Museum of Contemporary Art of Georgia: Environment

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Table of Contents

Moca GA: SWOT Chart
Strategies for Achieving the Set Goals
Works Cited

Moca GA: SWOT Chart

An analysis of MOCA GA’s internal (strengths and weaknesses) and external (threats and opportunities) environment is summarized in the SWOT chart below.

Strengths	Weaknesses
Qualified staff to support growth Unparalleled Education/Resource (E/R) center and programs Rapidly expanding permanent collections The Working Artist Project – attracts renowned artists to the institution A strong market base locally Consistent corporate sponsors and funders Strong branding/marketing – positive customer reviews locally and nationally Strong partnership with Edelman Worldwide, a leading PR firm Compelling mission Well-attended exhibitions and events Exhibits diverse programs, artists, and works Experienced top management – CEO and board of directors Consistent curatorial works and style Focus on local contemporary artists and works Technology tools to monitor visitors and market its products	Limited brand awareness in some market segments – younger consumers Major events and exhibitions largely unattractive to younger consumers Brand identity confusion – Museum of Design Atlanta (MODA) Limited staff capacity to drive growth Focus on older demographic – lack of a diversified client base Limited public awareness concerning the role of the E/R Center Unclear succession planning Limited online presence – social media Bad physical location – makes it hard for visitors to find
Opportunities	Threats
Fortify its business relationships with corporate sponsors and private collectors Establish new partnerships to diversify revenue inflows Expand volunteer and internship opportunities to enhance internal capabilities Differentiate the brand from MODA through PR campaigns Expand the number of permanent collections Exhibit events and programs that are appealing to the younger demographic Identify partners to drive its expansion and growth Identify corporate sponsors to fund its projects and pay staff	Contemporary art institutions that focus on the younger demographic Dependence on older sponsors and trustees – their retirement will affect MOCA Declining federal funding to arts and art projects Volatile economic landscape – threatens MOCA’s growth Changing consumer behavior – preference for younger artists Disruptive technologies – growing demand for digitized content Lack of a strategic location in Atlanta, where MOCA can relocate

MOCA’s qualified and talented staff enhances the institution’s capacity. A renowned curator, Annette Cone-Skelton, heads the institution (“Museum of Contemporary Art of Georgia [MOCA GA]: Strategic Plan” par. 24). Its unparalleled E/R center and a 17,000-foot facility help support MOCA’s plan to expand its permanent collections. However, the lack of public awareness means that the facility does not operate at its maximum capacity. MOCA’s portfolio of permanent collections is growing at a rate of 50 pieces annually. In addition, the Working Artist Project is the “institution’s crown jewel” and a magnet for renowned artists globally (“MOCA GA: Strategic Plan” par. 26). It serves as an opportunity to bring onboard new corporate sponsors and collectors, diversifying the institution’s income flows.

MOCA is a strong brand in the contemporary art industry. Its client base is growing due to an aggressive brand promotion that improves the institution’s rating. Besides media marketing, MOCA collaborates with Edelman Worldwide, a reputable PR firm, to improve its brand image (O’Briant 42). In addition, its mission to collect only contemporary Georgian works resonates well with local artists and customers. However, reliance on older artists and trustees make MOCA’s events unattractive to the younger consumer segment. In addition, the retirement of the older sponsors and collectors presents a threat to the institution’s growth.

MOCA has embraced technology with the implementation of software that monitors visitors. In addition, the institution actively uses social media to reach local clients and artists and carry out community surveys (McGurran 67). However, disruptive technologies, such as digitization of artworks, constitute a threat to the institution’s profit model. Its diverse exhibitions and events attract many customers pulled by contemporary Georgian art. The huge following of ardent supporters is an opportunity for MOCA to increase its permanent collections to attract more people. In addition, MOCA can leverage on its followers to diversify its programs in order to appeal to the younger demographic (Harris 29). However, declining federal funding for the arts will affect growth in this industry.

The quality of the top leadership is a major strength of MOCA. The CEO is a renowned curator who has won many awards, including the “2012 Georgian Museum Educator of the Year Award” for her efforts in promoting local art (“MOCA GA: Strategic Plan” par. 19). The board of directors also features well-connected individuals with experience in corporate sponsorship. The directors are well-positioned to look for corporate sponsorship opportunities to support MOCA’s expansion. Soliciting more funds from sponsors and partners will also enable the institution to increase the capacity of its human capital and realize its growth ambitions.

MOCA has an opportunity to develop a unique brand image through product differentiation. The current brand confusion reduces the number of MOCA’s visitors. The institution should invest in PR and marketing campaigns to protect the institution as a unique brand that is different from MODA. Such campaigns will also enhance public awareness of MOCA’s unique facilities, such as the E/R center.

Strategies for Achieving the Set Goals

Based on the SWOT analysis, MOCA’s goals touch on areas such as public relations and branding, capacity development, permanent collections, and facility expansion, among others. Concerning public relations, MOCA’s goal is to protect the institution as “a leading cultural icon” in Georgia’s art industry (“MOCA GA: Strategic Plan” par. 4). The branding strategies help the institution to market itself as a place of choice for revelers and event organizers, introducing programs that meet community needs and offering diversified products to attract the youthful audience. Increasing its social media presence, partnerships, and fundraising events and developing a new website will also strengthen MOCA’s brand image.

MOCA’s second goal is to develop into a self-sustaining institution with a sufficient capital base. To achieve this goal, MOCA should solicit corporate sponsorships, establish partnerships with renowned foundations, employ marketing campaigns to expand its membership, and diversify its revenue sources. Another key strategy is to reduce its operating expenses through technology solutions. MOCA’s third goal is to establish a community-based facility to serve as a center for contemporary Georgian art (“MOCA GA: Strategic Plan” par. 7). The key strategies for attaining this goal include leveraging on the E/R center to sell its product offerings, developing a visible poster or billboard, and providing an all-time exhibition of permanent collections. To position itself as the museum of choice for collectors and visitors, MOCA should use technology, such as tablet apps, to enhance staff capacity.

MOCA also aims to create excellent programs that resonate with the Georgian artistic community. The institution should expand its current programs to include events that resonate with the youthful segment. In addition, based on the feedback from the community, MOCA can create new programs that appeal to a wider audience (Wallace par. 11). Holding regular panel meetings will promote the exchange of ideas among Georgian artists. MOCA should also explore new partnerships with key institutions to increase their reach across Georgia.

Another important goal of MOCA is to invest in capacity development to drive its growth. One strategy for achieving this goal is to expand staffing levels in MOCA’s departments. Enhancing the capacity of administrators, exhibitors, collectors, and marketers will help transform the facility. Another strategy includes expanding the number of volunteers and interns to supply new talent into its workforce.

MOCA is committed to building a strong reputation through collaboration with established collectors and artists. Procuring contemporary artworks from local artists and offering permanent exhibitions of unique works at the E/R center are some of the strategies for achieving this goal. MOCA can also collaborate with other organizations to display its permanent collections in underserved markets (Hyland and Angharad 110). Another strategy entails creating a special fund for procuring exceptional pieces from local and foreign artists. Partnerships with private collectors can encourage them to donate their works to MOCA, expanding the institution’s permanent collections.

The institution also aims to enhance its sustainability in the wake of a volatile global economic landscape. The key strategies for creating sustainability include establishing a succession plan for leaders and managers to ensure a smooth leadership transition in the institution. MOCA should also promote workforce diversity and nurture talented staff for leadership positions. Another approach entails creating term limits to avert leadership wrangles. The institution should also increase the diversity of its board by including local artists, funders, and sponsors as directors to enhance the quality of board decisions.

Works Cited

Harris, Jonathan. Globalization and Contemporary Art. Malden: Wiley-Blackwell, 2011. Print.

Hyland, Angus, and Lewis Angharad. The Purple Book: Symbolism & Sensuality in Contemporary Art & Illustration. New York: Elsevier, 2013. Print.

McGurran, Brianna 2014, The Contemporary Art Market is Killing It Right Now. Web.

Museum of Contemporary Art of Georgia (MOCA GA): Strategic Plan 2014-2019 2015. Web.

O’Briant, Don. Newcomer’s Guide to Georgia. New York: Cengage Learning, 2013. Print.

Wallace, Lilla 2001, Service to People: Challenges and Rewards, How museums can become more visitor-centered. Web.

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Museum of Contemporary Art of Georgia: Environment

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