TABLE OF CONTENT 1. Introduction report
2. Meet the team
3. Introduction museum and debriefing
4. Descreption meaningful museum experience
5. Analysis using models and theories
5.1 Internal analysis
5.2 External analysis
5.3 Current museum experience
5.3.1 Personal: empathy map
5.3.2 Physical: touch point analysis
5.3.3 Socio-cultural: current meaning to society 5.4 Conclusion
6. Strategic advice
6.1 Matrix board
6.3 Big idea
6.4 Visitor goals
6.5 Concept diagram and concept flower
6.6 Bubble diagram
6.7 Check with the anatomy of a museum visit
7. Operational advice
7.1 Customer Journey
7.3 Visitor walkthrough
7.4 Communication planning
41 ADVISORY REPORT
1. INTRODUCTION REPORT Museumsâ€Śboring? Not when a museum offers you a total experience. But how do you create a meaningful museum experience? That is what we will experience this period during the Advanced Course Museum Experience. During the lectures we get an explanation, so we can practice it later in our group assignment. For this course there will be made two assignments. One individual assignment and one group assignment. In this report only the group assignment will be discussed. The group consists out of five enthusiastic members.
2. MEET THE TEAM
Iris Haarmans 2236115 Museum: CORPUS
Lisa de Roo 2576333 Museum: CORPUS
Marieke Hendriksen 2607433 Museum: NEMO
Marli Fonken 2427869 Museum: MORE
Charissa van Nijnatten 2558882 Museum: CUBE
3. INTRODUCTION MUSEUM AND DEBRIEFING The main goal of the assignment is to develop a meaningful museum experience for the chosen museum and the chosen target group. The chosen museum is the Philips Museum in Eindhoven. In the museum you will discover how Philips has started as a light bulb manufacturer and has now developed into a global company (Philips Museum, n.d.). First, an internal and external analysis will be executed. During the visit to the museum, the current personal, physical and socio-cultural museum experiences will be analysed. Eventually, a conclusion will be drawn from all analyses. The next step is a strategic advice. This strategy is an interpretive framework and will be based on all the analyses. The strategic advice contains at least a big idea, visitor goals, concept and bubble diagram and a check with the anatomy of a museum visit.
Besides that, an operational advice will be created. This operational advice contains at least a customer journey that has been expanded with a persona and senses, a visitor walkthrough and a realistic budget and planning (Fontys Academy for Creative Industries, 2017). On November 6, 2017, we will hand in our complete report.
Image 1: The Philips Museum
4. DESCRIPTION MEANINGFUL MUSEUM EXPERIENCE From an experience to a meaningful museum experience In this chapter the definition of an experience will be explained. The transformation from experience to a perception will be clarified. After this, the definition of a museum experience will be displayed and the three stages of a museum experience will show how to create a meaningful museum experience. What is an experience? There are two interpretations of an experience. The difference between these two is that one interpretation is seen from the customersâ€™ perception and the other one is seen from the perception of the company. Perception (customer): the way the customer experience something. The way it makes them feel.
Experience (offer): a company creates an experience for the customer. The stimulus itself. So an example can be the airline Transavia. The experience is the complete flight. So from booking your ticket at transavia.com, checking in, to the onboard experience and luggage handling. The perception, seen from the perspective of the customer, is the way this whole experience makes the customer feel. So this can be stressed, bored, relaxed, frustrated or happy (Linders, 2017). But at what point does this experience transform to a perception? For this question the Experience Model from Van Gool & Van Wijngaarden (2005) will be used. This model shows the different stages of an experience and how this experience becomes a perception. Important is the psychosocial framework, it
shows the motivation of a museum visitor and motives to visit a museum (Linders, 2017).
Image 2: Van Gool & Van Wijngaarden (2005)
Next up is the definition of a museum experience. There are different definitions of a museum experience, but the most important one for creating a meaningful museum experience is as follow: The Museum Experience begins before the visit of a museum, includes experiences within the museum and continues long after the person leaves the museum (Falk & Dierking, 2013). Within this definition there are three stages of a meaningful museum experience, these are pre-exposure (before museum visit), directexposure (during museum visit) and post-
exposure (after museum visit). Important for creating a meaningful museum experience are touch points and meanings (Linders, 2017).
Touch points Now the stages of a museum experience are clear, it is important to look at what makes a museum experience meaningful. Important are touch points. A touch point describes the interface of an experience with customers/ users, non-customers, employees and other stakeholders, before, during and after the stimulus. It is everything that the customer comes into contact with within the total experience: - Touch points can be digital or physical; - Touch points can be tangible or non tangible; - Touch points can be managed or unmanaged. Meanings There are four definitions of the term meaning as they can be applied to the museum experience: - The communicatorâ€™s intention; - A particular understanding of something (an interpretation on the part of the visitor); - An individualâ€™s subjective valuing of something (the reason that something is personally meaningful);
Meaning as “deep, pivotal, memorable, lifechanging significance” coming from “those moments of insight, transformation and deep significance – that help us to see the purpose and reasons for living”.
Meaning for a museum By making meanings of objects, people in museums are actually developing meanings and aspects of themselves, their relationships, and the society in which they live. The individual who experiences the concept determines if it is actually meaningful to him. As a producer you pay careful attention to the customer, to create a story that is experienced in every interaction with the concept (Linders, 2017). Conclusion To create a meaningful experience for a museum it is important to know at what point you are creating an experience for your customer. When creating a museum experience the three stages pre-, direct-, and post-exposure are the core of the museum experience. Within these three stages you have to manage the touch points and meanings for the museum. If you make sure that you exactly know what is going on and how to manage all the facets, you are creating the best meaningful museum experience for your customer.
5 . A N A LY S I S U S I N G M O D E L S AND THEORIES In this chapter the internal analysis, external analysis and the current museum experience will be discussed. The paragraphs are concluded with a conclusion. 5.1 Internal analysis About Philips Museum The Philips Museum offers visitors various opportunities to experience Philipsâ€™ history. The Philips Museum was build to show the rich history of Philips, but also to adjust by facing their view to the future. It starts by the origin of Philips: lightning. It shows how Philips develops from a small light bulb factory into a leading world group. From the start of the company back in 1891 until the innovations of tomorrow. The museum is based in the first light bulb factory on the Emmasingel in Eindhoven. It was officially opened on April 5th, 2013 by Queen
Beatrix, now Princess Beatrix (Philips Museum, n.d.). Organization The Philips museum is mainly a volunteer organization driven by a small professional group. The museum has 90 volunteers, who are helping with all kind of tasks. These tasks consists out of working at the reception desk, at the cafe or as a guide, educational attendant, actor or collection manager. But their main goal is to be the ultimate host for the visitors.
Image 3: The organization by the end of 2016 (Philips Museum Annual Report, 2017).
Activities Exhibitions At this point the Philips Museum shows two exhibitions. The first one is called ‘Innovation and You’ experience. This experience gives a spectacular view of the future and the role that modern technology has. ‘Space Age Design’ is the second exhibition that visitors can see in the Philips Museum. The exhibition goes back to the sixties and seventies and shows the design of the era. It shows the visitors an unique impressions of that period with different products, posters and models from Philip. It also shows the influence on the trends nowadays (Philips Museum, n.d.).
Mission Eureka Mission Eureka provides you with insights in Philips inventions, that remain secret for other visitors. Mission Eureka is an innovative group game for everyone aged 8 years and upwards about more than 100 years of Philips inventions. You can play Mission Eureka with your friends, parents or grandpa and grandma in a team of 2, 3 or 4 persons. You will be presented with 8 different challenges that you have to solve together. Touch a station with the iPad and your challenge starts. Together you’ll discover how LED light works or what X-ray does. Mission Eureka is an adventure that will playfully bring out the explorer in you (Philips Museum, n.d.).
The Lamp The Philips Museum is presenting the short theater show ‘The Lamp’. In this intimate show, which is set against the backdrop of the atmospheric Old Lamp Factory, the little lamp maker – together with Gerard and Anton Philips – tells the audience what it was like to work at Philips & Co in Eindhoven in 1891. The technical process used to make the first Philips incandescent lamps is explained in a clear and straightforward way during the performance (Philips Museum, n.d.). 5.2 External analysis Trends Storytelling Competing stories that will lead the guest in a whole experience, can cause empathy. Research has shown that people feel involved in art when a social engagement and tolerance is in the concept. The research of Rebecca Herz has shown that empathy is the most common connection between the guest and the exhibition (Alliance Abs, 2017). A good example is that of the Ministry of Defence. Soldiers has told their own stories, which formed at museums. The soldiers tell their own personal story which provides for support in civil society (Iersel, 2017). Click here for the example.
Extension of the Museum age category In recent years museums have become more and more interesting for younger audience. The focus is on families, so parents with children of different ages. Which museums more and more is seen as a fun day out with an educational character (Museum Notes, 2014). Informal learning Museums has attention to the â€œnot traditional learningâ€?, developing talents and contributions of educational renewal/innovation (Museum Notes, 2011). Click here for the example.
have to use displays, and need to think of the people and space. With gamification you use game principles and techniques to stimulate the behavior and enlarge the customers involvement in a positive way. Examples of gamification are social media, communities and apps (Frankwatching, n.d.). One thing is for sure: gamification and playification is popular and must take care of more engagement (Heijden, 2015).
Replacing audio guides More and more guides are replaced by technology. There are modern multimedia tours but you can also download apps on your own phone or tablet.
The involvement of guest More and more museums involve their future plans with the public. They invite their guests to share the ideas with the management of the museum. In addition, more museums using crowdsourcing. This bottom-up approach, is a way to create more involvement with guest, personalizing interactions and the contact to maintain (Herz, 2014). Playification There are different views about playing in museums. There is a large group that supportive of technology, but there is large group that believes that museums
games is very also a do not
Image 4: The app ASK (Brooklyn Museum)
A nice example is the inspiring concept ASK of the Brooklyn Museum. An app where you can view and check practical matters which exhibitions there are. But why is this app so unique? You can ask ‘real time’ questions in the app. No less than five members of the staff of the Brooklyn Museum are there to answer all the questions of the guests. They can monitor everything through a large dashboard which is available in the lobby, where they can see the question, but also the location of the questioner (Heijden, 2015).
Another good example is “Gemeentemuseum Den Haag”. They use ‘wonder rooms’. These are exhibition spaces with large tablets where children can discover (with all their five senses) everything of the museum. In addition to “Gemeentemuseum Den Haag”, the “Efteling Museum” is also using a big interactive tablet where you can zoom in, listen to music and get information.
Image 6: Interactive notes in the Wonder Room (Gemeentemuseum Den Haag)
Image 5: The app ASK (Brooklyn Museum)
Image 7: Interactive tablet in the Efteling Museum (Efteling)
Competition To get a clear overview of all the competition Philips Museum has to deal with, there will follow an analysis that contains the product competition and generic competition (Smal & Vosmer, 2012).
Product competition These are all the competitors that offer the same product or service, in this case that would be all the other museums. There is a big variety in museums, like art, history, science and technology, natural history and general museums (Lewis, n.d.). Philips Museum lays their focus on the history of the company and their progression, which makes it a science and technology museum. “De Ontdekfabriek” is a product competitor of Philips Museum. “De Ontdekfabriek” is a museum in Eindhoven, about testing and creating inventions. The museum lays their focus on children from 6 to 12 years old, who visit the museum with their family or school. The museum is indoor and outdoor, with a lot of interactive elements. “De Ontdekfabriek” is open on Wednesday afternoon, Saturday afternoon and Sunday afternoon. On the other days it is possible to arrange a visit through school or events (De Ontdekfabriek, n.d.).
Another product competitor is DAF Museum, which is in Eindhoven. Just like Philips Museum is “DAF Museum” a museum from a company that shows the history and improvement by means of a museum. The museum shows 100 vehicles that are from 1928 till now (DAF Museum, n.d.). “DAF Museum” offers a lesson program for teenagers. They provide material that the teachers teach the students at school and the students get the opportunity to work on cases in the museum as well. “DAF Museum” does this, to create an interest in a technical work field (Trucknasium, n.d.). The program can be about logistics, measuring rolling resistance, the assembly of a truck, the design of a cabin etc. (Trucknasium n.d.).
Generic competition Generic competitors are competitors who offer a different product or service, but can serve for the same need (Smal & Vosmer, 2012). Visitors of museums have the needs to gain knowledge, to get inspired or for recreation (Ranshuysen, 2005). An example of an informative trip near to Eindhoven is “Kasteel Geldrop” (Kasteel Geldrop, n.d.). This castle is located in Geldrop and has a special garden of the senses that offers the opportunity to learn more about nature by using
your own senses. The garden has a children’s farm as well (Kasteel Geldrop, n.d.). Furthermore, going to cinemas is still popular for families (Beekman, 2017). “VUE cinemas” is a cinema that is located near to Philips Museum (VUE cinemas, n.d.). Museum Industry The largest museums in each region have shown themselves to be a relatively stable market with respect to attendance. Attendance fluctuates from year to year as blockbuster exhibitions come and go, but the aggregates remain steady. Significant increases or decreases that are seen have typically been a result of external factors affecting regions. Overall, there was a growth between 2% and 3% in museum attendance since 2012, with Asia accounting for most of the growth. US and European markets are mature, with approximately 1% growth annually. With the US and Europe, there are individual museums in certain regions that are growing at higher rates due to significant increases in tourism (TEA Museum Index, 2016).
Ongoing challenges Changing demographics, including the large, tech-savvy millennial generation and the growth of the Hispanic market with traditionally
lower museum participation rates, remains a significant challenge for the museum industry. The museum ‘product’ or visitor experience has started to evolve in order to meet changing supply and demand conditions.
Historic changes Museums have gone through a decade of historic change, and more change can be expected. The impact of the recession, technology trends, market changes, and erosion of government funding have all had an effect. Museums, more hesitant to rely as heavily on charitable contributions after the recession, have had to re-focus on developing sources of earned revenue. They have had to re-examine the guest experience to reach out to younger and more diverse audiences, to respond to demographic shifts within their communities, and to continue to serve the needs of educators, which are also changing (TEA Museum Index, 2016). One of the ways museums have adapted over the past decade is by re-shaping the visitor experience. They become more directly competitive for the leisure and family audience, and more technologically sophisticated. They have incorporated tools of themed entertainment and experience design, and embraced blockbuster exhibitions and IP storytelling. The
role of the collection has likewise shifted, how it is presented, how it can be accessed (TEA Museum Index, 2016). Museum Market Europe The EMEA museum market is mature and stable. A dramatic increases or decreases in attendance are almost always attributable to
a major expansion or a blockbuster exhibition having either opened or closed. There seems to have been a dearth of topdrawing blockbusters in 2016 and as a result, attendance appears down. Nevertheless, within this general picture, the top 10 museums for the EMEA region show some distinct results on the high and low end, shown in image 7 (TEA Museum Index, 2016).
Image 8: Top 20 Museums EMEA
5.3 Current museum experience The current museum experience consists of three subparagraphs, namely Personal, Physical and Socio-Cultural. 5.3.1 Personal: empathy map. In this subparagraph the empathy map of our chosen target group is shown. The empathy map is a tool to gain more insights into the chosen target group (Xplane, n.d.). In 2016, 52.567 people visited The Philips Museum. Of these people 55 per cent was male and 45 per cent was female. 63 per cent of the visitors were adult and six per cent were children. This information gives an opportunity to attract a new target group. To stimulate students in discovering, researching and designing. That is the vision of the Philips museum on education. The Philips museum wants to encourage curiosity. The museum is a special place for students to come in contact with science, heritage and technique. This is expressed in gamification elements as Mission Eureka and products like the museum kids factory, Health Lab and MAD Science (Philips, 2017). Philips has more than one way to draw children with the ages 6-18 to visit their museum. But
since only five per cent of the visitors are within this target group the museum has to do more to address these children. Research shows that young adults can be diveded into different sub groups. There are the Social adapters, the opinionated idealists, the recognition seekers, the comfort seekers, the enthusiastic explorers, and the extrovert status seekers. For the new strategy desribed in this assignment, the enthusiastic explorers were chosen. The Enthusiastic Explorers have a positive, enthusiastic life setting and are quite active types. They like to do a lot. They are curious and constantly looking for new things to explore. They are more often behind the computer than the average Dutch youth. On the internet they visit many different sites and love gaming. It is a group who likes school and homework and always wants to be the best (Young mentality, 2010). These enthusiastic explorers are a perfect target group for The Philips Museum. They are enthusiastic, they like playing games and they want to explore. This is why they will be more open to try new things and also to be actually interested in them, such as visiting The Philips Museum. On the next page the empathy map will be displayed.
General data: 12-18 year. Male and female. Stable household and a Dutch nationality.
Think & feel: 1. What do they dream of ? Turning hobby into work. 2. What is their ambition? To explore and innovate. 3. What makes them feel good? Or bad? Being the best at something makes them feel good, and it makes them feel sad when they are not the best. 4. What do they want to change? They want to stop the climate changing. 5. What motives them? They always want to be the best at something. 6. How do they feel they did a good job? They believe they did a good job, when they are the best of everyone. See: 1. What does their environment look like? They have a
stable household and a lot of friends. They are often found in nature to play or inside to play videogames. 2. Where do they work? They are still in school. 3. Which media do they use? Facebook, Instagram, Snapchat and Whatsapp. 4. How do they experience they are appreciated? They know that they are appreciated when someone tells them, like their household or friends. 5. How do they contact their surroundings? Through social media.
Say & do: 1. What kind of attitude do they have? Enthusiastic and creative. 2. What does their environment say and do? Same as them, they are also enthusiastic and creative. 3. What do they talk about with their colleagues? They talk about games. 4. What do they do in their spare time? Play games or being outdoors. 5. What does their day look like? School and playing games with friends or alone. Hear: 1. What influences them? The latest gadgets and goodies. 2. Which media do they use? Snapchat, Instagram, Facebook and Whatsapp. 3. Who gives them challenges? Teachers, friends and family. 4. How do they get access to their knowledge? Through the Internet. 5. How do they work together? They are good at working together. 6. How do they hear that they are appreciated? When they get recognition. 7. How do they socialize? Through social media or the common hobbies.
General data: 12-18 year. Male and female. Stable household and a Dutch nationality.
Pain: what are the fears, frustrations and obstacles or challenges that the target audience faces?
They fear that they wont be successful, and not the best at what they are doing (Young Works, n.d.).
Gain: what does the target audience want to reach, how do they measure success? Desires, needs, measure of success?
Being the best at something a have to ability to turn their hobbies into their work when they are adults.
5.3.2 Physical: touch point analysis In this subparagraph the current touch points of the Philips Museum are shown. Touch
PRE-EXPOSURE - Contact information - Dutch Design Week - GLOW - Museum card - Museum shop - Promotion - Reviews - Social media such as Instagram, Facebook and Twitter - Website
points are moments that brings customers and organizations in contact with each other (Communicatie Kenniscentrum, n.d.).
DIRECT-EXPOSURE - Audio tour - Builiding - Conference room - Dutch Design Week - Education together with schools - Events together with partners - Exhibitions: - Innovation and you - Mission Eureka - Museum Kids Factory - Space Age Desgin - The Lamp (theatre) - GLOW - Museum restaurant - Museum shop - Museum staff - Social Media such as location on Instagram - Workshops and seminars
POST-EXPOSURE - Ambassadors - Museum shop - Reviews - Social Media such as Instagram, Facebook and Twitter - Website
5.3.3 Socio-cultural: current meaning to society In this subparagraph the current meaning to society of the Philips Museum is discussed. Philips, Innovation and You. This says, of course, a large part of the socio-cultural context. Philips do not only want good products on the market, they also want to have a share in society. Philips believes that there is always a way to improve life. Therefore, Philips has the â€œBetter Me, Better Worldâ€? initiative raised. With this concept, people are invited to also support charities and invited to help shape it. Because together they make life a little better for everyone. Philips also creates solutions that connect people, data and technology seamlessly. For example, developments are made in the area of healthcare through the latest technologies from Philips. But Philips also cares for a healthy environment. Through all these good social developments and actions by Philips, they connect their customers/ guests with their brand. The brand becomes meaningful for them because it has transformed the customers/guests for example surgery or medication area (Philips, n.d.). 5.4 Conclusion The Philips Museum in Eindhoven is a volunteer based organization with a professional group
of Philips employees as board. The museum is the home of the rich history of Philips. Through different kind of activities, such as exhibitions, Mission Eureka and the theater performance The Lamp, they display this history. At this point, most of the visitors are older than 60 years and the biggest part consist out of retired Philipsemployees. Looking at the museum industry and trends, there are a lot of aspects that can help the Philips Museum to attract more visitors. Since a couple of years the visitor experience is becoming more and more important in the museum industry. Besides that, gamification is still a trend to look at. Through different game aspect and techniques the visitors behavior and involvement can enlarge. For this report, the group has chosen to focus on a new kind of target group. The main line of the advice will be boys and girls between the 12 and 18 years. They are living in a stable household in the surroundings of the city Eindhoven. They are enthusiastic, like to explore and innovate, and they always want to be the best at something. They have lot of friends and are really active online. The trend gamification will help to create interest from this target group. Important is to show this audience the way of thinking of Philips. So how they can help not only creating great products, but also how to give back to society. ADVISORY REPORT
6. STRATEGIC ADVICE In this chapter the Matrix board, strategy, big idea, visitor goals, a concept and bubble diagram and a check with the anatomy of a museum visit will be discussed.
DEBRIEFING - Meaningful museum experience - Pre-exposure - Direct-exposure - Post-exposure
6.1 Matrix board The matrix board is a tool that shows all the highlights of the analyses (Linders, 2017). All the highlights of the analyses are divided in six columns, namely debriefing, internal analyses, external analysis, target audience, touch points and meaning.
I N T E R N A L A N A LY S I S - Shows the rich history of Philips - Tickets (6 to 18 year € 4,50, 18 year > € 9,00, family ticket € 28,00) - Volunteer organization - Innovations of tomorrow - During our visit the most visitors were 65+ - Activities (exhibitions, theater and Mission Eureka)
E X T E R N A L A N A LY S I S - Cinema’s, zoo’s, themeparks and other daytrips competitors - Museum trends: - Storytelling - Informal learning - Interacting with guests - Gamification - Focusing on younger public
TARGET AUDIENCE - - -
Now mostly older visitors New target audience 12 to 18 years Enthusiastic explorers
TOUCH POINTS - Social Media - Partnerships with schools (elementary and high schools) - Dutch Design Week - GLOW - Mad Science Day - Health Lab
6.2 Strategy The strategy is based on the best combination from the Matrix board. The main purpose of the Philips Museum should be creating interaction around the innovations of tomorrow together with high schools through gamification, with the youth between twelve and eighteen year as target group. The oneliner of our strategy is: The innovaters of tomorrow.
MEANINGS - Good products - Share in society - Improve life - Support charity - Solutions that connects people, data and technologie - Cares for a healthy environment - Connecting customers with the brand Philips
6.3 Big idea The big idea is comparable to a mission, but the difference is that a big idea is from a visitorâ€™s point of view. Our big idea is: The Philips Museum creates an interactive and innovative experience for their visitors with focus on the innovations of tomorrow. 6.4 Visitor goals Visitor goals are divided into three areas of experience, namely cognitive, emotional and experiential.
Our cognitive goal is: Knowing about the progressive thoughts of Philips and their way of innovative thinking.
Our experiential goal is: Connecting visitors with the innovation of Philips and creating future brand fans.
Our emotional goal is: Inspire to think in an innovative way.
6.5 Concept diagram and concept flower The concept diagram and concept flower reflects on possible concepts that fits the chosen strategy.
WHO? - Enthusiastic explorers - 12 to 18 years - Junior high school and senior high school - Girls and boys
WHERE? - Philips Museum - Schools - Junior high school - Senior high school - Online
Concept diagram Philips Museum â€˜The innovators of tomorrowâ€™
HOW? - Focus on the innovations of tomorrow
WHY? - Inspire to innovate - Creating future brand fans - Connecting visitors with the museum - Knowing about the progressive thoughts of Philips
- Music room Concept diagram Philips Museum ‘The innovators of tomorrow’
- Create a pop-up museum at high school - Storytelling - Create a character, which is about as old as the target group and changed in time and years - Create a character with a Philips product - Philips started as a lamp, but now you can buy almost everything from Philips for your house
WHAT? - Battle of the innovations - Games - Junior high school - Senior high school
- Five-week trajectory - In the sixth week there will be a final presentation at the Philips Museum
- Influencers - Videos on YouTube with information what the students need to do (trigger)
- Craft day - Artist makes an art object of the craftwork
- IKEA catalog (Instagram) - Online museum
- Dutch - Pop-Up area in the city - Focused on the future - At all levels (scent, music)
- Mission Eureka
- Light show
- GLOW - Pop-Up restaurant - Club Soda
- Game - Video clips with famous Dutchmen - Interactive room
Do not get forced Image thinking
Electronics Computer programming
World enhancers Computers/ICT
Eager to learn Prepared
Philips Museum â€˜The innovators of tomorrowâ€™
Virtual reality/ headsets/cables
Participate a contest
Working with hands
Bright Day Intrinsically motivated
6.6 Bubble diagram In the bubble diagram the best ideas from the concept diagram are shown and divided into the pre-exposure, direct-exposure and the postexposure. Strategy: the innovaters of tomorrow.
PRE-EXPOSURE Pop-up museum
DIRECT-EXPOSURE Light show
Battle of the innovations
POST-EXPOSURE Video clips
Big Idea: the Philips Museum creates an interactive and innovative experience for their visitors with focus on the innovations of tomorrow. The cognitive visitor goal is: k nowing about the progressive thoughts of Philips and their way of innovative thinking. The emotional visitor goal is: inspire to think in an innovative way. The experiential visitor goal is: connecting visitors with the innovation of Philips and creating future brand fans. ADVISORY REPORT
6.7 Check with the anatomy of a museum visit There are three basic expectations visitors have when they are visiting a museum or exhibition, namely interactions, needs and outcomes.
6.8 Senses By using different senses, the customer is immersed in a world of emotion. There are eight different senses, namely sight, hearing, taste, smell, touch, thermoreception, equilibrium and kinesthetic sense. Only the senses that apply to our concept will be discussed below. Sight In the pop-up museum, the students will look through virtual reality glasses. Hearing In the pop-up museum, the students will get a headphone where they can hear the voice of Philip (mascot). Smell In the pop-up museum a smell effect can be applied that stimulates the brain. This fragrance is rosemary. Scientific research has shown that this fragrance stimulates the brain (M. Moss and L. Oliver, 2012). Touch The students themselves will create products that are related to innovation. They will work with their own hands.
7. O P E R A T I O N A L A D V I C E In this chapter the customer journey, persona, visitor walkthrough, planning and the budget will be discussed. 7.1 Customer journey This paragraph shows the final customer journey with our concept and the chosen touch points.
The Year of Innovation is a year of innovation at the Philips Museum. Every month, the Month of Innovation, takes place at a high school (junior high school and senior high school) near the Philips Museum.
Strategy: The Innovaters of Tomorrow
BEFORE - - - - -
Pop-Up museum “The Box of Innovation” Philip (mascot) Social Media Online lecture from a influencer (like Enzo Knol) Digital toolbox
Meaning: Share in society
- - - -
“Month of Innovation” Workplace “Innovator Lab” Visit Philips Museum Digital toolbox
AFTER - Exhibition “The Innovators of Tomorrow Exhibition” - The best idea will have a place in the museum - The other creations will be on a photo wall - Digital toolbox
DOING THINKING FEELING
- Journey through The Box of Innovation - (Optional) Subscribe
Creating the innovations of tomorrow in the Innovator Lab Getting inspired during a visit in the museum
- Am I the innovator of tomorrow?
- Innovative - About the future - Design - Creative thinking
- WAUW! - I want to visit the Philips Museum (again) - Who is the winner? - I want to see my creation on the photo wall
- Triggered - Curious
- Determent - Creative - ‘On top of the world’
- Proud - Feeling like a real innovator - Happy - I have learned something
- Visit the museum to see (their own) creations on the photo wall
7.2 Persona This paragraph audience.
7.3 Visitor walkthrough The visitor walkthrough is a story written from the visitor’s point of view during the pre-, directand post-exposure. In addition, the visitor walkthrough is visually displayed. When Sophie and Liam arrive at school, they see something strange on the square. There is one big box. They are immediately triggered, and they are going to investigate the new thing. “The Box of Innovation” is spelled on the front of the box. When they enter the box, they are handed VR-glasses and headphones. They put them on and it turns pitch black. After looking around, searching for something to see they find a little light bulb in the corner that starts talking to them: “Hello my name is Philip, do you want to travel through time with me?” Philip shows them how he, as a light bulb, evolved through the years. It stops in 2017 and Philip asks them another question: “Do you want to help to innovate? We can make some new creations for the future, come help me and subscribe for the innovation month!” Sophie and Liam get the opportunity to subscribe immediately, but they can also do it later via the website of Philips Museum. Once they subscribed for a workshop day, they are added in a private Facebook group that is called “The innovators of tomorrow”, which will serve as a digital toolbox.
The participating children receive tips and tricks through the Facebook page that will help them to become a successful innovator. The classes of the technique and nature profile have something new at the last class of every week that Sophie loves to watch. They get to watch online lecturers about technique and innovation from Enzo Knol, an influencer, who Sophie follows on YouTube. It is finally the month of innovation at the Philips museum and Sophie and Liam cannot wait to have their own day of innovation, where they can finally create new things. They have seen all the tips and tricks and they are confident that they are able to create something amazing. On their day of innovation, they go to Philips Museum. They get a quick tour through the museum, and afterwards they go to the ‘Innovator Lab’. All children get the assignment to create a product; they really want to have in the future. Liam gets another group than Sophie, because he is in junior high school and Sophie is in senior high school. The children feel creative and are eager to get a great product. They are determent and feel confident. At the end of the month the workers of Philips chose a product that is most innovative. The chosen product gets a place in the museum and
all the other products will be shown on a photo wall. Liam and Sophie want to go back to the museum to show the photo of their product in the museum to their family and friends. They are proud of themselves and they feel like they are real innovators.
The visitor walkthrough is visually shown below by means of a storyboard.
7.4 Communication planning The communication planning shows when any touch point occurs.
7.5 Budget The budget includes all costs that have to be made to carry out the entire concept.
Box of Innovation
Transportation costs box
VR glasses with headphones
Materials Innovator Lab
€ 535,24 € 11.240,04
Will also be sponsord by the schools
8. EPILOGUE Over the past few weeks we (Marli, Iris, Lisa, Charissa and Marieke) have followed the Advanced Course Museum Experience. It was an interesting experience. We look back with a lot of positivity over the past few weeks. As first of all, our compliments to teacher Ivanca Linders, it is beautiful to see with how much enthusiasm, passion and knowledge Ivanca teaches. In addition, we had a lot of fun with the assignment, like during our trip to the Philips Museum. We were dancing in the museum, we have never experienced that! We have also expanded our knowledge. We have learned more about museums and how to create a perfect museum experience. We are proud of our final product and we hope you enjoyed our report as much as we do! With kind regards, Marli, Iris, Lisa, Charissa and Marieke
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