How will this strategy meet marketing goals and objectives?

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1 Audience Analysis Oregon Contemporary Theatre already has a significant following in the Eugene area, but needs to find ways of reaching out to new potential audiences. First, OCT has not done enough to attract University of Oregon students to their shows. Many University of Oregon students and faculty participate in OCT productions and some even serve on the organization s board, but students are not proportionately represented in OCT s audiences. OCT should make better use of social media to reach out to this particular group. Eugene s ethnic minorities are also not significantly represented in OCT s audiences. A recent survey distributed by OCT showed that the largest demographic represented in their audiences is women between the ages of 45 and 60. Oregon Contemporary Theatre needs to maintain the loyalty of this demographic, while reaching out to growing segments of the population. According to the United States Census bureau, between the 2000 Census and the 2010 Census, the percentage of the population that identify as Hispanic or Latino in Eugene grew from 5% to 7.8%. It is important for OCT to find ways to appeal to this population through relevant programming and targeted marketing campaigns. Although Oregon Contemporary Theatre is planning an initiative to provide more affordable seating options, as with many arts organizations, some segments of the population are excluded due to the cost prohibitive nature of attending. The majority of seating at OCT begins at $20 a ticket, with approximately twelve B-seats starting at $16 a ticket available per show. These prices seem pretty reasonable, especially because theatres rely heavily on ticket sales for revenue. OCT will frequently run discounts during the first week of a production, and they also offer student and senior discounts. A possible method for reaching out to low-income members of the population would be having a pay what you can night like some other arts organizations. However, small arts organizations like OCT have to balance what is economically feasible with their desire to include the largest possible segment of the population. Oregon Contemporary Theatre s new home has greatly increased their seating capacity and is allowing the company to earn greater revenue from ticket sales. Lord/Leebrick Theatre s old facility only seated 94, but the new facility can seat up to 170 patrons. Productions in the old space usually ran between 95 and 100% capacity implying that there was a greater demand for seats than was being met. OCT just opened its fifth show in the new space, and has been averaging between 75 and 80% capacity over the course of the previous four shows. OCT s most recent production, August Osage County ran at 92% capacity, and was a huge success for the company. It is always harder for an organization to draw a crowd when the show being produced doesn t have name recognition in the community. OCT can address a desire for larger audiences through season planning, diversifying their marketing campaign, and providing more discounted tickets for less popular productions. Finally, OCT can boost its audiences by converting more single-ticket purchasers into Flex Pass subscribers. The recent marketing survey conducted by OCT showed that a majority of people who attend their shows are single-ticket purchasers and not

2 subscribers. OCT should offer more perks and incentives for becoming a season ticket holder, such as opportunities to interact with the performers or VIP receptions before or after the shows. Oregon Contemporary Theatre needs to focus not just on how to get new viewers in the door, but how to keep them coming back year after year. Oregon Contemporary Theatre has consistently been growing its audiences, but still has room for audience expansion and diversification. III. Scheme Goal One: To bring in younger audiences. Strategy: Social Media Marketing. Measurable Objectives Increase number of likes on Facebook to 1,000 Create Twitter account and generate 200 followers Create YouTube channel and generate 100 subscribers How will this strategy meet marketing goals and objectives? As previously mentioned, the largest demographic currently attending OCT productions is women between the ages of 45 and 60. Eugene is the home to University of Oregon, Northwest Christian University, and Lane Community College and over 25,000 college students. Thus, young people represent a significant portion of the roughly 150,000 residents of Eugene. OCT needs to tap into this large younger demographic. By expanding their social media presence, Oregon Contemporary Theatre will reach a larger number of college students and young people living in the Eugene area. In addition to attracting attention from college students, social media marketing will target anyone in the Eugene area who is engaged in social media. Not only will a social media presence make more people aware of upcoming events, it will help people who are already involved with OCT engage more deeply with OCT s programming. Target Message Attending Oregon Contemporary Theatre productions is a fun, inexpensive way to spend your nights and weekends. Tactics OCT should improve its social media presence by improving its communications through Facebook, Twitter, and YouTube. Facebook

3 The Oregon Contemporary Theatre Facebook page is actually quite robust and features frequent updates and posts. The most obvious issue with their Facebook page is that not enough people like it (586) or are talking about it (50). Positive Features: Frequent updates Photos of current and upcoming shows Links to reviews Event pages for shows Links to class information Link to buy tickets Suggestions for Future Use: Post videos in addition to pictures Post questions or surveys about shows and classes Use Page Like Stories to generate more likes for the page Offer last minute discounts that are only available through Facebook Thank sponsors Issue fundraising appeals Twitter The link to Twitter on the Oregon Contemporary Theatre website currently leads to an error page. During the rebrand, they either deactivated or deleted their old Lord Leebrick Twitter account and did not replace it with a new account. Suggestions for Future Use: Advertise upcoming shows and events Offer last minute discounts only available on Twitter Post links to reviews Host a Live Tweet preview night, where supporters sit in on a preview performance and tweet about it to generate buzz Share articles relevant to audience Pose questions about shows Post volunteer opportunities Create twitter accounts for characters in plays YouTube Oregon Contemporary Theatre does not currently have a presence on YouTube. I recommend that they create their own YouTube channel that features the following: Trailers for upcoming shows Artist profiles Interviews with show directors How-to videos, featuring tips for set, sound, light, and costume designers

4 Goal Two: To convert single ticket purchasers into season ticket holders. Strategy: Loyalty Marketing. Measurable Objectives 20% increase in number of new subscribers 80% renewal rate Get 10 lapsed subscribers to re-subscribe How will this strategy meet marketing goals and objectives? In Arts Marketing Insights, Joanne Scheff Bernstein (2007) argues that, Marketing is not the art of finding clever ways to fill your seats. Marketing is the art of creating genuine customer value (p. viii). Through adding value to the customer s experience, Oregon Contemporary Theatre can create a loyal base of followers who return to see shows year after year, thus providing a steady and reliable source of revenue. Target Message We want you to be a part of the Oregon Contemporary Theatre family. As a Flex Pass subscriber you will have access to exclusive benefits ranging from priority seating to invitations to receptions with the performers. Tactics Increase Flex Pass Subscriber Benefits o Priority seating o Ticket exchange privileges o Backstage tours o Preseason previews o Souvenirs o Meet-the-artist events Heighten Visibility of Flex Pass Subscription o Advertise Flex Pass through social media, , traditional mail, and programs o Include information about Flex Pass subscription in all OCT printed materials o Advertise benefits of Flex Pass subscription wherever the Flex Pass is mentioned o Once a year, offer Flex Pass subscription at a 25% reduced rate Goal Three: To fill new larger venue. Strategy: Word-of-mouth Marketing

5 Measurable Objectives Increase attendance from 75% to 90% of house capacity How will this strategy meet marketing goals and objectives? Joanne Scheff Bernstein (2007) writes that word-of-mouth is the most influential factor in most people s ticket purchasing decisions, often more influential than all other marketing efforts combined (pp ). In other words, people are more likely to go see a show if it is recommended to them by someone they trust. By getting loyal customers to go out and tell their friends about shows, OCT can increase performance attendance. Target Message Tell all your friends about the great shows at OCT and get a free ticket! Tactics Maintain Active Social Media Presence o Keep Social Media sites current and update frequently o Offer prize to Facebook follower who gets the most friends to like OCT Get People in for Free o Invite OCT board members, UO and LCC performing arts student groups, and loyal subscribers to sneak preview one week before show opening o Provide free tickets for performance early in run to board members and ask them to invite their friends Offer Referral Discount o Customers whose name is mentioned at the box office by three people during the run of a show get two free tickets to the next OCT show IV. Implementation Social Media (Estimated Cost $0) Personnel- Setting up and maintaining the social media sites will be the responsibility of the full-time marketing director. Daily responsibilities will include posting on Facebook and Twitter and responding to any comments. Occasional responsibilities will include advertising upcoming productions, posting links to reviews or relevant news articles, posting production and event photos, sending out event invitations and reminders, and thanking event sponsors. The YouTube channel should feature two new videos each month, in addition to trailers for upcoming shows. If possible, OCT should recruit a volunteer or marketing intern to assist with the development of social media materials. Materials and Supplies- None. Technological Resources- Photo and video-editing software. Media- Need access to digital camera for photos and videos. Printing, Production, Distribution- None.

6 Sponsors and Service Trades- In developing their social media presence, Oregon Contemporary Theatre should partner with the University of Oregon Cultural Forum, Theatre Department, School of Music and Dance, Arts Administration Program, and other UO arts and culture programs. OCT should ask these organizations to post shout-outs for upcoming events and offer to reciprocate. Loyalty Marketing (Estimated Cost $5500/season) Personnel- The marketing director will be in charge of ensuring all OCT published material includes information about the Flex Pass subscription. The fulfillment of subscriber benefits will be the joint responsibility of the marketing director and the box office director. ($500/reception) Materials and Supplies- OCT will need to purchase food and beverages for meet-the-artist receptions which will take place on opening night Technological Resources- None. Media- None. Printing, Production, Distribution- This strategy will require one additional traditional mailing to take place once per year. This will incur printing and postage costs. ($500) Sponsors and Service Trades- None initially, although in the future OCT should consider negotiating with restaurants downtown to include discounted meals in Flex Pass subscriber benefits. Word-of-mouth Marketing (Estimated cost $0) Personnel- The marketing director should delegate responsibilities for word of mouth marketing to volunteer board members and interns with ties to local college campuses. Materials and Supplies- None. Technological Resources- None. Printing, Production, and Distribution- None. Sponsors and Service Trades- None. Calendar of Important Dates 2 Months Out (from opening night of first show of season) Send out mailing offering 25% off Flex Pass subscription to single-ticket purchasers Send out mailing to Flex Pass subscribers asking them to renew Send out mailing to lapsed subscribers asking them to renew 1½ Months Out Send out postcard reminding people they have two weeks left to subscribe/renew subscription for upcoming season 1 Month Out Deadline to subscribe for upcoming season Distribute invitations to sneak preview, post-show receptions, and backstage tours

7 2 Weeks Out Post trailer of upcoming show and interview with show s director on YouTube channel Ask other Eugene arts organizations and UO and LCC student groups for shoutout on Social Media sites Post rehearsal photos on Social Media sites 1 Week Out Sneak preview for subscribers, board members and guests, and select UO and LCC students Offer free Flex Pass to Facebook follower who gets the most friends to like OCT First Show of Season Post-show reception with actors and crew Day after Opening Post pictures of post-show reception on Social Media sites One Week into Run Sunday afternoon backstage tour for subscribers Run half-off discount available only through Social Media Post links to reviews on Social Media Two Weeks into Run Sunday afternoon backstage tour for subscribers Three Weeks into Run Sunday afternoon backstage tour for subscribers Run another half-off discount available only through Social Media Closing Night of Four Week Run Post-show reception with actors and crew Week after Closing Give a shout-out to individuals who spread the word about the show on Social Media Send personalized thank-you notes from performers to word-of-mouth marketers Post pictures of post-show reception on Social Media sites V. Evaluation Plan To evaluate the effectiveness of the three marketing strategies, the marketing director will ascertain at the end of the season to what extent the following objectives have been achieved. Increase number of likes on Facebook to 1,000 Create Twitter account and generate 200 followers Create YouTube channel and generate 100 subscribers 20% increase in number of new subscribers 80% renewal rate Get 10 lapsed subscribers to re-subscribe Increase attendance from 75% to 90% of house capacity

8 It will be easy to collect this information because of the quantitative nature of the objectives. Once data has been collected, the marketing director should create a report to distribute to the artistic director and the board. If objectives have been reached, the relevant marketing strategy should be repeated for the following year. If significant progress was made, but the objectives were not reached, the relevant marketing strategy should still be repeated. If, however, little to no progress was made towards the objectives, the strategy should be abandoned in favor of a new approach. References Bernstein, J. S. (2007). Arts marketing insights. San Francisco, CA: John Wiley & Sons, Inc. Connolly, T. (2012, April 4). Local arts organizations use Twitter to reach new audiences [Web log post]. Retrieved from Eugene, Oregon, Demographic Statistics. Retrieved from us/census/data/oregon/eugene/demographic.html Rhinesmith, C. (2010, June 1). Social media 101: Facebook, Twitter, YouTube [Web log post]. Retrieved from facebook-twitter-youtube Rogers, L. (2013, January 27). Commonsense social media for small arts organizations [Web log post]. Retrieved from Thomson, K., Purcell, K., & Rainie, L. (2013). Arts organizations and digital technologies. Washington, D.C.: Pew Research Center s Internet & American Life Project. Retrieved from United States Census Bureau. (2014, January 7). Eugene, Oregon State and County QuickFacts. Retrieved from

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