2. 1
Abstract
The paper will examine the current operations and practices of the Kamloops Symphony Orchestra and
will analyze its internal strengths and weaknesses along with the external threats and opportunities. The
scope of the paper involves providing evidence-based marketing recommendations and key success
factors that will enable the Kamloops Symphony Orchestra to generate awareness, increase attendance
and demonstrate superior value to its visitors and community.
3. 2
Contents
1. Executive Summary............................................................................................................................3
2. Introduction.........................................................................................................................................3
3. Situational Analysis ............................................................................................................................4
4. Product Offering / Market Mix .........................................................................................................4
4.1. Product.........................................................................................................................................4
4.2. Price..............................................................................................................................................4
4.3. Place .............................................................................................................................................5
4.4. Promotion ....................................................................................................................................5
5. Market Analysis ..................................................................................................................................5
5.1. Target market..............................................................................................................................5
5.2. Market needs...............................................................................................................................6
5.2.1. Enrich the quality of life in the community through music ................................................6
5.2.2. Operate in a fiscally responsible manner..............................................................................6
5.2.3. Be responsible to all our stakeholders...................................................................................6
5.2.4. Demonstrate commitment and accountability throughout the organization.....................6
5.3. Market Trends ................................................................................................................................7
5.4. Competitive Analysis ..................................................................................................................7
6. Market Research Study......................................................................................................................8
6.1. Market Research Introduction ..................................................................................................8
6.2. Market Research Findings .......................................................................................................10
7. SWOT Analysis.................................................................................................................................12
7.1. Strength......................................................................................................................................13
7.2. Weaknesses................................................................................................................................14
7.3. Opportunities.............................................................................................................................14
7.4. Threats .......................................................................................................................................15
8. Mission ...............................................................................................................................................15
9. Positioning .........................................................................................................................................16
10. Critical Success..............................................................................................................................16
11. Action Plan ....................................................................................................................................17
12. Conclusion .....................................................................................................................................18
References ..................................................................................................................................................19
Appendix A..................................................................................................................................................20
4. 3
1. Executive Summary
The Kamloops Symphony Society (KSO) is the major symphony in the city of Kamloops.
Its core competency includes offering live orchestral music performance and music
education programs for the residents of Kamloops. Besides the wide array of shows
performed throughout the year, the KSO holds a good reputation, such that it is positions
itself as a leading cultural institution in the city of Kamloops. The Kamloops symphony is a
not for profit organization. It receives financial support from corporate sponsor’s as well as
grants from three levels of government, consisting of the municipal, provincial and the
federal government.
Presently, it attracts 300 to 400 audiences per show and is categorized by a number of
additional strengths including loyal members, strong customer service and moderate ticket
prices. However, the KSO is also situated in a time of rapidly evolving environmental
factors that potentially threaten its performance. On the other hand, with many opportunities
on the horizon, the KSO will actively effectively manage target marketing, meaningful
partnerships, “Word of Mouth” marketing, and loyalty.
2. Introduction
The purpose of this marketing plan is to aid the KSO in realising its purpose, directive and
vision, as the prominent orchestral society in Kamloops and surrounding area. Through
marketing research data provided, thus serve as basis for confirming prior assumptions and
offering recommendations, which can create feasible and assessable goals for the benefit of
the KSO and the citizens of Kamloops. Primarily a marketing research survey is conducted
in order to grasp an idea of the attitudes and perceptions of audience and the public (citizens
of Kamloops).
In addition, SWOT analysis is used to observe internal strength and weakness as well as
external threats and opportunities that the symphony orchestra may face in the long and
short-run.
Additionally, market trends, market needs and competitive analysis were also recognized
and analysed, in order to address the needs of current and potential audience members as
well as subscribers. Lastly, the thorough recommendations report offer solutions and an
action plan that the KSO could adopt, to increase awareness, ticket sales and overall
satisfaction of current and potential audience.
5. 4
3. Situational Analysis
The Kamloops Symphony is a community resource providing live orchestral music
performances, music education programs and related music services for the citizens of the
Kamloops region. The Kamloops symphony Music School is a non-profit music school
operated by the Kamloops symphony society which offers private lessons, group lessons,
and student recitals to all levels and ages. The Kamloops symphony students take lessons to
meet requirements for post-secondary entrance exams, festivals, to develop career skills and
for personal enjoyment and growth. In 2002, the Kamloops Symphony music school opened
its door, providing a facility for members of the Kamloops Symphony and others in the
community to share their knowledge. Our faculty members are highly qualified, well-
educated and experienced. The KSO strives to enrich the quality of life in the community
through music and strive for the highest quality throughout the organization.
4. Product Offering / Market Mix
4.1.Product
These are the physical features of a product and how they are differentiated from their
competitors (Kotler et al., 2013). The Kamloops symphony orchestra host various musical
events and there are various music series available which include the prestige series, classic
series, pops series and chamber music series. There are numerous performances under the
various series and the customers/audience have the option to either subscribe one or more of
the series or non subscribers can pay as the event comes up. A huge number of special
events and programs are also held throughout the year which includes just cruising raffle,
free pre-concert chats with Ray Chatelin, culture days, Barb’s used books and music sale,
mayors gala for the arts and fundraising events (kamloopssymphony.com). They provide
orchestral music performances, music education programs and related music services for the
citizens of Kamloops.
4.2.Price
This refers to the value of a product or service. The Kamloops symphony orchestra (KSO)
offers numerous admission prices and discounted prices for subscribers and non subscribers
(refer to appendix A)
6. 5
4.3.Place
This simply means where the potential buyers look for a company’s product and how to
access the right distribution channel. The KSO office is located in Lorne street downtown
city of Kamloops. This is where the musical lessons, registrations and music services
relating to the KSO is carried out. However, the musical events do not hold here, they are
held in the sagebrush theatre. The sagebrush theatre is a 706-seat proscenium theatre located
at 1300 9th
avenue and jointly owned by the city of Kamloops/Thompson school district.
Western Canada theatre acts as the management company for the sagebrush theatre and is
responsible for its day-to-day operation. Sagebrush theatre is the home to western Canada
theatre and the Kamloops symphony orchestra as well as operating as a roadhouse for many
local and national performances.
4.4.Promotion
This means making the customers aware of a product, it can be done through mass selling, sales
promotion and personal selling (Kotler et al., 2013). There are various special offers associated with
the Kamloops symphony, which includes the TRUSU pass, Kamloops chamber coupon, youth ticket,
culture days, free open dress rehearsal, and free pre-concert chats. It offers their subscribers various
benefits such as first choice of available seats, ticket exchange privileges, 10% discount on extra
tickets all season and ticket replacement service.
5. Market Analysis
The main part of a marketing plan is the market analysis because it gives a company’s plan
direction by identifying and profiling the target market and its needs
(investopedia.chron.com).
5.1.Target market
This is the part of the qualified available market that a company decides to pursue or to
whom the company directs its marketing efforts (investopedia.com). The KSO target market
does not seem to be defined specifically; rather the target audience comprises a broad
continuum of individuals mainly old and some few young ones. The inclusion of various
genre of music such as classical, opera, country, Folk in their product offering allows it to be
relevant to a broader audience which includes teachers, government workers, children,
youths families and adults. Emphasis can be made on maintaining the retention of visitors
through subscriptions because subscribers are prioritized and also receive supplementary
benefits, which are not available to the general audience or non-subscribers.
7. 6
5.2.Market needs
This tells the feature of a product which will appeal to the target customer and this helps to
frame the marketing message to emphasize these features. This is usually part of the
marketing plan and it simply means what the consumers in a market require or need in a
product. The KSO provides their visitors and the local community with high quality services
which is unique to its competitors. And according to Kamloops symphony, the core value or
competencies they seek to fulfill include:
5.2.1. Enrich the quality of life in the community through music
The KSO aims to enrich the life of the people in the community by linking them to
diverse musical heritages, transforming children lives by restoring and revitalizing music
education. They also provide a balance of life- enriching activities for all individuals who
encourage lifelong hobbies and nurture each individual’s physical intellectual and social
needs.
5.2.2. Operate in a fiscally responsible manner
The KSO is determined to operate in a fiscally responsible manner by ensuring their
audience receive essential and well-deserved service in a timely and efficient manner and
ensure their subscribers receive maximum benefit for their subscriptions.
5.2.3. Be responsible to all our stakeholders
The stakeholders are an important part of an organization; they influence and impact an
organization policy development.
5.2.4. Demonstrate commitment and accountability throughout the organization
The KSO demonstrate huge commitment and accountability because it is the guiding
principle that defines how they make commitment to one another and their customers,
how they measure and report progress and how they interact when things go wrong.
8. 7
5.3.Market Trends
Public Involvement
“The number of people attending live performances has been growing consistently over
the years. This distinction is important because lower population growth and shifts in the
population may weaken attendance levels. Additionally, baby boomers will gradually be
replaced by a younger generation that appears less inclined to attend live performances
and is more comfortable with entertainment provided through the Internet and other
emerging.”
Musicians
“Overall, three broad trends characterize the population of a musician. First, their
numbers have been growing dramatically. Second, performing musicians continue to
dedicate themselves to their art even though their pay and job security have scarcely
improved since the 1970s. Third, the presence of superstars continues to tilt the arts
market toward a select few.”
Organizational Finances
“The revenues of nonprofits music organizations fall into three main categories: earned
income (ticket sales, other business activities, and investment income), philanthropic
contributions (from individuals, foundations, and businesses), and direct government
subsidies.”
A Vision of the Future
“If the trends of the past 20 years continue, the authors envision a fundamental shift in
the performing arts system. Instead of a sharp demarcation between a nonprofits sector
producing the live high arts and a for-profit sector producing mass entertainment, major
divisions in the future will be along the lines of big versus small arts organizations, or
firms that cater to broad versus niche markets.”
Implications for the Music
“The quantity of performances will increase in some areas and decrease in others,
depending on whether they are live or recorded, and whether they involve the high, folk,
or popular music. Professional live performances of music, for example, will be
increasingly concentrated in big cities and provided by high- budget nonprofits
organizations. Touring musicians and performing groups will bring the live professional
music to audiences in smaller cities and towns that are not able to sustain top-level
performing music.”
(RAND Enterprise Analysis, 2001).
5.4.Competitive Analysis
The KSO is the only symphony organization of its kind in the city. Hence, it doesn’t face
any major competition in the city.
9. 8
However, KSO performances faces minor competitive threats from other Kamloops events
and activities like Live Theatre, The Blazer Games and the Operas. These events pose
themselves as competition during the clash in the timings of these events with the KSO
performance timings.
6. Market Research Study
6.1.Market Research Introduction
A marketing research survey was conducted to provide evidence-supported findings and
behaviour patterns across a sample population. Specifically, three objectives were taken into
consideration:
Market-sensing
Information was gathered to observe the market needs as well as the audience
behavior.
Customer acquisition
Mostly the younger market segment was examined and compared with the current
audience in order to identify target market needs.
Stage of AIDA Model
The stage of awareness, interest, desire and action was examined.
Two kinds of surveys, i.e. the Audience Survey and the Public Survey, were conducted to
compare the current audience behaviour and the prospective audience. The first kind of
survey was administered at one of the performances to gather information about the current
audience. A total of 386 individuals had participated in the Audience survey. Fig. 1
illustrates the gender distribution of audience.
Fig. 1: Audience Gender Distribution
296 of the total audience respondents were ages 55 years or older and constituted the
majority of the respondents. Fig. 2 illustrates the age distribution of the audience.
10. 9
Fig. 2: Audience Age Distribution
Out of the 386 respondents, 54% were retired professionals. Moreover, the higher proportion
(17%) of respondents belong(ed) to the education field in terms of occupation.
The Public Survey was conducted after the audience survey, mainly among the younger
population, consisting of even number of males (49%) and females (51%). Fig. 3 illustrates
the Public Age Distribution.
Fig. 3: Public Age Distribution
43 of the 99 respondents of the Public Survey were Caucasians and constituted of 43% of
the sample. The ethnic distribution is illustrated in Fig. 4.
Fig. 4: Public Ethnic Distribution
3%
2%
4%
14%
29%
48%
0% 10% 20% 30% 40% 50%
Under 18
18 - 24
25-34
35-54
55-64
65 or older
11. 10
6.2.Market Research Findings
Additional findings from the Public Survey analysis indicate that only 34% of respondents
have heard of the Kamloops Symphony Society, of which only 29% are highly interested in
attending the Kamloops Symphony performance. The mean level of interest in attending of
the sample was 3.02 out of 5 (on the scale of 1 to 5 with 1 being the highly interested and 5
the not at interested). These findings are summarized in Table 1.
Table 1: Comparison of Awareness and Desire Proportions
There is an indication of significantly lower desire (i.e. interest) relative to awareness.
Furthermore, analysis of the AIDA’s awareness component in Audience Survey indicates
that 22% of respondents were informed about the Kamloops Symphony Orchestra
performances through Kamloops Symphony Brochure as illustrated in Fig. 6.
Fig. 6: Distribution of Awareness Means
Moreover, the reason for low interest in attending the performances by the respondents of
the Public survey can be attributed to the Lack of Knowledge of Classical Music (with mean
response of 2.73 on the scale of 1 to 5 with 1 being the most important and 5 the least
important). Table 2 displays the mean responses of importance of various causes for low
interest.
Yes No
34% 66%
Yes No Maybe
26% 31% 42%
Heard of Kamloops Symphony
Interested in attending Kamloops
Symphony performances
12. 11
Table 2: Causes for low interest mean responses
In terms of genre preference, the respondents of both, Public Survey and Audience survey,
showed a combined highest preference for Rock music. Fig. 7 illustrates the genre
preference distribution.
Fig.7: Genre Preference
Among other Kamloops activities and events, major proportion (48%) of the respondents of
the Public Survey attend the Blazers Hockey games. On the other hand, major proportion
(34%) of the respondents attend Live Theatres. Fig. 8 illustrates proportion of respondents
attending various Kamloops activities and events apart from Kamloops Symphony
performances.
Fig. 8: Proportion Distribution among various Kamloops Activities
Ticket Price
Lack of Knowledge
of Classical Music
Lack of Knowledge of
Concert Etiquette
Venue
Don't recognize
Performance program
Other
3.34 2.73 3.29 4.04 3.41 2.5
15%
6% 7%
2%
10%
8%
16%
23%
12%
18%
14% 10%
6%
12%
11%
11%
14%
4%
0%
5%
10%
15%
20%
25%
30%
35%
40%
Classical Musical
Theatre
Jazz Opera Folk Blues Country Rock Other
Public Audience
15%
48%
18%
6%
2%
12%
34%
17%
16% 17%
8% 8%
0%
10%
20%
30%
40%
50%
Live Theatres Blazers Hockey
Games
Museum Art Galleries Operas Other
Public Audience
13. 12
Among the various factors that influence the decision of attending, it was found that the
respondents of the Public Survey rated Entertainment Value as the most important factor
(mean response of 5.36 on the scale of 1 to 5 with 1 being the least important and 5 the more
important). Whereas, the respondents of the Audience Survey rated Programs as the most
important factor (mean response of 6.24). Fig.9 displays the various influencing factors and
their mean responses.
Fig. 9: Importance of factors influence decision to attend
While analysing the ticket price assessment of the audience, it was interesting to find that
75% of the respondents considered the ticket prices to be moderate, i.e. neither too low nor
too high (with a mean response of 2.87 on the scale of 1 to 5 with 1 being the most
important and 5 the least important). Hence, this explains the reason for price being the least
important factor that influenced the decision of the respondents of the audiences to attend
program.
Furthermore, out of all the students surveyed while conducting the Public Survey, only 30%
of them had heard about the TRUSU Student Voucher, which is one of the special offers
offered by the Kamloops Symphony.
7. SWOT Analysis
This would be used to analyze and provide an in-depth view of the Kamloops symphony orchestra.
The following SWOT Analysis examines strengths, weaknesses opportunities and threats relating to
the Kamloops symphony orchestra.
14. 13
7.1.Strength
Engaged and involved audience
The KSO audiences are involved and engaged with the product; price, participation and
community are important factors in audience experiences.
Location/venue
The main factor to consider for any company products is its location, which could pose as
strength. The location of the KSO main office is downtown Kamloops with access to the
main bus stops and commune area. The Sagebrush theatre where the main events happen is
located in 1300 9th
avenue beside various houses with parking spots.
Advertising channel
The KSO employs various means of advertising channels in sync with recent trends. The
KSO maintains a frequently updated website with dynamic content, elegant layout with
relevant information. The KSO advertises on most of the newspapers and radio channels.
Furthermore, it makes use of social media such as Facebook and twitter with over 500 and
200 followers respectively. The social media pages are updated regularly and it demonstrates
a variety of styles and content.
Membership
A huge number of annual customer subscription opportunities have been presented which
comes with added benefits in order to increase retention and customer value. Subscribers also
receive added value such as ticket exchange privileges, discount on extra ticket and ticket
replacement service which are readily available.
Sponsorship:
The KSO enjoys a lot of sponsorship. They are sponsored by a lot of organizations for the
various series they have. They have sponsors from the government grants such as
Tournament Capital Centre, British Columbia arts council. Kamloops season sponsors such
as; Accent inns, Noran printing, Radio NL, at your service event/catering, performance pops
series sponsors such as; Kelgon group (KG), performance classic and pops series sponsors
such as; BCLC, best western plus, double tree by Hilton and new gold idea lever.
Performance chamber series sponsors such as; coopers foods, the mortgage Centre,
Thompson Rivers University and salmon arm sponsors such as; salmon arm observer,
Shuswap community foundation and EZ rock 91.5. The KSO gets almost $80,000 in cash and
kind.
Additional services
The KSO is well known and respected for its musical performance event, educational and
public programs through the activities organized and presented to the Kamloops community.
A huge number of events and programs are held all through the year which includes free pre-
concert chats with Chatelin, culture days mayors gala for the arts and just cruising raffle with
15. 14
various prices to be won which includes but not limited to a Holland America cruise for two,
two night stay at sun peaks, sun peaks resort lift passes.
7.2.Weaknesses
Awareness
The public survey carried out shows that a large proportion of people have not heard
about the KSO. This pose as a weakness as less awareness leads to lesser audience.
Number of events
The KSO holds their concert once a month; this could be a weakness because the
more concerts held, the more revenue they collect. But this could be more difficult
because most of the musicians do not live in Kamloops.
Understaffed
The KSO has very small staff because there is no sufficient fund to hire a huge
position. An organization like the KSO needs to have a lot of staff in order to get the
work done at the right time because if a work that ought to be done by 5 people is
carried out by just one person, that one person could miss some huge important
aspects.
Communication
The Kamloops symphony orchestra does not do a good job in communicating their
offers to their audience. From the survey carried out, it shows that most of the
audience are not aware of the offers.
7.3.Opportunities
Targeted market to tourism, visitors and students
In a year, Kamloops receives a huge number of tourist and visitors mainly because of
its tourist attractions. The KSO has opportunity to collaborate with tourism
organizations, visitor Centre and other tourist attractions. Kamloops city is also
populated with a huge number of students in the University which is almost 20,000
who come from around the world; this is a big opportunity to also target the students.
Technology
With the pace of change in technology, KSO has the ability to reach a greater
audience with the use of Internet and social media. Market trend does not demonstrate
a wide use of technology by the KSO and even though they update on their social
media platforms. They need to incorporate the use of social media technology
because most youths who could also be a part of the target audience make use of
these social media platforms.
16. 15
7.4.Threats
Economic instability
Due to the economic downfall in 2008, ticket sales for the Kamloops symphony
orchestra went down drastically. The KSO does not seem to have fully recovered
from this as they still have empty seats during their musical performances.
Competition
A major threat for any organization is its competitors. Competition from other
cultural events or activities such as the hockey games, art galleries, museum, live
theatre and operas represent a major threat. Although the KSO is mainly for musical
performances and music schools, it is still very important for them to distinguish
themselves from all these cultural events people participate in. Furthermore, there
could be a clash between the other cultural events such as the live theatre, opera,
hockey games and the Kamloops symphony performance.
Demographic
The individuals that constitute the current market are the ageing demographic
generation. The KSO needs to position itself better in the market so as to ensure
greater audience or attendance from the younger generation.
8. Mission
The Kamloops Symphony’s mission is “The Kamloops Symphony Society is a community
resource providing live orchestral music performances, music education programs and
related music services for the citizens of the Kamloops Region” (Our Mission, 2014).
According to Kotler (2013) a good mission statement should clearly describe how an
organization defines itself by stating the goals and stressing the policies and values to the
customers. It also should be clear and easy to remember, and should be good to be used for a
long time (Kotler, 2013). The Kamloops Symphony defines itself as “a community
resource”; and its goals are “providing live orchestral music performances, education
programs and related music services”; It has also stated the target for which this service is
provided to “the citizens of the Kamloops Region” (Our Mission, 2014). This statement
takes a long term view, focuses on three goals and defines the geographical area where it
operates.
The Kamloops Symphony Society strives to adhere to its core values which states that “The
Kamloops Symphony Society will endeavour, in all its programs and services, to enrich the
17. 16
quality of life in our community through music; strive for the highest quality throughout our
organization; operate in a fiscally responsible manner; be responsive to all our stakeholder
groups and demonstrate commitment and accountability throughout our organization” (Our
Mission, 2014).
9. Positioning
The Kamloops Symphony Society has positioned itself as an organization that is planning to
improve the quality of life in the Kamloops region through music. It is working on
increasing its programs and demonstrating high value to the community by educational and
musical events (Our Mission, 2014). KSO held its events at various locations: The
Sagebrush Theatre, The TRU Alumni Theatre and The Salmon Arm Recreation Centre. This
makes it convenient for the audience (Concerts and Special Events, 2014).
10. Critical Success
The KSO offers music education for all ages and public programs related to its performance,
for example the free cultural day performance each year. It is working to expand its reach to
new audiences, including youth. Increasing ticket sales would be of benefit to the KSO as it
would aid in covering the cost of the performances. There are several factors that will be
paramount to the marketing plans’ success. The plan will need to be implemented and
followed through in the below areas to achieve success:
Increased Visitor Value
Visitors expect ease of access to the venue, ease in navigating the website, access to
information and regular updates on social media in addition to good customer service.
Target Marketing
Market Segments exhibit heterogeneous behaviors and have different values. The KSO
must understand these markets and target them appropriately.
Magnify visual presence and personality
Strong visual presence is an important aspect in marketing, as it has the effect of luring
audiences’ in. it is crucial that the KSO improve their visual presence as it could
improve ticket sales as well as augmenting the benefits of customer referrals
Development of methods of assessment and control
The KSO must establish benchmark figures for comparison and control methods after
assessment.
18. 17
11. Action Plan
Shuttle services
It is a long walk from the bus station to Sagebrush Theatre, where most of Kamloops
events are held. It would be a great idea to provide a shuttle service on the same days of
the events, or maybe try to communicate with BC Transit to put a special route on the
days of the events. Some of the audience requested for the Handy Dart to be more
frequent and have better connectivity.
Servicing more food and beverages
The Kamloops Symphony should have a wider spread of sandwiches, snacks and drinks.
Also should service alcohol beverages such as wine and beer. This will make the visit
more enjoyable, thus attracting more audience for the Kamloops Symphony
performances.
Partnership
We suggest that KSO should make a partnership with businesses, Tourism Kamloops,
restaurants, schools, hotels, Kamloops Wildlife Park, sport events, museums, art
galleries and other events providers.
Awareness of promotions
After conducting the survey at TRU, we found out that most students had no idea about
the TRUSU discount. We suggest that you contact TRUSU, and have them spread the
word about KSO. There were a big number of students interested in visiting The
Kamloops Symphony, but they have not heard of it before conducting the survey.
Advertise more on social media
Focus on advertising on “Kamloops This Week”. It would also be a good idea to
advertise on TripAdvisor, because many people look for attractions on it.
Put signs to show your exact location
It is difficult to find your location by GPS since you are located behind the building.
New concert hall
Some of the audience have asked for a new hall, some asked for more parking space,
some complained about the seating (not enough room), some complained about the
sound system (drums should be in the back), and others have complained about the heat
(no air condition, or lower the heat). Some asked for it to be at TRU.
19. 18
More performances
KSO should think to hold more even specially the POP series such as the Beatles. It
should also consider Latin, or Tango events, and popular cinematic music of the year
such as the Hobbit and Lord of Rings to attract more audience.
Promoting the event
At least a week before the performance, some people need to be reminded.
12. Conclusion
In conclusion, the results of the marketing research study shed light on the hypotheses
originally introduced. There is a lack of awareness of the KSO performances and promotions,
especially amongst students and younger audiences. The majority of the current audience are
over 50 years old, and they account for more than half of the performance venue which
makes it difficult to cover the cost of the events. One way to increase tickets sales is by
attracting younger audience; KSO should take steps that focus a bit more on the younger
audience through offers and promotions like the TRUSU discount; also ensure that this target
audience is aware of the benefits and promotions that are available for them.
By implementing the action plan, the KSO can foster high interest, desire and awareness;
ultimately leading to higher attendance.
20. 19
References
About Sage Theatre (N.D) Retrieved November 21, 2014 from
http://www.sagebrushtheatre.ca/aboutus.html
Background Information. (2014) Retrieved November 20, 2014 from Kamloops Symphony:
http://www.kamloopssymphony.com
Concerts and Special Events. (2014). Retrieved Nov. 20, 2014, from Kamloops Symphony:
http://www.kamloopssymphony.com/concerts.htm
Definition of target market (N.D) Investopedia website Retrieved November 23, 2014 from
http://www.investopedia.com/terms/t/target-market.asp
Kotler, P. K. (2013). Marketing Management. Toronto: Pearson.
Our Mission. (2014). Retrieved Nov. 20, 2014, from Kamloops Symphony:
http://www.kamloopssymphony.com/aboutus_mission.htm
21. 20
Appendix A
Regular Prices
Classic and pops
series $
Chamber series
$
Salmon arm series
$
Adult 40 25 30
Senior 37 25 30
Student/youth 10 10 10
Subscription Prices (for extra tickets)
Classic and pop
series $
Chamber series
$
Salmon arm series
$
Adult 36 22 27
Senior 33 22 27
Student/youth 9 9 9
Subscription Ticket Prices
Prestige
series
30% off
$
Classic
and pops
series
20% off
$
Classic
series
20% off
$
Pops
series
20% off
$
Chamber
series
20% off
$
Salmon
arm series
20% off
$
Adult 525 400 280 200 125 90
Senior 495 370 259 185
Student/youth 150 100 70 50 50 30
