A collaborative effort

Case study: Guinness

The Storehouse was four years in development, during which time Imagination worked closely with Guinness and a wide range of stakeholders.

For example Imagination hosted a mini-conference where anticipated users of Storehouse, both within and outside Guinness, were invited to share their thoughts. These included Guinness corporate affairs, HR, retail, training and sales people as well as local residents and representatives of key local and tourist organisations. The conference aimed to get all the necessary stakeholders on board, and find out if there actually was an answer to the key question: why not?

In effect, this meant that Storehouse was born out of a network, with ownership of the project spread among many different departments at Guinness. Ralph Ardill explains that this ‘was very different from the predominant principle at Guinness at that time. In a way, it was a cultural experiment. It was always a network of cross-functional teams, never just a marketing project: corporate affairs, trade licensing, finance, operations and building services all worked together.’

And this way of working has had a lasting effect on the business. Ardill comments that ‘Diageo now encourages cross-functional teams to provide new ways of thinking about its brands.’

The Gravity bar at Guinness' visitor centreSo even though Guinness didn’t know what it wanted, it got what it needed. Storehouse is a brand home for Guinness that’s an award-winning visitor attraction, a fully functioning learning centre that sees 100,000 Diageo employees a year pass through its doors, and a new icon for Dublin in the shape of the gravity bar. It’s not just for tourists – fashion shows and events in the gallery spaces mean that young Dubliners also use the space and so connect with the brand in a meaningful way, and even Bill Clinton has enjoyed a pint there.

Since opening in November 2000, the Guinness Storehouse has welcomed over 3 million visitors and, according to a study by Economic Research Associates, is the fifth most popular brand experience in the world.

Guinness introduced a brewing experience to its visitor centre in 20062006 saw the launch of its latest permanent visitor attraction, the ‘Brewing Experience’, which brings the public closer to the Guinness brewing process than ever before, even allowing a few lucky visitors the chance to ‘start the brew’. ‘The St James’s Gate Brewery is now the largest stout exporter in Europe,’ says Cindy Martin, Operations Manager at Guinness Storehouse. ‘In line with this we have developed this exciting Brewing Experience to provide visitors with a rare insight into the brewing process while bringing them even closer to the Guinness brand.’

In more depth
Read more from Ralph Ardill on creating effective brand experiences in our  Experience Design resource

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Lessons learned

  • Making it real
    ‘If you want to do something really innovative you have to stop thinking about the design of things, and start thinking about the design of how things become real,’ says Ralph Ardill. ‘That makes the difference between great ideas that make it into the real world, and lovely proposals that stay on the shelf.’
  • Question everything
    There’s no book that teaches you how to build a brand experience. You create the methodologies. For Guinness and Imagination, this meant questioning everything, including the perceived wisdom that every visitor experience has to end up in the shop (at Storehouse you don’t have to go into the shop if you don’t want to).
  • Think ahead
    Ardill insisted that the entry ticket should take the unusual form of a drop of Guinness encased in a glass pebble, which people would take home with them. 

The entry ticket for the Guinness Storehouse is a drop of Guinness encased in a clear glass pebble‘I kept saying it might not matter now when we’re trying to get the roof on, but that it would matter to the visitors in three years time when they’d taken it home and put it on their desk.’