* Offering agency staff training in the use of resources 

 from Field Museum and other cultural institutions 



* Circulating kits and other materials for use at those 

 sites 



* Conducting museum-staffed programs at the agencies 



* Scheduling a separate family open house every year for 

 each target community 



* Building employment opportunities at the Museum 

 for members of those communities 



* Developing an advisory committee for each commu- 

 nity. 



Marketing 



The primary goals of the Museum's marketing effort are 

 to attract more visitors to Field Museum and to broaden 

 their use of the Museum's resources. The first steps 

 toward this goal are to make exhibits and programs more 

 dynamic and to broaden their appeal. The role of 

 marketing in meeting these goals is to build public 

 awareness and recognition of the Museum and to create 

 a positive perception of the Museum as very approach- 

 able. In seeking to build this perception, marketing 

 efforts should: 



* Present Field Museum as an exciting and con- 

 temporary center of natural history, focused on the 

 world's cultures and physical and biological enviroment. 



* Convey the excitement and learning that comes from 

 a visit to or an association with the Museum. 



While improvements in exhibits and programming 

 will generate word-of-mouth support, achieving these 

 goals requires coordination of all public information 

 materials issued by Field Museum, so as to present a uni- 

 fied and consistent image to the public. The Museum 

 should therefore develop a complete public communica- 

 tion program, including: 



* A fresh, more coherent and welcoming Museum 

 identity program, including logo, typography, and edito- 

 rial style. 



* Essential visitor communication tools: 



/ Field Museum Guidebook (for sale at booths, 

 store) 



/ Exhibit guides 



* Outside directional and informational signage and 

 banners. 



* Expanded media coverage: 



y Paid advertising (radio, TV and print) 



y Public service announcements (radio, TV, and 

 print) 



y Print articles and features 



y Calendar listings and events listings 



y Special film and radio projects 



y More direct personal involvement of Chicago 

 and national media personalities with the 

 Museum. 



* Direct mailings from the Bulletin, Education, 

 Development, and Public Relations Departments. To be 

 cost efficient, direct mail should be designed, where pos- 

 sible, to generate measurable results, e.g. , return replies, 

 percentage response or return, tracking of phone call re- 

 sponse to the mailing. 



* Direct contact via letters, phone calls, telethons, and 

 personal relationships. 



In utilizing these marketing tools, we will focus on 

 the needs of each market segment and the most appro- 

 priate and cost-efficient means of reaching that 

 segment. 



Field Museum enters its second century with many chal- 

 lenges ahead. By meeting these challenges we hope to 

 offer the public a more exciting and accessible learning 

 experience, drawing visitors at all levels into the 

 Museum and reaching out to the people of Chicago and 

 beyond. 



Institutional Support 



To fulfill its dual missions, the Museum requires support 

 from a range of human and financial resources within 

 and outside the Museum. Providing adequate institu- 

 tional support poses several challenges: 



* Field Museum's Development function needs to 

 broaden its base of donor support, moving beyond 

 fundraising to institutional advancement. 



* Finance and Museum Services can greatly increase its 

 contribution to the fundamental roles of the Museum by 

 improving many of the services it offers — from food ser- 

 vice to computer services. 



* The entire Museum must continue to challenge itself 

 to achieve fiscal soundness — increasing the institution's 

 revenues while maintaining or reducing costs and setting 

 priorities for expenditures. 19 



