Report (2008): Analysis of Leeds City Museum's Marketing Activity 2007/08

Leeds Metropolitan UniversityBA (Hons) Public Relations, Arts Marketing

1.1 Introduction

Leeds City Museum will reopen in summer of 2008 after a £20m move. The project funded

by the Heritage Lottery Fund, Leeds City Council, the Single Regeneration Budget and

Yorkshire Forward has seen the Grade II-listed Civic Institute building off Millennium

Square transformed into a state-of-the-art museum. The exhibitions will include Ancient

Worlds, Living Planet, World View, the Leeds Collectors and The Leeds Story.

The museum’s collection had previously been housed on one floor of the Civic Buildings

until 1999 when it was forced to close for major fire safety work. Since then, the collections

have been at Leeds Museum Resource Centre in Yeadon, approximately 10 miles from the

city centre.

Leeds City Council has nine museums and galleries; Abbey House, Armley Mills, Discovery

Centre, Kirkstall Abbey, Leeds City Museum, Lotherton Hall, Temple Newsam House and

Thwaite Mills.

Leeds City Museum will be the city’s flagship museum and allied to the increasing

investment from government via the Renaissance in the Regions programme, the council view

this as a unique opportunity to reform museum and gallery provision and build a challenging,

dynamic and sustainable customer focused service. Leeds City Council aims to establish

Leeds amongst the UK’s premier museums and gallery services, allowing the service to meet

its full potential in the educational, cultural, social inclusion and urban renewal goals of the

council.

2.1 Marketing Activity from the year 2007/2008

Leeds City Council has a central marketing team which undertakes all the marketing for

Leeds Museums and Galleries. The Leeds City Museum marketing plan is based upon the two

strategic theories; product diversification and product development. It has been created

following the tripartite audience, product and organisational marketing model (see appendix

1). The new museum will offer an ‘experience’ which Leeds City Council will seek to

diversify and the museum as a potential hire venue will be developed.

2.2 Aim

To position Leeds City Museum within Leeds Cultural sector, become a key landmark

destination, and to attract, understand and maintain a relationship with a wide range of

audiences to create a memorable visitor attraction that places the customer at the heart of the

experience.

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2.3 Marketing Objectives

1. Use marketing techniques to position Leeds City Museum within the Leeds Cultural

Sector to ensure stakeholder support and understanding.

2. Raise awareness of the museum to the people of Leeds and regionally and nationally.

3. Ensure the new museum experience reflects the people of Leeds and its cultural

heritage.

4. Become a flagship landmark site of the museum and gallery service which helps to

cross market visitors to our other sites.

5. Ensure conference centre, hire facilities and café realise their full income potential.

2.4 Target Audiences

Leeds City Museum identified key target audiences (see appendix 2 and 3) for 2007/2008’s

marketing activity. These groups are the people who will be use the museum and its facilities.

They are as follows:

People living and working in Leeds

Young people

Older people

Ethnic minorities

Children

Schools

Colleges

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2.5 Key Stakeholders

Leeds City Museum identified several groups of key stakeholders for 2007/2008’s marketing

activity. The stakeholders were identified in order to raise the profile of the museums opening

and generate goodwill towards the project. Various Leeds City Council departments

(internal), local and regional government agencies as well as other interest groups (external)

were identified. They are as follows:

2.6 Marketing Strategy

Leeds City Museum had ten key strategic action points to successfully market the opening of

the new museum.

Marketing Strategy Outcome

City presence Leeds City Museum included in plans and maps of the city.

Editorial in Leeds

publications

Leeds Card, Breeze magazine, About Leeds, Leeds Guide, community newsletters, local media

e.g. YP, YEP, Evening Post, Radio Leeds all featured the new museum.

Media Relations

Media launch and preview, media partner to support and cover the event, news on Leeds Big

screen, create a partnership with YP/YEP to generate regular coverage and exclusives in the

build up to the opening, angling specialist stories to key, high readership publications such as

BBC History, WI magazine etc

Exhibitions New museum' exhibition boards placed around Leeds, banner signs erected in museum building

Internal Stakeholders

Leeds City Council department and staffLeeds City Council elected membersLeeds City Centre management team

Leeds City Council Scrutiny Board

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External Stakeholders

Leeds Infinitive cultural partnership Yorkshire and Humberside Federation of

Museums and Galleries The Four Societies Group (Leeds

Philosophical & Literacy Society, Leeds Civic Trust, Friends of Leeds Museums & Galleries and the Thoresby Society

Heritage Lottery fund Yorkshire Forward Renaissance in the Regions (The Hub) Museums, Libraries & Archives Council Department for Media, Culture & Sport Leeds community groups involved in

consultation Leeds Access forum Teachers and Schools MP’s and MEP’s Royal Armouries, Henry Moore

Institute, Thackray Medical Museum Marketing Leeds, Tourism and City

Centre events staff Leeds Cultural partnership


Outreach

Exhibition boards and material at libraries, induction talks at Town Hall and Civic Hall, leaflets

distributed by Audiences Yorkshire

Web presence Dedicated website

Learning Outreach plan devised by the education team

Education

Strong networks with nearby educational institutions built by involving them in the pre-opening

plans, arranging tours, previews and talks

Direct mail Included in the About Leeds newspaper and council tax bills

Nearby buildings Relationships built with nearby public buildings

2.7 Marketing Tactics

Leeds City Museum used a variety of tactics to achieve the key strategic action points

and marketing objectives.

Marketing Tools Target Groups Outcome

Breakfast briefing

presentation and tours

All of the above

stakeholders

Early morning presentations to key stakeholders about the development

and progress.

Newsletter

All of the above

stakeholders

Regular update mailing on progress, interesting facts about the exhibits,

café, shop and conference venue etc.

Email bulletin

Leeds City Council

staff

Progress on building. Developments such as staffing, marketing plan,

press coverage, tours undertaken, community consultation work etc.

Web presence

All of the above

stakeholders

A website with specific UR was set up.

http://www.leeds.gov.uk/citymuseum/

Intranet

LCC elected

members,

Councillors and

staff

An update area was created for internal staff to learn about the new

museum

Internal Comms

LCC staff and

Museums and

Galleries staff

Regular updates and news items about the new museum are included on

LCC portal page, intranet, internet, LCC wage slips, Team Talkers and

email distribution lists

Executive Board and

Members briefing

LCC members and

senior staff

Key milestones or progress on the project were flagged up at Executive

Board meetings.

Specialised press

All of the above

stakeholders

Coverage in specialist media relevant to stakeholders e.g. Leeds City

Council department newsletters, community websites etc

Media plan

All of the above

stakeholders

PR plan gained coverage of major landmarks and achievements in the

run up to the opening of the new museum.

Ambassador Scheme

All of the above

stakeholders

Members involved from all stakeholder groups to become part of a

working group for the Leeds City Museum.

Leeds Cultural

partnership

All of the above

stakeholders

Leeds City Museum was championed from senior council staff

downwards through the Leeds Cultural partnership and other senior level

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http://www.leeds.gov.uk/citymuseum/


meetings.

Hard hat' tours and

development

previews

All of the above

stakeholders

'Hard hat' tours were given so stakeholders felt a sense of privilege and

connection to the museum

Museum previews

and launch

All of the above

stakeholders Previews and invites were given out for special events and launches

3.1 Analysis of Marketing Activity 2007/2008

In order to critically analyse Leeds City Museum’s marketing activity it is necessary to

understand the process of devising the original marketing strategy. Figure 1 shows a flow

diagram which demonstrates the planning of a marketing strategy.

3.1 The Marketing Environment

3.1.1 SWOT Analysis

Figure 2 shows the SWOT analysis which was conducted by Leeds City Museum. It shows

the position at which the museum currently stands and potential position it could achieve in

the future.

Objectives

Strategies

BudgetingImplementationEvaluation

FIGURE 1: Planning of Marketing Communications(Source: Brassington and Pettitt, 2003; p577)

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FIXURE 2: SWOT Analysis of Leeds City Museum

Strengths Weaknesses

City centre location

Street parking and car parks

nearby, but no dedicated car park

20m investment in city culture

Limited size of temporary

exhibition space

Located in regional capital Lack of web presence

Extensive museum collections of significant

important and quality

Historically low audience

development budgets in Leeds

City Council

Iconic buildings

Lack of public awareness of

collections

The collection reflects the local environment and

enables the visitor to learn about the locality

No full time dedicated marketing

staff on Museums and Galleries

structure

Collections from around the world

Not in main area of Leeds city

centre, away from tourists and

visitors

New approach to interpretation - making the

collections come alive

Some Museums and Galleries staff

resistance to restructure and ethos

Hard-working, committed staff

Threat of no ongoing investment in

museum service

The museum will appeal to family audiences

No commitment yet to a realistic

annual marketing budget for the

site

Conference facilities

Dedicated, learning area, facilities and activities,

including a full time education officer

Collections on public display for the first time in

over ten years - most of them for the first time in

half a century

Easily accessible

Access by public transport

Free public access to an iconic building

Free entry

Proximity to cultural institutions, Leeds

Universities, The Carriageworks etc

Museum to offer a wide range of events and

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activities

Good visitor facilities including a shop and café

which extends out on to a terrace into

Millennium Square

No other museum in Leeds like it

First major investment in Leeds city centre

museum and galleries since Royal Armouries

and Thackray Museum

High footfall of passing visitors around

Millennium Square area

Temporary exhibition space

Changing World Cultures displays

Interesting build layout - arena

Professional and committed staff and curators

New interactive displays

Active exhibition programme for permanent and

temporary displays

Access to a range of community groups

Evidence of loyal visitor groups across Leeds

Museums and Galleries service

Opportunities Threats

Signpost current visitors to our existing sites who

visit the new museum

Hub funding stops - left with a

major site to fund

To provide the best museum in Leeds

Olympic pressure - less money to

arts and culture

Evidence of loyal visitor patterns in Leeds

Museums and Galleries sites Cuts in revenue funding

Brand new museum as a cultural resource for the

people of Leeds, enabled by Leeds City Council

Competitor activity - bigger

promotional budgets, major

exhibitions, refurbishments, new

openings

Develop Millenium Square areas as a 'cultural

hub'

Increasing demands on leisure

time e.g. gyms and physical

activity, PSP and interactive games

Provide qualitative and relevant experiences to

the wealth of communities and backgrounds all

over Leeds and beyond

Possibility of unmanageable

crowds during opening affecting

visitor experience and perception

Potential to offer a more informal, interactive

and inspiring experience

Anti-social behaviour - people

'hanging around' in free city centre

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venue

Attract new visitors through the shop and café

Hire contracts affecting access -

exclusive access for venue hire

Hub founded roles provides the opportunity to

connect with new audiences Change in political priorities

Consultation with Leeds' very different

communities

Delay's in implementing Museums

and Galleries restructure

Stakeholder involvement enables us to spread the

word

Millenium Square events impact

on access to the City Museum

Investment in new interpretation methods and

media

Museum does not move with

changing technologies - out of date

soon due to budget situation

Contribute to economic competitiveness as a

visitor destination

Civic Arts Guild resistance and

negative press

Enhance and promote the city's national and

international image as a creative, cosmopolitan

city and a centre for cultural excellence

In the future, in order to fulfil its aims and objectives, Leeds City Museum must work to

overcome the threats and weaknesses that are identified. To do this they must minimise the

risk of these factors and maximise their already implemented strengths and emphasising the

potential opportunities for growth in the sector. Some of the strength and weaknesses are of a

political nature and Leeds City Council may deem it appropriate to lobby or raise awareness

of the issues, for instance campaign against funds being diverted from the arts to the 2012

Olympics.

3.2 The Target Market

As Leeds City Museum is funded by various public bodies it is bound by its charter to make

the museum and its exhibits available to as many people as possible. It has specifically

targeted:

People living and working in Leeds

Young people

Older people

Ethnic minorities

Children

Schools

Colleges

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It is essential that Leeds City Museum target the right audience for the entirety of its

marketing activity, otherwise it will not be effective. The target audience are those individuals

that should be targeted in order to match the company’s overall objectives.

Diffusion Theory (Rogers, 1962) is a key concept in understanding how the potential

audiences first enter the market, depending on their attitude to innovation and new products

and their willingness to take risks, in this case on an exhibition. Customers can then be

classified as innovators, early adopters, early majority, late majority and laggards

(Brassington and Pettitt, 2005).

The marketer can use these concepts to consider the factors when developing products and

their marketing mixes. Market research can help to define the compatibility and to determine

the most attractive relative advantage.

It is important that the early majority and the late majority are effectively communicated to

about the museum ‘experience’ and the museum venue. The diffusion process is related to the

product lifecycle of the exhibitions and it is a necessity to continually change the marketing

activities to match the product lifecycle and its related audience. If this is followed then the

exhibitions and museum facilities are more likely to attract new visitors and in turn raise the

profile of Leeds City Museum.

3.3 Customer Behaviour

It is important for the marketing team to understand the way consumers react to messages.

Leeds City Museum follow the theory outlined by Strong’s (1925) AIDA model shown in

figure 3. As a new museum hosting new exhibitions with new facilities, the raising awareness

stage is integral to the success of the museum. The cognitive stage of the Strong Theory is

linked to the promotion stage of the marketing mix. As stated above Leeds City Museum used

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several marketing tools to raise awareness of the museum and its facilities such as a

newsletter, internal communications plan and breakfast briefings. The affective stage of the

process arises when an interest is seen and attitude change is developed. It is important to

maintain communication with the audiences in this stage to increase the desire to attend the

museum or book its facilities.

3.4 The Marketing Mix (McCarthy, 1994)

3.4.1 Product

As mentioned above Leeds City Museum primarily offers an intangible product in the form of

the museum ‘experience’ that people get when they visit. Its secondary function is a venue

that people can hire and Leeds City Council is keen to see this revenue stream exploited.

Figure 4 shows Leeds City Museum product mix.

Awareness

Interest

Desire

ActionBehaviour

Affective

Cognitive

FIGURE 3: Strong’s Theory (1925)

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Museum ‘experience’

When Leeds City Museum opens, its primary product will be the museum ‘experience’,

which is the culmination of exhibition, staff and facilities The modern day museum

‘experience’ has evolved from the traditional model and people know come expecting an

interactive learning experience. It is worth noting that museums are virtually unique in that

they deal in ideas, objects and satisfactions not found elsewhere and Leeds City Museum is

no different.

Museums have traditionally been defined by function rather than by purpose (Thompson,

1998, Weill 1990). However, this has changed and purposive definitions now relate to the

intent, vision or mission of the museum where the focus is on leadership and visitor services:

to serve society and its development by means of study, education and enjoyment (Besterman,

1998). Leeds City Museum follows this trend and it contains four floors of exhibitions and a

large central arena where people can study, learn and enjoy the museum.

Museum venue

As a secondary function, Leeds City Museum will be looking to maximise its potential as a

venue for hire and private functions. Leeds City Council feels it is possible to grow this

income stream, whilst remaining a public facility. By increasing this non-traditional revenue,

it will lessen the burden on council funding and philanthropists.

Positioning

Leeds City Museum has been positioned differently from the other Leeds City Council

museums and galleries as it is the flagship museum in the regions capital. The fact it is

positioned as the flagship museum means it is in an ideal situation to maximise its brand and

be seen as the leader.

Leeds City Museum

Museum ‘experience’ Museum venue

FIGURE 4: Leeds City Museum Product Mix

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Leeds City Museum has many competitors both locally (Leeds) and regionally (West

Yorkshire), which are council and trust owned. The majority compete on price as they do not

charge admission. It must be noted that the admission fees are somewhat nominal and cover

maintenance and upkeep as opposed to generating profits. However, price is still a big

consideration when attempting to increase more C2DE visitiors.

Although, the internal competitors are council operated there is strong competition within this

internal market as they are competing for resources allocated by Leeds City Council. The

external competitors are operated by other councils in the West Yorkshire region or charitable

trusts and they are competing for visitor numbers and in some cases venue hire. Figure 5

shows Leeds City Museum’s competitors.

Internal Competitors

Abbey House MuseumKirkstall AbbeyArmley MillsLeeds Art GalleryLotherton HallTemple NewsamThwaites MillDiscovery Centre

External Competitors

Bradford Industrial MuseumBronte Pasonage MuseumCartwright Hall Art GalleryCliffe Castle MuseumHarewood HouseHenry Moore InstituteHorsforth Village MuseumHuddersfield Art GalleryImpressions GalleryMiddleton RailwayNational Coal Mining MuseumNational Media MuseumRoyal ArmouriesPontefract MuseumRed House Salts MillThackray Medical MuseumTolson Memorial MuseumWakefield Art GalleryWakefield Museum

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FIGURE 5: Leeds City Museum’s internal and external competitors


3.4.2 Pricing Strategies

Price has a great influence on buyer perception and positioning of a brand (Vignali, 2001). It

used to be a potential barrier for many people, however art and cultural events are frequently

subsidised by local councils. Most of the time visitors do not pay an admission fee and when

they are required to, it is to cover costs or maintenance and crucially not to make profit. The

arts are seen as something that should be made available to the masses and many receive

generous central funding to enable this. Figures 6 and 7 below show Leeds City Museum’s

local and regional competitors, their ownership and if they charge admission. Even though

many do not charge admission, the museums and galleries are still competing on price as

those museums which do not charge force down the price of those that do, to what is

considered an ‘acceptable’ amount.

Most museums have a tripartite income structure and Leeds is no different, with income

derived from government, audience activities and philanthropy. This business model shifts the

burden of raising money by charging admission to other areas of the business, requiring

museums to have ever more creative fund raising ideas.

Free admission

Charges admission

Trust ownedCouncil owned

A- Bradford Industrial MuseumB- Bronte Pasonage MuseumC- Cartwright Hall Art GalleryD- Cliffe Castle MuseumE- Huddersfield Art GalleryF- Impressions GalleryG- National Coal Mining MuseumH- National Media MuseumI- Pontefract MuseumJ- Red HouseK- Salts MillL- Tolson Memorial MuseumM- Wakefield Art GalleryN- Wakefield Museum

A

B

C D FG

K

E H

I J L M N

13

FIGURE 6: Leeds City Museum’s regional competitors


In keeping with Leeds City Council policy Leeds City Museum will not charge an entrance

fee. Whilst this is common practice by museums and galleries, it is uncommon in other sport

and cultural events, especially where a performance takes place. Other social activities may

be competing with the museum for visitors, however the fact Leeds City Museum does not

charge an entrance fee means it does not directly compete with other leisure activities, for

instance going for to the cinema which costs considerably more.

Free admission

Charges admission

Trust ownedCouncil owned

A- Abbey House MuseumB- Kirkstall AbbeyC- Armley MillsD- Leeds Art GalleryE- Lotherton HallF- Temple NewsamG- Thwaites MillsH- Discovery CentreI- Harewood HouseJ- Henry Moore InstituteK- Horsforth Village MuseumL- Middleton RailwayM- Royal ArmouriesN- Thackray Medical Museum

A

B

C

D

F G KE

H

I

J

L

M

N

FIGURE 7: Leeds City Museum’s local competitors

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3.4.3 Promotion

The promotion stage of the marketing mix is essentially the creative section of the whole

marketing campaign and is derived after the marketer has a sound understanding of their

publics, messages and overall objectives.

The Promotional

MixPublic

Relations

Personal Selling

AdvertisingSales Promotion

Direct Marketing

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Figure 8 highlights the areas of Leeds City Museum’s marketing activity which are deemed

most useful based upon their effectiveness and the ability to control the messages which are

being sent to the audiences.

3.4.4 Place

3.5 Competitor Mapping

It is important to note that the council owned museums and galleries share the same

objectives. Whilst those that charge admission normally do at a nominal rate for upkeep of the

property etc as they are not council funded. There are few commercial museums and galleries.

3.6 Evaluation

Leeds City Museum has tried to position itself away from potential competitors in the market

place meaning they have a distinct competitive advantage over other museums and galleries.

Leeds City Council have positoning it as their flagship museum in the regions capital.

4.1 Recommendations for the Future

New exhibitions are needed in order to attract visitors, create brand loyalty and get repeat

3.4.4 Place

Leeds City Museum as its name suggests is based in the heart of the city’s cultural quarter in

an iconic building. It is easily accessible by public transport with some nearby, although not

specific car parking. There are also facilities for the blind and disabled. There is optimum

access to the facilities.

3.5 Evaluation

It is difficult to evaluate the success of the 2007/2008 marketing activity for Leeds City

Museum as it is yet to open and the marketing is still ongoing. When it does open it will

enable the marketers to draw firm conclusions with statistical data. However, at present it is

clear Leeds City Council have put considerable resources into the marketing of the new

flagship museum and there has been a comprehensive and sustained marketing plan which has

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Breakfast briefing presentation and tours

Newsletter Email bulletin Executive Board and Members

briefing ‘Hard hat’ tours and development

preview Museum previews and launch

Web presence Intranet Internal comms

Ambassador scheme Leeds Cultural partnership

Media relations Specialised press

HighAbility to measure effectiveness

Low

Ability to control the message

High

FIGURE 8: Promotional Activity Map


seen great consideration given to the promotion, development and market segmentation of the

museum. Everything is in place for the museum to be a success.

4.1 Recommendations for the Future

As Leeds City Museum is yet to open, it is difficult to propose recommendations for the

future. However, the following will enable Leeds City Museum to maintain competitive

advantage:

Full programme of exhibitions

Re-launch and re-branding of Friends of Leeds Museums and Galleries society

Increase marketing budget

Develop new revenue streams

Investigate possible international collaborations

4.2 Full programme of exhibitions

Central to the museums success will be the ability to host exhibitions which generate large

numbers of visitors time and time again. The museum will need to recognise when an

exhibition reaches the maturity stage of the product life cycle and have a full programme to

replace exhibitions before they reach the decline stage.

Once an exhibition has reached the maturity stage of the product life cycle it is vital that it is

replaced with an entertaining exhibition which can be introduced and with the right marketing

reach the growth and maturity stages of the cycle.

4.3 Re-launch of FoLMG society

To coincide with the museums first anniversary I propose that the Friends of Leeds

Museums and Galleries society is re-launched and re-branded. The scheme currently

operates, however a re-launch would help galvanise the society and generate interest in

the museums.

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4.4 Increase marketing budget

Marketing budgets for the arts are historically low and Leeds City Council is no different.

I propose that the marketing budget should be increased so that Leeds City Museum has

its own Marketing Officer. This de-centralisation would enable the museum to receive the

resources befitting of a flagship museum resulting in a more sustained and consistent

marketing activity.

4.5 Develop new revenue streams

In order to ease the problem of funding Leeds City Museum needs to take a proactive

approach and develop new revenue streams. This could be done by improving the facilities

available to be hired out at the museum or hosting regular events. The museum has many

resources such as a historic building in a prime, city centre location and should it seek to

maximise these revenue generating opportunities. Other competitor museums have an array of

fundraising initiatives ranging from sponsoring events to ‘buy a brick’ campaigns.

4.6 International Collaboration

Leeds is twinned with eight cities and therefore the opportunity for international collaboration

is great. It is recommended that Leeds City Museum conducts a feasibility study into a

possible strategic or cultural collaboration with a museum in one of the twinned cities. For

instance, the museums could share exhibits or conduct research which would in turn enhance

the museum’s global standing, possibly leading to increased tourists numbers. The twinned

cities are as follows:

Brno, Czech Republic

Colombo, Sri Lanka

Dortmund, Germany

Durban, South Africa

Hangzhou, China

Lille, France

Louisville, Kentucky, USA

Siegen, Germany

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APPENDIX 1

Audiences

Enrich and deepen-Identify and reward-Educate-Excite and stimulate

Diversity-Entertain-Remove perceptual barriers-Remove practical barriers

Portfolio product

Enrich and deepen-Scholarly exhibitions-Learning orientation-Excellence

Diversity-Access and participation-Distinctiveness -Diversity

Organisational marketing culture

Enrich and deepen-Object focused- Economic responsibility

Diversity-Experience focused-Social responsibility

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Marketing

Tripartite audience, product and organisational marketing model(Source: Kerrigan et al, 2004; p150)


APPENDIX 2

Types of audiences by needs served and frequency of attendance. (Source: Kerrigan et al, 2004; p152)

Often

Seldom

Social needs Economic needs

Outreach, education

Advocates

Multicultural

Donors, members

Occupational visitors

Prospects

Frequency of attendance

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APPENDIX 3

Arts Organisation

Performers Management and Staff

Board of Directors

Artistic directors

Corporate sponsors

Volunteers

Individual donors

General audience

Government agencies

Competition

Trade unions

Media

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Arts Organisation’s Publics(Source: Kotler and Scheff; 1997)


BIBLIOGRAPHY

Books

Kerrigan et al, (2004). Arts Marketing. Elsevier.

Lancaster, G and Reynolds, P (1998). Marketing. Macmillan Business Masters.

Lancaster, G and Massington, L (1996). Strategic Marketing Planning and Evaluation.

Biddles Ltd.

Perreault, W et al (2000). Basic Marketing. McGraw Hill.

Tench R and Yeomans, L (2006). Exploring Pubic Relations. Prentice Hall.

Reports

Webb, M (2008). Leeds City Museum – Audience Development Plan 2007-2008. Leeds

Museums and Galleries.

Websites

www.quickmba.com

http://www.leeds.gov.uk/museumsandgalleries/

http://www.leeds.gov.uk/Leisure_and_culture/Museums_and_galleries/Local_museums.aspx

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http://www.leeds.gov.uk/Leisure_and_culture/Museums_and_galleries/Local_museums.aspx

http://www.leeds.gov.uk/museumsandgalleries/

http://www.quickmba.com/

Documents

Report (2008): Analysis of Leeds City Museum's Marketing Activity 2007/08