Museum Store Association

Strategic Plan Summary

The MSA Strategic Plan
{last updated June 18, 2008}

In February 2008, the MSA board of directors convened to revisit and update MSA's Strategic Plan which had originally been adopted two years prior. Following is a summary of the revisions that came out of that meeting.

MSA's Strategic Plan will be an ever-evolving document, requiring member input to guide the directions and actions of MSA over time. We encourage all MSA members to review the plan and provide feedback and input on industry trends via the online form at the bottom of this page.

1. MSA's Core Purpose & Values

Core Purpose

MSA's mission statement is to advance the success of cultural commerce and of the professionals engaged in it. By encouraging high standards of professional competence and conduct, MSA helps cultural commerce professionals better serve their institutions and the public.

Core Values

Belief in the role that cultural commerce plays in extending and enhancing the visitor’s experience and in financially supporting each institution’s mission.
Belief in the role that cultural institutions play in enhancing quality of life through educational experiences.
Belief in an innovative, forward-thinking, entrepreneurial focus.
Respect for the differing needs of members.
Belief in the highest standards of customer service, absolute integrity and ethical operations.
Encouragement of personal and professional growth.
Belief in the value of collaboration and sharing through networking, relationships and partnerships among institutions, members and associations.

2. MSA's Vision for the Future

Our Big Goal

Cultural commerce will be universally viewed as essential to the success of cultural institutions.

Cultural Commerce in the Future

There will be universal recognition of the essential role that cultural commerce plays in institutions. Cultural commerce will be viewed as a strategic advantage for their institutions.
The public will recognize the value and benefit of cultural institutions having cultural commerce. Visitors will have their experiences and interfaces enhanced through visiting and purchasing items in a museum store. Their educational experiences will be extended because of the focused merchandise offered in cultural commerce entities.
Board and senior level administration of cultural institutions will routinely seek the input of cultural commerce professionals in strategic decisions about the future of the institution.
All cultural commerce entities and professionals will be involved in MSA and will value their membership. Aspiring cultural commerce professionals will seek membership in the organization.
MSA will be the industry leader in training, education and resources for cultural commerce professionals, enabling members to further goals of revenue-generation and outreach in each and every participating entity. MSA will be the "central switchboard" for connecting the cultural commerce community; a place to network, share information and conduct business.

3. Trends Affecting Cultural Commerce

The board identified the following trends that are currently affecting the industry or are likely to have an impact in the near or distant future.

Demographic Trends

Gen X and Gen Y will become the majority of MSA's membership, wanting to know "what's in it for me?"
Consumer expectations for quality and service will continue to rise.
Baby boomers will be more focused on purchasing an "experience" than just a "product."
Middle class will continue to shrink with a greater divide between the affluent and the poor.

Social, Cultural and Consumer Trends

There will be increased competition for leisure time, thus causing a decline in attendance and lower store sales.
Some consumers will want cutting-edge products and others will want scaled-back simplicity.
Due to the globalized economy and online stores, competition with other retailers will continue to increase.
Cultural tourism will continue to be a viable source of business / income for museum stores.

Legislative / Regulatory Trends

Credit card security requirements will increase.
Consumer demand for "green," safe (i.e., Made in the U.S.A.) and fair trade products will impact sales, sourcing and cost.
Sales tax on e-commerce revenue could become an issue.
There will be more stringent government requirements on nonprofits and continued scrutiny, especially regarding tax issues and business practices.

Economic Trends

Decreased government funding, diminished donations and budget cuts will continue, thus increasing the demand on the museum store for earned revenue.
Increases in shipping costs will increase operating expenses.
No-child-left-behind will restructure field trip guidelines to museums, resulting in decreased attendance and lower sales.
Changes in the world economy — decline in the value of the U.S. dollar, housing market issues, etc. — all will continue through this current down cycle.

Industry Trends

Outsourcing will continue to be an issue, but may exhibit itself in different ways.
Diminished funding will encourage partnerships between departments and with other institutions.
There will be an opportunity for more creative packaged experiences to attract the global visitor and cultural tourist.
Growth of multi-channel retailing and marketing will occur; e-commerce will become an increasing source of revenue.

Technology Trends

Social networking will increase in importance as a marketing tool.
Customer expectations of an online presence and technology inside museum stores will increase.
Wireless technology (point-of-sale systems) will enable quicker transactions.
RFID technology (just-in-time inventory) in other retail industries may eventually become more prevalent, but for the foreseeable future will remain quite costly.

4. MSA's Current Goals

The board has identified five important goals for MSA to work toward over the next three to five years:

Awareness and Value – Cultural institutions will have a greater understanding of cultural commerce, and MSA will be a trusted source for industry knowledge about cultural commerce and the essential role it plays in institutional success.
Best Practices and Business Excellence – Member institutions and individuals will look to MSA as the essential source for knowledge and tools to achieve business success / excellence in cultural commerce.
Professional Competency – Cultural commerce professionals will achieve higher levels of competency through participation in MSA's programs.
Professional Recognition – Cultural commerce professionals will be recognized and valued by their institutions as essential members of the professional management team.
Membership Community – MSA will be a cohesive, inclusive and dynamic community of individuals and organizations engaged in cultural commerce.

5. Tell MSA About Other Industry Trends!

Know any other trends affecting the cultural commerce industry? MSA wants your input! Please use the box below to send MSA information about trends you are tracking, as well as your feedback on the strategic plan.