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Minjungbal Museum and Cultural Centre: Revitalizing an Australian Treasure
內容大綱
Nicole Rotumah, chair of the Tweed Aboriginal Co-operative Society Limited, which ran the Minjungbal Museum and Cultural Centre (MMCC) in Tweed Heads, Australia, and the museum manager, Tina Pidcock, were standing in the middle of their beloved museum looking at the worn flooring, dusty artifacts, general state of disrepair, and stark absence of visitors. It was August 2020 and the COVID-19 pandemic had brought tourism to a standstill. However, both Rotumah and Pidcock knew that the museum’s problems ran far deeper than the absence of visitors during the pandemic, and that something had to be done to revitalize this Australian cultural treasure. The question was what. Was MMCC functioning in the museum, tourism, or cultural experience industry? Who were its main stakeholders and competitors? Was it correct to measure success according to revenue or the number of visitors, or was protecting cultural heritage a sufficient goal?
學習目標
This case is appropriate for both undergraduate and postgraduate students in marketing and strategy focused on Indigenous people and tourism.. After reading the case and participating in the class discussion, students will be able to do the following: <ul><li>Understand cultural, non-profit, and Indigenous businesses and their multi-layered, complex nature.</li><li>Apply Porter’s five forces analysis, competitor analysis, stakeholder analysis, and impact targets when considering an Indigenous business.</li><li>Engage in ideation and decision-making about how Indigenous cultural institutions may be preserved for future generations through the clever use of marketing and business innovation.</li></ul>