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  • June 2015 (Revised October 2016)
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Denver Museum of Nature & Science

By: Jill Avery and Jim Rosenberg
  • Format:Print
  • | Language:English
  • | Pages:22
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Abstract

Digital was on Vice President of Strategic Partnerships and Programs Bridget Coughlin's mind these days. DMNS had been dabbling in digital for the past few years, but had never fully committed to it. The time had come to establish a strategic vision, and to decide whether to designate serious human and financial resources. It was time to make some decisions about the DMNS' digital future. The digital discussion was taking place within a larger strategic conversation about the primacy of the onsite experience of the Museum and the need to get outside of its walls to reach new constituents. How should she balance onsite programming, offsite programming, and online programming to maximize attendance and deliver against the Museum's mission? Was digital the magic pill that would allow the Museum to reach new audiences or was DMNS better off delivering a face-to-face museum experience within its own four walls or out on the streets of the Denver community?

Keywords

Digital; Nonprofit; Arts; Education; Marketing; Marketing Communications; Marketing Strategy; Nonprofit Organizations; Social Media; Education Industry; North America; United States

Citation

Avery, Jill, and Jim Rosenberg. "Denver Museum of Nature & Science." Harvard Business School Case 315-081, June 2015. (Revised October 2016.)
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About The Author

Jill J. Avery

Marketing
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Related Work

    • June 2015 (Revised October 2016)
    • Faculty Research

    Denver Museum of Nature & Science

    By: Jill Avery and Jim Rosenberg
Related Work
  • Denver Museum of Nature & Science By: Jill Avery and Jim Rosenberg
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