A Case study for a new event strategy that aims to add value to the work at National History Museum St Fagans in Cardiff

St Fagan’s Natural History Museum

On 20/07/2012 the Heritage Lottery Fund (HLF) announced an investment of £11.5 million in the Amgueddfa Cymru – National Museum Wales for the redevelopment of St Fagan’s National History Museum – its biggest ever grant awarded in Wales. The grant was awarded to the Creu Hanes – Making History project, which will tell the stories of human life in Wales.
At a total cost of £25m, the scheme will include the construction of a new building featuring gallery and activity spaces as well as a cafe and other visitor facilities. The Welsh government has earmarked £6m match funding for the five-year project and the National Museum Wales has also launched a fundraising appeal. Dr Manon Williams, chairwoman of the HLF committee for Wales, said:
Making History will become an exemplar project for us, demonstrating how lottery money can have a positive impact on heritage, economic development, tourism, regeneration and skills. (HLF 2012:online)
David Anderson, director general of National Museum Wales, said:

For the first time, Wales will have its own national museum of history that will tell the story of everyone in Wales, from the past to the present. (HLF 2012:online)

The project aims to build on St Fagan’s popularity as the UK’s favourite visitor attraction (Which? Travel Magazine September 2011 based on survey of 3001 people). It will

combine the strengths of an open-air museum with those of a conventional museum. It will create an exciting new visitor experience integrating national collections of archaeology and social history together in an open-air museum for the first time anywhere. (HLF 2012:online)

St Fagan’s boasts over 600,000 visitors per year. It is the 2nd most visited open-air museum in Europe. As Wales’ most visited heritage attraction it is also the largest education provider in Wales outside the classroom having 360,000 family visitors and 85,000 formal education visitors.

The project is aiming to shape the future of St Fagan’s with the people of Wales. It will involve them in the process of developing buildings, displays and skill sharing activities. Up to 1,000 volunteering placements and opportunities will be offered.

David Anderson, Director General of Amgueddfa Cymru, said:

St Fagans will … act as a gateway to other heritage attractions across Wales.

Head of St Fagan’s Museum, Bethan Lewis, said in a recent email:

… over the next 5 years we will be transforming St Fagan’s, not only with the addition of new buildings, but also in the way we work. During this period we will also be experimenting with new events which will help shape our Events Strategy.
(Lewis 18/09/12)

You may wish to reflect on the words “new events … shape … Events Strategy”. After visiting Skansen Museum, Stockholm, David Anderson, Director General of Amgueddfa Cymru, also said:
I was greatly impressed by the scale of the site, and the fact that they have more than 30 staff looking after the programme of events and educational services that are run at the museum.
(Anderson 2011:online)
He has also said:
Having a presence at national events such as the eisteddfod is crucial to our work, as it allows people who don’t live near any of our sites to experience the national collections and engage in our work. (Anderson 2011:online)
After attending one event Anderson (2011) said:

… it did make me wonder if in the future we could showcase a more creative Wales at such events? Something to ponder anyway…

Given the work of the Major Events Unit (MEU 2010) and their focus on Major Events, Mega Events, Growth Events and Signature Events in Wales, write a 3,000-word report critically exploring and justifying the case for a “new” or alternatively “transitional” events strategy that aims to add value to the work at National History Museum St Fagans, in support of the Welsh economy. You should give particular emphasis in your discussion and conclusions to the potential impact of the strategy on Tourism development.

The recently published, “Amgueddfa Cymru – National Museum Wales: a world-class museum of learning – our vision for the next ten years” (See Handout), sets out a vision for the whole museum. This may help you set the scene as you consider how to combine Welsh heritage and economy as the focus of development of your events strategy at St Fagans.

Your critical evaluation the new or transition strategy should use academic theory and a range of suitable models (which you may illustrate in appendices) to enhance your report. Given that the WAG will consider financial support (p7) for “Growth Events” (these are smaller events, often new, with a footprint and focus that is regional, local or sector led and which demonstrate the ambition and potential to evolve and grow to become Major or Signature Events for Wales), ensure that your strategy meets the criteria for WAG financial support. Your strategy should aim to develop functions, events and shows that can act as milestones in growing the capacity, experience and credibility of destination Wales, acting as a necessary precursor to the hosting of major events. An important dimension of this ‘added value investment’ is in creating and nurturing home grown events, thereby supporting efforts to build a strong and sustainable events industry in Wales.

Word Limit 3000+/-

You may wish to consider:

TOOLS AND STRATEGIC ANALYSIS
1.Environmental assessment detailing opportunities and threats for events.

2.Internal capabilities – assessment of the museum’s resources. How can these be used or enhanced to implement event product differentiation strategies?

3.Matching competences with opportunities to maximise success.

BUSINESS LEVEL STRATEGIES
1.Organisational restructuring and introduction and implementation of new control processes in the museum to enhance event operations.

2.Strategic alliances and joint ventures with Welsh industry that would enhance reputations by developing unique events, which are difficult for competitors to duplicate. Discuss examples and make recommendations. What do you need to avoid in selecting allies and why?

3.Event products diversification strategy that utilises the best of our cultural heritage and traditions in a vibrant, contemporary outlook balanced with the need to support the innovative, the experimental and the quirky. Suggest examples and give reasons.

4.Geographic market diversification strategy for major events that showcase Wales’ unique cultural identity and heritage, are a catalyst for cultural innovation and expression and provide valuable opportunities for our leading artists, industries and athletes to display their talents on the world stage. Critically assess opportunities and scope.

5.Choice – would you introduce a cost minimisation strategy to attract investment for these showcase events or would it be better to aim for higher-cost event products? Justify your choice with your customer in mind.

6.Evaluation – how would you measure the operational performance of the new event strategy?Operations_Management