2025 is a year for organisations to buckle in and compete not just for “visitor” spend but for consumer spending across the board. The stakes have never been higher. Those who adapt and innovate will thrive, while those who fail to do so risk joining the growing list of closures the sector has seen in recent years.
Anthony Rawlins, CEO of marketing consultancy Navigate explores a range of strategies that Navigate are collaborating on with their clients to deliver growth in a challenging market.
Revisit Your Value Proposition
According to recent Office of National Statistics data, UK families spend less than £50 annually on museums, zoos, and similar experiences. Consumer budgets are under immense pressure, so there is a need to remain competitive, and culture organisations must reassess their offerings and ensure they address customer needs effectively. Carrying out a strategic review using the Value Proposition Canvas to align your products and services with customer pain points and desired gains shouldn’t take long, but is essential for staying relevant. We’re here to help if you need support.
Diversify Your Income
With average footfall still trailing 2019 levels by 10%, and a further 3-4% decline predicted this year, relying solely on visitor numbers is increasingly risky. To future-proof your destination, it’s crucial to explore new revenue streams. Opportunities include e-commerce, premium experiences, branded food and drink products, upcycled crafts, and community-focused fundraising, to name a few.
We recommend allocating resources to these diversification strategies, aiming for these initiatives to contribute at least 10% of your total revenue within three years. Investing in innovation now will reduce dependency on footfall and ensure greater financial resilience for the future.
Be More Than a “Visitor Attraction”
The term “visitor attraction” feels outdated, reflecting a time when expectations were more straightforward. Today’s audiences demand more. Reframing as a “destination” implies an enriched experience, elevated food and drink offerings, unique shopping, and ever-changing events that make each visit memorable.
It’s vital to transcend expectations. From exceptional cafes and gift shops to branded products that extend the experience at home, these destinations build deeper connections with their audiences.
The evolution doesn’t stop there. Look at how The Tank Museum transformed itself into a global visitor brand, reaching beyond footfall with international engagement and diversified revenue streams, including an impressive YouTube channel that cements its authority.
Aiming beyond being a mere attraction and positioning as a destination or brand opens doors to richer communication, deeper engagement, and income opportunities beyond the gate.
Highlight Affordability – Not Value
In today’s economic climate, affordability overtakes value in importance for many consumers. Talking about “value” can feel like justifying ticket prices, but the reality is that for families with tight budgets, there is a need to see how your experience fits into what they can afford.
Affordability isn’t just about lowering costs; it’s about offering a well-rounded experience at a price point families feel comfortable with. Consider bundling offerings: an activity, something to eat, and a small takeaway item. Combining these elements creates an experience that feels more affordable while offering more perceived value.
By shifting your focus to affordability and looking at your offerings through the eyes of the consumer, you can uncover new strategies to attract visitors, increase footfall, and create loyalty, even in challenging times.
Fix Your Marketing
It’s time for the sector to fully embrace modern marketing. Too many organisations are stuck in outdated practices, relying on vanity metrics and obligatory activities that fail to drive revenue or success. The tools to revolutionise our marketing exist—yet many aren’t leveraging them effectively.
One of our clients has grown visitor numbers from 220,000 to 450,000 annually by modernising its marketing, proving how transformative this approach can be.
The shift to modern marketing doesn’t have to be overwhelming. By focusing on a few core areas and embracing available technology, you can reduce costs, increase efficiency, and dramatically improve your results.
Build Community, Not Membership
As consumers tighten their budgets, ongoing subscriptions like memberships, streaming services, and charity direct debits are facing more scrutiny. Unless they provide consistent, tangible value, people are cancelling these expenses. But there’s a shift happening. Community is the new membership.
While memberships tied to unlimited repeat visits (e.g. at the Eden Project or Leeds Castle) remain an exception, building a community is where the focus should now be. Unlike traditional memberships, a community fosters trust, connection, and advocacy, which can ultimately lead to financial gains. But trust must come before asking for money.
Building a community doesn’t just support immediate revenue; it fosters long-term loyalty and growth. While traditional memberships are in decline, communities create a deeper, more authentic connection. By shifting your focus here, you can secure a more substantial, sustainable base of advocates for your organisation.
Summary
You can find more depth on these strategies at Navigate. Change is double-sided – on one side, there is a challenge, but on the other, there is opportunity. We’re proud to be a member of Cultural Enterprises and are here to support you and your organisation compete in a challenging marketplace. Here’s to a competitive, but successful 2025 for you all.
About Navigate
Over the last 20 years Navigate has worked with hundreds of visitor organisations inspiring millions of people to destinations across the UK. With a focus on strategic innovation, measurable marketing and revenue diversification, their consultancy is trusted by the industry’s leading associations and places. As a proud BCorp, they believe in business for good, which is why they exclusively work with positive impact brands, trusts, and charities.
