Devon Akmon

Our museum strives to document, preserve and celebrate the history and contributions of Arab Americans. The museum’s location within the heart of southeast Michigan’s Arab American community affords certain advantages. Patrons can visit our exhibits or participate in a program and then leave the museum and experience firsthand certain aspects of the culture.

However, our museum is still trying to establish itself as an economic engine within our local economy. The museum brings many new visitors to the area for the first time, thus it’s become an entry point for many into the Arab American community. Yet we haven’t developed a business plan to address how we can monetize information and experiences through new services. We need to transform our way of thinking. Once we begin perceiving our institution as a major player within the local economy, new opportunities will emerge to strengthen our relationships with local businesses and other establishments.

Currently, we are looking at several ways to venture down this path. First, we are looking at building a digital directory of local businesses. This would be a great tool for visitors and it would help local businesses as well. If we had a dollar for every visitor who asked where to grab a bite to eat after a visit, we’d have a financial surplus! Speaking to this, we are conceptualizing ways to provide relevant information to our patrons utilizing various APIs and mashups on our museum website. Imagine a resource directory built on the Google and Yelp APIs that provide guest with information on local restaurants, complete with reviews. Perhaps business would pay to buy a listing within such a directory. In this way, the museum would serve as a cultural facilitator between patrons and businesses.

Second, we are exploring the idea of providing cultural immersion tours for our patrons. One might take an abbreviated tour of the museum and then get led into the community to experience in greater depth the information presented in the exhibits. Imagine learning about Arabic food and then smelling and tasting the cuisine at various local establishments (a bakery, restaurant or market). Additionally, one might get led into a neighborhood, religious institution or another part of the business district.

Third, we are looking into news ways of marketing our institution in cooperation with other local businesses. At this time we are looking at a joint opportunity with a local business utilizing Groupon. One might get a discounted museum admission with a deal at a local eatery. Perhaps another way to meet this same goal is through offering reciprocating discounts with local establishments. Or, we could partner with local businesses to provide experiential classes at the museum (a local baker leads a food class or demonstration).

Yes, some of these programming and business ideas are quite simple, while others are more advanced. The bigger point is that we are in a unique position to reestablish the role of a museum within a community. To succeed, we need to envision our museum not only as a cultural institution, but as an important economic engine within our local economy.