Customer Intelligence in the Cultural Sector: The Case of a Quebec Museum

¹ Department of Marketing and Information Systems, School of Management, Université du Québec à Trois-Rivières, Canada
² Faculty of Marketing, University of Economics - The University of Danang, Vietnam

^* Corresponding author: thang.ledinh@uqtr.ca

Abstract

The COVID-19 pandemic has heightened the importance of digital strategies and data use in museums, transforming how they deliver services and engage with audiences. As a result, museums have adapted to new audience profiles and digital methods of organizing and accessing collections to thrive in the post-pandemic era. These organizations have thus generated more and more data without the human and technological resources required to perform the analyses. In addition, the lack of consensus regarding an analytical framework in the academic literature complicates the implementation of customer intelligence among Small and medium-sized enterprises (SMEs) and non-profit organizations. To respond to this challenge, this study proposes a customer intelligence process for implementing customer intelligence around four stages: Acquisition - Commitment - Experience - Lifetime Value, associated with three states: Data - Analysis - Key Performance Indicators. The POP Museum, in the Province of Québec, Canada, which has developed online exhibitions and currently uses social media to better get to know its customers, follow their customer journey and ultimately develop customer intelligence, is presented as a case study.