1. 2014 Re-Branding Project
Final Plan Book
Agency Members: Tyler Algozzino, Natalie Gray, Ashley Schumacher, Holly Britton & Raquel
Monserrat

2.
The situation faced by the Reno Philharmonic in building support
As the Reno Philharmonic works to build support outside its current audience demographic, we must
understand that we are competing for people’s time and money. Knowing this, the biggest challenge faced in building
support is expanding reach to other individuals within the current demographic. The proposed demographic subset
fits within the thin veneer of older, upper class and well educated, who possess an existing interest in classical music.
From our research, we understand that to build support, strong communication of series and promotions to the
current concert goer, subscriber and donor demographic is necessary. This communication should become
representative of the positioning by producing a cohesive visual depiction that embodies the prestigious essence of
our cultural organization.
By successfully updating communication tools and visuals, the goal of this strategy is to increase the season
ticket holder attendance from 730 at Tuesday’s Classix Series performance to a number more comparable with the
1134 attendance at the Sunday Classix Series.
The audience segment with the greatest opportunity
To develop the greatest opportunity for audience growth, the new demographic must be recognized as an
extension of the current audience. Our research shows that the Reno Philharmonic will moderately expand its target
within an audience group that reflects the current following. The “heavy user” demographic, as defined in the
2010-2020 Reno Philharmonic Strategic Plan, is a predominantly female retiree demographic between the ages of
55-65. In an effort to expand the “heavy user” group, a broader demographic between the ages of 45-65 includes
several individuals within the same socioeconomic sector. This new audience subset is representative of a group that
has an existing passion for classical music and are likely to become subscribers.
Recommended brand positioning
​“​The community’s most prestigious cultural organization​”
The Reno Philharmonic​brand possesses a market leader positioning. As the most prestigious cultural
organization we lead not only our peer musical ensembles but set the standard of excellence for Reno’s community
arts institutions. The aspiration of prestige holds as a key stakeholder goal. All stakeholders express a shared pride in
the reputation and prominence of their organization. This aspiration stems from their common desire for recognition
as an elite institution. The prestige of our orchestra supports our ability to feature the best talent from around the
country, produce the musical quality of a national scale orchestra, garner the support of local corporations and
provide excellent musical education opportunities within our community. The Reno Philharmonic is recognized for
creating high quality music and featuring world class talent. Our organization, musicians and conductor Laura Jackson
promise to inspire culture through musical innovation, education and excellence exclusively for the Reno area.

3.
Market Leader Positioning
​Throughout our research we analyzed other leaders in the market. After doing so we understood that there
were similar branding techniques present in each company we researched. Timelessness, luxury, and innovation are
all recurring themes that are present within each market leader. Through creating a new positioning statement for
the Reno Philharmonic we have taken brands such as Rolex, Mercedes, Cristal Champagne, and New York City Ballet
into consideration.
The Local Landscape
From a local perspective, The Nevada Museum of Art is an organization that sustains a high standard of
prestige and elegance, something that we believe can be compared to the current perception of the Reno
Philharmonic. When reviewing their website, it was visible that the attitude surrounding the organization was one of
pride, and excitement about the product. The museum directly nudges at the fact that they are, “The only nationally
accredited art museum in the state.” Their website refers to the museum as exhibiting best practices, and claims
ownership of, “One of the most distinguished architectural achievements in Nevada.” The highest tier membership
package for the NMA includes an invitation to a private Annual Directors’ Soiree. Offering these kinds of packages for
high purchasing members suggests a sense of exclusivity, and importance among buyers, and attendees.
Our research proves that prestige is both representative of its current state and a common key stakeholder’s
perception goal. The Reno Philharmonic; from the foundation of its staff, board members, conductor and musicians
through to the corporate sponsors, subscribers and donors, is an institution where all stakeholders express pride for
its cultural output. Along with presenting the conception of prestige, our research shows that the idea of innovation is
of importance to both The Reno Philharmonic patrons as well as community members.
Key Messages
● We feature the top talent. ​“I get a front row seat to see Nathan Chan tomorrow, that’s incredible”- Nancy
Hoffman, Bassist 35 years
● We retain a proud audience and attract corporate sponsor support. ​“​For me, the association with the Reno
Philharmonic is about being a part of our community, image, and a great time.​”-Anonymous Corporate
Sponsor Survey (2014)
● We have the best regional musicians. ​“The Reno Philharmonic is a treasure for the residents of Reno, and
their guests. I’m continually amazed by arts that we enjoy here in Reno and the talent that lives among us.
Thank you!” -Anonymous Concert Feedback Questionnaire (2014)
● We have a distinguished classical repertoire. ​“Loved, loved, loved, the Chesapeake summer of 1814, loved
seeing this project come to the fruition, and it lived up to the hype. Very moving, I wish every American
had the opportunity to see this performance.” -Anonymous Concert Feedback Questionnaire (2014)

4. ● We share the high quality standard of national scale orchestras like the LA philharmonic and San Francisco
Symphony Orchestra.​“ I thoroughly enjoy hearing the Reno Phil, and I’m glad to be a subscriber, Reno
should be proud!”- Anonymous Concert Feedback Questionnaire (2014)
● We are able to provide excellent musical opportunities and education within the community.​​“The Reno
Philharmonic Helps the youth within our community gain a strong knowledge of art and
music.”-Anonymous Corporate Sponsor Survey (2014)
Phase 1: Research Findings
Summary
Our research began by surveying our target demographic about how they spent their time and money, their
interest in classical music, and their Reno Philharmonic attendance patterns. From these surveys we determined that
we should narrow our target demographic to 45-65 because the younger half of the original target group, ages 35-45,
were primarily parents who had very little free time. We discovered that of the 50 people surveyed, many of them
have attended a Reno Philharmonic show once or twice, but cited lack of time for the reason they haven’t attended
since. When asked what would make them more interested in attending, they answered “A program they were
interested in” or “If I knew someone who was playing.”
The second part of our research consisted of in-depth interviews with our stakeholders including, board
members, corporate sponsors, and musicians. Through this research, we found that what was valued most about the
Reno Philharmonic as an organization was the quality of their performances, and the prestige surrounding the
organization. Peer group orchestras were contacted via phone or email and asked about demographic information
and advertising strategies. We found that these peer groups possessed a similar demographic to that of the Reno
Philharmonic. These organizations were also able to share useful ideas for connecting with the community and
successfully migrating one time attendees into subscribers.
A short survey was sent to Corporate sponsors about their experience and benefits of being connected to
the Reno Philharmonic. The sponsors were overwhelmingly proud to be connected to the organization, and enjoyed
playing a part in connecting with the community.
Key Research Elements
● The current demographic for attendees are retirees between the ages of 55-65 well educated, upper class
and mostly female.
● New subscribers are drawn to the high caliber of music that the Reno Philharmonic delivers to the
community.
● Individuals in our target audience would frequent the Reno Philharmonic if they had more time and money,
but expressed enjoyment for the community support, and attendance of local performing arts shows.
● Our potential audience sees Reno as a growing cultural center.
● Higher attendance rates on Sunday performances then on Tuesday night performances.
● The Pioneer Center for the Performing Arts, creates an ambiance of prestige for its patrons.
● The musicians execute masterful works of art by achieving orchestral excellence in each of their
performances.
● High-satisfaction rating for concert-goers.

5. ● The most common source for hearing about a performance is through word of mouth.
● Corporate sponsors value the Reno Philharmonic’s role in advancing music and culture in the community.
● A name change from The Reno Philharmonic to The Reno-Tahoe Philharmonic returned a generally negative
reaction.
● There is a broader demographic between the ages of 45-65 who have an existing passion for classical music.
● For the Reno Philharmonic’s national peer groups, there is an overall trend of community involvement.
To develop the greatest opportunity for audience growth, the new demographic must be recognized as an
extension of the current audience. Our research shows that the Reno Philharmonic will moderately expand its target
within an audience group that reflects the current following. The “heavy user” demographic, as defined in the
2010-2020 Reno Philharmonic Strategic Plan, is a predominantly female retiree demographic between the ages of
55-65. In an effort to expand the “heavy user” group, a broader demographic between the ages of 45-65 includes
several individuals within the same socioeconomic sector. This new audience subset is representative of a group that
has an existing passion for classical music and more likely to become subscribers.
Methodology
Live Performance Observations
Our team had the pleasure of attending two live Reno Philharmonic performances. The first was the Classix
Two, performed on a Tuesday night, and the Classix Three, performed on a Sunday afternoon. Through our
observational analysis, we determined that there was a variance of attendees from the Tuesday night show to the
Sunday matinee.
At the Tuesday night show, the crowd demographic fit the 55 and older age group with few young audience
members in attendance. We noticed the majority of concertgoers were couples that did not have children with them.
On Sunday’s performance, we noticed a variety of an older crowd mixed with a younger crowd. There were a greater
number of families who attended on Sunday and overall, there was a significantly larger sum of people in attendance.
Both shows created an all-encompassing experience for audience members.
The atmosphere of the venue, The Pioneer Center for the Performing Arts, created an ambiance of prestige
for its patrons from the moment you entered until the moment you left. The musicians executed masterful works of
art by achieving orchestral excellence in each of their performances. Our observational analysis supports our
secondary research data and proves that The Reno Philharmonic is the​​community’s most prestigious cultural
organization.
Attendees, Subscribers and Donors 2012-2014 Concert Feedback- Questionnaire
The existing subscriber and demographic of “heavy users” consists mostly of retirees above the age of 65
and 55-65 year old females. Exploring feedback questionnaires compiled from 2012 through 2014, we have been able

6. to gage the overall satisfaction of concert-goers. This group of patrons express high levels of enjoyment from all
concert series and demonstrated an interest in pre-concert festivities across the board.
Within the same surveys were responses from attendees who were neither subscribers nor donors. Within
this group, we found that the most common source for hearing about the performance was through word of mouth.
Alternatively, subscribers and donors were most commonly notified through Reno Philharmonic E-mail newsletters.
When asked whether they were in favor of moving Tuesday to Saturday, most answered, “I need more information”
second most was ​NOT​in favor of moving to Saturday.
New Subscribers (2014-2015)- Survey
Through new subscriber surveys, we were able to gather insight from people who recently subscribed to the
Reno Philharmonic and gage their perceptions of the organization. With the information we were provided, we
gained a better understanding of what drew this demographic to the organization and what motivated them to
become a subscriber.
From the nineteen people that we surveyed, 80% make greater than $75,000 a year. This information was
helpful because a majority of people interviewed on the street listed money on par with limited time as one of the
reasons that they don’t attend the Reno Philharmonic.
All those who took the survey said that they were classical music enthusiasts. A few stated that they had not
always been this way, and because of family they were now into classical music. of these new subscribers said that
they played an instrument, either now or when they were younger, and that is why they love classical music today.
When asked about the benefits of the subscriber status, many expressed their admiration for their
guaranteed seats, the music and the promise of a date night.
When asked if the Reno Philharmonic’s new subscribers were patrons of any other cultural organizations,
the majority said no.
For what drew these new subscribers to the Reno Philharmonic ranged. Many noted the new subscriber
discount as a reason they were attracted to the Reno Philharmonic. They also mentioned just how important a
musical organization of this caliber was to them personally. Some expressed that it was nice to get away from the
casino image. Overall, the Reno Philharmonic brand was able to draw in its new subscribers through the quality of the
music in the community.
Potential Audience- Survey
The target audience demographic was chosen on the basis that audiences aged 35-54 and 55-64 hold the
second largest portion of subscribers and single ticket buyers ages 65+ and donors. We surveyed a wide range of
individuals within this demographic so we could grasp the population's’ perception of the Reno Philharmonic, their
openness to classical music as a source of entertainment and their willingness to attend performances.

7. According to the Esri American Community Survey projecting a demographic and economic outlook through
2017, we know that the age group 35-54 has an estimated population of 103,895 alongside 55+ at 114,516. With a
total target audience of 414,148, we knew that this population was largely accessible.
Due to past attempts at targeting diversity and with high percentages of household incomes exceeding
$75,000 (projected to rise 12% by 2017), this demographic is representative of a specific group that fit the
demographic of older, wealthy and heavily caucasian. We targeted this group at specific locations in town that are
commonly visited and representative of this demographic. These locations included Whole Foods, Summit Mall
employees, the Public Defenders office and the downtown area. Due to some failed attempts at upscale corporate
shops, we resorted to an E-mail survey of well connected and accessible individuals.
From the 50 survey responses compiled, our research suggested that many individuals within our target
audience have been to a Reno Philharmonic performance at least once or twice. Comment results went on to explain
that these individuals would frequent the Reno Philharmonic if they had more time or if they heard about the
performances in advance. Many expressed enjoyment for the support and attendance of local performing arts shows.
When asked what would make them want to attend another concert, audience members responded with answers
like, “If the program was of interest to me” or “If I knew the performers”.
Those surveyed that have previously attended expressed a desire to attend once more and made references
to shows that were more involved with other community events like the “Cattle Drive performance at the Reno
Rodeo”. Audience members that were fond of the Reno Philharmonic said that becoming a patron was a possibility if
there were some informal or shorter/quicker performances, possibility of a Saturday night performance, or more
publicity advertising guest artists from around the country.
To address the Reno Philharmonic’s role in supporting and exploiting Reno’s Reinvention, we asked this
demographic whether or not they believed Reno is a cultural center. Across the board, answers expressed a positive
view for Reno cultural movement. There were also several mentions of the MidTown district as the central location
for Reno’s Reinvention.
Competition and Local Orchestras- Surveys, and E-mail Questionnaire
We’ve gained the understanding that the competition to the Reno Philharmonic is, simply put, where people
are spending their time and money. To find the answer to this we included a question in our “potential audience”
surveys that asked “What do you do with your free time?” There were a wide range of answers but many centered
around outdoors activities, spending time with family, eating out and going to the movies.
Corporate Sponsors -Anonymous Online Survey
In an effort to achieve reliable responses, we decided to survey corporate sponsors via an online anonymous
survey. We sent out a total of 26 E-mails requesting participation in our online survey. Our team survey was created
to get a sense of how our corporate sponsors perceive the Reno Philharmonic brand and how donating to the Reno
Philharmonic affected their business.
We were only able to successfully survey seven different corporate sponsors of the 26 total e-mailed. With
the information they provided us, we saw an overall discussion on the true gift that the Reno Philharmonic offers to
the community. The majority of the corporate sponsors acknowledged that the Reno Philharmonic helps their
business image. Several also noted how the Reno Philharmonic exposed their company to a valuable audience.

8. Because of this info, we were able to connect the perceived value of the Reno Philharmonic to a possible positioning
statement. It appears as those who donate find that the Reno Philharmonic provides a sense of culture and elegance.
They are proud to donate for they see that the value of the Reno Philharmonic reflects positively on their own
business.
Corporate sponsors also made a point of how they value the Reno Philharmonic’s role in advancing a
strong musical organization and their youth programs. When asked specifically the benefits of partnering with the
Reno Phil, every sponsor mentioned how the Reno Philharmonic brought culture to Reno, or they raved about their
involvement through their youth programs. The Reno Philharmonic is a movement within the community. They
promote culture and invite youths to be a part of such a movement through their programs. Because of this, we can
successfully say that the Reno Philharmonic is a cultural movement, for it has influenced people and their sponsors
see value behind that.
Board Members- In-Depth Interviews
As key ingredients of the current brand badge, we decided to conduct in-depth interviews with several board
members for the Reno Philharmonic. Using a series of questions specifically chosen to grasp current brand value
perceptions, we were able to gain a deeper understanding of the true opinions of this Reno Philharmonic stakeholder
group. Members were open in expressing their appreciation of the music, repeatedly referring to the “high quality”
and prestige of the organization. Board members also touched on the social aspect of the performances saying that
the music and social scene had a symbiotic relationship. More than half of the interviewees favored the name change
from the Reno Philharmonic to the Reno-Tahoe Philharmonic. When explaining individual ideas of brand
enhancements, many members saw a need for a redefined repertoire to attract a younger crowd.
Musicians- In-Depth Interviews
Speaking with Reno Philharmonic musicians offered great insight into what it was like to be involved in the
organization. The musicians expressed a sense of pride in the final product of their work, and in telling people that
they played for an orchestra that exhibited high quality performances. The appreciation for the Reno Philharmonic for
the opportunity to thrive in an environment full of excellent musicians was present in all interviewees. Community
involvement was a common theme of importance among the musicians, and a sense of pride was invoked by the
educational programs the Reno Philharmonic coordinates to cultivate an appreciation for classical music in future
generations of Northern Nevadans.
Peer Group Research
The course of our peer group research explored several peer orchestra’s current branding. By using the
information provided on official websites and phone interviews, we have discovered several effective branding
strategies that demonstrate an array of tactics that assist in the ultimate goal of attracting more concert-goers. We
found a few things to be common throughout all of the organizations:
● Diverse concert series
● Different levels of subscribers

9. ● Meet & Greets (pre-concert talks)
● Plan your night (website)
● Fun, modern graphic design and photography for promotional posters and advertising
● Music playing on website homepage- pre-release
● New Audience Taskforce
● Community based programs
The current demographic for almost all peer group attendees is the wealthy, 55+ age range, however there
are huge advancements to bring in a younger crowd. Many organizations offer a diverse concert series to promote
this shift in age attendance i.e. Pink Floyd concerts, musicals, girl's night out.
Of these commonalities in the peer group brands, we have found an importance in the way these orchestras
connect with their communities. There is an overall push for community involvement. From Meet and Greets
(pre-show talks) to restaurant deals with a symphony ticket, other peer orchestras are striving to connect with their
individual communities. Many of these orchestras have small chamber groups that go out into the community to
perform as a way to go to the audience, instead of the audience coming to them.
We also found that successful orchestras are using social media to their advantage by connecting with the
community in a friendly, personal manner, instead of just using their social media as an information platform. We
suggest that The Reno Philharmonic reassess their use of social media pages to create a more personal experience for
the user. From personal observation of the Reno Philharmonic’s Facebook page, we noticed that events are created
but people aren’t invited to join them. This is a simple mistake that is forfeiting a huge opportunity to connect with
their users.
The most common form of advertisement was through direct mail, email and social media. It was also
discovered that the more outreach and educational promotion, the more variety of new attendees, subscribers and
donors the peer orchestras gained.
We also suggest that the Reno Philharmonic look into the concept of customizing their subscription plans.
Many of the peer group orchestras have set up a “Create-your-own” subscription that allows attendees to choose
how many concerts they would like to attend throughout the season, and pay the price of attending only those
concerts. We also found this to be a suggestion in one of our potential audience surveys.
Name change
We addressed the idea of a name change from The Reno Philharmonic to The Reno-Tahoe Philharmonic in
surveys and interviews with Board members, Corporate Sponsors, and Musicians. What we found was that there
were many different reasons why or why not the name change would have a negative or positive response. Although
many of the stakeholders expressed needing more information about why the question has been posed, ultimately
we found that the majority of stakeholders believed that it would be in the organization’s best interest to not change
the name.