Victoria and Albert Museum Marketing Plan: A Comprehensive Report

This report provides a comprehensive marketing analysis of the Victoria and Albert Museum (V&A) in the UK. It begins with an introduction to marketing principles and their application to the museum, highlighting the V&A's significance as a leading art and design institution. The report then delves into a detailed research and situation analysis, including macro (Porter's five forces) and micro (stakeholder) analyses, along with a SWOT analysis to assess internal strengths and weaknesses and external opportunities and threats. Specific challenges faced by the museum are identified, followed by an examination of the market size and structure. The core of the report focuses on constructing a proposed marketing strategy, evaluating the current situation against objectives, identifying target audiences, and outlining a marketing mix (7 Ps) tailored to the V&A. The report concludes with a summary of findings and recommendations to enhance the museum's marketing effectiveness.

MARKETING

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
RESEARCH AND SITUATION ANALYSIS................................................................................3
Situation analysis........................................................................................................................3
Identification of specific challenges for this business.................................................................8
Determine the size and structure of the market...........................................................................8
CONSTRUCTIVE ANALYSIS AND CREATION OF PROPOSED MARKETING
STRATEGY ....................................................................................................................................9
Evaluation of current situation linked to objectives....................................................................9
Objectives of V&A in their marketing plan..............................................................................10
Identifying targets, segmentation and positioning approach.....................................................11
Marketing Mix (7 Ps) for Victoria and Albert Museum...........................................................11
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13

INTRODUCTION
Marketing is termed as the process of implementing, conducting and operating the set of
activities for gaining attention of the market factors to earn revenue and mark better presence in
the sector (Wit and Meyer, 2010). Similar to this, the report is providing information about the
significance and operations of marketing in context of Victoria and Albert Museum (V&A) in
UK which is one of the leading museum for art and design which has a collection of over 4.5
million objects that span over 5,000 years of human creativity.
Illustration 1: A glance of V&A museum, UK
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RESEARCH AND SITUATION ANALYSIS
Situation analysis
In current era of globalisation, the organisation needs to address the entire set of factors
which impacts their business functions and operations that are to be executed with an aim to
accomplish the desired types of objectives. In that context, the cited organisation needs to adopt
some strategic and tactical methods which would assist them in determining the macro, micro
and other environmental factors that are generally present in the internal and external areas of the
organisation (VanVactor, 2012).
The managerial team of V&A has the main responsibility to conduct the analysis by
processing the methods that are targeting on identifying the number and level of factors which

are affecting the marketing function of the organisation. In respect to V&A, the management
team has to assess the market situation and condition to identify the areas for analyzing the
crucial factors which are as follows:
Macro analysis (Porter's five force model)
 New Entrants – The rising number of new participants in the art and culture sector
creates new type of competition for V&A which enable them to accomplish better
opportunities and achievements. London is highly preferred by national as well as
international tourist who generally visits the places that are extinct and unique from rest
of the tourist places. V&A needs to develop better marketing strategies for maintaining
the attraction level among them (Sarkis, Torre and Diaz, 2010). This threatens the cited
museum on assessing new ways of attracting the attention of visitors and increasing their
overall productive abilities. Moreover, the government policies and regulations including
taxation, rights and museum grants maintain the entrant’s level and overall impact their
performance.

 Power of suppliers – The performance of an organisation generally depends on the
suppliers which provide them with appropriate forms of resources. Thus, it is crucial for
allocating and determining the suppliers and their powers to impact the contingency of
functioning of the museum (Ettouzani, Yates and Mena, 2012). For V&A, their suppliers
are the investors and funds providers which supplies finance services to the museum.
Thus, the overall working of the museum depends on the capital provided by them.
However, V&A has maintained their relation and engagement with all the suppliers
which gives positive force of marketing.
Illustration 2: Porter's five force model for V&A museum
(Source:Kitchen, 2013)

 Power of customers – The customers for V&A museum are the visitors, audiences and
collectors who visit the place to gain new experience and attain better satisfaction. Power
of the customers is low in terms of V&A museum which supports them in accomplishing
better benefits from the market. The present stores and cafes in their premises has fix
prices for their products and services, along with this, it has no admission fee policy for
their museum which disables the customers to bargain (Carrillat and Astous, 2012).
Hence, the power of customers in impacting the working of V&A museum is quite low.
 Threats of substitutes – It is determined that visitors and travellers mostly has limited
period for site-seeing new places and thus, their selection depends on the places which
are highly trending and largely visited by the other people. In that context, V&A has
many substitutes that generally influence the selection and planning of visitors to use the
quality time in watching ancient art and culture. Moreover, there are around 2,500 tourist
places in UK that includes parks, museum, galleries and many more which has the ability
of attracting a number of viewers and visitors. Competitive rivalry – The term competition has dual aspect (positive or negative) for
impacting the functional and operational activities of the organisation. Hence, it is crucial
for them to attain high competency level and ability to defeat their competition to gain
better marketing success (Arslan and Altuna, 2010). V&A also requires assessing the
number and level of competition faced by them in their concerned sector. There are
around 20 attraction places near V&A which includes Science Museum, Natural History
Museum, Serpentine Gallery and Saatchi Gallery among others. All these are competing
fiercely with V&A for earning high revenue and gaining followers for games like
football.
Micro Analysis (Stakeholders analysis)
Stakeholders are determined as the aspects or individuals which are giving their efforts
and values to the organisation with an intention have some benefits in return. They are termed as
the valuable assets of the business which supports their functional and operational activities in
overcoming the tasks and objectives defined by them. For V&A, the main set of stakeholders is
their employees, governments, visitors and funders that provide sources of working and
accomplishing the museum operations (Angelova and Zekiri, 2011). Thus, the purpose of
conducting the analysis is to evaluate their efficiency and power to impact the marketing

functions. Furthermore, following information was ascertained by placing the analysis which
needs to be considered by V&A and their managerial aspects: Employees – V&A has approx 1400 employees including 300 researchers and over 400
volunteers who supports the museum and give great form of efforts in various roles. They
assist the museum at every level with any impartiality and multiplicity estimate
introduces to assure chances and non-discrimination (Sultan and Simpson, 2013). Along
with this, they also deal with other moderately without unfairness which helps them to
maintain their overall functioning and gain the customers' attention. Governments and parliament – The policies regarding the rules and regulations for the
art and culture sector is termed as the most effective factor for the organisation. As a non-
department public body, the museum is 90% sponsored by the Department of Culture,
Media and Sports (DCMS) of UK (Museum and tax, 2014). Visitors – At V&A museum, around 4.8 million visitors were addressed in 2010. The
cited museum has welcomed approx 25 million visitors since free admission was
introduced by them in December 2001. In addition to this, 155,000 school children and
college students attended the Museum in the year 2008-09. Investors – V&A received a large amount of funds which was around £71.15 million
from both internal and external sources of corporate world and governments. The amount
includes £9 million from DCMS, £20 million via heritage lottery fund and £10 million
through the welcome trust and others.
Internal factors (Swot analysis)
STRENGTHS WEAKNESSES
 Ranked at 6th position among rest of the
museums and art galleries in the world.
 It has almost 5 million objects which
are almost over 5,000 years.
 The location of the museum is within
the main areas of London. Thus, it has
all the transport links for the visitors
(Valiris and Glykas, 2014).
 It has less control on the technologies
which needs to be adopted by them.
 The entire ancient collection is not kept
in display.
 High turnover and staff dissatisfaction
affects their functioning and operations
capabilities.

OPPORTUNITIES THREATS
 It has the opportunity to attract the
sponsors and government grants.
 The expansion abilities are higher
which would support the museum in
providing range of services and
activities to their visitors.
 Rising number of potential investors
would help them in gaining the level of
capital and funds.
 Lacking in advancing the technologies
reduces their ability to lead in the
concerned sector.
 Reducing the level and number of
donation increases the cost of
maintaining and acquisition (Culliton,
2011).
 Changing nature and behaviour of the
visitors has direct impact on their likes
and dislikes which eventually decreases
their attraction level.
Identification of specific challenges for this business
In the museum sector, V&A is ranked among the top ten museums in the world which is
mostly visited by the tourist travelling London. The cited museum has addressed 3,290,500
international tourists which supported the museum in gaining more attractiveness. V&A museum
has adopted 'no fee on admission policy' which reduces their overall functioning to attain
revenues. Moreover, their managerial aspects need to address the sources of gaining funds and
capital. This continues as a challenge for their top aspects of departments to determine the areas
from where they can ascertain finance and sustain their contingency in the sector (Sheth and
Sisodia, 2015).
Along with this, V&S faces great form of challenges for rising up their functions by
advancing the present technologies. The need of development would help them in building up
changes in the existing performance of their staff and other respective. Both the challenges are
the most impacting factors for the museum; thus, it needs to be overcome by the management
team of V&A.
Determine the size and structure of the market
In context of museum, the main market of the visitors is generally the tourist which is
either of national or international grounds. The tourism size in London is high which was almost

17.4 million (overseas visitors) in 2014 that supports the economic condition of the country as
well as their related aspects. V&A is highly known for their attractiveness and ancient collection
of art and culture. Along with this, the cited organisation faces school students, youngsters and
researchers as well which supports them in building brand value and overall encouragement
(Armstrong and et.al., 2014). Thus, the size of the market for V&A museum is very wide and in
that term, they need to be effective in earning recognition in their sector.
CONSTRUCTIVE ANALYSIS AND CREATION OF PROPOSED
MARKETING STRATEGY
Evaluation of current situation linked to objectives
The main objectives of V&A museum of UK are to attract high number of visitors to
come to the place and attain great experiences. Besides this, they are also aimed on addressing
more sources of gaining funds and capital for continuing their approaches of functioning and
accomplishing tasks that needs to be overcome by the museum (Smith, 2014). For this, it is
Illustration 3: The outer layout of V&A museum in London
(Source:Ambrose, 2014)

highly vital for V&A museum to identify the present situation of their concerned market and
working sector in accordance to their objectives. Moreover, following information was gathered
by the research and should be considered by managerial aspects of V&A in achieving better
results:
 V&A has planned to address almost 4,974,500 visitors from 2014-15 which was actually
with the number of 3,474,500 that includes the entire three departments of the premises.
The number of visit over the internet and their site was also proposed to be increased by
10% every year which was resulted actually to 8.5 % (Chin, 2014). In addition to this, the
museum was focusing on attending the children below 18 years of age and improving the
previous record of 469,700 in 2012-13 to 500,000 in 2014-15 which was really witnessed
with 470,900.
 The management team of V&A has forecasted the amount of gaining the funds of £44
million in 2014-15 which was almost 10% higher than the capital gathered in 2012-13
that was £40 million. The self generated funds were £12,292,000 in 2013-14 which was
increased by 2% from the year 2012-13.
Objectives of V&A in their marketing plan
Considering the present situation of V&A museum, the managerial team needs to analyze
the information in relation to their working aspect and desired objectives. Marketing process has
to be effectively placed and functioned to accomplish the targets specified by the enterprise. In
general terms, the aims of marketing activities are to attract the people and establish a strong
position in the concerned sector. Along with this, they need to attain higher sources of earning
revenue and maintaining their relations with the market bodies for sustaining in the sector
(Carrillat and Astous, 2012). Similarly, V&A museum is also aimed on two main objectives
which include improving the level of gaining funds and capital either from government bodies
like DCMS, and investors like corporate. Moreover, following are some strategic objectives for
V&A museum which are to be achieved by them in the marketing plan:
 To facilitate each and every visitor with the best form and high quality experience and
optimum display of their museum collections (both physically and digitally) and to
stimulate creativity among them (Sultan and Simpson, 2013).
 To be acknowledged and respected at national level and gain international position as
the world’s leading museum of ancient art and design.

 To encourage, develop and contribute to the UK art and creative economy by directing
the field in debate, inspiring designers, researchers and makers of the same.
 To provide commission for the excellent design, stimulating enjoyment and
understanding of art, design and performance in the aimed sector (Armstrong and et.al.,
2014).
Identifying targets, segmentation and positioning approach
Targets Segmentation Positioning
 V&A has specific
aims to attract 3,
660, 00 to South
Kensington and
Museum of
Childhood.
 To increase the
website visits by
12%.
The demographic segmentation
is the best form of diversifying
the market of V&A museum
which would support them in
focusing their efforts on
attracting visitors of some
particular age group (Sarkis,
Torre and Diaz, 2010).
 School Students between
the age of 10-15 years
 Youngsters of age group
(18-25 years).
 Researchers and adult
visitors.
To attract the aimed group of
people by adopting the
marketing activities like
advertising, campaigns,
exhibitions, etc. By using social
dimensions, organising learning
activities, transforming digital
experiences, promoting access
for the visitors, etc.
Marketing Mix (7 Ps) for Victoria and Albert Museum
1. Product – V&A offers various different products in their market which includes
permanent collections, special events and periodical exhibitions like Black History
Month (BHM) and family activities and educational tours for students of schools,
colleges and universities (Kleinaltenkamp, Plinke and Geiger, 2014). They would
consider more elements for promoting their approaches for gaining more revenues by
offering products in their cafes, stores, gift shops, etc.

2. Place – V&A museum is situated in South Kensington which is in the west-central part
of London. Thus, the cited museum should provide and consider the following services
for attracting visitors:
 Linking the transport by bus and train terminals tube to London and Heathrow
Airport.
 Improving V&A architecture similar to the other world-class museums
3. Promotion – The marketing team of V&A museum should select the advertising and
social media methods for encouraging their market presence (Hastings and Domegan,
2013). Like placing ads in newspapers, magazines, radio, websites, business letter, etc.
4. Price – The entrance at V&A is free and the only source of gaining revenue is cafe, stores
and gift stores.
5. Physical evidence – V&A should improve their present outer and inner structure by
considering the other similar museums.
6. Process – Providing volunteers and guides at every section and level. Directing the
visitors to some specific direction to improvise their visit in the museum (Alva, 2013).
7. People – To build up a team of trained, skilled and friendly employees. It is crucial for an
organisation to adopt the functions and approaches of marketing for achieving better
results from the overall functioning.
CONCLUSION
The report concludes about the significance of marketing in context of V&A museum of
UK. They need to identify and ascertain the entire groups of internal as well as external factors
that are highly responsible to influence their working and overall performance in maintaining the
attractiveness of the museum.