Aviation Museum Operations PDF

2012
Feasibility Study for

the 8th Air Force
Museum
Researched and Prepared by:
Donald Molner
Antoine Peter
Ingo Willems
Specifically for:
Terry Snook, President 8th Air Force Museum Association
8/30/2012
Feasibility Study 8th AFM
Contents
1. Introduction
1.1 Museum Background 5
1.2 Project Framework 7
1.3 Methodology 7
1.4 Assumptions 10
1.5 Acknowledgements 11
2. Marketing Analysis
2.1 Abstract and Overview 12
2.2 Marketing Strategy 13
2.2.1 Importance of Differentiation and Theoretical Aspects 14
2.2.2 Responding to Audience Needs 15
2.2.3 Adopt a Consumer Focus 16
2.2.4 Market Environment 17
2.3 Addressable Market 17
2.3.1 Sanity Check – Addressable Market 22
2.4 Origin of Visitors 23
2.5 Current Activities 25
2.6 Other Events 27
2.7 Competitive Venues 29
2.8 Comparative Venues 32
3. The Concept for the Museum
3.1 Introduction and Storyline 34
3.2 SWOT Analysis 36
3.3 Museum Components 43
3.4 Organizational Structure 44
4. Financials
4.1 Operations 46
4.2 Revenue Features 46
4.3 Expenses 51
4.4 Capital Requirements 54
5. Economic Impact
5.1 Quantitative Methodology 55
5.2 Other Methodology 57
6. Summary and Recommendations 59
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List of Figures
1.1 Project Logic Map 9
2.1 Addressable Market Table 12
2.2 Primary Purpose of Trip 18
2.3 Day vs. Overnight 19
2.4 Length of Stay 19
2.5 Number of Household Members 20
2.6 Addressable Market Target Number 21
2.7 Evolution of Visitors 22
2.8 Median Attendance by Museum Type 22
2.9 Inquiry Origin Map 24
2.10 Source of Visitors 24
2.11 Visitor States Percentage 25
2.12 Top 5 Visitor Map 25
2.13 Places and Activities Visited 26
2.14 Festivals Visited 27
3.1 SWOT Analysis 37
3.2 Organizational Alignment and Relationships 44
3.3 Salary and Expense Table 45
4.1 Income Table 53
4.2 Capital Requirements Table 54
5.1 Economic Impact Input Data 55
5.2 Economic Impact per $100K of Spending by Org 55
5.3 Economic Impact MU Spending 56
5.4 Median Per Person Event Related Audience Spending 56
5.5 Econ Impact Per $100K of Event Related Spending 56
5.6 Visitor Spending Impact 57
5.7 Total Economic Impact 57
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Attachments
1. Organizational Structure 60
2. Interview Matrix 61
3. Survey and Results 63
4. Museums and Organizations Visited 68
5. Conceptual Drawings 69
6. Financial Schedules 70-76
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1. Introduction
1.1. Museum Background
The current 8th Air Force Museum (8 AFM) is situated on Barksdale, Air Force Base and located
in Bossier City, (Northwest sector) Louisiana. The museum is classified by the United States Air
Force as a ‘Field Museum’ and serves an integral part of the USAF Heritage Program. The
museum was approved by the Secretary of the Air Force and began operating in 1979. The
mission of the 8th AFM is:
“To tell the story of the American experience – the men and women of the U.S. Air
Forces (8th Air Force, 2nd Bomb Wing and Global Strike Command) – in war and
peace so that all generations will understand the price of freedom and be inspired by
what they learn, and to celebrate the American spirit, as it is reflected in the optimism,
the courage and the sacrifice of those who serve.”
The 2nd Bomb Wing is the host unit on Barksdale, AFB and has an Installation Commander who
is responsible for and oversees all activity of the Wing. The 8th AF is the organization/level of
command above the Wing, also located at Barksdale AFB. Reference is made to a Major
Command; Global Strike Command in this case, which is the organization/level of command
above the Numbered Air Force (org structure – attachment 1).
The museum was started by a single historian/curator who initially operated from an office room
which was later converted into a small museum. For 30 years, the museum expanded its
collection exponentially, eventually moving to its current 15,513 square foot facility in 1996.
The facility itself is now in sub-standard condition and houses conditionally poor interior
exhibits; adequate administrative offices; and a well equipped industrial work area. Adjacent to
the facility and also on the airbase are 22 acres of property which is used for open air display of
28 historic aircraft and vehicles as well as a nice collection and display of memorials.
Additionally, the exterior museum grounds have suitable parking and a paved walking
path/jogging trail which transverses the outside display areas.
The museum is open free-of-charge with generous hours 362 days per year serving both base
members and the general public. The museum’s on-base location does make public entry
somewhat cumbersome and also poses an on-going security threat for base officials. The
museum is currently attracting nearly 50K visitors per year without a concerted marketing
campaign. Past years have yielded up to 100K visitors per year with very little marketing effort.
The overwhelming majority of visitors are civilian/general public guests and the minority is
military members. A study conducted in 2008 showed 2/3rds of the museum visitors travelled to
the museum from within a range of up to 250 miles. These visitors came from the states of
Texas, Mississippi, Arkansas, Oklahoma and Louisiana. The remaining mix had come from the
various other 45 states as well as internationally from Asia, Europe and South America. This mix
is believed to be very similar today as well.
The museum has an incorporated 501 (c) (3) non-profit foundation called the 8th Air Force
Museum Association (8 AFMA). This group was conceptualized and chartered as a prime
museum support entity; to act as a fundraising arm; to solicit and accept financial donations; and
assist with mustering volunteers for the museum. The Association currently manages and
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operates a gift shop which is also located inside the museum facility as well as an on-line store.
The Museum Director and Association leaders have melded educational affiliations with several
nearby universities as well as local educational institutions which cater to students in the science,
technology, engineering and mathematics (STEM) concentrations. The museum hosts tours
throughout the year primarily with school children, civilian and veteran groups. This coming
summer the Association is hosting an overnight kid’s summer camp with the assistance of grant
funding.
The museum has two permanent full-time government authorized and funded USAF positions.
One is a civilian Museum Director and the other is an active duty Aircraft Maintenance Senior
Non-Commissioned Officer who also serves as the Administration/Facility Manager. The
Association is formed along traditional lines with a President, Vice-President, Treasurer and
Secretary. The museum has roughly six part-time volunteers who assist with association duties,
aircraft maintenance and collections management tasks. According to the 2010 Annual Report to
Congress on Department of Defense Museum Operations, the 8AFM was appropriated $273K for
operations and maintenance costs as well as additional employment funds for assigned personnel.
The Association garnered $6.1K in 2010 through donations and retail sales to support museum
operations.
The leaders of the 8AFMand the 8 AFMA are currently at a cross-road. In 2007, the museum
attempted an accreditation inspection from the National Museum of the United States Air Force.
The museum failed to gain accreditation and instead received a highly critical report with
unsatisfactory findings in practically all museum management inspection areas. A strong
recommendation was issued: The 8th Air Force Museum should drastically downsize to a so-
called Heritage Center; to consider taking advantage of two-dimensional displays versus the
numerous artifacts currently in its collection; and to depict a much narrower historical
perspective. A follow-up to this inspection occurred in 2009 and although improvements were
noted in key management areas, the recommendation from the National Museum did not change.
In the 2009 report, the Senior Curator for the NMUSAF noted “funding, manpower and resource
realities simply will not support an operation with such a broad mission and large collection.”
An organizational analysis conducted in 2010 cited a defunct association and poor business
management as a primary cause of the museum’s deterioration and lack of adequate funding
support. Many key military and community leaders understood the enormous potential for the 8
AFM and have resisted implementing the drastic down-sizing recommendations of NMUSAF.
The museum and association have recently undergone total management and personnel changes.
A new museum director was hired and the association board positions were filled with newly
elected officials who hold professional business experience. The Association board also formed
a very robust board of advisors with military and private industries’ most influential regional
leaders. In the fall of 2011 the Museum Director and President of the 8 AFMA organized a VIP
community economic development and museum visioning discussion. Approximately 36
individuals were in attendance including key USAF leadership, Air Force boosters, elected
officials and a handful of national museum and design experts. The consensus was: Explore the
realities and feasibility of creating a new museum and support structure.
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1.2. Project Framework

This feasibility study was conducted specifically for the 8 AFMA, a certified and licensed
501(c)(3) not-for-profit organization. The study was conducted by a three-man business
development and consulting team. Team members are seasoned professionals holding various
business industry backgrounds including museum management and are MBA graduates of Sacred
Heart University; John F. Welch College of Business. The team performed this study on a
volunteer basis and at no-cost to the 8AFMA. In general, the study evaluated the feasibility of
the 8 AFMA to build a new museum and have the capability to financially and managerially
sustain operations. This new museum will house and display existing 8AFM aircraft and artifacts
and fulfill the mission of the USAF field museum at Barksdale, AFB.
The team evaluated national and regional market conditions and provided a projection for new
museum visitation over a five-year period. An assortment of revenue generating activities were
developed based primarily on quantitative research data collected via personal interviews,
museum visits, surveys and online professional sources. The revenue generating items are
presented in this report as suggestions (along with some to avoid). Financial performance data is
presented given a five-year projected period. For feasibility decision making, the team delinked
financial operations from capital requirements. The team suggests that no long term debt be
taken on by the 8AFMA to build the new museum and all funds should be raised by an 8 AFMA
sponsored and dedicated full-time capital fundraising campaign team.
This study did not evaluate or delve into specific exhibit choices or displays. The cost of typical
fabrication and installation of exhibits for a museum of this magnitude has been assessed and is
included in capital requirements.
1.3. Methodology
The team started this study by fully appreciating and comprehending the historical background of
the museum itself. The minutes of the VIP Community Economic Development and Museum
Visioning meeting were studied which provided initial focus. The 8 AFMA President provided a
copy of their professionally prepared conceptual drawings for the new museum facility along
with the association’s structural and legal documents. The drawings clearly reflected a scope,
awe and direction which emphasized the grand magnitude of this new museum concept. A copy
of the discussion questions; survey and results; museum and organizations visited and conceptual
drawings are listed in attachments 2-5.
The vision held by museum leadership was to create something more than a passive air museum.
The museum would need to be alive and not only reflect upon historical aspects and contributions
but consider how the magnificent history could be used in a positive way to influence future
generations. The team interpreted this vision and purpose of the museum as follows:
The 8th AF Museum and Innovation Development Center

 Honor the heritage of 8th AF, the 2ndBomb Wing and Barksdale AFB by using its
magnificent and often monumental accomplishments along with its aircraft, artifacts and
achieves as a backdrop for a dual purpose. First; as an educational institution to stimulate
minds and develop a community of innovative leaders/technology savvy individuals with
a strong desire, foundation and understanding to exploit and create new technological
advances in the primary domains of air, space and cyberspace. Secondly, to allow visitors
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the opportunity to solemnly reflect and independently interpret the grand legacy of 8AF,
2BW and BAFB.
 Create a one-of-a-kind academy. An institution which would command national attention

and prestige. Establish cooperative agreements and bring together entities such as
regional schools; private, state and military university enterprises; Junior ROTC; Civil Air
Patrol; STARBASE Program; private industry and technology related institutions. The
focus being team-centered innovation; embracing free-thinking to find technical solutions
to tomorrows challenges. Enable research for innovation and entrepreneurial topics as
well as facilitate the publishing of professional papers and books.
 Have the infrastructure and environment capable to conduct research, exploit concepts,
and build products using skills learned in the Science, Technology, Engineering and Math
disciplines. The intent is not to duplicate, compete with or impose on the curriculum of
local schools, Sci-Port, STARBASE, etc., rather to take this knowledge already being
taught one step further and allow individuals to be creative, innovative and
entrepreneurial with it.
 Have a facility/structure of unique architecture melding Barksdale’s historic style with

contemporary/innovative design. Have the capability to house and maintain aircraft,
store/display artifact collection, hold conferences and banquets, contain a high-tech
theatre, auditorium, a library/archive research section, multiple classrooms, laboratory, a
retail shop, food preparation/dining area, and administrative offices. The facility would
also have the capability to accommodate overnight stay for visiting students and
chaperones. Outside; a tranquil memorial walkway and amphitheatre. Note: Although
not fully explored, the team suggests the 8 AFMA consider a phase II expansion project
which could consist of a partial mock-up of a typical WWII style grass airfield with era-
type facilities located adjacent to the proposed museum location and on the
decommissioned landfill.
 The facility should be constructed, staffed and managed with the flexibility to educate and
entertain; edutainment.
With this vision understood, the team developed a logic map (Figure 1) which would provide the
basis for determining if the museum and its configuration could make for a viable project. The
logic map projects three maxims: First, the configuration should enable suitable revenue
generating features to cover operations and sustainment (O&S) costs. Secondly, the facility
along with its configuration and features should enable suitable capital fund raising justification
and solicitation rationale for full construction and move-in costs. Third, if configuration and
features could not generate enough funds to sustain operations OR if this same configuration and
set of features could not provide enough justification and rationale for capital contributions, the
team would recommend the project not be pursued.
It should be noted, the logic map and configuration would start the museum off carrying zero
long term debt. Lastly, much of the research for this project validated (and interviews
confirmed), many new museum projects fail or struggle to survive due to managers focusing first
and foremost on capital fundraising issues while disregarding a strong sustainment strategy. It is
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therefore recommended this project only proceed when there is a viable and agreed upon plan to
generate revenues to cover operations and sustainment costs. Relying on the irregularity of
recurring grants and philanthropy as a means to cover these O&S costs is ill-advised.
Figure 1.1: Project Logic Map
START Provides a certain Drives operations & Y determines # of

$X Funds 1 facility /staff with sustainment costs C visitors/participants to
features Y gen rev to cover costs C
$Rev/vis
N ok to cover
cost C?
Increase fund X Community

with cost of Add feature 2 N
impact
new feature sufficient? 3
STOP Alt funding

N Y
PROJECT solutions Secure alt funding $E= Economic
available solutions 4 Impact to
local/state/fed
Drives total capital E Determines funds

funding input $F justification from
APPROVE Y
PROJECT Is F ≥ X? eachlvl of gov’t
Notes:
1. X at start = minimum required dollars for basic facility to house aircraft & display artifacts.
2. Features added in a configuration to maximum greatest revenue generation with minimum investment. Feature
could be attraction item or capability.
3. Community impact considered sufficient at threshold when additional feature investment cost begin to exceed
economic/social impact advantage.
4. Alt funding solutions include corporate and foreign government sponsorship, philanthropy, private &
government agency grants, donations & misc fund raising events.
These solutions are also foreseen to accommodate any follow-on expansion or renovation projects at future dates.
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1.4. Assumptions
Assumptions used in developing this study:
 The conceptual designs developed by The Estopinal Group (TEG) reflect the basic
architectural requirements and desires of the 8 AFMA.
 The new museum location will be on Barksdale AFB property. However, outside of the
main base fenced area to allow easy public access (I-20/I-220 interchange & new base
entrance).
 The new museum will remain a field museum under the USAF Historic Program.
 The new museum land is provided at no-cost to the museum or 8AFMA.
 Department of Defense new construction monies will not be requested for building this
new museum.
 Contributions of manpower and funding currently being made to the museum by the 2nd
Bomb Wing will continue as they are today.
 The 2nd Bomb Wing will continue to settle utility costs for the museum.
 Critical assets (historic aircraft) must be moved indoors or they will be taken away from
the 8 AFM and relocated to another museum.
 Doing nothing is not a viable option.
 The Museum Director will continue to maintain custodial responsibility for all museum
historical assets. The Association and projected hired staff will assume more managerial
and employee roles in daily operations; over and above what the Association does today.
 The time-value of money is not factored and 2012 dollar figures are listed throughout.
 Capital requirements will be achieved without the need for the Association to acquire
long-term debt.
 The 8AFMA will manage and oversee capital fundraising efforts to cover construction
and move-in costs; the fixed assets will be turned over to the 8 AFM/Barksdale AFB
upon facility completion.
The team identified data to be collected and used both quantitative and qualitative means to
compile it. Twenty Five relevant museums and organizations in the US as well as museums in
the United Kingdom, Belgium and Germany were visited (listing –attachment 4). Face-to-face
interviews were conducted with key leaders of the organizations visited (discussion outline –
attachment 2). An online survey was also presented to current & past museum employees/board
members (survey summary– attachment 3) as well as those having a keen interest in the museum
project. Marketing studies, reports from professional museum associations and other pertinent
documents provided resource material as well and are referenced throughout this study.
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1.5. Acknowledgements
The team would like to acknowledge and thank all those who provided valuable time and
assistance to us as we prepared this feasibility study. A particular thank you goes out to:
Terry Snook, Pres 8 AFMA

Wayne Estopinal, Pres TEG
Sandy Johnson, Senior Associate TEG
The Honorable Henry Burns, LA State Rep
Pam Glorioso, City Project Coordinator-Office of the Mayor Bossier City
Dale Sibley, Chief Administrative Office-Office of the Mayor Shreveport
Rod Richardson, Director of Communication- Office of the Mayor Shreveport
Kelley Wells, VP Sports & Tourism Marketing- Shreveport/Bossier TB
Shiela Norma, Sports & Tourism Administrator-Shreveport/Bossier TB
Craig Spohn, Executive Director/Pres Cyber Innovation Center
Dave Hadden, Dir Aerospace Education & Jr. ROTC-Bossier City Schools
Paul Laflame, 8 AFMA Board of Advisors
Mike Thompson, 2 BW Director of Staff
Keith Baron, Training Coordinator ASIG (former 8AFM Chief of Mx)
Rebecca Mackie, VP & CFO-National WWII Museum
John Herrling, Campaign Executive Director-National Museum US Army
Jerry White, National Infantry Museum Conception & Development Campaign
Greg Camp, Executive VP-National Infantry Foundation
Pat Bartness, Pres/COO-Museum of Aviation Foundation
Henry Skipper, Pres/CEO-Mighty Eighth Air Force Museum
Dr. Vivian Rogers-Price, Research Center Director- Mighty Eighth Air Force Museum
Shelley Ragsdale, Dir Marketing-Naval Aviation Museum Foundation
Kim McCarley, Dir of Membership & Annual Giving- NAM Foundation
Wally Coppinger, Dir Carolinas Aviation Museum
Joan Doman, Dir of Operations-AF Armament Museum Foundation
Mike Leister, Dir-The Air Mobility Command Museum
Brian McClintic, Dir of Sales & Marketing-Max Flight
Jean-Marcel Thomas, Director Euro Space Center
Charles Debeffe, Marketing Manager Euro Space Center
J.M. Perou, past CFO, Euro Space Center
Mick Shepherd, Training Program Manager, Royal Air Force Museum – Cosford
Tim Wallis, Head of Conservation, Royal Air Force Museum – Cosford
Ian Thirst, Head of Collections, Royal Air Force Museum - London
Michael Kaplan, Past Vice President, 8th AFMA/current HQ USAFA/PAVSCP
Dr. Gary Joiner, Professor of History, Louisiana State University
Dr. Benjamin Cabell, Captain Medical Corps, USNR (ret)
Caytie Green, 8AFMA
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2. Marketing Analysis
2.1. Abstract and Overview
One of the most critical formulations of information and data for this study is to determine the
addressable market and ultimately the number of visitors to the museum. By far, the most
reliable source of information used to build this analysis was the lodging reports compiled by the
Shreveport-Bossier Convention and Tourism Bureau. These reports provide a very
comprehensive overview about how many, how often and how long people visit the area and also
about their main purpose of travel. This information helps segment the market. In short, this is
how the visitor projection was compiled.
First we looked at the purpose of why people come to visit Shreveport-Bossier. Leisure travel is
the greatest source of visitors, 74%; followed by business travelers, 17%. Of the 74% leisure
travelers, 39% come to visit friends and relatives followed by 17% who come for entertainment.
In order to be conservative with our approach we focus only on those with the main purpose of
leisure travel. There are other sources of potential visitors, which have been neglected at this
stage and not taken into consideration for the financial projections in this paper; again our
conservative approach. The following groups were not directly calculated in the visitors captured
number:
 Business travelers & other non leisure (only leisure travelers are considered)
 People just passing through the area, stopping overnight or for a rest
 Local population visiting the museum for non-touristic reasons
Market capture rate: In line with other major and market savvy museums operating in the US, we
assume a 10% market capture rate. That is, 10% of the number of visitors in our segmented
market.
Figure 2.1: Addressable Market Table

Addressable Market – Target Number of Visitors
Shreveport-Bossier Area nbr/% Source
Number of rooms 9963 2011 SBTC Lodging Report pg 4
Occupancy rate 74% 2012 SBTC Economic Indicator Report pg 1
Purpose – Leisure 74% 2010 TNS Study Louisiana pg 26
Market Capture Rate 10% Multiple - AMA & targets from comparative MU's
Total Number of individuals 3,542,400 Visiting people overnight in B-S per year
Day trippers 1,310,203 Visitors coming to the region for the day
Total people to S-B area 4,852,603 People coming to S-B per year
Number Just Passing Through 176,412 Factoring out those just passing through
TOTAL S-B VISITOR MARKET 4,676,191 Includes all segments (Business, Leisure, etc)
Total of segmented Markets 3,460,382 Those various graphics seeking leisure activity
Visitors Captured 346,038 Based on 10% market capture rate
The following paragraphs elaborate in more depth how the ‘visitors captured’ number was
derived. We will start by introducing aspects of a marketing strategy; the importance of
differentiation; as well as the origin of visitors and other events in the area. Some may be
tempted to view other attractions and venues for leisure activity as ‘competition.’ We urge the 8
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AFMA to view these entities as an opportunity to synergize efforts. The Association should
avoid trying to directly compete, offering the same value proposition. They should also attempt
to gain more visitors than the above estimated to visit not only the new museum but to further
explore the Shreveport Bossier area thereby further enhancing the total visitor experience.
2.2. Marketing Strategy

The 8th Air Force Museum, as a non-profit organization, depends on the revenues generated by
visitors, donations, sponsorship as well as revenues from membership. The purpose of this paper
is not to discuss fund raising which is a defining necessity to build the new museum. It is much
more the objective to provide ideas and input on what it takes to build a sustainable strategic
marketing plan. This plan will increase the chance of long-term museum success and provide a
mechanism to ensure revenues are generated in sufficient quantity to cover operational expenses.
We have noted prior, the core of the marketing strategy is to understand customer needs and
address/satisfy these needs with a variety of features. The museum must be marketed as a place
where one can spend quality time – repetitively.
While conducting our research, we visited and interviewed top management at more than 18
museums and related entities in the United States and a half dozen in Europe as well. It quickly
became apparent to us: Marketing was a key function that drove the successful museum. We
confirmed that those museums that ran professional marketing departments were much more
successful and profitable than their competitors. Additionally, there appeared to be a major
misunderstanding about marketing functions among those having weak marketing programs.
Unfortunately, some thought of marketing as just having pamphlets and maybe some free news
spots. The following abstract is from an article published by the American Association of
Museums. It very well explains how important the role of marketing becomes for museums; to
benefit from their assets and provide a full range of possible offerings to their visitors1:
“Museum administrators often underestimate the value of their institutions' offerings.

They focus on collections and exhibitions and overlook the possibility that visitors may
also seek a contemplative space; a sociable encounter; a distinctive shopping experience;
or a place where a family can spend quality time together. In fact, visitors may seek all of
these benefits in a single visit.”
The 8th Air Force Museum has the opportunity to evolve from a showroom of unique artifacts to
a center of social encounter and a place where people come together to enjoy their spare time.
“Museum professionals recognize that museums, as recreational and educational

organizations, operate in a marketplace alongside competitors. The focus on visitors as
consumers is spreading, and museum officials are seeking better ways to provide
consumer value and utilize marketing tools to accomplish their goals.”2
1
http://www.aam-us.org/pubs/mn/MN_MJ99_DeliveringExperience.cfm
2
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2.2.1. Importance of Differentiation and Theoretical Aspects

While conducting interviews with business oriented CEO’s of museums, we repeatedly received
interesting insight of crucial criteria for features when it comes to addressing customer needs.
The features, at a minimum must be:
 Dynamic
 Interactive
 An experience you can’t have at home and one that differentiates from competing
attractions
The museum must be run like a business and the thought of differentiation needs to be deeply
embedded in all decisions that the museum management takes.
Museums that manage well, not only focus on their artifacts but on their possibilities to entertain
and offer a place for relaxation, education and well-being. Those who do are drawing record
crowds and generating unprecedented visibility. Again, AAM states:
“In the coming years, museums will have to design a broad array of offerings, identify
and respond to needs of different visitor segments, get visitors to spend more time and
visit more often, and build durable relationships with their audiences and communities.
There is a range of experiences museums can offer to visitors. In recent years, the focus
on collections and education has been joined by a focus on museum-going experiences.”3
Artifacts and exhibits remain a central piece of museums, but they serve as the basis and are
surrounded by other services such as materials focusing on storytelling, exploration of the
object’s meaning, technical challenges and their solutions. Of course this all combines to create a
unique and differentiated atmosphere which makes for an unforgettable event. Things such as
dining, taking a break, playing, meeting with friends, or having the space just to reflect in an
environment no one else within the region can offer.
“As a result, visitors feel better informed about, more connected to, and better able to
participate in museums. They seek experiences in their museum visits, and they rate the
success of their visit according to the quality of their experiences. These experiences go
beyond viewing objects, acquiring information, and being on site. Experiencing connotes
active engagement (direct observation of or participation in an event), immediacy
(knowing something through sensory stimuli), individuality (something that is lived
through), and intense, memorable, or unusual encounters. Thus collection-centered
museums evolved into education-centered museums and, later, into experience centered
museums.”4
For the 8th Air Force Museum we can foresee the possibility to use its proximity to the Air Force
Base as an element to strengthen the customer experience. For many visitors, getting to know life
on base can be a very interesting insight that goes far beyond “just” looking at artifacts from the
past. Additionally, bridging history with educational and hands-on innovative aspects could
provide a unique experience in the museum; this should be considered as a key element for
3
4
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success. In some cases there is some reluctance to promote the museum as a place of
entertainment. “Defining education and entertainment as opposite ideas is short sighted. Indeed
many museums are finding ways to strengthen core museum activities with broader leisure
offerings.”5
The term “rational entertainment” was created by Charles Willson Peale, who describes the
distinctive effect of his museum's offerings on visitors. For him, rational entertainment was more
than simple amusement and diversion; it encompassed both enjoyment and edification.
“Entertainment, after all, can range from the emotional highs and thrills found at Disney
parks to the more cerebral highs embodied in the curiosity, wonderment, and learning
that occur at museums.”6
It is really important to understand the customer’s motivation. The visitor of today is expecting
that museums address a broader range of their needs. Their aim is to have a variety of
experiences, to satisfy social aims, enjoy relaxing and recreational experiences. The museum
should make sure that the customer enjoys a care-free time and feels good about himself (using
his time in a meaningful way). The museum should drive or create a feeling that they are part of
something special; that they feel exceptionally proud of.
“Given the disparate needs and expectations of visitors, museums have to provide a
variety of engaging activities. Visitors expect recreational types of experience that are
relaxing and playful, involve learning, and provide them with unusual encounters and an
escape from the routines of work and everyday life. Museums can offer a range of
experiences that include visual and sensory experiences, learning, recreation, sociability,
and celebratory and enchanting experiences.”7
2.2.2. Responding to Audience Needs

The challenge is to communicate the full range of offerings to the public and identify and respond
to the needs of different segments of the audience. Museums should periodically assess the
extent to which they are offering visitors variety and quality. Museums, similar to other
attraction parks, need to understand how they can motivate their customers to stay for longer time
(and spend more money) and come more repetitive to the museum. There are three questions that
need to be continually asked in the context of how museums relate to their audiences:
 How can you increase the time visitors spend in the museum (recognizing that spending
more time is equivalent to spending more money)?
 How are first-time or infrequent visitors persuaded to come back on a regular basis?
 How can you draw more visitors to the museum during off-hour periods and off-season so
that visits can be more equally allocated throughout the year?
To increase the time customers stay in the museum you need to enlarge the offerings and
services. There are four main types of services:
5
6
7
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 Physical comfort and accessibility (well-designed galleries, lighted and safe parking lots,
ramps, seating and rest areas, clean restrooms, etc.)
 Hospitality (welcoming behavior on the part of guides, guards, and other employees)
 Interpretive, narrative, and way-finding information (including the use of different media)
that increase a visitor's awareness and knowledge
 Recreation and diversion: Restaurant, snack-bar, lounge cocktail bar, gift shops and play
areas
Museums can provide a variety of services such as library, research and electronic and technical
learning environments. They can also provide a variety of restaurants with special cuisine; a
location for large and small events; some museums are even finding success with kids birthday
parties at the themed museum playground. “Events play a significant role in expanding
audiences and converting infrequent visitors to regular, active ones...Building an image of a
museum as a place to enjoy year-round and not simply to visit periodically for special exhibitions
helps develop active audiences.”8
While educational and recreational aspects fulfill audience needs, there comes an element of
social responsibility. More precisely, the museum can strengthen its cause as it helps facilitate
the capacity for the local communities and other leisure attractions to articulate a sense of identity
and purpose. “This discussion would not be complete without mention of the issues that small
museums are facing. They do not enjoy the large audiences and visibility of large museums.
They face the obstacles of location and scale and have to struggle for resources, visibility, and
audience.” Collaboration with other smaller museums or attractions (packaging the offer) can be
the solution and has proven successful in other cities.
2.2.3. Adopt a Consumer Focus

Statistics show that U.S. museums are expanding in number and size. Audiences as well are
larger than ever. Regardless of size, museums can benefit by adopting a consumer focus,
providing a greater range of offerings, and striving to satisfy the needs of visitors. Museums that
aim to build a broader audience and develop a consumer focus can undertake a process of
building a strategic marketing plan. The planning process involves several basic steps that
depend heavily on visitor and market research. They include:
1. Assess the museum's strengths and weaknesses as well as external opportunities and
competitive threats (SWOT analysis).
2. Determine the target segments and audience mix the museum is seeking to reach.
3. Determine which needs visitors want to satisfy in their museum visits; needs that may
not be satisfied by other cultural and recreational providers and which needs the museum
can best respond to, given its resources
4. Design offerings to meet audience needs
5. Determine the museum's distinctive position in the marketplace and communicate an
attractive image accordingly
6. Set goals and means to measure goal achievement
7. Develop a strategy to reach the goals.
8
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…The marriage of core activities, services, and an array of experiences enlarges the museum-
going experience for all visitors.”
2.2.4. Market Environment

The greater Shreveport-Bossier metropolitan area or Market Service Area (MSA), having now a
population around 482K, transitioned its economy from one that was once centered solely on
being a major player in United States oil business to that of today which includes a large service
sector economy. The gaming industry with the riverboat gambling casinos dominates the
services sector. When looking at visitors within the state of Louisiana and the S-B MSA, about
16% of Louisiana’s visitors stop in the Shreveport-Bossier area. The average age of visitors is
47, same for the state. Median income of visitors is approximately $62,300 vs. $67,200 for the
state. The visitors are most often married (68%); 79% are Caucasian; 17% African-American;
and 28% live in the state of Louisiana. The visitor’s typical trip to the B-S MSA includes an
overnight stay 73% of the time and for roughly 2.6 nights. 78% are coming in their own car and
69% of the time they get a hotel. The others generally stay with friends or relatives. The
Shreveport-Bossier Convention & Tourist Bureau is the official tourism information agency for
the region. The bureau maintains a comprehensive database for researching lodging statistics,
attractions, city events and of course things to do.
2.3. Addressable Market

We investigated the region around the Shreveport-Bossier area to better understand the dynamics
of visitors and how many visitors are coming to the area. This information formed the basis for
determining our addressable market. Of course there will be different kinds of visitors coming to
the museum. For example: those coming with a main purpose to engage in leisure activities
(visiting the museum considered as leisure); business travelers as well as people in transit which
don’t have leisure activities as their main purpose (e.g. medical, sports). In our planning
scenarios we only considered and calculated travelers having leisure activity as their primary
purpose of travel and developed factors based on these potential visitors (conservative approach)
to determine the addressable market.
As stated previously, the primary source of data used to calculate the total number of museum
visitors was lodging reports developed for the Shreveport-Bossier area. The information in these
reports was the most reliable data and helped us to avoid any double counting of visitors. Other
attractions and events in the area claim certain numbers of visitors, but there is little possibility to
reliably say how many attractions one person visits during their stay. As well, it was noticed that
visitor data to attractions varied greatly depending on source of data; hence the questionable
reliability of these visitor numbers. Staying with lodging and visitor profile reports:
Statistical factors:
 Shreveport-Bossier currently has 9,963 hotel/motel rooms9
 Occupancy rate for 2011 (and holding steady for 2012) was 74%10
9
Shreveport-Bossier Convention & Tourist Bureau, 2011 Lodging Report, page 4
10
Shreveport-Bossier Convention & Tourist Bureau, 2012 Tourism Economic Indicator, page 1
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 74% of visitors have leisure activities as their main purpose of travel11

 73% stay overnight, hence 27% are day-tripper12
 69% of the overnight visitor stay in hotels/motels, 31% with families/friends/ relatives13
 Average number of people travelling in party: Between 1.914 and 2.815 (two sources with
slightly different calculating methods). Projection set at average - 2.35 for this study
 Length of stay 2.6 days16
Figure 2.2: Primary Purpose of Trip


11
Calendar Year 2010 Louisiana, TravelsAmerica Visitor Profile Report, December 2011, page 26
12
13
14
15
Shreveport-Bossier Convention and Tourist Bureau Conversion Study, August 2010, page 16
16
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Figure 2.3: Day vs. Overnight
Figure 2.4: Length of Stay
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Figure 2.5: Number of Household Members
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Based on the above statistical factors the addressable market and target number of visitors for the
8th Air Force Museum has been computed as follows:
Figure 2.6: Addressable Market Target Number

Addressable Market – Target Number of Visitors
Shreveport-Bossier Area nbr/% Source
Number of rooms 9963 2011 Lodging Report pg 4
Occupancy rate 74% 2012 SBTC Economic Indicator Report
Purpose – Leisure 74% 2010 TNS study Louisiana pg 26
Day trippers 27% 2010 TNS study Louisiana pg 42
Overnighters 73% 2010 TNS study Louisiana pg 42
Percent paying hotel 69% 2010 TNS study Louisiana pg 90
Staying w/ rel or friends 31% 2010 TNS study Louisiana pg 90
Avg nbr people in party 2.8 SBTB Conversion study pg 16
Avg nbr people in party 1.9 2010 TNS study Louisiana pg 46
Avg night stay 2.6 2010 TNS study Louisiana pg 44
Just passing through 4.98% 2011 Lodging Report pg 4
Market Capture Rate 10% AMA & targets of comparative MU's
Motel people per night 17,411 9963*74%*2.35 (avg party size)
Motel people per year 6,355,066 17,411*365
Non-hotel people per yr 2,855,175 9.210M-6.355M
Total overnight people 9,210,240 6.355M/69%
Avg night stay factor 3,542,400 results = people overnighting in B-S per year
Day trippers 1,310,203 Visitors coming to the region for the day
Total people to S-B area 4,852,603 People coming to S-B per year
Number just passing through 176,412 Factoring out those just passing through
TOTAL S-B VISITOR
MARKET 4,676,191 Includes all segments (Business, Leisure, etc)
Those various graphics seeking leisure
Total of Segmented Market 3,460,382 activity (4.676M*74%)
Visitors Captured 346,038 Based on 10% market capture rate
The addressable market for the museum is targeted at 346.000 people.
There will be the typical gyrations in attendance during the first few years of operations. The
first two years will be the ramp-up phase as excitement for the new museum will be very high.
This will culminate with visitation numbers exceeding the target number. Moving on to years
three and four, the attendance will most likely fall and settle around the 346K target. After this
time, the museum will need to revisit their offering to visitors; consider upgrading exhibits and
features or else attendance will drop off. Ideally, a marketing strategy should set out to
continually gain market share. This would mean driving the market to consider the museum a
primary destination and not just a leisure activity to visit while in the area. The staffing concept
21 | P a g e
as well as the financial projection is built upon this number. The graph below illustrates the
typically evolution of visitors for any attraction – same expectation for the museum.
Figure 2.7: Evolution of visitors
# Visitors
Upgrade Optimal: Gain

Market Share
Add New
Steady-State Features
No re-investment:
Visitors go elsewhere
Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8
2.3.1. Sanity Check – Addressable Market

The purpose of this sanity check is to make sure our addressable market estimates are solid and
not out-of-line with comparative museums. Basically, we considered three inputs for addressable
market numbers and decided to take the lowest estimated number and use this as the basis of all
financial / budget projections. The main reason is to be on the conservative side of estimations.
Data considered:
 Average number of visitors in the US to Science / Technology Center Museums

 Market capture rate of museums in the United States of America
 Calculated addressable market based on lodging reports and leisure travel profiles
Average number of visitors in the US to Science / Technology Center Museums:

The latest estimates cite at least 17,500 museums are operating in the United States. The
American Association of Museums estimates these museums host 850 million visitors per year.17
The AAM also reports that the median attendance across the US by type of museum was as
follows:
Figure 2.8: Median Attendance by Museum Type
Art Museum 44,878
Children's/Youth Museum 130,870
General Museum 58,500
Historic House/Site 11,700
History Museum/Historical Society 10,000
Living Collections 208,574
Natural History/Anthropology Museum 58,176
Science/Technology Center/Museum 357,103
Specialized Museum 22,000
17
http://www.aam-us.org/aboutmuseums/abc.cfm
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It is interesting to observe the museums that are attached to science & technology as well as
children/youth museums attract the largest number of visitors. The median of 357K visitors per
year fits well to the addressable market predicted and targeted for this study.
Market capture rate of museums in the United States of America

Many of the larger and more established museums investigated for this study were asked how
they calculated the target for number of visitors. The standard method used was based on gaining
a percentage of local area visitors. The target percentage was 10% of all people coming to visit
the local area. Some exceeded this percentage and others did not. In our case, if we were to use
this method, the target for addressable market would come to roughly 467K people. While this
number of people is not an unthinkable target for museum visitors, it is more prudent to view it at
this stage as a goal when a market growth strategy is implemented; after the steady state of
visitors is achieved.
Based on the above information, we feel very confident the calculated number of 346K visitors
per year is very realistic and achievable. One last note on this: During our interviews with many
museum managers, it became readily apparent: When museums did not achieve the number of
visitors predicted, they most often had a short-sided marketing effort. Those that reached and
exceeded predictions ALWAYS had a robust team of marketing professionals on staff.
2.4. Origin of Visitors

The origin of visitors was not a prime factor for this study but will be of necessity when
conducting a marketing campaign. With limited marketing budgets, targeting your most likely
audience with attractive messages makes sense. We took a look at where visitors to the
Shreveport-Bossier are coming from. There were several good sources used to compile this
segment of visitor profile. Tourism inquiries for Shreveport-Bossier are a great indicator of who
is coming and where they are coming from. Past surveys also gathered data on where visitors
were coming originating. Lastly, we looked at which media the visitors preferred and specifics
on how they got the information they needed. Again, this information will help when
formulating a strategic marketing plan.
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Figure 2.9: Inquiry Origin Map
The above illustration shows the main cities and regions where most inquiries into Shreveport-
Bossier are coming from.18 Statistics show the most visitors throughout the state originate from
within the state. After that, they are originating in Texas.19
Figure 2.10: Source of Visitors
However, specifically for Shreveport Bossier, Arkansas comes in third over the states ranking
with Mississippi. Other state origins are different as well when comparing Shreveport-Bossier to
that of the state in total.20
18
http:www.shreveport-bossier.org/sys/pdf/Shreveport-Bossier_BrandPrint_Final_Report.pdf
19
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Figure 2.11: Visitor State Percentage
Figure 2.12: Top 5 Visitor States

Top 5 Visitor States for Shreveport-Bossier:
2.5. Current Activities

What are visitors doing today in the area? In the following paragraphs we elaborate about the
different main attractions and venues that bring people to the city and region today. This
information is not directly relevant to the methodology used in this study to determine the
addressable market. Our main reason for this was to avoid double counting of visitors. However,
this information is relevant for marketing communications. More specifically, the MARCOM
that deals with the how, where and when of communicating the product, place, price and the
promotion. The following illustration excerpted from the 2010 SBCTB conversion study shows
the events and activities that are bringing people to the area today21.
20
http://www.shreveport-bossier.org/sys/pdf/Shreveport-Bossier_BrandPrint_Final_Report.pdf (Over 2,800 visitor
addresses were collected and geo-coded (assigned) to a Core Based Statistical Area (CBSA))
21
Destination Exploration, Shreveport-Bossier Convention and Tourist Bureau, Conversion Study, August 2010
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Figure 2.13: Places and Activities Visited
Gaming / Casinos: No surprise, gaming and casinos dominate activities of those visiting the
city. In 2010 casino admissions accounted for 11.5 M visitors.22 Shopping is also a big attraction
for city visitors. One other item of interest on this illustration is the number of visitors who had
visited the 8AFM; 11%.
The 8AFM today claims 35K to 50K visitors a year. It is our thought that this number
is underestimated. The museum currently does not have a positive means to establish
this number. Often visitors go through the airpark and do not enter the main facility.
Digital counters are available but no longer maintained.
22
Tourism Annual Report 2010, Shreveport-Bossier Convention & Tourist Bureau
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A simple correlation using the illustration above and knowing the factual visitation at
Sci-Port is 167,681/yr and also understanding 19% of visitors attended Sci-Port, places
the 8AFM visitor estimate at just over 97K per year. This raises some questions as to
the real current visitation statistics at the 8AFM.
2.6. Other Events

What other events bring people to the area? 54% of the visitors are not necessarily attending a
special event or venue. However, 46% do come for festivals, often do stay several days and
therefore could also be very interesting for the museum to attract as potential visitors. Below we
are the most prominent events which are cited in the 2010 SBCTB conversion study.23
Figure 2.14: Festivals Visited
23
Destination Exploration, Shreveport-Bossier Convention and Tourist Bureau, Conversion Study, August 2010
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The following details specifics on some of these key events. It should be noted, the BAFB Air
Show represents a grand opportunity for the museum to leverage off. Additionally, it is not
unthinkable to link other events to a capability at the new proposed museum – an opportunity to
capitalize on.
 Mardi Gras:
Mardi Gras celebrations in Shreveport date to the mid-nineteenth century when krewes
and parades were organized along the lines of those of New Orleans. Mardi Gras is an
important part of the cultural life of the Shreveport metropolitan area with more than
440K party goers annually.24
 Mudbug Madness:
Mudbug Madness is a four-day festival held each Memorial Day weekend. Mudbug
Madness is nationally recognized as one of the Southeast Tourism Society’s Top 20
Events, drawing as many as 56,000 people in one day. It means that this event brings
more than 200.000 people to the area during 4 days.
 Red River Revel Arts Festival:

The Red River Revel Arts Festival is an eight-day outdoor arts festival. It ranks as one of
the top ten events in Louisiana. This festival celebrates the arts with more than 120 visual
artists from across the country. Four performance stages feature live music and a large
area is dedicated specifically to providing arts education for children.25 The festival
attracts more than 180.000 people every year.
 Barksdale Air Force Base Annual Air Show:

The BAFB Air Show attacks a very large crowd over a several day event. In 2011, 215K
visitors attended the show. It is the largest air show in the south-central region of the
United States. It is held in the spring on the air base and often features prime acts such as
the U.S. Air Force Thunderbirds and other demonstration teams.27

http://www.shreveport-bossier.org/mardi-gras/
25
http://www.topeventsusa.com/state-events-louisiana.html
26
http://www.shreveporttimes.com/article/20120407/NEWS01/204070343/Updates-offered-Barksdale-Air-Force-
Base-air-show
27
http://www.shreveporttimes.com/article/20120407/NEWS01/204070343/Updates-offered-Barksdale-Air-Force-
Base-air-show
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2.7. Competitive Venues

When considering competition at the regional level and for the short term, the new 8 AFM will
continue to have the same competitors they have today. However, given the size, scope and awe
of this new museum, 8AFMA managers will eventually (within 2 to 3 years) find themselves
‘competing’ beyond regional venues as they seek to grow market share, attain primary
destination status and raise annual visitation beyond just a percentage of those already slatted to
visit the Shreveport-Bossier area. When looking solely at museums or entities with a technical
nature, there are basically three other attractions that ‘compete’ with the 8 AFM for visitors. The
following is a summary of these venues:
Sci-Port Discovery Center:

Sci-Port is a 92,000 square-foot science and entertainment center in Shreveport-Bossier,
featuring over 290 science, space science, technology and math exhibits; daily changing
programs, an IMAX Dome Theatre, open-access, interactive, laser Space Dome
Planetarium, gift shop and cafe. Sci-Port is located on the downtown Shreveport
Riverfront. Sci-Port: Louisiana's Science Center is a private, non-profit 501(c)(3)
organization. The center opened in 1998. Sci-Port boasts strong partnerships with school
systems, effective collaborations with community organizations and diverse public/private
support. The science center has become a cornerstone in the economic and educational
development of the southern region and a leader of informal science education in the state
of Louisiana. The Center’s annual report for 2010-2011 states the center hosted 168K
visitors (52K from school groups) and realized roughly $1.63M in earned revenue;
captured $3.22M from various support entities and had $3.25M in operating expenses.
http://www.sciport.org/index.php?src
Louisiana State Exhibit Museum:

The Louisiana State Exhibit Museum (LSEM) houses many dynamic collections and
rotating exhibits that offer insight into the history and culture of Louisiana and beyond.
The Museum is considered a major attraction in Northwest Louisiana, the state and the
Ark-La-Tex and has been so since it opened in 1939. Annual visitation average is 73K
per year. LSEM presents historical exhibitions and public programs for people of all
ages and ethnicities. Murals and exhibits relate the story of Louisiana’s great natural
resources, agriculture, industry and history. The Museum is listed on the National
Register of Historic Places. It is also the only public museum in Louisiana honored as a
Smithsonian Institution Affiliate. Admission and tours are free. Regular hours are 9 a.m.
to 4 p.m. Mondays through Fridays. The Museum is also part of the Louisiana State Fair.
Each year more than 42,000 children are claimed to visit the Museum from area schools.
LSEM is part of the State of Louisiana Museum System and receives funding to operate
from the state. http://flsem.mmcchosting.com/
Louisiana State Oil and Gas Museum:

Located in Oil City (about a 20-minute ride outside of Shreveport), the Louisiana State
Oil and Gas Museum interprets the drama of Louisiana’s early oil industry history
through photographs, films and life-size dioramas. This region of Louisiana was built on
the oil and gas industry. Those visitors interested in the technical aspects of oil field work
find the museum particularly appealing. The museum has a collection of machinery, rigs
and equipment depicting the character of oil and gas production. Annual visitation is
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approximately 7.5K per year. The recent discussion by State officials to suspend funding
of some of the state run museums place the continued operation of this establishment in
jeopardy. http://www.sos.la.gov/tabid/242/Default.aspx
Other aviation related museums:

Across the US there are 200+ aviation associated museums. Not all would be grouped
into the same class as the new 8AFM. However, it is prudent to understand some of the
aviation related leisure activity options visitors have. Below is a listing of aviation
museums or related venues located in the primary visitor ‘feeder’ states (AR, MS, OK,
LA, TX) for Shreveport-Bossier tourism.
Arkansas (2)
Arkansas Air and Military Museum: 4290 S School St, Fayetteville, AR 72701.
http://www.arkansas.com/exit.axd?url=http%3a%2f%2fwww.arkairmuseum.org%2f
Aviation Cadet World: 39 County Road 2073, Eureka Springs, AR 72632.
http://aviationcadet.com/
Mississippi (2)
Mississippi Armed Forces Museum: Building 850, Camp Shelby Joint Forces Training
Center. West of Hattiesburg (has a few aircraft).
http://www.armedforcesmuseum.us/Pages/Home.html
Key Field Airport Terminal: Meridian MS. Display to the Key Brothers record setting
first modern aerial refueling. Web site not located.
Oklahoma (1)
Stafford Air & Space Museum: 3000 E Logan Rd, Weatherford, OK 73096.
http://staffordmuseum.com/
Louisiana (4)
Chennault Aviation and Military Museum of Louisiana: 701 Kansas Lane, Monroe, LA
71203. http://www.chennaultmuseum.org/web/
Jackson Barracks Military Museum: 6400 St. Claude Avenue, New Orleans, LA 70146.
(Renovated after hurricane flooding; over a dozen military aircraft)
National WW II Museum: 945 Magazine St, New Orleans, LA
70130.http://www.ddaymuseum.org/
Wedell-Williams Memorial Aviation Museum: 118 Cotton Rd, Patterson, LA 70392.
http://www.crt.state.la.us/museum/properties/LSMpatterson.aspx
Texas (16)
1940 Air Terminal Museum: 8325 Travel Air St, Houston, TX 77061.
http://www.1940airterminal.org/
American Airlines CR Smith Museum: 4601 Texas Highway 360 at FAA Road, Fort
Worth, TX 76155. http://www.crsmithmuseum.org/Exhibits.aspx
Cavanaugh Flight Museum: 4572 Claire Chennault, Addison, TX 75001.
http://www.cavanaughflightmuseum.com/
Freedom Museum: 600 N. Hobart, Pampa, TX 790656 (B-25 and a UH-1).
http://www.freedommuseumusa.org/
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Frontiers of Flight Museum: 6911 Lemmon Ave, Dallas, TX75209.

http://www.flightmuseum.com/
Hangar 25 Museum: Apron Dr, Big Spring, TX - McMahon Wrinkle Airport.
http://www.hangar25airmuseum.com/main/index.asp
Historic Aviation Memorial Museum: Tyler Pounds Regional Airport, Tyler, TX.
http://www.tylerhamm.org/index.htm
Lonestar Flight Museum: 2002 Terminal Dr, Galveston, TX 77554.
http://www.lsfm.org/
National Museum of the Pacific War: 340 E Main St, Fredericksburg, TX 78624.
http://www.pacificwarmuseum.org/Index.asp
National WASP World War II Museum: 210 Avenger Field Rd, Sweetwater, TX
79556.http://waspmuseum.org/
Silent Wings Museum: Lubbock Preston Smith International Airport, 6202 N I-27,
Lubbock, TX79403. http://www.silentwingsmuseum.com/
Texas Air Museum: Slaton Municipal Airport, Slaton, TX 79364.
http://www.thetexasairmuseum.org/
Texas Air Museum at Stinson Field: 1234 99th St, San Antonio, TX 78214.
http://www.texasairmuseum.org/
USS Lexington Museum on the Bay: 2914 N Shoreline Blvd, Corpus Christi, TX 78403.
http://www.usslexington.com/index.php?option=com_content&task=view&id=1&Itemid
=345
Veterans Memorial Air Park: 3300 Ross Ave., Fort Worth, TX 76106.
http://facmuseum.org/
Vintage Flying Museum: Hangar 33 South, 505 NW 38th St, Fort Worth, TX 76106.
http://www.vintageflyingmuseum.org/
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2.8. Comparative Venues

During the course of preparing this feasibility study, there were venues we visited which had
outstanding model programs. The 8 AFMA would benefit from seeking out and benchmarking
from these successful establishments. Although there are bound to be other great models to adopt
and build upon, the following represents some of the more stand-out programs we noticed.
Starting with the museum with a strong business model.
The National Naval Aviation Museum (NAM) located in Pensacola, FL and the NAM
Foundation together have excelled in building a spectacular museum business model
which seems to have broken the traditional museum mindset; sufficient revenues cannot
be generated to cover operating and overhead costs. The NAM Foundation invests
heavily in staffing (100 paid employees) with emphasis on business development leaders
and a robust marketing team. In principle, the museum has a similar structure to that of
the 8 AFM (US military governed museum; on US military installation property; US
military owned aircraft and artifacts; partnered management between government funded
employees and supporting foundation). The molded relationship between the government
entity and foundation seems to have proven successful and one to emulate. The museum
is attracting just over 810K visitors a year. In 2010, the foundation generated $5.4M in
operating and contribution revenues as well as $5.5M for its highly acclaimed National
Flight Academy (innovative education program). In total for 2010, the foundation held
$22.8M in assets, had accumulated an $8.53M endowment for NAM perpetuation and did
not carry any long term debt or liabilities. Primary direct revenue generators included:
museum store (on-line as well), assortment of flight simulators, IMAX theatre, and a
restaurant. Other factors: RV park for visitors; amenities for kids (children’s play area);
open cockpit mock-ups; kids summer camps; events/symposiums; base tours. Visitor
projections are based on percentage of visitors to the area (mainly from South Eastern
US).
The National Infantry Museum (NIM) in Columbus, Georgia is a model facility with an
array of exhibits that tell the museums story to roughly 350K visitors per year in a
fascinating and awe inspiring way. Of the $110M construction cost, $17M was paid-out
for displays/dioramas. Of all the museums visited for this study, this museum was the
most impressive and breathtaking for exhibits design/planning, facility layout and events
functionality. This museum is also pursuing an aggressive Donation-for-Entrance
campaign and has implemented some unique measures to increase ‘participation.’ The
museum has approximately $5M per year O&M cost of in which the NIM Foundation
contributes 1/3 from in-house revenues. Not seen at any of the other museums visited, the
NIM capital fundraising campaign secured foreign financial contributions from the South
Korean Government as well as the Korean based Samsung Corp.
When considering education programs, the Museum of Aviation at Robbins AFB,

Warner Robbins, GA had a very noteworthy educational program structure. The program
was directly tied-in with local school programs. The mandatory curriculum items were
accomplished at the museum and were a requirement for certain grade completion.
Although the museum is netting on average minus $400K/yr to run the education
programs, it is seeking ways to recoup these excess costs. On the revenue side, the
museum receives from the city, a percentage of collected local area hotel tax and is
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gaining additional revenues with a relatively newly installed flight simulator. The
museum hosts500-600 events per year and generates good revenue from golf tournaments
and auctions. The museum recently discontinued their difficult contractual arrangement
and financial losing proposition with IMAX despite having 602K visitors per year. They
have converted to a more flexible self-owned high-tech theatre.
The Mighty Eighth Museum also had robust educational arrangements with overnight
events and invested heavily in its research capability; a function headed by a professional
researcher holding a PhD. The National Flight Academy at the NAM seems to be a
robust and model program. However, our team did not personally evaluate the scope or
extent of this program. The Euro Space Center hosted school groups throughout the
year with a wide array of space and aviation projects set up for teams. They had a full
mock-up space shuttle control center and shuttle. The kids would rotate positions as they
performed a launch, docking and return flight. The Center has on-site dormitory rooms to
accommodate 80 kids; 4-per room with their own bathroom. More private overnight
facilities for the chaperones are available as well. This arrangement is very unique and
was not seem at any of the US museums visited.
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3. The Concept for the Museum

3.1. Introduction
In section 1.3, some of the specific elements of the museum concept were discussed as a part of
the vision for the museum and are not fully repeated here. Moving more broadly and theoretical,
the new museum has to be no less than spectacular. It must be awe inspiring and something
which will generate a desire to visit/re-visit by those throughout the nation and abroad. The
atmosphere has to be unique and ideally of such magnitude and of a specialty not easily
attainable elsewhere. Of course, at center will be the function to honor the magnificent
accomplishments and significant historical activity of 8th Air Force, the 2nd Bomb Wing and
Barksdale, AFB. The way in which this story is to be presented and told should be treated as an
entire study unto itself and best made by professional historians and curators. This also should be
accomplished before solidifying any facility design schemes.
The museum has to be ‘alive’ and a place where different segments of the population can come
and fulfill different needs. Aside from a sole visit for historic reasons; conferences, banquets,
meetings, ceremonies, parties or a place to take a break; an event where the stage is lined with
artifacts and aircraft that portray even the most unthinkable challenges and obstacles have
solutions when people come together for common purpose and cause. Those involved with
planning this endeavor must think big and bold and have the courage to take on calculated risk.
There should be multiple ways to absorb the historic aspects aside from ‘taking a tour’ through
the museum. The concept envisioned is one which not only honors the past but also looks to the
future. As been said many times in this report, education must be a key element within the
museum.
However, the education program envisioned here goes a bit further than traditional aviation
museum education. It should not duplicate curriculum being taught in regional public schools,
universities or other entities. The program should not compete (locally) for education programs.
The program would not just discuss the effects of air passing over and under a wing. The
program envisioned is bold and one which will in short time command national attention. The
concept: Create a program which creates innovators; build a technology driven innovation and
development center.
Create an institution which is fully equipped with facilities, a staff and tools to nurture ideas and
accommodate bringing these ideas to reality. Build a facility with laboratories, fabrication
rooms, test cells and the like. Partner with the Cyber Innovation Center. Integrate platforms such
as information technology, computer automated design and mechanical automation into the
innovation process. Create a culture where issues are problem centered not subject centered;
where collaboration is encouraged over individual achievement; where intrinsic motivation is
nurtured by having the means to play, fulfill a passion and provide a purpose. Cultivate
innovation and entrepreneurship which expands upon what is already being taught and learned in
the Science, Technology, Engineering and Mathematics fields. It could be termed i-STEM.
Envisioned are teams of people working together to find and create new ways to satisfy difficult
technical challenges. This would be the element which carries this museum beyond the bounds
of spectacular.
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The following is a short commentary which sets the corner stone as to why having an innovation
development center at the core of the 8AFM makes good sense.
As a nation, the U.S. has fought very hard to keep its most precious asset; Freedom. This
fight has not only involved military members but everyday citizens as well. The rewards
of this freedom are not always so evident; especially to the citizens themselves. However,
there is one very big reward of this freedom often going unnoticed. This reward is one
which other nations are attempting so hard to duplicate. It is the inherent capability to
innovate.
As many developing/developed nations such as China, India and Russia are finding out,
and despite having some very smart people in these countries, this capability is not so
easy to cultivate and often cannot be developed by education alone. Individuals who have
experienced living in a society of ‘freedom’ such as that very often experienced in the U.S.
are well advantaged. There is a link between the degree of political, societal, individual
and economic freedom and the capability of a nation to innovate.
In order to successfully innovate, one must have an environment where they can came
together with others and experiment uninhibited with their thoughts and ideas. Freedom
to think outside of norms; freedom to try, fail, and try again without negative
consequence; freedom to transition from the most desperate of conditions to that of
success. This is a facet of American society which needs to be capitalized on. The world
is such today where competition in all markets is growing fiercer by the day. The
companies and nations that can bring about new technologies and advance on new
solutions to long term challenges will prosper; those who do not will falter.
It should come as no surprise, the security of the U.S. and its freedom is at stake. The U.S
economic standing in the world is shrinking and new threats emerge almost daily. Taking
advantage and nurturing this organic capability to innovate will be one of the most
critical and defining challenges for America, its economy and continued role of
leadership on the global stage. It presents a grand opportunity for the museum to play a
key role and participate in. This situation is well understood by economists and the
business community, concerned citizens and wise politicians. Having a prime avenue to
nurture the innovative spirits in the minds of the creative youth is something very
attractive for many, many, reasons. It will also provide the leverage needed to support
building such a grand museum.
A recently published book titled; Creating Innovators: The Making of Young People Who Will
Change The World, by Tony Wagner, PhD., Harvard Graduate School, and renowned scholar of
change education, is a book which presents a road map to educate young people to be innovators.
Wagner states “The world no longer cares what you know; the world cares what you can do with
what it is you do know.” (http://www.tonywagner.com/)
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3.2. SWOT Analysis

As many understand, the SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is
a tool to analyze the current internal and external aspects of an organization. To ensure the future
of this new museum, a strategy was built upon the core competencies and strengths of the
museum and then matched to those identified opportunities. Additionally, it will be important for
managers to take positive action to turn weaknesses into strengths and to mitigate external
threats.
A core thought process in the definition of the strategy is the aspect of differentiation. In our
view the museum of the future has to be operated like a company that competes in an open
market for consumers and customers. The museum needs to be able to create shared value.
This SWOT analysis was compiled using various sources of information which included an
online survey taken by thirty relevant stakeholders of the museum. These stakeholders did help
us obtain a more precise inside view of the museum and its operations. The results of this survey
can be found in attachment 3. These stakeholders have very different backgrounds which
enabled a broader view on the subjects.
The following is a summary of survey information which was very much in-line with research
gained from professional publications and personal interviews.
 Major strengths of the museum are its location/vicinity to BAFB, the magnificent 8th
Air Force history and its great air-park collection
 In-door facilities are needed in order to preserve aircraft and allow proper
maintenance.
 A state-accredited education program should be developed in-house with appropriate
classrooms. Topics should include history of military aviation, the story of 8 AF from
its beginning, the stories of the aircraft, the story of Barksdale AFB, how the 8th AF
and BAFB have interacted within the region, the story of what 8AF and BAFB mean
in national and international politics.
 Trained personnel should be hired to conduct tours and manage the organization.
 New facilities should be designed in order to enable special events to be held and
include an auditorium and themed restaurant.
 New attractions like a motion simulator should be added in order to bring some
additional revenues.
 The museum should be moved outside of the base security zone. The security check
has a negative impact on the number of visitors.
 The interactivity between visitors and the exhibitions should be enhanced.
 The cooperation with volunteers should be reinforced in order to allow visitors to have
a personal feel while reducing labor costs.
 Some sponsorship could be found from other organizations for special events or
exhibits.
 Tie in with other museums or attractions in the region.
 Visitors want personalized stories, not only pictures on a wall
 Exhibits have to be continuously renewed.
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The above feedback as well as other research culminated in the following SWOT analysis which
is also further elaborated in narrative.
Figure 3.1: SWOT Analysis

INTERNAL
Strengths Weaknesses
1. Outstanding aircraft collection 1. Inadequate capability to maintain aircraft and

2. Access and proximity to Barksdale AFB artifacts in good conditions. (open air
3. Cost advantage from being on BAFB museum)
property and linked to the USAF 2. Historical pattern of alternating strategies
4. Brand name includes 8thAF and its 3. Having visitors to process through main base
significant lineage entrance
5. Core association management team with 4. Lack of revenue generating entities to support
strong-depth of business experience the museums operating costs
5. Under developed marketing strategy
6. Dated facility and exhibits
7. Underdeveloped education program
8. Lack of understanding of the total customer
concept.
a. Needs
b. Expectations
c. Value propositions
9. Tarnished brand image with past supporters
EXTERNAL
Opportunities Threats
1. Leverage the proximity to the AFB (Golf 1. Change in rules for non-profit organizations
tournament, base tour, air show, access 2. Change in customer preferences in favor of
to base resources) other attractions
2. Entering into strategic alliances with 3. Changes to base policy, USAF museum
corporate industries program or redistribution of current assets
3. Organize/host events in a new facility 4. Potential major storm, tornado damages
4. Growing concern about US education 5. Drastic drop in city visitation (casinos,
system and enthusiasm for non- attractions)
traditional education programs 6. Liability concerns and coverage of losses
5. Leverage the strong community 7. Terrorism
supporters
6. Collaborate with other attractions in the
region
7. Take advantage of high rate of visitors in
local area seeking leisure activities
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Strengths:
Outstanding Aircraft Collection: Many of the aircraft at the museum are very rare or have
significant heritage which makes it a unique destination for some passionate visitors.
Access and Proximity to Barksdale, AFB: Being a part of BAFB enables many of the resources
on base to be accessed or leveraged. The base itself has significant history in the region and it
has been at the core of strategic power the nation. Many civilian people are curious to get a first-
hand macro look at operations and life on such an air-base.
Cost Advantage Being Part of BAFB: Technical and other human resources can be tapped
sometimes avoiding the necessity for outsourcing professional services.
Brand name includes 8th Air Force: The brand name already has global recognition. This is a
significant goal brand managers strive to achieve and often something which costs companies
millions of dollars to accomplish. The reputation of 8th Air Force along with its name has a
significant intrinsic value. This fact is something which will draw a good portion of visitors all
on its own.
Core Association Management Team with Business Experience: The management board and the
board of trustees comprise people from various backgrounds. More importantly, many have
extensive experience in business operations which is a must for museums nowadays.
Weaknesses:
Inadequate Capability to Maintain Aircraft and Artifacts in Proper Condition: The aircraft on
display outdoors is problematic. Rain, sun and bird excrements are very aggressive, deteriorate
the aircraft and compound maintenance costs. With the current operating environment, the
museum does not have the financial capability to maintain the aircraft and artifacts in a condition
which warrants continued custody of the assets.
Historical Pattern of Alternating Strategies: The 8 AFM is a 30 year-old institution whose

reputation has been tarnished by not following a clear and consistent long-term development
strategy.
Visitors Needing to Process through Security: For security reasons, current non-military ID or
authorized base visitors need to process through base security personnel for entry. This is a
burdensome administrative task; is frustrating and detracting to museum visitors; and also a
security concern for the Installation Commander.
Lack of Revenue Generating Features: With the actual situation, the museum is not able to obtain
or generate enough revenues to cover all needed expenditures. The museum is now very
dependent on external funding sources (donations, grants, voluntary activism) which can
represent a threat, especially in this period of crises.
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Under developed Marketing Strategy: Research has shown and museum visits have proven that
successful museums are those that have a clear strategy and focus on marketing their museum’s
offer - not the case for the 8 AFM.
Dated facility and exhibits: Many of exhibits are outdated and do not conform to acceptable
museum standards. In order to be more attractive, exhibits would need to be completely
overhauled.
Underdeveloped Education Program: The current education program at the museum is weak and
not structured as it should be. A competitive entity such as Sci-Port has a spectacular education
program and is only a few miles away. Visitors are being lost due to this fact. Additionally,
education is a primary objective for the museum and this is being marginally accomplished.
Lack of Understanding the Total Customer Concept: In order to best match the offering made by
the museum to the customer, the customer needs, expectations and value proposition must be
clearly understood. This is normally accomplished with some sort of visitor profile study which
has not been done at the 8 AFM.
Tarnished Brand Image with Past Supporters: While being considered a weakness, it is primarily
with those who have supported the museum both financially and with voluntary support over the
past many years. The support was normally contingent on the promise for improvement which
was seldom realized. As a note on this: There remains an abundance of passion and enthusiasm
amongst passive museum supporters. Once the museum demonstrates it’s seriousness and
dedication to moving forward, these past supports are most likely going to ‘jump back onboard.’
Opportunities
Leverage Proximity and Access to BAFB. Maybe overlooked to a point, as far as the museum is
concerned, BAFB facilities could be used to develop the activities of the museum. Some events
could be made in cooperation with the golf course, base clubs, and even conducting base tours.
Those in the public setting who have never experienced being on a military installation are
extremely curious and would like the opportunity to see what is happening.
Enter into Strategic Alliances with Corporate/Business Entities: The key is matching the
resources/abilities of the museum along with its assets to that of the needs or desires in the private
sector. With some creative thinking, propositions should be made where the interest of the
museum and those in the private sector are fulfilled. The popularity of corporate social
responsibility is growing around the world and makes for fertile ground in this area.
Additionally, foreign supporters should not be overlooked as 8th Air Force casts a big shadow.
Organize and Host Events in New Facility: Some of the museums we visited hosted up to 500
events a year. Not only does this provide great exposure for the museum, it can provide a source
of revenue. Holding some of these events outside normal opening hours can also be considered.
Growing Concern for U.S. Education System: The enthusiasm for non-traditional education
programs grows as the confidence in the public school systems shrink. This presents a grand
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opportunity for the museum to part of a solution not for the region but for the nation. Having a
nationally recognized model program is not too high of a goal and is one which is very plausible
to achieve.
Leverage Community Supporters: The communities in the region and of the state are very
patriotic and supportive of the military. Many of these folks who have not been part of the
military either through work or service hold deep affections when offered an opportunity to be
part of it. This is the same phenomenon that yields the hundreds of volunteers at comparative
museums. Whether through volunteerism or financial support, this community source will be the
dividing line between success and failure.
Collaborate with Other Regional Attractions/Entities: Even though most other attractions in the
region could be considered competitors, there is room for collaboration. For example: Sci-Port
could serve as a prime collaborator since they educate the STEM subject areas and could be a
natural hand-off with the 8 AFM for innovation and cooperative projects. The Cyber Innovation
Center is also a natural partner for the museum. Being part of the National Cyber Research Park
is a hand-in-glove fit with plentiful synergizing opportunities.
High Rate of Visitors Seeking Leisure Activity: The number of visitors already coming to the
local area is very strong and more important, three-quarters are coming for leisure activities.
With a good marketing campaign, visitor participation can explode well beyond current visitation
rates.
Threats
Rule Changes for Non-Profit Organizations: State and national rules for non-profit organizations
could change in the near future. Changes to tax codes could place limits on the ability to generate
revenues. Other changes could require the 8AFMA to establish and LLC or some other structure
to act as a revenue generating arm. These changes could impact the financial realizations of the
museum. This threat is very real at the National WWII Museum in New Orleans as they deal
with inquiries on restaurant operations and whether they migrated from a requirement to have
direct museum correlation.
Change in Customer Preferences: Although all organizations need to react to this, if the change
is such where museums in general become less significant and visitors migrate elsewhere, it will
become very hard to remain relevant.
Changes to Base Policy, USAF Heritage Program or Redistribution of Current Museum Assets:
The museum is very dependent on the USAF Heritage program and decision making by the
National Museum USAF. The 8AFM does not own the assets; they are on loan from the National
Museum USAF. It has happened in the past, museums have lost their aircraft after expending
tens of thousands of hours in labor and hundreds of thousands of dollars in restoration costs. If
the USAF decides to move aircraft (especially the rare classics) to another museum, it would
have a devastating impact on the 8AFM and supporters. Although less likely to come as surprise,
the base could change policy or lines of support as well.
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Major Storm/Water or Tornado Damage: BAFB has not been spared from significant damage
during the past few hurricanes to hit Louisiana. However, wind squalls and tornados have done
some damage in the past to outside aircraft. Of course having an indoor facility would mitigate
this to a large degree
Drastic Reduction in City Visitation (Casino attraction): Casinos are drawing the mainstay of
tourists to the city. Theoretically, it other cities or states instituted changes to casino gambling
laws, it could result in a loss of visitors to Shreveport-Bossier. In the short term, this would
reduce visitors to the museum.
Liability Concerns and Coverage of Losses: The museum management team will be required to
mitigate threats from liability concerns which could affect finances as well as reputation. All
safety issues for visitors must be treated with great care as well as for theft and fire protection.
SUMMARY: The summary result of the SWOT analysis is as follows:

The aircraft collection’s purpose will be enlarged in the museum. Besides the traditional function
of an artifact telling a story of the past, it will serve multiple purposes. For example, the aircraft
brought indoors, will serve not only to tell an airpower story but serve as a backdrop providing a
unique atmosphere for events. It will provide a place where you can create a special surrounding
for banquets, weddings, conferences, social gatherings and educational activity. The museum
will evolve into a social hub for groups to get together, give opportunity for people to spend
quality time and socialize in a one of a kind atmosphere.
Secondly, the aircraft collection will help to strengthen the museum’s mandate for education.
Building the bridge between history, technology and innovation will become a core element of
the museum’s offering. The growing concern for the school system should be viewed as an
enabler to strengthen the role the museum can play with regards to education in the region and
potentially the state. The aircraft will be showcased to illustrate how real technological and
strategic challenges were faced and overcome.
The museum must become a place where one can have interaction with its heritage. Having
access to the base should be used to satisfy the interest of the public about life on the airbase. It
can be provide a snap-shot view in a whole different world and help them to better understand
and see first hand the professionalism and pride of the USAF as well as how taxpayer money is
being spent.
The 8th Air Force museum also can take full advantage of its brand name and the associations that
go along with it. It is clearly about the great achievements ‘from the air’. There is an opportunity
to translate this association with a unique experience for visitors. Having an advanced full
motion flight simulator can do this; it is an interactive attraction and gives joy and fun to the
visitor.
To become successful in what the museum intends to do requires the right people in the right job.
There is a strong core 8AFMA management team that has a breath of experience in business
development and operations which should be able to transform this organization into an effective
and efficient museum.
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That being said it is worthwhile to mention that the organizational staffing as it is today, has been
identified as a weakness and requires managerial actions and decisions. A much higher
emphasizes on marketing is imperative to achieve the required number of visitors projected. In
the long-run the museum must evolve into a primary destination. This also mitigates the
dependency on the casino risk mentioned earlier. A professional marketing department will
focus on understanding the customer concept and identifying their needs, translating those into
features that create value for the customer and differentiation from competing venues and
attractions.
The major weaknesses existing today will be mitigated by re-locating to the new location and by
implementing organizational and structural changes at the museum. For instance, the new facility
will take aircraft out of the out-door elements; artifacts will be protected and professionally
presented; and the new facility will open up opportunities for special events which go far beyond
what is feasible today.
In the end, the core competencies and strengths of the museum must be matched with the
abundant opportunities that the new organization and facility will bring to the museum.
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3.3. Museum Components
The facility is foreseen to include features and capabilities as illustrated on the conceptual
drawings provided by TEG Corporation (attachment 5). In addition, a 36K square foot
maintenance/industrial facility is programmed for construction in this study as well as 10,4K
square foot dormitory. The maintenance and industrial area is foreseen for aircraft construction
and maintenance, fabrication and testing of products developed by innovation teams as well as
technical training operations. The dormitory is foreseen to have 26-400 sq ft (with bath) rooms.
20 set up to accommodate 4-students per room and the rest for Chaperones or VIP’s. These
components are viewed as essential elements which provide unique and integral core capabilities
for the museum. One other component not illustrated on the conceptual drawings is a memorial
walkway which is also programmed and budgeted in this project. Lastly, although not
programmed, a large conference area could be situated into an elevated position and integrated
into the facility design with a glass wall and spectacular view of the aircraft display area.
Specific requirements for components require further study and arrangement however, some of
the items which should also be considered include:
 Banquet capability for up to 450

 Store location arranged to maximize effective use of employees - store worker considered
for donation program at entrance
 Restaurant location and seating to allow a prominent view of aircraft display area
 Visitor flow coming into, walking through and exiting the museum.
 The theater is foreseen to have a high-tech projection and audio system but not an IMAX
type of contractual relationship. Financial projections assumed this feature would provide
a continuous loop presentation free of charge. Other options for special showings are
very feasible.
 The Auditorium is not seen in this project as a revenue generator but a component which
adds value to the museum capability. Symposiums, conferences, meetings and even
commanders call are viable use options.
 The full layout of the educational complex with classrooms, office space, laboratories etc
needs full review by an education specialist, having a basic framework for the overall
educational/iSTEM plan.
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3.4. Organizational Structure
The following organizational structure and alignment was derived from regulatory requirements
of Air Force Instruction 84-103, U.S. Air Force Heritage Program; benchmarking of
comparative organizations; as well as theoretical structure of organization to optimize
performance. This is not to imply a sole solution. It just sets a base for consideration and also
allows for financial projections which incorporate wage and labor costs.
Figure 3.2: Organizational Alignment and Relationships
Recommended Organizational Alignment and Relationships

8th AF Museum Association Staff 8th AF Museum
8 AFMA
2 BW DS
BOD
GM MU Dir
Admin
Mngr Curator Ops Supt
Admin
Asst
VOLUNTEER POSITIONS
Dir Fin & Dir Mrkt & Dir Staff & Note: MU Director is required
Dir Ed
Bud Bus Dev Ops by USAF requirements to be
the Volunteer Program
Retail Fac/Sec Comp & IT Administrator; have oversight
Sen Acct Mrkt Spec Vol Coord Ed Spec
Mngr Mngr Mngr of Volunteer Coordinator;
ensure mandates are
Grant Concess Sec Tour complied with.
Mrkt Spec IT Spec Ed Spec
Writer Mngr Guard’s Driver
Events Event Tour Instruc’s - Year 1

Sim Oper
Coord Asst’s- V Guides - V V
Janitor Recept’s - Research Year 2

H-keep V Asst’s - V
Potential
G-Shop - Outsource
Grnds Mx
V
Volunteer
Acft Mx Archive's -
Sup V
Acft Exhibit’s -
Tech’s - V V
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The following spreadsheet illustrates projected staffing requirements and the associated cost
factors.
Figure 3.3: Salary and Expense Table

Fixed Salary Breakdown
Tax and Shreve
Yearly LA Avg
Bonus & Admin Budgeted Avg Occupational
Position Salary Annual
Incentives Component Amount Annual Code
Received Salary*
(25%) Salary*
General Manager $85,000 $20,000 $26,250 $131,250 $87,253 $89,013 11-1021
Dir of Fin & Budget $65,000 $15,000 $20,000 $100,000 $75,743 $76,423 11-3031
Dir Mrkt and Bus Dev $65,000 $15,000 $20,000 $100,000 $76,914 $71,769 11-2021
Dir of Staff & Ops $65,000 $15,000 $20,000 $100,000 $66,033 $60,345 11-9199
Dir of Ed $65,000 $15,000 $20,000 $100,000 $54,343 $49,216 11-3042
Comp & IT Mngr $60,000 $15,000 $75,000 $80,047 $69,585 11-3021
Senior Acct $50,000 $12,500 $62,500 $53,010 $47,938 13-2011
IT spec $50,000 $12,500 $62,500 $54,506 $47,893 15-1071
Grant Writer $45,000 $10,000 $13,750 $68,750 $44,671 $46,394 13-1199
Ed Spec $40,000 $10,000 $50,000 $41,369 $40,581 25-2022
Ed Spec $40,000 $10,000 $50,000 $41,369 $40,581 25-2022
Mrkt Spec $40,000 $10,000 $12,500 $62,500 $39,289 $42,881 19-3021
Mrkt Spec $40,000 $10,000 $12,500 $62,500 $39,289 $42,881 19-3021
Facility/Security Mngr $40,000 $10,000 $50,000 $41,048 $38,694 33-1099
Admin Mngr $40,000 $10,000 $50,000 $37,604 $38,113 43-1011
Retail Store Mngr $35,000 $8,750 $43,750 $33,727 $35,087 41-1011
Admin Asst $30,000 $7,500 $37,500 $33,148 $31,941 43-6011
Vol Coordinator $30,000 $7,500 $37,500 $30,777 $31,279 43-4161
Concession Mngr $30,000 $7,500 $37,500 $26,362 $26,672 35-1012
Events Coord $25,000 $6,250 $31,250 $28,100 $25,314 43-9199
TOTAL FIXED SALARY Year 1 $1,137,500
TOTAL FIXED SALARY from year 2 $1,312,500
Projected Tax and

Shreve
Annual Admin LA Avg Occupational
Avg Hr
Hourly Hours Component Budgeted Hr Wage* Code
Wage*
Variable Salary Rate first year (25%) Amount
Sim Operator $10.00 2867 $7,168 $35,838 $7.26 $7.44 39-3091
Aircraft Mx Tech $20.00 2000 $10,000 $50,000 $22.95 $23.55 49-3011
Security Guard $10.00 3248 $8,120 $40,600 $10.57 $9.44 33-9032
Housekeeping $8.00 32580 $65,160 $325,800 $7.47 $6.86 37-2012
Tour Driver $10.00 1448 $3,620 $18,100 $10.81 $9.64 39-6021
Grounds Mx $10.00 2080 $5,200 $26,000 $9.89 $9.49 37-3011
Photo assistant $10.00 2867.04 $7,168 $35,838 $12.37 $13.65 27-4021
Educator $20.00 960 $4,800 $24,000 NA NA 25-2022
TOTAL VAR SALARY $496,338
Expense Accounts Annually

Aircraft/Asset Maint $80,000
Marketing $200,000
Administrative $50,000
Travel $50,000
Uniform/Clothing $5,000
Total Exp $385,000
TOTAL EXPENSES $2,018,838
Volunteer Positions
Tour dir
Tour Guide/driver x 8
Receptionist x 8
Gift Shop x 5
Docent x 15
Total
*Source: Louisiana Occupational Employment Wage Survey
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4. Financials
4.1. Operations - Management and operating financial projections overview
Based on the concept plan described above; analysis of the market potential; review of the current
operations of the 8AFM; and examination of comparable museums; we have prepared a forecast
of revenues and expenses for the operating activities of the proposed museum. This forecast is
focused on the operations side of the business and de-linked from the initial capital investment
scheme. Again, one of the assumptions is no long term debt will be carried. If adequate capital
for initial construction and move-in costs cannot be secured, this project should not be pursued.
Our overall approach to operations and financial planning is to create a “base year” operating
scenario, which reflects operations of the Museum when all programs are established and
operations have somewhat stabilized.
The estimates developed are those judged to be most appropriate at the time of preparation.
Inevitably, some assumptions used in the estimates will not materialize as projected and
unanticipated events will occur which will impact the operations scheme planned for the
Museum. Along the path of any project, having a risk mitigation plan is a wise decision. It
should also be understood, the estimates are intended to provide a planning framework to meet
dual objectives of responsible financial management and informing the community and potential
investors. As planning for the project continues revisions to the projections to reflect actual
conditions should be made.
Revenue sources and expenses are described below and detailed financial schedules are provided
in attachments 7
4.2. Revenue Features
Admission-Voluntary Donations
The 8 AFM would continue to have free admission. However, many museums around the
country are implementing positive methods to solicit donations at the entrance way. For
example, at the National Infantry Museum, visitors are filed to and greeted by a friendly
staff member (volunteer) who informs the customer about the free entrance with a
suggested $5 per person donation to support the non-profit entity. During our visit to the
NIM this process was observed and many visitors seemed generous in supporting this
feature although staffing of volunteers at the NIM limits running the program
continuously. The NIM also provides a sticky-label which is prominently placed on the
outer garment to show the person contributed. Those not having a label could be later
approached by a staff member roaming the museum or at one of the concessions. A study
sponsored by the American Association of Museums on this ‘solicitation for entrance
donation’ has shown to be much more successful than having just an unattended donation
box. The study also showed those with a robust solicitation scheme actually receives 75%
of what is recommended.28 Therefore, an average donation of $3.75 per person is
expected. For the first year of operation, and based on an estimated 327K visitors, this is
feature is projected to generate $1.22M. Additionally, all register transactions for
charge/debit cards will have a solicitation statement and easy option for donation.
28
http://www.aam-us.org/pubs/mn/MN_JF07_cost-free.cfm
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Membership
Museums around the country offer various types of membership programs. The museum
development team should tailor a program based on the features eventually decided on.
Having various package offers is a must and for each higher level, the offer needs to grow
appropriately for the membership cost. Some best practices observed and researched:
member’s VIP club room with courtesy beverages and snacks; retail, concession and
event discounts, member only symposium, reserved/premium parking & event seating;
use of facility room for private functions; periodical; identification card; access to
historical information; etc. One of the key elements of membership is: the member must
get the feeling they are privileged. In order to develop an estimate for this feature, we
used a very conservative estimate based on comparative museums. Estimated net revenue
of $75 per member per year was used. A projection of 500 members for the first year
with a growth rate of 250 new members per year was factored yielding $112K in net
revenues by year 5. Lastly, having a staff member dedicated to the membership program
will most certainly drive this revenue generator much higher than projected.
Food Concessions
The museum has several options for managing this feature. In-house, outsourced or a
hybrid management scheme should be decided. The trade-off is management and control
versus net profits. Some new museums we visited had opted to outsource this function
for ease of management and organization. However, looking back at the situation, many
are realizing the cost of the missed/reduced revenues and having second thoughts on their
decision not to perform in-house or hybrid. For our projections, we used a conservative
net figure based on an outsourced operation. Visiting the museum will take between two
and three hours. We estimate a percentage of people visiting the museum will use the
food facilities. Some will take full meals others just snacks and beverages. We also
estimate a portion of the base and local populace will take advantage of this service for its
unique atmosphere.
The restaurant should be made in such a way that it is very attractive. People coming
would have a unique experience of having breakfast, lunch or a drink while taking in a
spectacular view of the museum architecture, aircraft and exhibits. For financial
calculation purposes, the food activity was split in two separate sections: lunch meal and
BSSB (breakfast, snacks, sweets and beverages).
Based on the local restaurant meal prices and comparable museums profits, we estimate
an average meal sales-price of $10 and a net profit margin of 20% per lunch meal. With a
conservative approach, we factor 20% of visitors will take lunch every opening day of the
museum and some 50 external people would come each working day. In total, this lunch
meal activity would generate net revenue of $157K the first year. In addition to lunch
meals, the museum would sell other small food items at an estimated average price of
$3.50 with a net margin of 20%. Considering a 5% capture rate on visitors each opening
day and some additional 30 external people every working day, this BSSB activity would
generate some $30K in year one. Total food concession net revenues for year 1 is
estimated at $186.4K.
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Events
The museum architecture will facilitate various events of various sizes. The lay-out of the
museum would allow elegant banquet seating for up to 450 people (this number should be
studied and refined based on competitive venues and opportune niche) or smaller
ceremony type of events of around 25. This should be a unique and attractive experience
being situated amongst an amassing collection of aircraft and exhibits. The facilities are
not foreseen to be rented but provided on the basis the museums food services are prime
provider. Although two scenarios were used to calculate event revenue, other events are
sure to be offered and accepted. Events such as conferences, symposiums, presentations,
parties, dinners, weddings are a few.
Projections used for this study were: 52 small group events averaging 25 people and 36
large events averaging 150 people in year one. Having a margin of 35%, this will net
$63.5K. It should be noted; at the USAF Field Museum at Warner Robbins, the museum
hosts 500-600 events per year (mainly military related).
Museum Store/Online Store

A museum store will offer the visitor specific gifts linked to museum, aviation and
military themes. Revenue from the museum store, based on national averages and
comparison with other comparable museums, is expected to generate an average of $3
sales per visitor with a cost of goods sold equal to 50% of sales price. The store will
follow museum operating hours and forecasted to have two employees working during
operating hours. A labor rate of $12.50 per hour (include 25% tax & administrative
components) was used.29 A note on store employees: The museum floor plan and store
location within the facility should consider maximizing staffing and also customer flow
within the museum. For example, having the store located near the exit/entrance could
allow the store cashier to also serve as the museum receptionist; also this location funnels
customers through the store upon exiting.
In addition to the brick-and-mortar museum store, customers will have the opportunity to
buy items online at the museum’s on-line store. Based on similar museums both in the
US and abroad, a factor of 6% of in-store sales is used to forecast on-line sales. Here
again, this is a very conservative estimate. With proper web-based marketing, it is not
unlikely that on-line sales exceed in-store sales. Such is the case at the National Naval
Aviation Museum. Cost of goods sold is slated for 50% of sales price (industry standard)
with the addition of commission and fees for online retail facilitating services estimated at
5% of sales. In all, retail operations are estimated to net just over $400K a year.
Simulator
In order to attract people and fulfill a portion of the ‘interactive’ requirement, some kind
of new high-tech attraction was sought. The attraction was a key factor to support
reaching targeted museum visitors. Some of the attractions considered were the IMAX or
a something along the lines of a 4D Theater. Looking at marketing requirements we
would want to offer an experience where people could not have at home or with a local
29
*Source: Louisiana Occupational Employment Wage Survey
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competitor. IMAX was eliminated due to the abundance of offering already in the
Shreveport-Bossier area and feedback from other museums (except NAM) on the difficult
contractual agreements with the IMAX corp. A 4D theater similar to the one at the
National WWII museum was considered but investment costs seemed to outweigh
potential returns. A good theater with high quality projection and sound is already
considered in the free offering to museum visitors. We would recommend having a flight
simulator. However, not the typical motion simulator but a very interactive one.
Max Flight manufactures and sells a fully interactive simulator that performs 360 degrees
of motion over two axes. The enclosed cabin for two people has dual flight controls and
high resolution graphics based on Microsoft X flight sim software. It is by far, the most
advanced and realistic similar we could find. This was validated by one of our team
members (an FAA licensed pilot) who visited the Max Flight factory and flew the
simulator.
The simulator has selectable aircraft and can operate for various amounts of times.
Although 30% has been claimed as a capture rate with the simulator, we have used a more
conservative 15% capture rate the first year and 20% the second year. A price of $8 per
ride was factored (NAM charges $10). The investment cost for the 3D simulator is
roughly $156.
With the above consideration for capture rate; considering available operating time of the
simulator equals 90% of the opening time of the museum; and having a cycle time of 4
minutes per ride; the simulator would have an average 78% usage rate. A second
simulator is factored for year-2. As visitation increases and opportunities increase there
will be needs in peak periods where one simulator could not compensate. Maintenance
costs are $2K per year (MF Corporation); power requirement is electric only and for
safety considerations, one operator per simulator. After factoring a depreciation
expenses, this simulator is projected to generate $330K net profit the first year.
On-Base Tour
One of the greatest untapped assets of this museum is its location on Barksdale, AFB.
Giving the chance to visitors to have a small trip around the base would be a unique
experience that could not be lived anywhere else in the region. Our recommendation is
therefore to conduct base tours. For security consideration, we envisioned using an
enclosed street-tram similar to those sold by Trams International. With trailer type
extensions, the tram can accommodate up to 100 people including those with reduced
mobility. It is envisioned that this would be a window tour and passengers would not
need to exit the tram during the tour. A $5 price per tour was used for this feature with a
1-hour cycle time (30 min drive, 30 min load/unload). A capture rate of 30% of visitors is
expected.
Initial investment cost is $250K and a wear out/replacement expense is calculated over a
five-year period having a salvage value of $125k. The Tram would require one driver and
one additional guide to interactively explain the base operations and answer questions.
This service is very important in order to have that “unique” experience. Additional
expenses considered; $4K/year maintenance cost and $25K/year running costs (fuel). Net
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profit for year-1 is estimated at $395K. Note: On-base tours are also being offered at
Ellsworth, AFB by the South Dakota Air and Space Museum. This feature will require
visitors to submit identification for a security pass. It is thought the museum’s Security
Manager or Security Guard would be able to obtain authorization to facilitate this pass.
Bricks Program
This currently existing program is expected to be relocated to the new museum and
continued. The program would remain a revenue generator with an estimate net of $9.5K
per year.
Cockpit Pictures
An offer would be made to visitors to get a picture of themselves sitting in the cockpit of
certain designated museum aircraft. It is foreseen the picture would be taken with a
professional grade digital camera by a trained photographer. Pictures would be sent
remotely to the museum store for printing and for the customer to pick up. An 8th Air
Force Museum logo and some words about the aircraft would frame the picture. This
offer could be enhanced by having available some era clothing or helmet for the customer
to wear for the photo. This feature has been a proven success at many Air Force Base
open house events. A 10% capture rate of total number of visitors is used. When
deducting the cost for paper, ink and packaging, an average net profit of $4 per photo is
predicted. The initial investment for this feature is set at $30k and would be depreciated
over a period of 3 years. One photographer is needed who will also assist people getting
into and out of the cockpit safely.
Exhibits Sponsorships
Sustaining attendance at the Museum will be dependent on periodic refreshment of
exhibits. In order to reduce the renewal cost, several museums found success offsetting
the cost of these temporary exhibits with external sponsorship. For this study, the
temporary exhibits for the 8 AFM are projected to follow this mechanism to cover costs
and the exhibit would carry some non-intrusive evidence about the sponsors support. For
financial planning purposes, an estimate of $200K per year is programmed for cost and
$200K per year is the assumed sponsorship revenue, making this feature a $0 net
program.
Education Activities
The education program ran by the museum is foreseen to be a $0 net program. Fees for
organized courses, day camps, and overnights are set in such a way that the revenue
covers the direct expenses. Considering one class of 16 students held by one teacher and
one educator, the student cost would be approximately 27 dollars per day. Meals and
accommodation cost are considered separate from the education activity. The museums
grant writer would be tasked to assist school systems or select individuals in finding
monies to help pay for or offset these costs.
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4.3 Expenses:
Administration
Administrative Personnel corresponds to the total fixed salary for staffing expenses. The
cost of each position is estimated based on the Louisiana Occupational Employment
Wage Survey.30 Some positioned are schedule to phase in as programs expand. In year-
2, a Senior Accountant, Marketing Specialist, Education Specialist and Technician are
added to the staff. In total, the administrative personnel expense will be $1.137M in year
one and rise up to $1.312M for the follow on years.
General Administrative costs have to be considered in order to operate such a museum. In

total, those represent some $111K per year. These include expenditures for banking,
audits, telephone, postage, printing, IT, office equipment maintenance, uniforms,
transportation, etc.
Housekeeping costs are factored based on one 9 hours of labor every opening day. This
task is also identified as a potential for outsourcing.
Security Guard cost is considered as an hourly expense by having one security guard
present during normal operating hours as well as duration after hour events. Guards
would be responsible to the Facility/Security Manager (F/SM salary considered in Admin
Per). Security Guard is also identified for possible outsourcing.
Building
Wear Out and Replacement costs (capital re-investment). As mentioned earlier,
depreciation expense is not factored as a booked expense since the 8AFMA will not be
legal owners of the facility. However, there are expenses being factored into the financial
figures to account for wear-out and replacement costs. An average of $500K per year is
used and accumulated for this anticipated expenditure at the 5-10 year point of operations.
This will preclude having to re-source a major portion of capital funding. Various
accounting methods could be used to properly book this entry.
Utilities, Repairs and Maintenance cost have been calculated based on similar operating
facilities. As stated previously as an assumption, the base will continue to settle utility
costs for the museum. This being the case, a reduced expense of $2 per square foot is
estimated and factored in the financials which will provide a subsidy to the base. This is
estimated at an average of $296.6K per year.
Development and Marketing

In addition to fixed salaries included in the administrative personnel cost, a marketing
expense of 10% (avg $421K/yr) of total projected earned revenues (sales) is used. This is
30
http://www.bls.gov/oes/current/oes_la.htm
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an industry standard for successful museums. Additionally, a $100K per year is allocated
for fund raising activity.
Results of Operations
The total annual expenses associated with running the museum during year-1, given all
assumptions and estimates is programmed at $3.754M. Having total revenues of
$3.832M leaves an annual operating profit of roughly $87K. For years 2-5, a positive net
income from operations is projected which fluctuates due to changes in visitation
numbers. A summary of these operating estimates is shown in Figure below.
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Figure 4.1: Income Table

Income from operating activities
1 1 1 1 Year 1 Year 2 Year 3 Year 4 Year 5
Total number of visitors
Yearly % 23% 25% 25% 27%
Number of visitors 75 210 81 750 81 750 88 290 327 000 363 300 346 000 346 000 346 000
Opening time of museum

Total opening hours of museum 724 724 724 724 2 896 2 896 2 896 2 896 2 896
Opening time per day 8 8 8 8 8 8 8 8 8
Opening days 90,5 90,5 90,5 90,5 362 362 362 362 362
Revenues
Volountary donations (net) 282 038 306 563 306 563 331 088 1 226 250 1 362 375 1 297 500 1 297 500 1 297 500
Membership (net) 9 375 9 375 9 375 9 375 37 500 56 250 75 000 93 750 112 500
Food concessions (Net) 43 579 46 596 46 596 49 613 186 384 203 127 195 148 195 148 195 148
Events (Net) 12 731 12 731 12 731 25 331 63 525 63 525 63 525 63 525 63 525
Museum store sales (Gross) 225 630 245 250 245 250 264 870 981 000 1 089 900 1 038 000 1 038 000 1 038 000
Online store (Gross) 14 535 15 799 15 799 17 063 63 198 70 213 66 870 66 870 66 870
Simulator 90 252 98 100 98 100 105 948 392 400 581 280 553 600 553 600 553 600
On-base tour 112 815 122 625 122 625 132 435 490 500 544 950 519 000 519 000 519 000
Bricks program (net) 2 375 2 375 2 375 2 375 9 500 9 500 9 500 9 500 9 500
Cockpit pictures 30 084 32 700 32 700 35 316 130 800 145 320 138 400 138 400 138 400
Exhibits sponsorships - 100 000 - 100 000 200 000 200 000 200 000 200 000 200 000
Education activities 12 960 12 960 12 960 12 960 51 840 51 840 103 680 103 680 103 680
Total Earned revenues 836 375 1 005 074 905 074 1 086 374 3 832 896 4 378 280 4 260 222 4 278 972 4 297 722
Expenses
Operations
Programs and education
Education personnel 12 000 12 000 12 000 12 000 48 000 48 000 96 000 96 000 96 000
Other education cost 960 960 960 960 3 840 3 840 7 680 7 680 7 680
Subtotal P&E 12 960 12 960 12 960 12 960 51 840 51 840 103 680 103 680 103 680
Museum store
Personnel 18 100 18 100 18 100 18 100 72 400 72 400 72 400 72 400 72 400
Cost of goods 112 815 122 625 122 625 132 435 490 500 544 950 519 000 519 000 519 000
Subtotal shop 130 915 140 725 140 725 150 535 562 900 617 350 591 400 591 400 591 400
Online store
Cost of goods sold 7 268 7 900 7 900 8 532 31 599 35 107 33 435 33 435 33 435
Subtotal shop 7 268 7 900 7 900 8 532 31 599 35 107 33 435 33 435 33 435
Simulator
Wear-out and replacement cost 6 800 6 800 6 800 6 800 27 200 54 400 54 400 54 400 54 400
Personnel 8 960 8 960 8 960 8 960 35 838 71 676 71 676 71 676 71 676
Maintenance 460 500 500 540 2 000 4 444 4 232 4 232 4 232
Subtotal simulator 16 220 16 260 16 260 16 300 65 038 130 520 130 308 130 308 130 308
On-base tour
Personnel 14 335 14 335 14 335 14 335 57 341 57 341 57 341 57 341 57 341
Maintenance 6 748 7 335 7 335 7 922 29 340 29 340 29 340 29 340 29 340
Subtotal Base Tour 23 167 23 754 23 754 24 340 95 014 95 014 95 014 95 014 95 014
Cockpit pictures
Personnel 8 960 8 960 8 960 8 960 35 838 35 838 35 838 35 838 35 838
Maintenance 460 500 500 540 2 000 2 000 2 000 2 000 2 000
Subtotal shop 11 670 11 710 11 710 11 750 46 838 46 838 46 838 46 838 46 838
Exhibits and collections
Cost of new temporary exhibits - 100 000 - 100 000 200 000 200 000 200 000 200 000 200 000
Aircraft maintenance technician - - - - - 50 000 50 000 50 000 50 000
Aircraft/asset maintenance - - - - - 80 000 80 000 80 000 80 000
Collection and exhibits maintenance 25 000 25 000 25 000 25 000 100 000 100 000 100 000 100 000 100 000
Subtotal E&C 25 000 125 000 25 000 125 000 300 000 430 000 430 000 430 000 430 000
Other expenses Administration

Administrative personnel 284 375 284 375 284 375 284 375 1 137 500 1 312 500 1 312 500 1 312 500 1 312 500
General administrative costs 27 750 27 750 27 750 27 750 111 000 111 000 111 000 111 000 111 000
Housekeeping cost 8 145 8 145 8 145 8 145 32 580 32 580 32 580 32 580 32 580
Security cost 1 000 10 050 10 050 10 450 31 550 40 600 40 600 40 600 40 600
Subtotal Administration 321 270 330 320 330 320 330 720 1 312 630 1 496 680 1 496 680 1 496 680 1 496 680
Building
Utilities, repairs and maintenance costs 74 150 74 150 74 150 74 150 296 600 296 600 296 600 296 600 296 600
Subtotal building 199 150 199 150 199 150 199 150 796 600 796 600 796 600 796 600 796 600
Development and marketing
Marketing 95 822 95 822 95 822 95 822 383 290 437 828 426 022 427 897 429 772
Fundraising 25 000 25 000 25 000 25 000 100 000 100 000 100 000 100 000 100 000
Subtotal development 120 822 120 822 120 822 120 822 483 290 537 828 526 022 527 897 529 772
Total expenses 868 441 988 600 888 600 1 000 108 3 745 749 4 237 777 4 249 978 4 251 853 4 253 728
Income from operations (32 066) 16 474 16 474 86 265 87 148 140 503 10 245 27 120 43 995
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4.4 Capital Requirements

The following table represents estimates of the capital required to build the proposed museum in
a ready to operate configuration. Construction costs are based on 2012 RS Means construction
calculator. Exhibits costs are estimated based on recently constructed and comparable museum
expenditures for exhibits and displays. Infrastructure costs are mainly based on industry
standards (some estimates did not have comparable means to calculate so professional estimates
were used). Attraction capital figures were obtained from manufactures. As stated previously, if
the project gets classed as a government based project (accepted government funds for
construction) the Davis-Bacon Act then requires premium wages to be paid. This would drive
constructions costs approximately 20% higher. An industry standard of 50% cost overrun is
figured so to allow contingency planning.
Figure 4.2: Capital Requirements Table

Initial Capital Requirements Estimate
Size Unit Cost Projected Cost
Main Facility 148300 $235 $/sqft $34.850.500
Rooms for education center
26 dorm rooms w/bath; 400sq ft ea. 10400 $220 $/sqft $2.288.000
Aircraft Hangar/Industrial area 36000 $240 $/sqft $8.640.000
Memorial Walkway $1.500.000
Construction Cost $47.278.500
Exhibits est $15.000.000

Aircraft restoration & relocation $3.500.000
Fabrication, lab, test cell,

machinery $2.500.000
Furniture, fixtures and office equip 7.5% $3.545.888
Professional fees and expenses. 15% $7.091.775
Theater, auditorium, IT equip $1.500.000
Food services equip/banquet
furnishing $800.000
Infrastructure Capital Required $81.216.163
Flight simulator 1 $156.000 Unit $156.000

Tram for base tour 1 $250.000 Unit $250.000
Cockpit pictures 1 $30.000 Unit $30.000
Attractions Capital Required $436.000
Total Initial Capital Required $81.652.163
Union Labor 20% $16.243.233
Cost Overrun 50% $40.826.081
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5. Economic Impact
5.1 Quantitative Methodology
The methodology used to estimate the economic impact of the new 8AFM follows a model
developed by the Americans for the Arts, the nation's leading nonprofit organization for
advancing the arts and arts education. It is based on their in-depth national economic impact
study of nonprofit arts and culture organizations and their audiences. The model is called the
Arts & Economic Prosperity IV Calculator. Being these are estimates the following caveats are
advised and must be kept in mind:
1. The results are based on averages of similarly populated communities.

2. The results are estimates. The Standard Deviation and the 95% confidence interval provide
a sense of how well the averages represent the sets of numbers from which they were
derived.
3. Input/output models were customized for each of these similarly populated communities,
providing very specific employment, household income, and government revenue data.
The estimates are derived by assessing two sources of spending, local area population and number
of visitors to the museum. Spending by the museum includes 8 AFMA and appropriated USAF
funds. Visitor spending takes into consideration only that portion attributed to this museum.
Economic impact of spending is based on impact per $100,000 of spending. Thus, every $100,000
of spending attributed to the 8 AFM; based on the greater Shreveport-Bossier City metropolitan
area having a population of 482K, has the following estimated economic impact on the community.
Figure 5.1: Economic Impact Input Data

INPUT DATA Year 1 Year 2 Year 3 Year 4 Year 5 5-Yr Avg
8 AFMA Expenses $3.745.749 $4.237.777 $4.249.978 $4.251.853 $4.253.728 $4.147.817
8 AFM Expenses* $701.950 $701.950 $701.950 $701.950 $701.950 $701.950
Tot Expenses $4.447.699 $4.939.727 $4.951.928 $4.953.803 $4.955.678 $4.849.767
Visitors 327000 363300 346000 346000 346000 345660
*Source: 2009 DOD Annual Report to Congress
Figure 5.2: Economic Impact Per $100K of Spending by Organizations

Resident
Full-Time Household Local Government State Government
Population Cohort Equivalent Jobs Income Revenue Revenue
Fewer than 50,000 3,24 $73.227 $3.537 $4.284
50,000 to 99,999 3,70 $84.132 $3.489 $4.109
100,000 to 249,999 3,68 $82.457 $3.825 $4.491
250,000 to 499,999 3,54 $86.526 $3.913 $5.031
500,000 to 999,999 3,33 $84.772 $4.065 $5.381
1,000,000 or More 3,31 $83.867 $4.123 $4.790
Avg. of All Study Regions 3,46 $82.084 $3.819 $4.656
Standard Deviation 0,86 $13.592 $1.189 $1.481
95% Confidence Interval 0,14 $2.268 $198 $247
*Source: Arts & Economic Prosperity IV Calculator
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Figure 5.3: Economic Impact MU Spending 
MU Spending Impact Year 1 Year 2 Year 3 Year 4 Year 5 5-Yr Avg

Full-Time Equivalent Jobs 157,45 174,87 175,30 175,36 175,43 171,68
MU Expense Spending $4.447.699 $4.939.727 $4.951.928 $4.953.803 $4.955.678 $4.849.767
Resident Household Income $3.848.416 $4.274.148 $4.284.705 $4.286.328 $4.287.950 $4.196.309
Local Government Revenue $174.038 $193.292 $193.769 $193.842 $193.916 $189.771
State Government Revenue $223.764 $248.518 $249.131 $249.226 $249.320 $243.992
Moving next to the impact from visitor spending: This calculation factors median per person
visitor spending - in this case $21.90 per person. Total visitors are multiplied and impact per
$100K of spending is assessed.
Figure 5.4: Median Per Person Event Related Audience Spending 
Visitor Expenditures POPULATION COHORT
Fewer than 50K to 100K to 250K to 500K to 1000K or
Expenditure Category 50K 99,9K 249,9K 499,9K 999,9K More
Refreshments during visit $2,93 $2,14 $2,45 $2,85 $2,58 $3,57
Meals/before & After $9,63 $7,77 $8,61 $8,97 $11,86 $11,11
Souvenirs and gifts $3,59 $2,05 $2,06 $2,00 $2,33 $2,32
Clothing or accessories $1,29 $1,05 $1,02 $1,20 $0,98 $1,46
Transportation (gas,bus,taxi) $2,15 $2,03 $1,79 $2,37 $2,58 $2,97
Child care $0,31 $0,26 $0,27 $0,24 $0,29 $0,35
Lodging (One night only) $3,71 $2,73 $1,52 $2,37 $2,53 $2,12
Other/Miscellaneous $1,04 $0,70 $0,64 $0,78 $0,70 $0,62
Median Per Person TOTAL $22,47 $20,31 $19,07 $21,90 $24,02 $25,64
Figure 5.5: Economic Impact Per $100K of Event Related Spending by Audience 
Median Per Full-Time Resident Local State

Person Equivalent Household Government Government
Population Cohort Spending Jobs Income Revenue Revenue
Fewer than 50,000 $22,47 2,50 $50.122 $4.977 $4.837
50,000 to 99,999 $20,31 2,77 $60.371 $5.241 $5.677
100,000 to 249,999 $19,07 2,84 $59.133 $5.155 $5.689
250,000 to 499,999 $21,90 2,84 $62.535 $5.338 $6.686
500,000 to 999,999 $24,02 2,52 $52.014 $4.848 $5.767
1,000,000 or More $25,64 2,68 $59.359 $5.039 $6.361
Avg. of All Study $22,47 2,69 $57.140 $5.100 $5.802
Regions
Standard Deviation 0,60 $14.045 $1.483 $1.767
95% Confidence 0,10 $2.343 $247 $295
Interval
*Source: Arts & Economic Prosperity IV Calculator
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Figure 5.6: Visitor Spending Impact 
Visitor Spending
Impact Year 1 Year 2 Year 3 Year 4 Year 5 5-Yr Avg
Full-Time Equivalent Jobs 203,38 225,96 215,20 215,20 215,20 214,99
Total Visitor Spending $7.161.300 $7.956.270 $7.577.400 $7.577.400 $7.577.400 $7.569.954
Resident Household
Income $4.478.319 $4.975.453 $4.738.527 $4.738.527 $4.738.527 $4.733.871
Local Government
Revenue $382.270 $424.706 $404.482 $404.482 $404.482 $404.084
State Government
Revenue $478.805 $531.956 $506.625 $506.625 $506.625 $506.127
Figure 5.7: Total Economic Impact 
Total Economic
Impact Year 1 Year 2 Year 3 Year 4 Year 5 5-Yr Avg
Full-Time Equivalent
Jobs 360,83 400,82 390,50 390,56 390,63 386,67
Total Expenditures $11.608.999 $12.895.997 $12.529.328 $12.531.203 $12.533.078 $12.419.721
Resident Household
Income $8.326.735 $9.249.602 $9.023.232 $9.024.855 $9.026.477 $8.930.180
Local Government
Revenue $556.309 $617.997 $598.251 $598.324 $598.397 $593.856
State Government
Revenue $702.568 $780.474 $755.756 $755.851 $755.945 $750.119
Definitions that apply to the above; derived from Americas for the Arts:
 Total Expenditures is the total dollar amount spent by the museum and those
individuals visiting the museum. The average dollars spent per person has been
estimated using related activity in similarly populated communities.
 FTE Jobs is the total number of full-time equivalent jobs in the community that
are supported by the expenditures made by the museum and those visiting. It
could be one full-time, two half-time and four quarter-time employees.
 Household income is the total dollars paid to community residents as a result of
expenditures made by the museum and those visiting. Household income includes
salaries wages and proprietary income.
 Government revenue is the total dollars received by local and state governments
(e.g. license fee, taxes) as a result of expenditures made by the museum and those
visiting the museum.
5.2. Other Methodology
In March of 2011, the 8 AF Museum Director had requested a marketing agency, Randall Travel
Marketing to estimate the economic impact of the current museum as well as a new museum
close to configuration and size of that being assessed in this feasibility study. Below are these
projections used the RTM methodology which appear far more inflated and somewhat illusive
than the projections calculated above. Although the method RTM used may be a marketing
industry standard for calculating economic impact, it more so represents figures which are part of
a total industry and not truly as a result of a single entity within the industry.
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Current Status (same data as cited in RTM study):
50,000 Current annual visitation

x 2.31 **Average number of nights visitors stay
115,500 Room nights generated in Shreveport-Bossier area
x $749.11 **Average daily spending by leisure visitors
$86,522,205 Total annual spending by visitors to 8AFM
865 Jobs generated in Shreveport-Bossier (based on one job for every $100K in
visitor spending)
Projected Status New Museum – RTM Methodology

346,000 Projected annual visitation
x 2.31 **Average number of nights visitors stay
799260 Room nights generated in Shreveport-Bossier area
x $749.11 **Average daily spending by leisure visitors
$598.7M Total annual spending by visitors to 8AFM
5987 Jobs generated in Shreveport-Bossier (based on one job for every $100K in
visitor spending)
$512.2M Net annual spending in Shreveport-Bossier area with new museum
5122 Net jobs with new museum
**Source: Randall Travel Marketing Study Mar 3, 2011
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6. Summary and Recommendations

In Summary, our research has shown that an operations plan can be developed for this new
proposed 8 AFM which would generate sufficient revenues to cover O&S costs. However, in
order to accomplish this, a robust marketing staff and operations strategy would have to be
implemented. In addition, a staff of business oriented managers would be needed to develop,
implement and oversee these features which leverage the museum’s assets. Education is also a
key element for the museum and in keeping with the dynamics of success for future museums;
the program needs to be unique and not of similar nature with regional competitors.
A program of innovation and entrepreneurship built upon STEM subjects such as the one
discussed in this study (i-STEM) will most certainly provide a viable solution. The storyline of
the museum; the exhibits and displays have to be further developed by a group of museum
professionals. In short, with the right composition of a dedicated and business savvy group of
people, coupled with the right strategy, there is no logical argument to support saying that this
new proposed museum cannot be built to premiere status and prosper.
As for recommendations, the following is a short-list of necessary steps in moving forward.

First:
 Re-confirm the dedication needed for this project is present prior to moving forward.
This is not only something for the 8 AFMA leadership but that of the 2nd Bomb Wing as
well.
 Gain consensus on museum features & exhibit concept. Ensure the design meets those
standards discussed in this study
 Market new museum proposal and bolster Advisory Board. A General Manager for the
museum association who could champion this effort should be recruited.
 Obtain seed $ to finance and hire capital fundraising campaign team. Based on
comparative museums, a dedicated and full-time team should cost approximately
$350K/yr. This campaign should be planned to last at least 3-years and in theory could
self finance after the first year. An ineffective/unsuccessful capital campaign obviously
would mean the project should not be pursued.
 Lastly, avoid long term debt and be prepared for increased construction costs (premium
wages) due to the Davis-Bacon Act (up to 20%) if government monies are received for
the capital effort.
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Attachment 1
Organizational Structure
Basic organizational structure& functions as it pertains to USAF field museums.
Sec of Air Force

Statutory Responsibilities
Executed by USAFHP BOD & USAFHP Dir
USAF Heritage Prgm Chief of Staff USAF

Board of Directors Vice Chief of Staff
Guide and assist USAFHP Dir
USAF Historian AF/HO
Policy & Guidance
Material Command Global Strike Command

MAJCOM Oversees Nat Museum MAJCOM Oversees 8th Air Force
Historian is MU Functional Manager
for MU’s in this command only
National Museum of USAF 8th Air Force

Director oversees all hist prop Numbered Air Force over 2nd BW
Director doubles as Director USAFHP Historian has no role in museum oversight
Performs Certification inspections
Functional expertise for field museums
2nd Bomb Wing
Led by Installation Commander
Signature on historical property acct
8th Air Force Museum

Museum Director oversees MU operations
Director works close with Assoc leaders
8th Air Force Museum Assoc
Provides support to Museum
Private Org – Not officially USAF
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Attachment 2
Discussion Matrix
Questionnaire: 8th Air Force Museum Association - Feasibility Study
Strategy:
1. What is the major aim of the museum?
2. How did you develop your strategy to achieve this goal?
3. Did you have a “kind of” process?
4. How did you determine which attraction/activity you would offer?
5. Did you see where having one drove a natural pair with another?
6. Is there trade-offs between some activities?
7. What do you think about our strategy (map) for this feasibility study?
Financials:
Revenue streams.
1. What is the number of visitors or customers per year?
a. Visitors:
b. Other customers:
2. Do you have some figures on the average spent per visitor or customer?
3. Can you share some figures on the profit generated by the different features? Imax,
catering, gift shops
4. Do you organize other events like lectures, educational events, celebrations or shows?
Are those generating profit?
Operating costs:
1. Per sqm or what are the measures to determine
2. Labor costs
3. Maintenance
i. Building ……………………………per year
ii. Artifacts ……………………………per year
iii. Maintenance times?
iv. Costs for getting new artifacts / planes => how much investment is needed.
(Private collections?)
Initial costs:
1. Initial construction cost / building based on sqft
i. Diorama / cost for displays
ii. Can you briefly explain how the initial funding was made and what were the
arguments to get them? Government, donations, corporate sponsorship,
investors?
iii. If applicable, what were the mechanisms to get public aids or funding for
education?
iv. How can you measure or evaluate the benefit for the community?
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Organizational:
1. What are the typical functions required to run a museum like yours? Service, Research,
Admin,…?
2. Do you have some ratios on the different types of staff you have? Employees,
volunteers,….?
3. Are there specific skills needed in your business for the different positions compared to
other businesses?
4. How many resources do you have? Do you match your resources to the demand? How?
5. How do you showcase your artifacts in an interesting & educational way?
Marketing:
1. How did you define your opening hours?
2. How did you find the needs of the customers?
3. What is your attractive market? Why?
4. How did you find or estimate the needs of the customers?
5. How do you segment your customers?
i. Why do customers come to the museum?
ii. What do they expect?
iii. Type of people and characteristics (education / income / age / demographics)
iv. Number of visitors?
v. Seasonality
vi. What products do you have? What are ways to differentiate?
6. How far is your reach (Local vs non local customers)
7. Do you have an idea of the economic impact of customers to the local economy?
Locals/non-locals?
8. What is your marketing strategy to generate interest and promote the museum? Media
used? Other means of promotion?
9. What is your pricing policy or strategy? How to price events, IMAX, catering etc.
10. What do you see as the biggest challenge?
11. Did you have to change your marketing strategy/TM since inception?
12. What has to be considered to best know the potential market for such a project?
Other:
1. Safety
2. First aid care
3. Security
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Attachment 3
Survey Data
Feedback from online survey sent to major stakeholders of the museum.

Introduction
We are a three-man business development and consulting team conducting a feasibility study
on a major expansion project of your 8th Air Force Museum located on Barksdale Air Force
Base, Louisiana.
Our team is made of MBA students at the Sacred Heart University in Luxembourg, Europe.
The aim of this survey is to collect information from people who are familiar with the museum
and have an inside view for the possible future development of the museum.
By doing so, we would like to try and find innovative ideas to develop the 8th Air Force
Museum. All the information that is transmitted by this questionnaire will remain confidential.
If you want to remain anonymous you can, however, by providing your contact information, we
will be able to ask further questions concerning the proposed ideas.
First Name: _________________________________________
Surname: _________________________________________
Tel N°: _________________________________________
E-Mail: _________________________________________
The following questions are not compulsory, feel free to answer according to your best
perception. If you have multiple ideas for a specific topic, please fill one separate page for each
individual idea.
Thank you for your interest in the museum.
1. According to your opinion, what are the top 5 new things (attractions, events, education programs, etc.) that
would highly enhance the attraction of the museum to visitors?
• Description of the ideas
Res. 1 1- New facility to house all aircraft (indoors), as well as indoor maintenance facility (hanger)
2- New facility to include classroom space to co-exist with display areas. These classrooms would
include modern audio-visual capabilities to enhance a "teaching environment" for school age
children to learn the history of the Eighth Air Force and the men/women/families of the folks who
made up the Eighth Air Force
3- Maintenance hangar to include all equipment to strip down-repair-build up-paint aircraft for
repair
4-Trained (volunteer) personnel to conduct tours and provide historical lessons of museum assets
5-A motion aircraft simulator to provide income as well as allow visitors to experience flight
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Res. 2 1-HANDS-ON EXHIBITS: The interactive nature of hands-on exhibits will keep the interest of the
participant and enhance their learning experience. These exhibits could include basic, no-motion
simulators, flight control panel mock-ups, miniature models of wind tunnels that will demonstrate
aerodynamics, military aviation history games, an aircraft nose section that allows visitors to get
into a flight deck and climb into the pilot's seat, etc.
2-STATE-ACCREDITIED EDUCATIONAL PROGRAMS: A strong portfolio of ACCREDITED educational
programs geared for different audiences (JROTC, grades 1-5, 6-8, HS, etc) will provide an outside-
the-classroom training environment that will encourage the participants to learn. Accredited
programs would become part of a curriculum for which the student could earn credits toward
graduation.
3-INCORPORATE an AUDITORIUM/BALLROOM INTO the NEW DESIGN: With provisions for a
venue that could accommodate meetings, lectures, parties and other gatherings, the museum
could boost revenue.
4-CAFETERIA/SNACK BAR: Also another way to increase revenue
5-SCHEDULED SPEAKERS/SPECIAL EVENTS: Having scheduled speakers or special events, perhaps
on a monthly basis, will ensure that new information, new material, new exhibits are available for
museum patrons on a regular basis. This
will ensure that the museum program does not become stagnated and patrons
could come back and see something different on every visit. Speakers could
include veterans who flew some of the aircraft on display that could tell the
story from their own personal point of view - Always interesting and effective.
Res. 3 1-New building with indoors displays.

2-Interactive education and fun stations.
3-Movie/video opportunities to view history.
4-A theme restaurant to attract daily lunch crowd.
5-Outside the security zone.
Res. 4 1-Interactive exhibits

2-As many real items / artifacts as possible
3-Limit interpretation without supporting artifacts
4-East of access to the public
5-Exhibits that tell the story without a lot of spin
Res. 5 1-More aircraft to display, particularly WW II birds.

2-Dioramas - Aviators in flight mock-ups, with sound effects; briefing room with maps of targets;
maintenance and ordinance shops with mannequins in uniform
3-A meaningful research library, with a collection of personal reminiscences, letters, photos etc.
4-Volunteer tour guides to explain the exhibits
5-Develop programs and speakers for schools, civic clubs and community organizations. Terry
Snook can't do it all himself.
Res. 6 Interactive displays, Open plane day, more knowledge of the base.
•Potential drawbacks.
Res. 1 NONE
Res. 2 1-Hands-On Exhibits: Acquiring such exhibits would likely be initially extremely expensive. Such
an undertaking might necessitate corporate sponsorship; something not normally allowed if a
museum is owned and operated by the military. If sponsorship is not available, acquiring exhibits
would be a painstakingly slow bit-piece process 2-State-Accredited Educational Programs: May
likely require certified teachers to administer those programs. In the event it is possible to start
such programs, relationships with area schools would have to be extremely close and may
become quite complex to maintain3/4-Meeting/Event Venue / Cafeteria: While effective revenue
producers, the extra infrastructure and physical plant space requirements would greatly increase
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construction cost of a new museum5-Scheduled Speakers and Special Events: There are actually
very few drawbacks to these concepts. The museum is located in an area heavily populated with
retired military and veterans; there will be no short supply. Special events may create some
issues in that there are very strict guidelines that must be followed if the museum remains under
military ownership
Res. 3 Cost
Res. 4 Moving toward the Smithsonian / World War II museum model in which interpretation takes
control from both the overall story and the ability to see real items. You will lose the core
audience of veterans and interested adults.
Res. 5 1-Money, of course. Private and business sources will have to be tapped - government grants are
too shaky to depend on as the main source of income.
Volunteers, lots of them, will be needed to make ideas # 2 through 5 work, but will need some
paid staff to coordinate their activities.
2-Without effective fund raising, nothing much will happen.
Res. 6 The inconvenience of getting on base, old displays, lack of knowledge.

2. What ideas would you like to share, how the museum could generate revenues besides the gift shop?
•Description of the ideas.
Res. 1 1- Motion Aircraft simulator (such as NMUSAF)

2- Organized and advertised non-profit museum association
3- Organization will sponsor events such as an annual fun-run, silent auction with dinner held in
the new museum facility, golf tournaments, rent out museum "at night" for private events.
Res. 2 1-There are so many fund raising ideas out there now, that it would be difficult to come up with
something new. Most anything should work just fine.
2-Corporate Sponsorship of exhibits has historically been an effective means of acquiring new
exhibits and exhibit maintenance.
3-Having a venue that could be rented out for reunions, parties, receptions, etc.
Res. 3 Interactive displays, simulators and movies/videos.
Res. 4 Modest entrance fees, host symposia, large outreach into the community and veterans groups,
coordinate some publishing of books or essays, web presence, etc.
Res. 5 Try to contact veterans in the region, especially Air Force vets (and particularly, those with a
connection to Global Strike), looking for volunteers, donors, and possible fund raisers. Beg for
whatever help they can offer, appeal to patriotism and esprit de corps, local pride. The more
widespread the participation, the easier it is to raise money (especially from businesses). Defense
contractors should be approached for donations, both in cash and for technical advice and
support. Boeing could probably use some favorable publicity on how their aircraft have won all
our wars since 1941.
The Naval Aviation Museum in Pensacola, Florida, has never charged for admission, but has been
very successful in their profitable extras - gift shop, high quality sandwich shop, IMAX theater,
flight simulators, photo booth, etc.
Res. 6 Guided Tours, Sell artifacts
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Res. 1 May require museum personnel or association personnel to work "after hours" to keep an eye on
the event.
Res. 2 All of these options would be difficult to execute on a military installation. Fund raisers may need
to be held off-site. How effective could a fundraising event be if it were held away from that
which you are trying to support?
Res. 3
Res. 4 Time and possible lack of coordination if too little effort is brought forward.
Res. 5 It takes money to make money.
Res. 6 Based on Terry's schedule, time it takes to research if we can sell and value
3. If it was your museum, what would be the top 3 to 5 things you would change to reduce cost?
•Description of the ideas.
Res. 1 1- sponsorship of "aircraft" with local and national organizations to assist with financial
requirements of keeping the aircraft and/or facility in pristine condition.
2- seek grants from influential figures and organizations
Res. 2 Reducing costs IS NOT a viable option. The museum already operates on an incredibly miniscule
budget as it is - Costs couldn't be reduced any lower. The museum's budget, operating costs and
overhead have always been small when compared to any other museum; and as such, the
museum has historically stretched every available dollar to the greatest extent possible.
Res. 3 1.remove non aircraft displays from air park.

2.recruit and engage more volunteers, volunteers in the gift shop
Res. 4 1. Automate procedures.

2. Put all collections in Past Perfect software and USE this as a management tool.
3. Hire a curator to properly register the collection. This should reduce maintenance and insure
longevity of fragile items.
Res. 5 No idea.
Res. 6
Res. 1-6 NONE

4. Besides the annual air show, are there other events or opportunities in the local area that the museum could
benefit from?
•Description of the event or opportunity.
Res. 1 Fund raisers in the local community such as silent auctions that coincide with events such as
"Mudbug Madness", artist shows, etc.
Res. 2 The museum should be structured and operated in such a way as to be able to create its own
events and opportunities. Until that day comes, however, the museum can associate itself with
military parades and other military/veteran recognition events that are held by the city. The
museum could also create a satellite presence at VA facilities, Veteran's Centers and the like.
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Res. 3 EAA fly ins
Res. 4 Yes. Make sure that the museum is an integral part of other museums and attractions in the
region. Tie in with Sci-Port and the Tourist Bureau so that the museum is a destination, not just an
attraction.
Res. 5 No idea - I've only been in the area 2 years.
Res. 6 Red River Revel, Mudbug madness

Res. 1 Fund raisers in the local community such as silent auctions that coincide with events such as
"Mudbug Madness", artist shows, etc.
Res. 2 The museum should be structured and operated in such a way as to be able to create its own
events and opportunities. Until that day comes, however, the museum can associate itself with
military parades and other military/veteran recognition events that are held by the city. The
museum could also create a satellite presence at VA facilities, Veteran's Centers and the like.
Res. 3 EAA fly ins
Res. 4 Yes. Make sure that the museum is an integral part of other museums and attractions in the
region. Tie in with Sci-Port and the Tourist Bureau so that the museum is a destination, not just an
attraction.
Res. 5 No idea - I've only been in the area 2 years.
Res. 6 Red River Revel, Mudbug madness

5. In your opinion, what makes our 8th Air force Museum unique (location, collection, people,…) and how does it
differ from other aviation museums?
•Please state the different ideas.
Res. 1 -outstanding aircraft

-outstanding people
Res. 2 It's not so much the uniqueness of the museum as it is the small number of military aviation
museums altogether. In that respect, the military aviation museum concept as a whole is unique
as these museums are few and far between.
Having said that; There are a few very special exhibits in this museum not available elsewhere -
Case and point, the Ford built B-24J. The B-52D on display also has a long and distinguished
operational history. Exhibits like these and some others do prevent this museum from becoming
a carbon copy of others, thus ensuring there are things to be seen and learned here that are not
available elsewhere.
Res. 3 A Great air park

on an active Air Force Base
the 8th AF Story
Res. 4 Potential quality of the aircraft holdings, the heritage of the Mighty Eighth, above all, the stories
that it can tell. This is not just a museum, it is a legacy.
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Res. 5 Location on base is a mixed blessing - the base is beautiful and drips with history, but having to go
through security to get on probably is something of a deterrent. The proposed new location will
take care of that. The aircraft collection is small, but very pertinent to the museum's purpose;
more planes to see would certainly enhance the appeal. The battleship USS Alabama in Mobile
has a lot more planes, including USAF aircraft, than this museum; I conclude that old non-flying
war-birds can be had, if pursued with energy and initiative. There seem to be a lot of veterans
(and civilian aviation buffs) in the Shreveport-Bossier area who might be interested in helping out.
The WW II Museum in New Orleans has done well with exhibits that are mostly photos, narrative
videos, interactive maps, and static displays of weapons, mostly small arms. They do charge
admission. The Air Force Armament Museum at Eglin AFB is pretty comparable to the one at
Barksdale in some respects - a similar number of aircraft on display, a small building but they've
scavenged a lot of weaponry, past and present, and displayed it well. The Nimitz Museum in
Fredericksburg, Texas, gets a lot of relatively inexpensive mileage out of a few rusty tanks, small
arms, and reconstruction of Japanese bunkers to create the images of island warfare.
Res. 6
•Do you see some of those differentiation characteristics as a potential to further develop the
museum? Please explain.
Res. 1
Res. 2 Simply put: The museum MUST be further developed. As there are only a few military aviation
museums to begin with, they could easily disappear if not strongly supported. The personal back
stories available in-person at these museums is what makes them so endearing. These back
stories, along with the histories and stories associated with some of the individual aircraft
exhibits, would not be available when "searching on the internet"; and would certainly detract
from the true learning experience
Res. 3 Early Aviation at Barksdale

Air Force story since WWII, Korea, Vietnam, Cold War and SAC
Res. 4 Yes. I believe the answers above are self evident.
Res. 5 The museum should shamelessly copy the ideas of other museums - send committees to the
smaller ones to begin with to see how they make things work with limited budgets, and to get
ideas on how best to get and display artifacts people would want to see.
Res. 6
6. What draws you back to a museum?
Res. 1 - quality of displays

- historical content
- staff
Res. 2 I want the personal stories. I want to be able to talk to the veterans who have "...Been there and
done that". Reading aircraft specs off an information placard, or reading an exhibit's item
description posted on a wall is not what makes a museum. This is all the information you can get
with a few mouse clicks on a computer. However, when you can add that information to a hands-
on exhibit through which you can get up close and personal; the learning experience is truly an
experience. Add to that an opportunity to talk to someone who was actually part of that history,
and the entire experience is exponentially enhanced.
Res. 3 It is just a great place. I love the looks on visitors faces.

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Res. 4 I am an associate professor of history. It is genetic.
Res. 5 I'm a military history buff, not a casual tourist, so my answer would probably not help you much,
but I do love to look at warplanes, warships, weaponry, maps, photos and all, even when I've
seen them before. However, repeat visits call for new exhibits from time to time. Some museums
have faked it by just moving the exhibits around when they haven't had anything new for a while,
and even that helps.
Res. 6 The people and the good that the museum does
7. Do you see factors that could negatively affect the number of visitors in the future?
Res. 1 continued deterioration of outdoor displays
Res. 2 If the museum remains "inside the gate", it will just not receive the number of visitors that it
could potentially draw. People want to show up, park the car, then visit the museum; not be
subject to the security restrictions and procedures necessary to gain access to the base.
If the museum remains "owned and operated" by the military, some of the ideas necessary for its
survival (corporate sponsorship, fund-raising, etc) would not be available. Perhaps a waiver,
agreement, or MOU retaining military ownership, but civilian operation of the museum would be
a viable option allowing some of those doors to be opened up and available.
Res. 3 Until moved outside the security area, visitor count will remain lower than it should be. Once
moved, easy access from I-20 and I-220.
Res. 4 Inability to access the museum in its current location, lack of a coordinated marketing effort,
inability for the museum to have a very visible stance in the community, lack of networking with
the parish governing authorities and school boards, lack of creation of school tours that
specifically address GLE tasks.
Res. 5 The museum has been essentially unchanged for over 20 years to my certain knowledge, so it will
have to be presented to locals almost as a new entity. The on-base issue I've mentioned; it won't
keep away people with a strong interest, but a more accessible location and effective promotion
should help a lot.
Res. 6
8. What specific educational activities would you link, develop and incorporate into the 8 AFM story?
Res. 1 Depending on grade of children

1- Elementary / basic history of flight / instructor dressed as a pilot or an actual aircrew member
doing the talking/ build and fly paper airplanes/civilian flight instructor to talk about aviation
lessons
2- Middle / how aviation and specifically military aviation has changed our lives / specific
instances of military heroism / build-grade-fly paper airplanes, awards for best design--longest
flight/ civilian flight instructor to talk about aviation lessons
3- high school / historical accts of military operations from active military flyers/historical accts of
specific aircraft using models/photos/show video snippets of military heroes
Res. 2 Do what it takes to get an accredited curriculum. Seek out certified teachers to volunteer to
teach classes so that there is some benefit to attending classes at the museum. Something that
students attending the classes can receive in return; namely, credit for taking the class. Create
classes that can become part of a school's math, history, or science curriculum such as
aerodynamics, notable historic military aviation pioneers, propulsion concepts, etc.
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Res. 3 Interactive features of early aviation, WWII and the current Air Force inventory and mission.
Res. 4 1-History of military aviation.
2-Story of the 8th AF from its beginning.
3-Story of the aircraft, both individual plans and types.
4-Story of Barksdale AFB
5-How the 8th AF and BAFB have interacted with the region.
6-Story of what the 8AF and BAFB mean in national and international politics.
Res. 5
Res. 6
9. Any other comments?
Res. 1 Positive direction of Museum Association to get civil interest--military organizational support--
"big name" retired military personnel who want to see improvement--Sell to senior leadership
"Adopt-a-Plane" program. "Museum is the other leg of operational bomb squadrons" which
would mesh expert maintainers to donate time and resources to repair/restore museum assets to
flyable storage condition. BUILD A MUSEUM.
Res. 2
Res. 3 The history of the museum and the association are a hard nut to crack. Many years of neglect
and bad relationships will require some time to overcome. The lack of local political support
stems from that and tough budgets. A benefactor would help overcome.
Res. 4 N/A
Res. 5 Pretty long questionnaire to stay thoughtful through. Take smaller bites next time?
Res. 6
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Attachment 4
Museums and Related Organizations Visited
ORGANIZATION LOCATION
AMC MU Dover, Delaware
US Army Nat MU Arlington, Virginia
Smith Nat A&S MU Washington, DC
Mighty 8th MU Savannah, Georgia
MU of Aviation Macon, Georgia
Nat Infantry MU Columbus, Georgia
Armaments MU Ft Walton Bch, Florida
Carolinas Aviation Museum Charlotte, North Carolina
Nat WWII MU New Orleans, Louisiana
Nat Naval Aviation Museum Pensacola, Florida
Office of the Mayor Bossier City, Louisiana
Office of the Mayor Shreveport, Louisiana
2nd Bomb Wing Barksdale AFB, Louisiana
GSC Historian Barksdale AFB, Louisiana
Tourism Bureau Shreveport, Louisiana
Cyber Innovation Center Bossier City, Louisiana
Shreveport Times Shreveport, Louisiana
Parkway High School Bossier City, Louisiana
TEG Eng & Architect Shreveport, Louisiana
Max Flight Corporation Toms River, New Jersey
Louisiana House of Rep Haughton, Louisiana
Euro Space Center Transinne, Belgium
RAF Museum Cosford, England
RAF Museum London, England
Technical Museum Speyer Speyer, Germany
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Attachment 5
Conceptual Drawings Provided by TEG, Shreveport LA
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Attachment 6
Financial Schedules
Entrance Voluntary donations (Net)

Year 1 1 1 1 Year 1 Year 2 Year3 Year4 Year5
Quarter 1 2 3 4
Recommanded donation 5 5 5 5 5 5 5 5 5 5
Average donation per visitor (net) 3,75 3,8 3,8 3,8 3,8 3,8 3,8 3,8 3,8 3,8
Profit (net) 282 038 306 563 306 563 331 088 1 226 250 1 362 375 1 297 500 1 297 500 1 297 500
Membership (net)
Year Year 1 Year 2 Year3 Year4 Year5
Quarter
Operations
Members 500 500 750 1 000 1 250 1 500
Growth per year 250
Revenues
net earning per member per year 75 75 75 75 75 75
Total revenues 37 500 56 250 75 000 93 750 112 500
Profit (net) $ 37 500 56 250 75 000 93 750 112 500
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Food concessions
Year 1 1 1 1 Year 1 Year 2 Year 3 Year 4 Year 4
Quarter 1 2 3 4
Operations
Visits
Opening time of the activity
Operating hours 724 724 724 724 2 896 2 896 2 896 2 896 2 896
Operating hours per day 8 8 8 8 8 8 8 8 8
Number of days 90,5 90,5 90,5 90,5 362 362 362 362 362
Lunch meals
Avg cost of lunch meal 10 10 10 10 10 10 10 10 10 10
Visitors
percentage visitors buying lunch meal 20% 20% 20% 20% 20%
Number of visitors buying a lunch meal 15 042 16 350 16 350 17 658 65 400 72 660 69 200 69 200 69 200
Number of lunch meals per day for visitors 166 181 181 195 181 201 191 191 191
External people
opening days for additional people 260 65 65 65 65 260 260 260 260 260
add people coming for a lunch meal 50 3250 3250 3250 3250 13 000 13 000 13 000 13 000 13 000
Number of lunch meals per day for external people 50 50 50 50 50 50 50 50 50
Total number of lunch meals 18 292 19 600 19 600 20 908 78 400 85 660 82 200 82 200 82 200
Number of lunch meals per day in working days 216 231 231 245 231 251 241 241 241
B-fast/snack/sweet/bev
Avg Cost BSSB 3,5 3,5 3,5 3,5 3,5 3,5 3,5 3,5 3,5 3,5
Visitors
Percent buying B-fast/snack/sweets/Bev 5% 5% 5% 5% 5% 5% 5% 5% 5% 5%
Number buying BSSB 3 761 4 088 4 088 4 415 16 350 18 165 17 300 17 300 17 300
Number BSSB per day for visitors 42 45 45 49 45 50 48 48 48
External people
opening days for additional people 260 65 65 65 65 260 260 260 260 260
Number of BSSB meals for external people 30 1 950 1 950 1 950 1 950 7 800 7 800 7 800 7 800 7 800
Number of BSSB meals per day for external people 30 30 30 30 30 30 30 30 30
Total number of BSSB meals 5 711 6 038 6 038 6 365 24 150 25 965 25 100 25 100 25 100
Number of BSSB meals per day in working days 72 75 75 79 75 80 78 78 78
Revenues
Net profit margin on Meals 20%
Average earning per lunch meal (Net) $ 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0 2,0
Average earning per B-fast meal (Net) $ 0,7 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2 1,2
Profit $ 43 579 46 596 46 596 49 613 186 384 203 127 195 148 195 148 195 148
Lunch meals 156 800 171 320 164 400 164 400 164 400
BSSB 29 584 31 807 30 748 30 748 30 748
74 | P a g e
Museum store
Quarter 1 2 3 4
Operations
Operating hours 724 724 724 724 2 896 2 896 2 896 2 896 2 896
Operating hours per day 8 8 8 8 8 8 8 8 8
Number of days 90,5 90,5 90,5 90,5 362 362 362 362 362
Visits
Number of visitors 75210 81750 81750 88290 327 000 363 300 346 000 346 000 346 000
Number of visitors per day 831 903 903 976 903 1004 956 956 956
percentage of people buying gifts 50% 50% 50% 50% 50%
number of visitors buying gifts per day 416 452 452 488
opening time of gift shop per day 8 8 8 8
number of gifts sold 37605 40875 40875 44145 163 500 181 650 173 000 173 000 173 000
number of gifts per hour 52 56 56 61
Sales
Average sales per purchase $ 6,0 6 6 6 6
Sales 225 630 245 250 245 250 264 870 981 000 1 089 900 1 038 000 1 038 000 1 038 000
Expenses
Fixed costs
Labor costs
N° of operators needed 2 2 2 2 2
Unit labor cost 12,5 12,5 12,5 12,5 12,5
Total direct labor costs 18 100 18 100 18 100 18 100 72 400 72 400 72 400 72 400 72 400
Cost of goods sold 50% 112 815 122 625 122 625 132 435 490 500 544 950 519 000 519 000 519 000
Costs 130 915 140 725 140 725 150 535 562 900 617 350 591 400 591 400 591 400
Net profit 94 715 104 525 104 525 114 335 418 100 472 550 446 600 446 600 446 600
Online store
Quarter 1 2 3 4
Visits
Number of visitors 75210 81750 81750 88290 327000 363300 346000 346000 346000
Museum store sales 225 630 245 250 245 250 264 870 981 000 1 089 900 1 038 000 1 038 000 1 038 000
Sales
Ratio online / inhouse 6% 6% 6% 6% 6% 6% 6% 6% 6% 6%
Online sales 14 535 15 799 15 799 17 063 63 198 70 213 66 870 66 870 66 870
Expenses
Online commission and fees 5% 727 790 790 853 3 160 3 511 3 343 3 343 3 343
Cost of goods sold 50% 7 268 7 900 7 900 8 532 31 599 35 107 33 435 33 435 33 435
Expenses 7 994 8 690 8 690 9 385 34 759 38 617 36 778 36 778 36 778
Profit 6 541 7 110 7 110 7 679 28 439 31 596 30 091 30 091 30 091
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Simulator
Quarter 1 2 3 4
Operations
Number of visitors 75210 81750 81750 88290 327 000 363 300 346 000 346 000 346 000
Opening time of simulator/opening time of museum. 90% 90% 90% 90% 90% 90% 90% 90% 90% 90%
Opening hours of simulator per day 7,2 7,2 7,2 7,2
Total opening hours of simulator 651,6 651,6 651,6 651,6 2 606 2 606 2 606 2 606 2 606
Visits 23%
Capture rate 15% 15% 15% 15% 15% 15% 20% 20% 20% 20%
Number of visitors on max flight 11 282 12 263 12 263 13 244 49 050 72 660 69 200 69 200 69 200
Occupancy rate Max number of visitors per run 2 2 2 2

Number of simulators 1 1 1 1 1 1 2 2 2 2
Rides per hour per simulator 12 12 12 12 12 12 12 12 12 12
Maximum number of visits per hour 24 24 24 24
Maximum visits per day 173 173 173 173
Maximum number of visits 15 638 15 638 15 638 15 638 62 554 125 107 125 107 125 107 125 107
Occupancy rate 72% 78% 78% 85% 78% 58% 55% 55% 55%
Sales
Price for one individual run $8 8 8 8 8 8 8 8 8 8
Sales 90 252 98 100 98 100 105 948 392 400 581 280 553 600 553 600 553 600
Expenses
Initial investment Equipment 150 000
Installation 6 000
Lifetime (yrs) 5
Residual value after lifetime 20 000
Wear-out and replacement cost 2 267 6 800 6 800 6 800 6 800 27 200 54 400 54 400 54 400 54 400
Direct Labor costs
N° of operators needed 1 1 1 1 1
Unit labor cost 12,5 12,5 12,5 12,5 12,5
Working hours 1,1 717 717 717 717 2 867 2 867 2 867 2 867 2 867
Total direct labor costs 8 960 8 960 8 960 8 960 35 838 71 676 71 676 71 676 71 676
Maintenance costs costs 2 000 460 500 500 540 2 000 4 444 4 232 4 232 4 232
Total Costs 16 220 16 260 16 260 16 300 65 038 130 520 130 308 130 308 130 308
Profit 74 033 81 841 81 841 89 649 327 362 450 760 423 292 423 292 423 292
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On Base Tour
Quarter 1 2 3 4
Operations
Opening time of base tour/opening time of museum. 90% 90% 90% 90% 90% 90% 90% 90% 90% 90%
Capture rate 30% 30% 30% 30% 30% 30% 30% 30% 30% 30%
Number of visitors on base tour 22 563 24 525 24 525 26 487 98 100 108 990 103 800 103 800 103 800
Max number of visitors per run 100 100 100 100 100 100 100 100 100 100
Number of buses 1 1 1 1 1 1 1 1 1
Rides per hour per bus 1 1 1 1 1 1 1 1 1 1
Maximum number of visits per hour 100 100 100 100 100 100 100 100 100
Maximum number of visits 65 160 65 160 65 160 65 160 260 640 260 640 260 640 260 640 260 640
Occupancy rate of busses 35% 38% 38% 41% 38% 42% 40% 40% 40%
Sales
Price for one run run ($) 5 5 5 5 5
Total revenues $112 815 $122 625 $122 625 $132 435 $490 500 $544 950 $519 000 $519 000 $519 000
Expenses
Initial investment
Tram 250 000
Lifetime (yrs) 5
Residual value after lifetime 125 000
Wear-out and replacement
cost per machine per
month $2 083 $2 083 $2 083 $2 083 $2 083 $8 333 $8 333 $8 333 $8 333 $8 333
Direct Labor costs
N° of Drivers needed 1 1 1 1 1 1 1 1 1 1
Drivers Working hours 1,1 717 717 717 717 2 867 2 867 2 867 2 867 2 867
Unit labor cost 10,0 10,0 10,0 10,0 10,0 10 10 10 10 10
Labor cost for Drivers $7 168 $7 168 $7 168 $7 168 $28 670 $28 670 $28 670 $28 670 $28 670
N° of guides needed 1 1 1 1 1 1 1 1 1 1
Guides Working hours/opening hours 1,1 717 717 717 717 716,76 716,76 716,76 716,76 716,76
Unit labor cost for guides 10,0 10,0 10,0 10,0 10,0 10 10 10 10 10
Labor cost for guides $7 168 $7 168 $7 168 $7 168 $28 670 $28 670 $28 670 $28 670 $28 670
Total direct labor costs $ $14 335 $14 335 $14 335 $14 335 $57 341 $57 341 $57 341 $57 341 $57 341
Other running costs
Fixed maintenance costs $ 4 000 $920 $1 000 $1 000 $1 080 $4 000 $4 000 $4 000 $4 000 $4 000
Variable running cost $ 6 335 $5 828 $6 335 $6 335 $6 842 $25 340 $25 340 $25 340 $25 340 $25 340
Total maintenance costs $ $6 748 $7 335 $7 335 $7 922 $29 340 $29 340 $29 340 $29 340 $29 340
Costs 23 167 23 754 23 754 24 340 95 014 95 014 95 014 95 014 95 014
Profit $ 89 648 98 871 98 871 108 095 395 486 449 936 423 986 423 986 423 986
Brick Program
Quarter 1 2 3 4
Operations
Visits 75210 81750 81750 88290 327 000 363 300 346 000 346 000 346 000
Number of visitors taking a brick 100 25 25 25 25 100 100 100 100 100
Sales
Net Revenue for one brick ($) 95 2 375 2375 2375 2375
Net profit 2 375 2 375 2 375 2 375 9 500 9 500 9 500 9 500 9 500
77 | P a g e
Cockpit pictures
Quarter 1 2 3 4
Operations
Opening time 90% 90% 90% 90% 90% 90% 90% 90% 90% 90%
Total opening hours of cockpit pictures 652 652 652 652 2 606 2 606 2 606 2 606 2 606
Visits
Capture rate 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
Number of visitors taking a picture 7 521 8 175 8 175 8 829 32 700 36 330 34 600 34 600 34 600
Max number of visitors per picture 1 1 1 1 1 1 1 1 1 1

Number of cockpits 1 1 1 1 1 1 1 1 1
Pictures per hour 30 30 30 30 30 30 30 30 30 30
Maximum number of pictures per hour 30 30 30 30 30 30 30 30 30
Maximum number of pictures possible 19 548 19 548 19 548 19 548 78 192 78 192 78 192 78 192 78 192
Occupancy rate 38% 42% 42% 45% 42% 46% 44% 44% 44%
Sales
Net Revenue for one picture ($) 4 4 4 4 4 4 4 4 4 4
Total revenues 30 084 32 700 32 700 35 316 130 800 145 320 138 400 138 400 138 400
Expenses
Initial investment
Equipment $30 000
Lifetime (yrs) 3
Residual value after lifetime 3000
Wear-out and replacement cost 750 2 250 2 250 2 250 2 250 9 000 9 000 9 000 9 000 9 000
Direct Labor costs
N° of photographers needed 1 1 1 1 1
Fotographers' unit labor cost 12,5 12,5 12,5 12,5 12,5
Working hours 1,1 717 717 717 717 2 867 2 867 2 867 2 867 2 867
Labor cost for fotographers 8 960 8 960 8 960 8 960 35 838 35 838 35 838 35 838 35 838
Total direct labor costs $ 8 960 8 960 8 960 8 960 35 838 35 838 35 838 35 838 35 838
Maintenance costs
Maintenance costs $ 2 000 460 500 500 540 2 000 2 000 2 000 2 000 2 000
Costs 11 670 11 710 11 710 11 750 46 838 46 838 46 838 46 838 46 838
Profit $ 18 415 20 991 20 991 23 567 83 962 98 482 91 562 91 562 91 562
78 | P a g e
Administration
Quarter 1 2 3 4
Opening time of museum
Opening time per day 8 8 8 8 8 8 8 8 8
Opening days 90,5 90,5 90,5 90,5 362 362 362 362 362
General administrative personnel 284 375 284 375 284 375 284 375 1 137 500 1 312 500 1 312 500 1 312 500 1 312 500
Banking/Legal/audit 10 000 2 500 2 500 2 500 2 500 10 000 10000 10000 10000 10000
Professionnel services 10 000 2 500 2 500 2 500 2 500 10 000 10000 10000 10000 10000
Membership and dues 8 000 2 000 2 000 2 000 2 000 8 000 8000 8000 8000 8000
Postage 25 000 6 250 6 250 6 250 6 250 25 000 25000 25000 25000 25000
Printing 5 000 1 250 1 250 1 250 1 250 5 000 5000 5000 5000 5000
Stationnary and supplies 5 000 1 250 1 250 1 250 1 250 5 000 5000 5000 5000 5000
Equipment maintenance 5 000 1 250 1 250 1 250 1 250 5 000 5000 5000 5000 5000
Telephone 6 000 1 500 1 500 1 500 1 500 6 000 6000 6000 6000 6000
Insurance 10 000 2 500 2 500 2 500 2 500 10 000 10000 10000 10000 10000
Uniforms 2 000 500 500 500 500 2 000 2000 2000 2000 2000
IT platform 15 000 3 750 3 750 3 750 3 750 15 000 15000 15000 15000 15000
Travel/Transportation 10 000 2 500 2 500 2 500 2 500 10 000 10000 10000 10000 10000
General administrative costs 111 000 27 750 27 750 27 750 27 750 111 000 111000 111000 111000 111000
Hours per day 9 9 9 9

Housekeeping costs Unit cost ($/h) 10 8 145 8 145 8 145 8 145 32 580 32580 32580 32580 32580
Dayly hours 3 136 724 724 724 724 2 896 2896 2896 2896 2896
Evening hours per Event 4

Number of events 88 20 20 20 28 88
Evening hours 352 80 80 80 112 352 352 352 352 352
Unit cost ($/h) 13

Security costs costs 1 000 10 050 10 050 10 450 31 550 40600 40600 40600 40600
Building expense
Quarter 1 2 3 4
Repairs and maintenance
Maintenance cost per sq ft 2 2 2 2 2 2 2 2 2 2
Surface of museum (sq ft) 148 300 148 300 148 300 148 300 148 300 148 300
Utilities, repairs and maintenance costs 74 150 74 150 74 150 74 150 296 600 296 600 296 600 296 600 296 600
Wear-out and replacement cost 500 000 125 000 125 000 125 000 125 000 500 000 500 000 500 000 500 000 500 000
Other Building expenses 199 150 199 150 199 150 199 150 796 600 796 600 796 600 796 600 796 600
Development and marketing

Quarter 1 2 3 4
Number of visitors 75 210 81 750 81 750 88 290 363 300 346 000 346 000 346 000
Total revenues 836 375 1 005 074 905 074 1 086 374 3 832 896 4 378 280 4 260 222 4 278 972 4 297 722
Percentage of annual sales spent in marketing 10% 10% 10% 10%

Marketing expenses 95 822 95 822 95 822 95 822 383 290 437 828 426 022 427 897 429 772
Fundraising costs additional to salaries 100 000 25 000 25 000 25 000 25 000 100 000 100 000 100 000 100 000 100 000
79 | P a g e

Aviation Museum Operations PDF

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2012

Feasibility Study for

1.2. Project Framework

The 8th AF Museum and Innovation Development Center

 Create a one-of-a-kind academy. An institution which would command national attention

 Have a facility/structure of unique architecture melding Barksdale’s historic style with

START Provides a certain Drives operations & Y determines # of

Increase fund X Community

STOP Alt funding

Drives total capital E Determines funds

Terry Snook, Pres 8 AFMA

Figure 2.1: Addressable Market Table

2.2. Marketing Strategy

“Museum administrators often underestimate the value of their institutions' offerings.

“Museum professionals recognize that museums, as recreational and educational

2.2.1. Importance of Differentiation and Theoretical Aspects

2.2.2. Responding to Audience Needs

2.2.3. Adopt a Consumer Focus

2.2.4. Market Environment

2.3. Addressable Market

 74% of visitors have leisure activities as their main purpose of travel11

Figure 2.2: Primary Purpose of Trip

Figure 2.3: Day vs. Overnight

Figure 2.4: Length of Stay

Figure 2.5: Number of Household Members

Figure 2.6: Addressable Market Target Number

The addressable market for the museum is targeted at 346.000 people.

Figure 2.7: Evolution of visitors

Upgrade Optimal: Gain

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

2.3.1. Sanity Check – Addressable Market

 Average number of visitors in the US to Science / Technology Center Museums

Average number of visitors in the US to Science / Technology Center Museums:

Children's/Youth Museum 130,870

General Museum 58,500

Historic House/Site 11,700

History Museum/Historical Society 10,000

Living Collections 208,574

Natural History/Anthropology Museum 58,176

Science/Technology Center/Museum 357,103

Specialized Museum 22,000

Market capture rate of museums in the United States of America

2.4. Origin of Visitors

Figure 2.9: Inquiry Origin Map

Figure 2.10: Source of Visitors

Figure 2.11: Visitor State Percentage

Figure 2.12: Top 5 Visitor States

2.5. Current Activities

Figure 2.13: Places and Activities Visited

2.6. Other Events

Figure 2.14: Festivals Visited

 Red River Revel Arts Festival:

 Barksdale Air Force Base Annual Air Show:

2.7. Competitive Venues

Sci-Port Discovery Center:

Louisiana State Exhibit Museum:

Louisiana State Oil and Gas Museum:

Other aviation related museums:

Frontiers of Flight Museum: 6911 Lemmon Ave, Dallas, TX75209.

2.8. Comparative Venues

When considering education programs, the Museum of Aviation at Robbins AFB,

3. The Concept for the Museum