In addition to all of the relevant market data mentioned by Tom, I think it is important to identify the key offering of the museum. In a general term, this would include the actual art exhibitions, but it could also be framed differently as a "Boston tourist attraction" or a "field trip destination" rather than just a museum. Thinking about how to frame the museum's core offerings in a new way can help us to identify new markets while maintaining many of our other structural elements. For example, if the museum position's itself as a must-see tourist attraction in Boston, by having high ratings on Trip Advisor, having pamphlets and discounts at local hotels, etc; it can capture much more of the population that is visiting Boston for a short time. This would not necessarily require them to change their exhibits, or prices, but rather just fine-tune its marketing strategy. Identifying alternative "frameworks" like this can be a way to capture more market share in untraditional ways.
