Some says “a brand is about fashion - it’s disposable” while the other says “the brand is an essential part of marketing”. Some organization considers branding a “short term strategy” while some “makes it a major priority”. Why?

In this recently completed thesis, I have explored whether the principles of branding in business is applicable to the museum and gallery sector. Through a series of interviews with marketing chiefs in various museums in London I have identified the common themes, patterns and approaches of museum brands. The thesis concluded by proving why branding matters in the sector. Future developments for branding in the sector were proposed.

My thanks go to all the people from different arts and cultural organizations who had took the time to share with me their insight on the subject. They include Danielle Chidlow, Head of Communications of the National Gallery; Jo Fells, Head of Press & Marketing of the Museum of London; Claire Ingham, Head of Marketing and Development of the London Transport Museum; John Jackson, General Manager of inIVA; Heather Norman-Soderlind, Head of Public and Regional Marketing of the British Library; Michelle Aland, Head of Marketing and Corporate Development of the Royal Albert Hall; Beth Mckillop, Keeper of the Asian Department in Victoria and Albert Museum; Xerxes Mazda, Head of Learning and Audiences of British Museum; and Jim Richardson, lead consultant of Sumo.

If you like to discuss with me on this subject feel free to contact me at lchow@btinternet.com



Social networking site: the shopping mall

What does 'social networking site' mean to the consumers in cities like Hong Kong? The key to great advertising is having a good understanding of the audience. In this upcoming article I will explore how the youth culture in different cities determines how advertisers should target them.

Space to lead

As a creative director, I experienced first hand on the need to be given the space to step back and think about the bigger picture. Trying to develop yourself as a thought leader may not always be appreciated by companies aiming at short term commercial result. In autumn 2008, I will have the opportunity of engaging with cultural leaders from Europe and Hong Kong and will give myself the 'space' to reflect on issues concerning about professional development of creatives, differences in leadership style in the East and the West, and the specific challenges for cultural leaders of tomorrow. I will take a wider view on what it takes to become a creative leader. Watch this space and will share with you my thoughts soon.