SANDRA LYNES TIMBRELL
DIRECTOR OF VISITOR EXPERIENCE
1599-1613 Built by Burbage & Shakespeare, burnt
down during a performance of Henry VIII.
1614-1642 Rebuilt and closed by Oliver Cromwell, as
were all theatres.
1997- Rebuilt by Sam Wanamaker.
The Globe Today
PLACING THE VISITOR AT THE HEART OF
EVERYTHING WE DO
• 25 million visitors to Bankside in 2017; 1million to Shakespeare’s Globe.
How can this change?
• Review of the visitor journey
• Research and evaluation: Mystery shoppers, peer benchmarking,
• Strategic operations
• Staff engagement
• Visitor engagement: family offer
• Commercial opportunities: donations; secondary spend; retail and catering
• Celebrate our successes: what do we do really well?
• How can we help make memories and in turn make money?!
The Show Must Go On
Acknowledging that it would get bumpy
Managing expectations at all levels
Reviewing operational contingencies
How would the changes affect ALL teams?
Expecting the unexpected!
Scheduling evaluation into the process
LET THEM EAT CAKE
Visibility of leaders is vital
Mistrust breeds mistrust: accept anger
State what is acceptable and what isn’t
Use Internal Comms wisely: celebrate
success and don’t mix messages
Hear voices from other teams
Acknowledge mistakes
Implement ‘listening workshops’
Agree to move forward as a team
The customer remains unaware
Say ‘thank you’ as best you can (cake!)
‘The greatest technology in the
world hasn’t replaced the ultimate
relationship building tool between a
customer and a business; the
human touch’.
Shep Hyken
www.shakespearesglobe.com
@shakespearesglobe
@SLTHeritage
the_globe
THANK YOU