The Business of Design

With competition for every discretionary dollar at an all time high, the importance of visual impact cannot be understated. And while not every institution has the resources to enlist the help of strategists and designers, there are still many ways to improve your use of space and increase store appeal.

Lead by chairman Kenneth Nisch, AIA, the architectural firm of JGA has achieved success creating innovative and engaging retail environments for a diverse roster of clients, including the DIA, American Museum of Natural History, the Museum of Arts & Design (shown above) and the Smithsonian Institute. He has also spoken at the National Museum Association conference. Museums & More had the opportunity to discuss successful design strategies for specialty stores.

MM: How are museum and specialty stores different from the typical” retail store?
KN: They’re different than “typical” retail in that stores are always walking the fine line between balancing the mission of the organization/institution with the aspect of profitable commerce. Whereas most retail stores measure branding and brand integrity on (basically) a fiscal basis, museum stores think more generational and institutional in terms of both the legacy and contribution to the overall guest experience from product to place.

Museum stores look at the continuum in that the mission of the institution must be supported, as at least equal to if not a priority, beyond the responsibilities of those involved who are operating “typical” retail stores. Those who choose to make a career in the museum environment must have a passion for what they do and may have compromised many things (compensation, organizational resources) to do what they do. Their love for the topic (art, music, history, etc.) is what motivates them day in and day out and they want to share this passion in all their efforts — such as product value, customer service, etc.

MM: With that said, what special challenges do they present?
KN: There are many organizational challenges involved with museum retail in that you deal on a practical level with a wider variety of products than the typical retail concept, and each product segment has to be organized and elevated. There has to be respect for every item — whether it’s a pencil or magnet or a collector’s level piece of jewelry — and each item needs to be made appealing to the consumer. Every item needs to be thoughtfully considered and presented; no trinkets and trash, with only mission-right items making the cut.

Museums’ retail management also interface with colleagues including curators, donors, high-profile architects, etc. and have to find the right blend and mix of this potential “team of rivals.” Many of the buildings that have these stores are iconic structures and institutions, so any renovations and changes made have to create an equally iconic, yet complementary image. Museums are usually respecting the past and planning for the future.

MM: What elements are considered when designing a museum store?
KN:We implement the “permanent temporary” approach. Since much of the retail-rich traffic is generated through special events and exhibits, it’s important to have structures that allow for easy display and merchandising modifications while looking professional and complementary to the permanent departments. Often with these new exhibits come new customers who already have an interest in the core product categories (jewelry show, dinosaur exhibit, etc.). They are fresh enthusiasts and much more prone to buy more and across a wider variety of products than the average patron.

Because of this, JGA creates “planned reinvention;” spaces that can be retrofit with new designs and product for changing exhibits. These areas have flexible fixtures, storage, lighting, slipcovering, etc. so that a natural, classic look can be maintained while restructuring the presentation with desired thematic elements. In other words, a certain space is created so that the design elements don’t limit the mix of products, but rather accommodate a multitude of options.

MM: What role does the museum administration play in the success of the environment?
KN: JGA is just part of the puzzle. A successful store needs supportive and engaged museum administration in partnership with store management. Museums administrators of retail are really masters of all trades. What makes or breaks a successful retail store is the leadership of the shop, whether that is an external committee or the store manager. The key is to have a professional within the team with the respect and access to the museum’s director, curators, and in some cases, board members and donors.

If you don’t have key leadership, it starts a chain of failures. Museums that don’t value the retail portion of the institution or view it only as an add-on will not be successful. Organizations that elevate these employees, curators, managers, etc. to the same level of appeal as the exhibits themselves have success with their stores. It’s vital to treat this activity the same way you would an upcoming exhibition or attraction having a mission, understanding the guest, creating an experience.

MM: When it comes to successful displays and customer flow, what are some things that any specialty store retailer can easily implement in their own store?
KN: On the one hand, both displays and customer flow to a certain extent are about making the experience intuitive, while on the other, in a few selective areas it’s about being interruptive to the customer’s visit. The intuitive side of the equation is driven off of a series of visual destinations that pull customers through all areas of the store, touching the key categories and shopping zones, yet doing so in a way that maximizes both the amount of distance and time that customers feel actively engaged and invested in the experience.

On the interruptive side of the equation, constantly renewing displays that pull together stories that reinforce the key areas the museum guests have visited, help customers imagine a shopping bag of purchases that are coordinated and narrative, especially when pulled together in an attention-getting way. This results in a store environment that creates interaction.

Finally, eliminate those subtle “road closed” messages. Retailers: Stand outside your store’s entrance to identify foreground, middle ground and background elements that attract and pull you through the store. Then eliminate those unproductive road blocks, clutter and accumulation of vendor displays or unproductive fixtures that impede the consumer (and/or her stroller and child in-hand).”





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