The Sad Goodbye

Well, it's that time. The time that we all dread and write songs about; the time that "good" should not necessarily introduce. Yes, it is the sad time to say Goodbye, not only to "The Good, the Cultural, and the Artsy", but to Lauderdale House. It has been almost seven months and we have had some good times together, haven't we? From the beginning we explored all the House had to offer and how it wanted to get that across. We analysed the marketing, the resources, the strategies...oh the strategies! Thankfully the General Manager has kindly asked me to pop in during the summer time, if not for exhibitions then to help out in the office. Well of course, I say, how can I say goodbye just yet? There is so much to be done!
Lauderdale House has truly been a wonderful and incredible learning experience. While previously having experience with marketing both within the non-profit and private sectors, Lauderdale House was a very distinct organization. It brought its own challenges, with having limited resources and running on a charity-based budget, but those were the characteristics which made it a unique society, one that cannot be duplicated. It was its own community and regardless of tradition or avant-garde marketing strategies, the staff and attendants of the House felt like they were in the presence of something spectacular and special. The heart of the House is not defined by its marketing activities, but through its events and exhibitions, staff and attendants, and the history of this remarkable organization. With this, I shall miss my weekly trips up to Highgate Hill (ok maybe not so much the walking up hill part) and seeing the smiling faces, knowing that they are providing a distinct outlet for their local community.
Please keep checking the Lauderdale House website at www.lauderdalehouse.co.uk for updates on What's On and, hopefully soon, the launch of the new website!

Considering Communication

When logging on to the Lauderdale House website, I noticed one thing: the horrifying fact that the last update from the House was in November 2009 (Lauderdale House Facebook, 2010). Yes, granted everyone has been extremely busy and I updated the General Manager's calendar with over fifteen tasks to do in one week, but Facebook should definitely be one of them. Perhaps if another mode of communication, say e-mail was used, customers can get live updates? When Saddler's Wells, a theatre in London, implemented an e-mail list, they saw that an overwhelming number of 3000 more people had signed up to receive information (de Kretser, n/a). With this being easily achieved through the launch of the website, Lauderdale House can benefit from word of mouth and individuals passing on e-mails to friends, as the case of Saddler's Wells (de Kretser, n/a). Through e-marketing and informational e-mails, Lauderdale House can also include a simple survey, assisting the organization with continuous feedback and communication. Since only one official quantitative survey has been done in 2009 (Ives, 2010), the organization can utilize its e-mails to participants go gain valuable feedback used to possibly create new strategies or change existing ones. While Facebook should still be updated, individuals might be hesitant to state their opinions of the organization on the the organization's homepage. Thus, e-mails can be used as more of an "anonymous" and "confidential" source for feedback. And with over 400 million users on Facebook (Facebook, 2010), anonymity might not be such a bad thing.

de Kretser, H. n/a. E-mail: Describes how Sadler’s Wells has used direct e-marketing to generate 18% of all box office sales online. [Online] Available at: http://www.a-m-a.org.uk/casestudy.asp?id=32 [Accessed 25 April 2010].

Facebook, 2010. Press Room: Statistics. [Online] Available at: http://www.facebook.com/press/info.php?statistics (Accessed 25 April 2010).

Ives, K., 2010. Surveys done by the House. [Discussion] (Personal Communication 25 April, 2010).

Lauderdale House Facebook, 2010. Lauderdale House. [Online] Available at: http://www.facebook.com/pages/London-United-Kingdom/Lauderdale-House/78576823105 (Accessed 25 April 2010).

Getting Some Answers

What seems like ages ago, I posted my project proposal. While the project has been on its way, there were some questions which were meant to generate discussion, and thus provide me with material to analyze Lauderdale House as well as make recommendations. With some help from the staff of the House, the questions can now be answered:

1. What are the desired results of the Lauderdale House?
Upon asking this to the Director and General Manager of the House, it was clear that one could not assume "results" are the final stage, after which striving for something more ceases to exist. The House is constantly faced with challenges, whether its the general upkeep of the House or booking new events (Ives, 2010). However, through the Heritage Lottery Application and the combined efforts of the staff, the optimal "result" is the continuous development of the House and its sustainability, the preservation of its heritage as well as its impact within the community, and hopefully a possible expansions (Nash, 2010).

2. What methods of marketing are being used and implemented?
I have a crystal clear memory of being interviewed by the General Manager, who is responsible for many functions, marketing being one of them, and being told that she is the only one taking on this responsibility. Furthermore, the tactics that she told me seemed more so traditional than avant-garde, yet very fitting for the House. Some marketing activities include direct mail, the House website, a Facebook page, and at times newspaper coverage (Ives, 2010). The House also has hopes that the childhood memories as well as word of mouth leads to bookings for events and weddings, but the official information is still only available online (Dempsey, 2010). The House has also attempted direct distribution and has handed out pamphlets for kids shows after school to children and parents (Ives, 2010).

3. How have those strategies affected the achievement of the desired results?
Currently, the marketing strategies have contributed to an increase in the turnover of the House and with the presence of the General Manager, events have substantially increased in the last ten years (Ives, 2010). With the expansion of its marketing activities to include a blog, twitter, and e-mail marketing, the House can reach a greater number of people and possibly contribute to a greater level of communication (Ives, 2010). With more attendants and more publicity, the potential for bookings and events rises and therefore marketing can have a positive effect on the House. However, the House has to always consider the feasibility of its planned activities as well as the resources which are available. For example, they cannot afford to advertise in major newspapers and therefore that can hinder the potential for attendants (Nash, 2010).

4. What other marketing strategies can be used to achieve the desired results?
One of the major sources of income is hiring the House (Dempsey, 2010). Through the launch of the new website, the House hopes for the information for hiring to become more accessible, more visible, and therefore create a greater potential for bookings (Ives, 2010). The possible partnerships with other organizations to advertise events in the House can create better publicity. For example, Lauderdale House uses websites designated for the arts community to advertise events, which is free and creates visibility. However, this is again a challenge due to the resources available (Ives, 2010). With the launch of the new website, an e-mail list can be created and blogs updated to create more of an online community for the House (Ives, 2010). These factors are both feasible and can contribute to the desired results of the House.

Well, there you have it! Straight from the source of Lauderdale House, paraphrased for the blog and any new ideas for the organization are always welcome!

Dempsey, N., 2010. Discussion with the Bookings Manager. [Discussion] (Personal Communication, 19 April 2010).

Ives, K., 2010. Discussion with the General Manage. [Discussion] (Personal Communication 19 April 2010).

Nash, C., 2010. Discussion with Director. [Discussion] (Personal Communication 19 April 2010).

Marketing on a Shoestring

I read a very interesting case study about the Tate Britain in London. As some may know, the Tate Britain, which more so focused on a variety of art, is affiliated with the Tate Modern, which is more focused on modern art (Tate, 2010). The Tate Britain was in the process of re-branding when the Tate Modern was opening and unfortunately lost much of its audience to the other museum. Furthermore, it was not attracting as young of a crowd as it would have liked to (Gompertz, 2004). To publicize an event which was aimed more so towards youth, the Tate Britain designated a £150 for leaflets to be handed out by volunteers in busy and populated areas, small cards to be distributed to businesses, universities and cafes, and also had the money to place a small ad in TimeOut (Gompertz, 2004). Through this, the Tate Britain increased its attendance by 3000 over the next two years, which included 80% of people who had never been to the museum before (Gompertz, 2004). This story was remarkable to me. Here, we have Tate Britain, a well known London based museum who designated what can very well be a small amount of money and the results speak for themselves! Lauderdale House has numeours volunteers which can contribute to this type of publicity. This can be a new marketing strategy for the House, one that is simple but goes beyond mailings and a website. By carrying out this small campaign, the organization can also track its attendance, and if the figures show improvement, the strategy can be implemented to coincide with major events at the House. This form of simple publicity might be just what the House needs to increase visibility and attendance. Thank you, Tate Britain, for the tip!

Gompertz. W., 2004. Developing audiences at Tate: Projects that have developed new audiences at Tate. [Online] Available at: http://www.a-m-a.org.uk/casestudy.asp?id=55 [Accessed 22 April 2010].

Tate Britain, 2010. Tate Britain. [Online] Available at: http://www.tate.org.uk/britain/ (Accessed 12 April 2010)

Tate Modern, 2010. Tate Modern. [Online] Available at: http://www.tate.org.uk/modern/ (Accessed 12 April 2010).

Lending a Hand

Lauderdale House has been fortunate enough to receive a great amount of interest from volunteers. With only a handful of full time staff, all the help possible is needed. Currently there are a total of about twenty volunteers at the House (Ives, 2010). According to the director, they contribute enough time to be equivalent to about eight full time staff (Nash, 2010). From general duties of stuffing envelopes or monitoring the gallery to working directly with the general director, the volunteers have become a necessary tool in the maintaining the development of the House. Blackadder (2005) emphasizes the support role of volunteers in an organization, and with city-wide centers which advertise volunteer opportunities, such as Camden (Volunteer Center Camden, 2010) and Westminster (Volunteer Center Westminster, 2010), there is a lot of support to be given. The House is unique in its approach to volunteering in that it does not set strict prerequisites for those having an interest in helping. Their volunteers range from ages 20 to 90, speaking a multitude of languages and coming from diverse backgrounds (Heritage Lottery Application, 2010). While it may be difficult to sometimes find a volunteer on a specific day with a specific skill set needed, the House gives them the recognition they deserve in the Lauderdale House Annual Report (2009) along side the full time staff of the House. This recognition, suggests Blackadder (2005) is essential because just like Friends, or those who donate money to an organization, volunteers dedicate time and provide a service that cannot be duplicated.

Blackadder, L., 2005. Influential Friends. Journal of Arts Marketing. 19: p. 6-7.

Ives, K., 2010. Discussion about volunteers in the House. [Discussion] (Personal Communication, 5 April 2010).

Nash, C., 2010. Discussion about volunteers in the House. [Discussion] (Personal Communication, 5 April 2010).

Heritage Lottery Fund, 2010. Lauderdale House Heritage Lottery Fund Application, 2010. London: Lauderdale House.

Lauderdale House Annual Report, 2009. Lauderdale House Annual Report 2008/2009. London: Lauderdale House.

Volunteer Center Camden, 2010. Volunteer Center Camden. [Online] Available at: http://www.volunteercentrecamden.org.uk/ [Accessed 6 April 2010].

Volunteer Center Westminster, 2010. Volunteer Center Westminster. [Online] Available at: http://www.volunteer.co.uk/
[Accessed 6 April 2010].

Press and Diversity

Some interesting things are going on at the House. First, to support Pride in London, Lauderdale House is conducting their 8th annual Pride in the House art competition. This allows professional artists in the Lesbian Gay Bisexual and Transgender (LGBT) community to submit their collection, with the 'winner' chosen for a private exhibition in the coming months (Lauderdale House, 2010). Last year's winner Cos Ahmet (2009) praised the House, saying that "Being awarded the prize of a solo exhibition is an accolade. This is a great opportunity for artists in the LGBT community to show their depth and creativity to a wider audience. Lauderdale House is an inspiring building, and gave me the opportunity to exploit the new work in my solo exhibition within its surroundings, and was well received not only by those who attended my private view, but also from the broader general public who use the House". This gave a great review of the House, and is now being used in the press release publicizing the event. To expand publicity rather than only advertising to the LGBT community, press releases have been posted on websites focusing on the arts. This allows for the event to be more inclusive while reaching a greater audience (Ives, 2010), giving the House a greater reach in to diverse communities as suggested in my previous blogs for diversity.
Another exciting event will come in the form of an exhibition of a Brazillian artist. Through research of Brazillian publications in London for the purpose of advertising the event, I found that her showing will be in conjunction with the Southbank Brazillian Festival (Southbank Centre, 2010). Furthermore, the Brazillian Embassy in London supports the Brazillian community by publicizing events right on their website (Embassy of Brazil, 2010). Maybe it's just me, but it feels like a very exciting time for the House in terms of providing a more diverse program. Through this, Lauderdale House may be able to establish relationships with a more diverse range of communities (Vaux, 2006), possibly giving them a new target market, increasing their visibility, and more importantly, continuing to include a greater range of communities in the House.



Embassy of Brazil. 2010. Events in the UK.[Online] Available at: http://www.brazil.org.uk/events/index.html [Accessed 30 April 2010].

Ives, K., 2010. Pride in the House. [Discussion] (Personal Communication, 30 April 2010).

Southbank Centre, 2010. Festival Brazil. [Online] Available at: http://www.southbankcentre.co.uk/find/festivals-series/festival-brazil [Accessed 30 April 2010].

Vaux, S., 2006. It’s all about developing relationships. Journal of Arts Marketing. 21: p. 8-9.

What about the Youth?

I've talked about attracting diversity to the house; knocking down the stereotype of a "posh" and "middle class venue" that has been put on the House. However, when you think of diversity, what do you qualify under that word? Is it gender? Nationality? Race? Religion? How about heritage? Well, while diversity does have "diverse" meanings (yes, pun intended), I wanted to talk about the diversity of age. Recently, I attended the Design Museum in London. Expecting architecture and design, I was surprised to find a whole section dedicated to developing the idea of school kids (Design Museum, 2010). This was an interesting concept because while Lauderdale House looks primarily at art and culture, they still strongly encourage individual talent through the showing of diverse works and artists, including supporting the Pride in London in July (Lauderdale House, 2010). So, with the initiation and continuation of Myplace, a center for youth as an outlet for their ideas (DCSF, 2008), maybe Lauderdale House can add to its range of "diversity". Why not target school kids? They do so already with their outreach programs, but what about exhibiting their work, their talent, and their ideas? What about creating a space for them to get recognition and encouragement for their artistic expression while knocking down the stereotype placed on the House? It makes sense that the younger generation will be the ones aging and possibly becoming more of the target market for Lauderdale House in the future. By encouraging them to have interaction with the House and more so receive recognition by their community, the stereotype may then start to change. Furthermore, some publicity of Lauderdale House's efforts for the youth wouldn't hurt! Maybe we'll soon see an article on the House and an exhibition from a teenager from Highgate in the Design Museum. It is just one of the many activities the House can consider as an extension of their services rather than a far reach.

DCSF. 2008. Young People Have a 'Myplace' to Call Their Own. [Online] Available at: http://www.dcsf.gov.uk/pns/DisplayPN.cgi?pn_id=2008_0065 [Accessed 23 March 2010].

Design Museum. 2010. Schools+Colleges. [Online] Available at: http://designmuseum.org/schools-and-colleges [Accessed 24 March 2010].

Lauderdale House. 2010. What's On. [Online] Available at: http://lauderdalehouse.co.uk/2968_apr-may-jun10.pdf [Accessed 23 March 2010].

The Curse of the Website

Almost 6 months later, and the final version of the website is...unfortunately not up and running. While the current website provides the basics, it does not contain any type of interactive options. As Heather Maltland (2007) suggests, e-mail campaigns are an effective and easy way to reach a target audience, and this cannot be more right for Lauderdale House. Everyday, the House receives numerous calls regarding event queries, bookings, and general information questions, all which can simply be answered with a click of a mouse. While this is all part of the plan, unfortunately it has not been implemented. However, another form of social media came to mind as the general manager was planning the menu. Coutts (2007) suggests that youtube can be a useful tool for reaching your audience and drawing attention to an organization's activities. Why didn't we think of this before? A "preview" of the House, a shot of their shows and events, and a "message from the director" can be just a few of the many things the House can utilize through this free and interactive channel. While this may take some time to start off, the House can see how effectively this mode of communication is and utilize the channel more or less accordingly. With youtube, the House can give more of a visual representation of its activities, giving the customer something extra and more stimulating than a brochure. So, while the website is still in the process of being developed, maybe a youtube channel can be involved to give a true modern feel to the House's marketing activities.

Coutts, J., 2007. A to Y (for Youtube). Journal of Arts Marketing, 27. p 6-7.

Maltland, H., 2007. Let's walk before we run.Journal of Arts Marketing, 27. p.4-5

The Distribution Factor

Or shall I say direct marketing? While Lauderdale House partakes actively distributing its information to a large number of individuals, their activities can actually be considered direct, or that the relationship with the customer is "individual and personal" (Journal of Arts Marketing, 2001). Furthermore, since the website is not yet active, direct mailing is the approach taken. The question to be asked, though, is how well it's done. To answer this, Judith Donovan's (2001) critique can be considered to evaluate the presentation of the direct mailings done by the House.
1) Corporate Branding and Positioning: When an envelope arrives, there might be some excitement from the recipient, but the question arises of who is this from? While the information inside the envelope is great, there is no return address or logo from the House on the envelope. This might seem suspicious (i.e. the U.S. Anthrax scare) or be seen as junk mail. While it may be a little more time consuming, a label or address can be considered to be stamped on the envelop to provide a distinguished image and clear brand recognition.
2) Envelope: Donovan (2001) suggests that the package should be personalized and for this, the organization gets a gold star. Every envelope that goes out always contains the name of the individual it is being sent to, creating an image of personability, making the recipient aware that they are remembered as a person rather than a number in a database.
3) Letter: While a letter is included with a brochure, it does contain an almost "Dear Anonymous" heading. This, however, might be the only way to communicate with an individual since when considering the number of envelopes stuffed and mailed, it would not be feasible for the House to address each letter by name.
4) Brochure: Again, another gold star. The Manager always believes in updated and on time information, therefore mailing those on the list with a seasonal brochure with "what's on" in the upcoming months. With information provided in a physical form, she believes participation is more likely to increase since some still prefer something they can hold rather than searching for it on the web (Ives, 2010).
5) Boosters: Since the organization is on a tight budget and is dependent on events for its source of income (Ives, 2010), it can be difficult to give up something for free. However, they may consider a loyalty card and provide a simple discount for those that attend regularly, providing them with a nice "thank you" in the form of a couple of pounds off an event.
6) Response Mechanism: No document for feedback or comments is currently included in the mailings done by the Lauderdale House. This could, however, be implemented and act as a great benefit for the organization. While a survey has been conducted before, mailing out a survey 1-2 times a year, either randomly or with every envelope, can give the House valid feedback from their target market. Unfortunately, this might involve a pre-paid envelope, increasing the spending of Lauderdale House.

By analyzing a simple and already conducted activity, it becomes apparent that some changes can be made if budget allows it. These suggestions can provide the House with valid tools for their future strategies as well as create a better relationship with its target market and attendees.

Donovan, J., 2001. Planning a Direct Marketing Campaign Using Direct Mail. Journal of Arts Marketing, 2, pp. 7-8.

Ives, K., 2010. Discussion about Distribution. [Discussion] (Personal Communication 8 March 2010).

Maitland, H., 2001. Q&A: Direct Marketing-The Theory. Journal of Arts Marketing, 2, pp. 6-7.

The Proposal

So, after almost 6 months with the Lauderdale House, it's time for the proposal for the big final project. With some guidance from my supervisor and through observations of the House, the final paper will be based on evaluating Lauderdale House using the framework provided by Reid, Luxton & Mavondo (2005) as well as making recommendations supported by the Arts Marketing Association. Without boring you with the details of the methodology (which will be qualitative by the way) I will be examining the following:

According to Kerrigan, O'Reilly, and Vom Lehn (2009) “In many countries, cultural policy has moved from viewing the arts in terms of the funding and administration of certain kinds of artistic and heritage culture to viewing them as a tool for social inclusion, community development and urban regeneration”. The arts are becoming integrated and a significant part within societies and communities, therefore making it necessary to consider the social aspect of the sector. This is applicable in the case of Lauderdale House and their role as a charity, community center, and being actively involved in the arts sector.

The Arts and Cultural Sector
Butler (2000) suggests that the traditional concepts of marketing do not consider the “distinct characteristics” of the arts and therefore need to be context based strategies rather than general theories. While marketing is considered the most appropriate activity for the complex nature of the arts sector by the Arts Marketing Association (2010), marketing activities need to consider and be tailored to the unique aspects of the cultural organizations. Considering these factors, the marketing strategies developed for the Lauderdale House will need to take in to account the organization’s nature, activities, and values and use those aspects to approach is solely as part of the arts and culture sector rather than a general organization.

Integrated Marketing Communication Strategy, Brand Orientation, and Market Orientation
An integrated marketing strategy has been redefined as "an on-going, interactive, cross-functional process of brand communication planning, execution, and evaluation that integrates all parties in the exchange process in order to maximize mutual satisfaction of each other's wants and needs" (Duncan and Mulhern, 2004, p.9 as cited in Reid, Luxton & Mavondo, 2005). This definition encompasses more of a integrated role of individuals and resources of the company, focusing on strategy and results (Cornelissen, 2001 as cited in Reid, Luxton & Mavondo, 2005). When considering strategies appropriate for Lauderdale House, the following aspects will be examined: brand orientation, market orientation, an integrated marketing strategy, and their relationship to ensure effectiveness of the organization. The concept of branding, for example, holds a great importance since an organization needs to consider what exactly it is that they want to portray and what it will mean to the consumer or audience rather than just to the company (Schultz, 2009).

Through examining the concepts proposed, recommendations will be made accordingly. While I may not know the ins and outs of the organization, based on observations and interviews, strategies for the House will be developed and hopefully utilized by the general manager. Now it's just a matter of putting the theories on paper, and who doesn't like a nice, lengthy proposal?

Arts Marketing Association. 2010. History and Achievements. [Online].
Available at: http://www.a-m-a.org.uk/history.asp. [Accessed 12 March 2010].

Butler P. (2000). By Popular Demand: Marketing the Arts. Journal of Marketing Management. 16(4):343-364.

Kerrigan F, O'Reilly D, Vom Lehn D. (2009). Producing and consuming arts: A marketing perspective. Consumption, Markets & Culture . 12(3):203-207.

Reid M, Luxton S, Mavondo F. (2005). The Relationship Between Integrated Marketing Communication, Market Orientation, And Brand Orientation. Journal of Advertising. 34(4):11-23.

Schultz D.(2010). Transformational Branding. Marketing Management. 18(5):6-7.

Diversify!

As mentioned to me by the general director, some people perceive the house as "intimidating" or "too posh". However, when meeting the staff or attending an event, they recognize how friendly the environment can be (Ives, 2009). This stayed in the back of my mind until I reached an interesting article published through the Arts Marketing Association. Their guest writer, Hardish Virk (2008), contributed a ten step guide to social marketing to enhance community engagement and integrate it in to a marketing strategy. This not only touches on diversity and reaching those that may have a predetermined perception of the House, but expands on the Integrated Marketing Communication I've been thinking about for Lauderdale House. So, without further ado, the ten tips, consisting of three levels, all of which are proposed by Hardish Virk:


Research
1) Who are the new audiences and why? This is done to understand who the organization's target audience really is. While Lauderdale House has done some qualitative research, it has not focused on those with the perception mentioned above.
2) Has there been or is there an existing relationship or dialogue with the community that is being marketed to? Lauderdale House needs to go back and see if they are doing anything or have done things in the past that have been effective or not.
3) Desk research: While this may be some of the more tedious or "boring" work, volunteers can gather and organize demographic data, create databases, and research methods which have been used to reach different groups.
4) Outreach: This may require doing some interviews, as this proposes a "tailored" approach to effectively reach the target group. Furthermore, this campaign may very well differ from the other implemented strategies the House is used to.


Tools and Methodologies
5) Print Design: While Lauderdale House is a champion at flyers, the standard format, images, or text may not appeal to their target group. The House then needs to consider if they can create something that fits with the preferences of the individuals targeted.
6) Distribution: Mailings by the hundreds has so far been the strategy for getting out information. However, what if that doesn't reach the target audience as well as they might think? Distribution methods can be established and also tailored to provide information more effectively.
7) Direct Mail: As part of the distribution strategy, this also needs to be re-evaluated and possibly tailored if needed to reach the target market.
8) E-Marketing: Since the new website has yet to be put up, other tactics may have to be determined. Should Facebook be used? Banners? E-mails? Are those appropriate for the target market?
9) Press and Media: Lauderdale House has been part of a wide variety of media coverage, from websites to PR. This, however, will be of no use to them if the new group being targeted is not reached by that media.

Sustaining Audience
10) Sustain the Community Engagement: By asking why a relationship has to be developed and how the organization will go about doing it, the House can develop a tailored strategy, one that may be different than its already implemented tactics but that fits better with the group they are trying to reach and understand.

These steps may seem simple, but do have to be considered if the House wants to overcome the perception developed by some individuals.


Ives, K., 2009. Discussion about Lauderdale House and its attendees. [Discussion] (Personal Communication 4 December 2009).

Virk, H., 2008. 10 Top Tips for Social Marketing: How to make sure that community engagement is part of your marketing strategy. JAM, 31, p.10.

The IMC Way

Originally, I was asked to volunteer for the Lauderdale House Society as a marketing assistant. The General Manager needed someone to help with evaluating and implementing the activities the house was doing. Since joining Lauderdale House almost ten years ago, she has helped it get to the turnover it makes today as well as make the activities held there possible. However, she is only one person and many things can change in a decade. We started with the website, and moved to publicity, strategy, and distribution. While it may have been called mailings or a "to-do" list, in a sense she was scratching the surface of what I perceived to be an interdependence of her resources. Through this, I ended up here. Almost 5 months in to my volunteering project and the conclusion that what I will need is a take on an integrated marketing strategy. This could not have come at a better time since my Current Issues in Integrated Marketing Communication class is conducting a project, which entails creating an IMC plan for a business. Combining an analysis of activities and suggested marketing strategies, this plan is meant to enhance the business through the possible use of social media, personal selling, advertising and public relations (Moustakas, 2010). While some concepts may not appeal to the Lauderdale House, there's no harm in observing as part of some qualitative research. It is said that observation gives the chance for an unbiased or undetermined way of seeing how an organization is run (Kent, 2007). This gives me a chance to see where IMC strategies may be applied or avoided, perhaps giving way to beginning a proposal for the final project for Lauderdale House. Only time and observation will tell.

Kent, R., 2007. Marketing Research: Approaches, Methods and Applications in Europe. London: Thomson Learning.

Moustakas, E., 2010. Integrated Marketing Communication Plan. [Lecture] (Personal Communication 15 February 2010).

The Charitable Way

One of the main attributes of Lauderdale House is that it is a registered charity. In fact, it is part of 180,714 charities in England and Wales (www.charity-commission.gov.uk, 2010). Some may view charities as organizations which aid the poor, come to the rescue in times of disaster, and feed the hungry. As rightfully so as this is, the underlying mission of a charity is proposed to be to "provide benefit to the public, not to a specific individual" (www.charity-commission.gov.uk, 2010). The Charity Commission provides a great definition, but it is the word "individual" which made me wonder. While the message of the Charity Commission is probably that the a charity should not be misused to benefit an individual, whether in terms of making a profit or fooling the general public, the external individual, one that some might consider a "customer", should in every way benefit. When I first started volunteering, I thought I could save the world, one country at a time. However, the world is big with many problems and many people and for that "problem" someone gave me a great "solution" by saying that 'When you're young you think you can save the world. As you get older, you understand that even if it is one person you impact or help, you're on the right track'. When seeing the word "individual" mentioned on the Charity Commission website, it made me think that while a charity like Lauderdale House may not constantly be in the public eye and not getting the press attention it wishes, it still is impacting a group, and more importantly, individuals. For example, it focused on an area of schools where they are aiming to make a difference rather than trying to reach beyond their resources. While I'm sure they would enjoy making a greater impact, they have touched the lives of students which might otherwise have been overlooked. That is recognizing individuality and rather than assuming that unless you help a large group of people you're not doing anything, remembering that you can still be thorough and make an impact in one person's life. Registered Charity Number 275502 and proud of it.

Charity Commission. 2010. Is setting up a charity the right thing to do? [Online]. Available at: http://www.charity-commission.gov.uk/Start_up_a_charity/Set_up/default.aspx [Accessed 9 February 2010].

Charity Commission. 2010. Register of Charities. [Online]. Available at: http://www.charity-commission.gov.uk/About_us/About_charities/Fact_figures_index.aspx [Accessed 9 February 2010].

Now for the Facts

As useful as observation of the House has been, there are also "official" as well as internal statements regarding the activities of the organization which have to be taken in to consideration. The Lauderdale House Annual Report for the 2008-2009 year stated that the House has seen a steady increase in their turnover over the last few years. This is no surprise when considering over 1970 activities taking place at the House, with over 65,000 total attendants in the 2008-2009 year alone. However, Lauderdale House is operating to "its absolute capacity" (Annual Report, 2008-2009) and while re-modeling has been thoroughly looked at and even estimated, the funding and grants obtained still do not cover costs. The application for the Heritage Lottery Fund (2009) indicated thousands of pounds in proposed changes, including disabled access, better facilities, and general maintenance such as painting and the upkeep of a historic facility. While these factors might have not contributed to stopping the 65,000+ attendants, the 2008 Survey done by the House indicated that individuals do pay attention. While most of the 180 participants indicated that they enjoyed the space and that it was a "nice facility", a few did comment on the "fading" appearance of the House (Lauderdale House Survey, 2008). As the House continues to aim for more financial stability (Nash, 2010), through my observations it has made the best possible use of its space, filling the long galleries with beautiful and unique art, providing a space for someone's happiest day of his or her life, and encouraging kids to express themselves creatively. It is these factors that inspire employees and volunteers to develop the House and strive for sustainable future.


Lauderdale House, 2008. Lauderdale House Survey Analysis.

Lauderdale House, 2009. Lauderdale House Annual Report 2008-2009, London: Lauderdale House.

Nash, K., 2010. Discussion on Goals of the House. (Personal Communication 3 February, 2010).

Where is Lauderdale House?

Today began like any normal day at the House. I was asked by the general manager to do some research of potential websites for press and event promotion and to make a data base. Out of curiosity, and to see what there was to do on the weekend, I typed in 'jazz in London'. To my shock, nowhere within the top searches (or at least the searches which individuals bother to look at) did the Lauderdale House appear! I went to TimeOut, my trusted websites for events, and when looking for music, also no Lauderdale House! Typing it in to the search box only brought up an event which was months away and had nothing to do with jazz. The tragedy! If one goal of the House was to remain local but be in touch with greater London (Ives, 2010), then there is a problem. It's true that with so many events in London, an organization which is north rather than central can be overlooked. However, it was my duty to introduce something that may push Lauderdale House higher on the search list, or at least to a page where it obtains greater visibility. Presenting: Google Analytics! A wonderful program, most of which is free that allows an organization to increase its chances of being found, records the website's usage, and gives tailored qualitative data regarding search capabilities (www.google.com/analytics). With one of the services, the Lauderdale House may select words or phrases which an individual might enter in to the search bar and with the click of a button, Lauderdale House has a higher chance of being visible in the search. While this may be a long shot since the website is not yet up and running, it is a simple way to track progress and increase chances of being seen. With over 7.5 million people living in London (www.statistics.gov.uk), its difficult to be noticed but with Google Analytics, the chances just might increase.

Ives, K. 2010. Research Discussion. (Personal Communication 27 January 2010)

Google Analytics. 2010. Enterprise-class features delivered on Google's world-class platform. [Online] Available at: http://www.google.com/analytics/features.html# (Accessed 27 January 2010).

National Statistics Online. 2007. Population & Migration. [Online] Available at: http://www.statistics.gov.uk/cci/nugget.asp?id=1812 (Accessed 27 January 2010).

The Great Story

Today was full of learning, magical discoveries, and the unfortunate realization that I knew nothing about Lauderdale House other than it was built, there was a fire, it was re-built, and now it's historic. However, all that changed with the 50+ page application of the Historic Lottery Grant application falling on to my desk for editing purposes. As you will be interested to know, Lauderdale House was originally erected in 1582 as a Tudor building and to this day remains a historic site, representing centuries of British social, religious, and political heritage (Heritage Lottery Grant Application, 2010). Currently, the House classifies itself as an arts and education center, offering music events, arts exhibitions, workshops, partaking in community outreach, and allowing the hiring of the House (Lauderdale House, 2010). Through a great range of activities and events, the organization has become a local treasure, combining heritage, arts, and culture while encouraging unique expression and artistic development from a young age and in an array of communities. In 2009 alone, the House hosted over 2,285 activities attended by 650,000 people (Heritage Lottery Grant Application, 2010). To this day, Lauderdale House is classified as a Grade II building, containing some of the original structures and architecture, such as the gallery fireplace and Tudor era beams (Heritage Lottery Application, 2010). It is home to over 20 volunteers, diverse in age (this ranges from 23-90) and background, contributing the time of 8 full time employees throughout the week (Heritage Lottery Application, 2010).
Now while there is enough information about the House for 50+ pages, I will leave it up to you to find out more about the House and its current activities. Access www.lauderdalehouse.co.uk and see What's On for the upcoming months.

Heritage Lottery Grant Application, 2010. Lauderdale House Heritage Lottery Grant Application 2010. London: Lauderdale House.

Lauderdale House, 2010. Lauderdale House. [Online] Available at: www.lauderdalehouse.co.uk [Accessed 18 January 2010].

Not Just Arts

When thinking about the vast array of services and activities provided by the Lauderdale House, one might overlook the fact that the organization is a charity and also does work in the social sector by working with disadvantage youth across the Camden area. According to Lee (2005), due to the social impact of the arts, it may transcend in to the social and non-profit sector, which is exactly what Lauderdale House has incorporated in to its agenda. With a designed employee responsible for activities with kids and school outreach, activities are conducted right in the House or in the school's very own classroom. By focusing on one large area, Lauderdale House is able to distribute tailored and interactive programs, introducing children to art and culture and allowing them to participate in activities beyond their studies. It has been said that "cultural policy has moved from viewing the arts in terms of the funding and administration of certain kinds of artistic and heritage culture to viewing them as a tool for social inclusion, community development and urban regeneration” (Kerrigan, O’Reilly, Vom Lehn, 2009). This cannot be more true with the House and its activities for families and the community, from Easter egg rolling and Christmas tree decorating to kids workshops and family shows, the organization has gone above and beyond to being a hub for the community. With this, the house is developing its image within the community and through that, building a larger target market as well as developing its brand to be relevant to even children. Through this, it is clear to see how people build a relationship with the house from an early age and become not just participants or attendants, but part of a community.

Hye-Kyung L. (2005). Rethinking arts marketing in a changing cultural policy context. International Journal of Nonprofit & Voluntary Sector Marketing. 10(3):151-164.

Kerrigan F, O'Reilly D, Vom Lehn D. (2009). Producing and consuming arts: A marketing perspective. Consumption, Markets & Culture . 12(3):203-207.