THE TATEâ€™S DIGITAL TRANSFORMATIONÂ Case Solution
Product & Service Design
The designing of the content and service was managed by Stackâ€™s team at Tate for the fifth gallery. However, in light of the new digital strategy, the product design and service also need to be developed through new production processes so that the content is published efficiently. The digital output produced by the teams should be insight driven and audience centered. It also needs to be well architected and designed and multiple platforms should be used to distribute this content, primarily through the Tate website. Collaborative working practices should be promoted within the organization to enhance the level of service.
This could be done by establishing specific networks within the organization where the members from each department should discuss the digital activity and open forums to share their expertise. This is highly important for the strategy as according to Stack, digital would no longer be the remit of a single department. The members from each department will also have to increase their insights into the digital audiences and finally the activities and roles performed by the Tate Digital Department should be extended and thus, it needs to focus on transforming the activities of all the other departments at Tate.
Measurement of Return on Investment
Calculating the digital return on investment is also one of the key components of the new digital strategy of Tate. The monetization of the digital assets has been a problem for Stack. However, this could be done by a combination of different components. The online shop of Tate should be linked to the digital content and the revenues generated should be treated as returns for digital content. The online sales have been healthy and increased by 57% as compared to last year.
The second path to monetization through the online data gathering would not help in the computation of digital ROI however, it could support target marketing and increase in ticket sales. The third path to monetization should be used to leverage the online user base for fundraising. This would determine the amount of the initial investments made in the galleries. Finally, regarding the fourth path, Stack should not charge its customers for the content on the website which is currently accessible for free.
This will limit the traffic on website and it would also be against the culture and mission of museum. However, new opportunities for online revenue generation should be researched where a premium fee can be charged for additional premium services. Therefore, the online shop revenues and other sources of revenue generation should constitute the total return for digital content and investment should include government fundraising, other funding sources and online funding sources. This would be the most feasible way to measure the digital ROI for Tate. Furthermore, the company should continue making use of the KPIs as identified in exhibit 6 and calculated in the excel spreadsheet table 1.
Target Customers and Global Reach
Stack also faced a dilemma to decide the target audience to focus on, given the limited resources of the company. The exhibitions, collections and galleries should be made accessible to everyone. The company needs to focus on the wider audience and not on any specific class of the customers. Stack needs to promote digital engagement and growth by emphasizing on reaching to the new audiences and also continue to develop the high quality experiences for the current loyal fans of Tate.
Tate has a huge archive and extensive digitized collections which are published for the wider audiences through different Tate strands such as Tate Collectives, Tate Kids, Tate Shots and other online learning sources. However, the company needs to extend, renew and develop the digital properties and make use of the latest digital technologies to make them available for the broader audience in the global world. This would make it possible for Stack to achieve an optimal trade off by reaching out to new audiences, loyal fans and all physically unfit audiences. Digital strategy is also the right medium for extending the global reach for the Tate brand.
The above recommendations and actions should be implemented on an iterative basis by John Stack to use digital as the dimension for everything Tate does. Teams should work closely with one another with their visitors, learning and curatorial experiences and build on their previous successes to make this strategy successful. The company should also continue engaging in Bloomberg sponsored projects such as Tate Kids and Tate Collectives. Furthermore, the checkout experience should be improved and ecommerce should be integrated within the journeys of the visitors. Overall, Stack will need to emphasize on innovation, technology and new methods for embedding digital ideas into Tate culture and this could be achieved more easily by promoting the collaboration with the external partners, which could provide the required platforms and technology to reach out to the global audience………………
This is just a sample partial case solution. Please place the order on the website toÂ orderÂ your own originally done case solution