Strategy and business planning.

Realise your ambitions through pragmatic advice, sound evidence and creative solutions.

We offer an unusual and highly valuable combination of skills – being revenue-generation experts from the world of culture who prioritise audience-need and organisational-purpose in our work. We deliver a rigorous, creative, efficient and empathetic consultancy process.

Our strategic and business planning approach is tailored to each organisation but follows this typical workflow.

1

Why do you exist?

Establishing purpose and what makes you unique.

2

Who cares most about this?

Interrogating audience needs, motivations and priorities

3

How can you be of more service to your community?

Considering your definition of culture as a service, and what community means to you.

4

What is the wider market and sector telling you?

Through comparators, competitors and inspiration.

5

What is special about the experience you offer?

Using our Experience Audit tool to assess how well you make memories, make money and make sense.

6

Can you sustain yourself as you are (or do you need to change)?

Through comparators, competitors and inspiration.

7

What do your teams, partners and audiences think?

Involving them in the process.

8

How can you enhance your proposition?

Considering how you can add value, as well as what you need to stop to start doing things better.

9

Do the numbers support the vision?

Full modelling and mapping to demonstrate options and impact.

10

What needs to happen first?

Setting out the action plan for now, next and later.

11

Who needs to be persuaded?

Articulating a business case with compelling copy, evidence and (where necessary) partners to share risk and scale growth.

Make your action plans realistic and inspirational - something your team can believe in and bring to life.

CASE STUDY

National Galleries Scotland

The Revels Office supported National Galleries Scotland (NGS) with a process called ‘Ideas to Income’.

Originally a brief to establish a process that NGS could use internally to assess and implement new revenue opportunities (seeking diversification of revenue), we advised on expanding the brief (within the same budget) to include a review of current revenue optimisation. This was driven by our advice that revenue could be generated quicker/ easier if current business lines could be improved upon, and also that new revenue is best discovered by first understanding the current provision, audience, market and operation.

Working in a highly collaborative manner with the NGS team, we set about identifying the best routes for new revenue. Detailed recommendations, new decision-making tools and new revenue concepts were delivered. The client felt that the process had been hugely collaborative and informative and has given them strategy, tactics and tools to take forward. We believe it has led to a renewed appreciation of revenue internally

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