Strategic Marketing in Performing Arts

A combination of factors that influence a customer's decision to attend a performance, such as the performer's name, musical selections, orchestra quality, overall ambiance, and more.

The artistic director's primary responsibility is to create a program that aligns with the organization's mission, artistic vision, and audience preferences.

The process of developing a series of performances that balances artistic merit with audience satisfaction, taking into account the organization's resources and the community's interests.

The primary goal of entertainment is to satisfy the audience, often by providing familiar and enjoyable content.

Art is often thought of as provocative, challenging, and even unsettling, aiming to inspire thought and discussion.

The balance between prioritizing artistic exploration and ensuring audience engagement is a key challenge for arts organizations. They need to select programs that are both stimulating and accessible.

The combination of factors like performer recognition, musical selection, and the overall ambiance of the venue.

A term used to refer to the artistic value and quality of performances, taking into account elements like the orchestra's skill, the composer's reputation, and the overall artistic merit.

A strategy of using a website, virtual communities, and online services to reach and engage audiences.

A website that offers deeper content like interviews, backstage footage, and previews, providing a more immersive experience.

Extending the core product (theater performances) by creating additional value through media content like videos and documentaries.

The ability for audiences to easily access performances and information, such as through online streaming or digital platforms.

Enthusiasm and excitement generated by activities that connect audiences with performances.

Providing information about performances, artists, and the theater to various audiences, including journalists, members of the community, and online fans.

The core business of performing arts organizations focuses on providing a service rather than selling a tangible product.

Services are intangible, meaning they cannot be physically held or owned, and they result in an experience rather than a physical item.

The initial stage of an organization's life where the main focus is on building awareness and introducing the product (e.g., a performance) to the target audience.

The stage where an organization sees rapid growth with increasing audience interest and demand. It's a time to expand offerings and build customer loyalty.

The stage where an organization has achieved substantial success and market share, with more stable operations, but potential for declining interest.

Strategies and activities used to build brand awareness in the early stages of an organization.

Actions taken to grow an organization's reach and audience engagement in the growth stage.

The process of analyzing an organization's progress through different stages of its life cycle (introduction, growth, maturity) to identify trends and adapt strategies.

Theaters develop new ways to reach audiences, for example, by developing flexible season ticket options, offering educational activities, and utilizing customer relationship management systems to gather feedback.

Piccolo uses its shows to educate students about the different theater disciplines and immerse them in the theater experience.

Theaters are not just about performances, but also about fostering a sense of community by engaging audiences and students.

Theaters utilize online platforms to reach wider audiences, share content, and engage with their community.

Theaters aim to create a diverse range of programming that appeals to different audiences, including classical and contemporary drama, dance, music, and opera.

Theaters use a variety of outreach methods, including workshops and training programs, to educate students and their teachers about theater.

Theaters aim to reach a wider audience, including students and groups, through special programs and affordable ticket options.

Theaters use customer relationship management (CRM) systems to gather audience feedback and improve their offerings.

Changes in audience behavior, like the decline in full-season subscriptions, have forced arts organizations to adapt their strategies and offerings.

Offering shorter, more flexible packages, like mini-plans and single ticket sales, helps attract a wider range of audiences.

Organizations that embrace change and adapt their programs to attract new audiences are best positioned to survive.

The decline in full-season subscriptions is a major trend impacting the performing arts industry.

Creative and innovative marketing strategies are crucial for attracting new audiences and building frequency among existing ones.

The success of arts organizations depends on their ability to imagine and implement changes that resonate with their audiences.

The future of arts organizations is uncertain for those who don't adapt to evolving audience preferences.

Piccolo Teatro launched an online sales channel, "PiccoloCard", which mirrored their customer relationship management system. This online platform allowed customers with PiccoloCards to purchase tickets, earn points, and access discounts and special services.

In 2008, Piccolo Teatro began selling tickets directly through the PiccoloCard platform. This move was a key strategy to expand their sales reach.

PiccoloCard offered full-priced tickets compared to the discounted offers on the "Community" site. This resulted in higher revenue per ticket.

The rising price of tickets, coupled with increased online sales, resulted in a significant boost for Piccolo Teatro. Between 2008 and 2011, online sales grew nearly 50%, while ticket prices increased by 24%.

Prior to opening their online sales channel, Piccolo Teatro relied on the "Community" site to reach a large audience. This site offered discounts and promoted engagement through the "Community" loyalty program.

The success of PiccoloCard, which offered full-priced tickets, drove more members to register on the "Community" site. This suggests that the direct sales channel (PiccoloCard) had a positive spillover impact on broader customer engagement.

Piccolo Teatro's successful online sales initiative, PiccoloCard, was driven by a shift from relying on community channels to a focused direct sales approach. This move, coupled with higher ticket prices, contributed to a significant increase in both revenue and customer reach.

The PiccoloCard site's success demonstrated that offering a platform for direct ticket sales created a profitable opportunity for Piccolo Teatro. This successful approach led to a strategy focused on digital sales and customer engagement.