
customers
move on
checking the
various
statues and
facilities
provided by
the museum
to gain a
final idea
regarding
whether the
trip will be

worth it or
not
Emotions Happy and
excited
about finally
planning to
visit such a
world
renowned
place
Happy as
the majority
of the
results
belonging to
the museum
are all
authentic
and on the
first page
Frustrated
as despite
searching by
location, the
results are
often
jumbled and
other
locations are
displayed on
top instead
Satisfied as
the website
is very
professional
ly made and
displays the
wax design
brilliance
very well
Annoyed as
despite
numerous
ticket
options,
they are not
displayed in
the same
place and
there is
differential
pricing
Happy as
the
amenities
are world
class and the
services are
displayed in
separate and
well defined
catalogues
Overall
experience
Good Good Average Good Average Good
The above customer journey map of Madame Tussaud’s digital presence pays major
emphasis on the museum’s website as that is main source through which potential travellers
globally aim to find out more about the place. By further optimizing this journey, the museum
can offer a much more luxurious experience to its visitors.
Smart CX objectives
Customer experience or CX is a very important business concept and refers to the sum
total of all the feelings, opinions and perception of customers in a company’s target market about
their current existing product and service lines (Hague and Hague, 2018). This aspect is very
difficult to proper control as customer trends and outlook are very unpredictable and can change
on a whim whoever, companies and establishments like the Madame Tussaud’s museum must
focus on providing the best possible CX possible to earn more stability in the precarious post
pandemic environment. Madame Tussaud’s has been undergoing a tough time following the

pandemic as the footfall in their museum has reduced by a considerable margin due to the
amount of restrictions on both domestic and international travel placed by the authorities in the
light of the coronavirus coming up with new mutated variants in the UK. Having strong CX
objectives in place is very important for enterprises to not only keep their market value and brand
name high but is also useful in allowing brands to further enhance the entire experience they aim
to provide such as the wax statues present in the museum along with 4D movies. Some smart CX
objectives that Madame Tussaud can employ to better its current existing customer service has
been described herein.
 Since the company uses the personalization operating model on its digital website, it
should focus on providing much more customizable services and offer a greater degree of
freedom for people to explore all that their museum has to offer (Tarquini-Poli and
Alawad, 2022). When travellers from Asia click on the plan your visit option, it should
directly allow them to customize their plan by selecting due dates, the food and beverages
they will be having on the day along with the statues they will be prioritizing on seeing.
By letting tourist plan their entire outing to a superlative degree, the museum can tailor
together a unique experience which can boost its already high popularity further.
 Multiple people have complained on tripadvisor that the museum has not been following
adequate COVID-19 guidelines as way too many people are being allowed inside their
premises at a time within close proximity which is a major error. The website should
display and assure visitors that separate measures are being taken. The museum should
also employ the customer personalization model and also develop a detailed and separate
page on its website for feedbacks and potential suggestions regarding new upcoming
celeb statues to make customer feel more attached to the museum. The museum can also
help retain more customers for more repeated visits this way as a personalized tourism
experience is always remembered and valued over a rather dull affair.
Key performance indicators
In order to succeed in the tourism industry which is a very completive sector in UK as
there is direct competition for Madam Tussaud with other museums and establishments in
London and the whole country, the museum must set standards for performance evaluation and
measurement (Gorgoglione and Panniello, 2018). Key performance indicators or KPI’s are one

of the most widely adopted methods of performance measurement globally and they are
quantifiable and recordable units of performance usually linked to key operational areas of
business to prevent critical errors from taking place. Some major KPI’s have been listed herein
for better streamlining and optimization of Madame Tussaud’s CX strategies and the overall
customer experience.
 Collections – For museums, the main aim is profit collection and revenue from
continuous visitors and thus should always be the most important KPI which the
management of Madame Tussaud must prioritize. By analysing collection trends and
patterns, the museum can accurately predict whether its customer experience and
customer journey map is successful enough to attract more crowd or not. Poor collections
leads to process optimization which is a major part of the CX strategy of the firm.
 Operational services – The services with the museum provides are plenty and for each
of the amenities listed and provided to them on a daily basis should be duly recorded for
operational efficiency. By proper measurement, evaluation and optimization of all key
features such as museum tours, student visits and VIP parties will undoubtedly help the
museum to throw grander and much more customer oriented events which can help
increase both popularity and perception. Both internal and external operations of the
museum should be treated as separate key performance indicators as the latter directly
contributes to customer satisfaction while the former supports it to do so effectively.
 Customer communication – This is a very important metric which has a tremendous
impact on the customer experience provided by the museum as it features tools to
measure the flow and quality of communication towards customers. The various options
displayed on the website, the query channel’s response timings and the physical feedback
taken from visitors in the museum premises are all important metrics and operations
which must be paid attention to and tweaked regularly for providing customers with the
best possible experience during and even after their visits.
CONCLUSION
The above report went into detail regarding the complex process of customer experience
and the way important global establishments such world famous museums do their parts by

providing the best possible CX experience towards their target audience. There were key
discussions on the features of such museums, their CX trends and digital presence, digital touch
points along with a detailed customer journey map that documents and develops a thorough
picture of the way customers experience the service provided by such museums. The report also
featured the development of smart CX objectives and was concluded with the scope of key
performance indicators for museums along with important metrics which these enterprises must
inculcate in their operational framework.

REFERENCES
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