In this 2:01 video, Randi Korn explains how museums and historic sites can define impact and how an “impact statement” integrates personal passion, the organization’s strengths, and the audience’s interests and needs. And to measure impact you have to go beyond the usual numbers involving attendance and income and instead look at the experience that people had. This is one in the “Questions of Practice” video series produced by the Pew Center for Arts and Heritage.
Carol Kammen and Amy Wilson are preparing the third edition of the Encyclopedia of Local History for publication in early 2017 and invited me to update my entry on “Historic House Museums in the 21st Century” as well as contribute a couple new entries, including “Vision Statement.” Businesses and nonprofit organizations have been adopting vision and mission statements for the past two decades but drafting this encyclopedia entry gave me a chance to step back to look at its evolving history and see where they might be headed. Here’s what I submitted (and remember, while books have been written about this topic, I have to condense it into a short summary):
Vision Statement. A vision statement describes a business’ or non-profit organization’s long-term major goal or desired end state and directs the planning, implementation, and evaluation of its programs and activities. There are many definitions for vision statements, some that conflict with each other, but the consensus is that they describe an ambitious but achievable long-term goal (10-30 years ahead, beyond the term of the current board or tenure of the executive director); that the statement is clear, compelling, and short (about 25-50 words); and yet is sufficiently vague and abstract to be unaffected by typical economic cycles or social fads.
An often-cited example of a vision statement is found in John F. Kennedy’s address to Congress in 1961 on urgent national needs: Continue reading
The May 2012 issue of Harvard Business Review arrived a little early to my mailbox, but I couldn’t stop from sharing a great article on engaging customers in business world that can easily be translated to engaging visitors and building support for historic sites and museums. In “To Keep Your Customers, Keep It Simple,” Patrick Spenner and Karen Freeman note the paradox of today’s promotional techniques:
Companies have ramped up their messaging, expecting that the more interaction and information they provide, the better the chances of holding on to these increasingly distracted and disloyal customers. But for many consumers, the rising volume of marketing messages isn’t empowering–it’s overwhelming. Rather than pulling customers into the fold, marketers are pushing them away with relentless and ill-conceived efforts to engage.
This conclusion is based on multiple surveys of more than 7,000 consumers which were then compared to interviews with 200 marketing executives representing 125 brands. Their pointed out that what consumers what and what companies think consumers want didn’t correspond to each other, or in biz speak, it’s a Continue reading