A patron’s loyalty is built step-by-step with each interaction with your organization. TRG is a data-driven consulting firm that teaches arts and cultural professionals a patron-based approach to sustainable revenue and discussed patron segmentation strategies and proven practices for closing the gap between subscribers and donors.
As part of the workshop, Ariba will highlight and demonstrate the eAuction functionality within the Sourcing Professional module. The session aims to de-bunk many of the myths surrounding eAuctions whilst demonstrating the functionality; examining how they can be utilised as part of a sourcing strategy and discussing the best practice processes for execution.
As part of the workshop, Ariba will highlight and demonstrate the eAuction functionality within the Sourcing Professional module. The session aims to de-bunk many of the myths surrounding eAuctions whilst demonstrating the functionality; examining how they can be utilised as part of a sourcing strategy and discussing the best practice processes for execution.
As containment measures have been lifted, Australian consumers’ optimism has returned to April levels, though spending intent is still negative.
These exhibits are based on survey data collected in Australia from Sep 4–7, 2020. Check back for regular updates on Australian consumer sentiments, behaviors, income, spending, and expectations.
South Korean Food and Beverage Market Report by daxue consultingDaxue Consulting
Covid-19 has reshuffled the cards in many industries and the Korean F&B market is no exception. With more and more of the population living alone and staying at home, industries such as snacks, food delivery, and HMR (Home Meal Replacement) are growing. Similar to Korea’s beauty market, the food and beverage market is the starting point for many global trends.
From Mukbangs to Dalgona coffee, Korea’s F&B trends ripple worldwide.
Download to learn:
- What F&B products South Koreans consume the most
- How brands stand out in the mature markets, such as coffee and alcohol
- The eating out and dining in habits of Korean consumers after the COVID-19 pandemic
- The snack preferences of South Korean consumers of different age groups
Key Stats on the South Korea F&B market:
- Per capita, coffee consumption in South Korea is 12.3 cups per week
- 57% of Koreans are trying to lose weight through diet management
- South Koreans consume, on average, 10 liters of alcohol per person per year, which is the second highest in Asia after Laos.
- 42.7% of Korean families dined out as a family at least once a week in 2020.
Survey on health perceptions in China by daxue consultingDaxue Consulting
With the development of economy, Chinese pay more attention to their health and are willing to pay more on health products.Daxue consulting conducted a survey to learn more about the promising wellness market in China. This survey aimed to understand changing health perceptions in China, including health knowledge, dietary habits, and familiarity with health trends and diets.
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
As Dan Ariely had characterized - Is Big Data like teenage sex? Surprisingly, it is much closer to the truth than one would like to admit. This presentation explores why the Big Data experience been underwhelming, what it takes to get it right and which businesses are doing it right.
Using a structured approach, it discusses How businesses, large or small, can leverage Big Data to drive better outcomes.
It is uniquely geared for product management, marketers and business managers
Here we tackle advertising: what is the purpose of advertising? What are the different ways to advertise and which are most effective? Regardless of size or market share, all brands must advertise to achieve both short- and long-term growth. Inspired by Byron Sharp and the Ehrenberg-Bass Institute, this presentation unlocks the truth behind effective advertising and how it can help brands grow beyond belief.
11 Charts that Predict the Future of MarketingPercolate
These charts hold insights on mobile marketing, advertising, social media, and the Internet of Things. A must-have for every senior marketer this year.
These charts are just the beginning — there is a wealth of predictions for marketing executives to keep top of mind when outlining a multi-channel strategy. To see all 50 charts, download the full report.
Small vs. Large Brands: How to Become a Market LeaderPercolate
This is the first in a five-part series meant to take an empirical approach to marketing. We challenged the most dominant marketing myths out there, using data to explain why they are wrong. In busting some of these myths, we hope to show you how you can grow your own brand.
The 50 Most Important Marketing Charts of 2016Percolate
The job of the marketer is never static: it changes in response to shifting patterns in consumer behavior, content consumption, and device usage. Every year, we compile the 50 most important trends for marketers across mobile, social, content marketing, and advertising. This year, we bring you a collection that includes newer trends that made a mark last year — including customer experience and ad blocking — and whose impact will continue to be felt.
The Art of the Upgrade: A TRG Master Class for BlackbaudBlackbaud
With each ticket sale or donation transaction, you gain important information that can help you develop long, strong relationships with your patrons. The patron loyalty experts at the consulting firm TRG Arts say this process is like a love story. You meet a patron when they first come through your doors. What happens next depends on what action you take. These slides cover transactions that are turning points in a patron relationship and specific cultivation tactics your marketing, ticket office, and development colleagues will want to adopt.
Moving From MySQL to Elasticsearch for AnalyticsPercolate
This presentation gives a technical overview of Percolate next generation Analytics system. It describes the first generation system, it challenges, and how Percolate uses the latest technology to build its new Analytics system.
360-degree Marketing vs. Integrated Marketing Communications.Julia Scherbakova
In this presentation you will find basic descriptions, competent overviews and brief comparative analisys of the two approaches to marketing communications. You may take it as a basic foundation for the further study on this question.
As containment measures have been lifted, Australian consumers’ optimism has returned to April levels, though spending intent is still negative.
These exhibits are based on survey data collected in Australia from Sep 4–7, 2020. Check back for regular updates on Australian consumer sentiments, behaviors, income, spending, and expectations.
South Korean Food and Beverage Market Report by daxue consultingDaxue Consulting
Covid-19 has reshuffled the cards in many industries and the Korean F&B market is no exception. With more and more of the population living alone and staying at home, industries such as snacks, food delivery, and HMR (Home Meal Replacement) are growing. Similar to Korea’s beauty market, the food and beverage market is the starting point for many global trends.
From Mukbangs to Dalgona coffee, Korea’s F&B trends ripple worldwide.
Download to learn:
- What F&B products South Koreans consume the most
- How brands stand out in the mature markets, such as coffee and alcohol
- The eating out and dining in habits of Korean consumers after the COVID-19 pandemic
- The snack preferences of South Korean consumers of different age groups
Key Stats on the South Korea F&B market:
- Per capita, coffee consumption in South Korea is 12.3 cups per week
- 57% of Koreans are trying to lose weight through diet management
- South Koreans consume, on average, 10 liters of alcohol per person per year, which is the second highest in Asia after Laos.
- 42.7% of Korean families dined out as a family at least once a week in 2020.
Survey on health perceptions in China by daxue consultingDaxue Consulting
With the development of economy, Chinese pay more attention to their health and are willing to pay more on health products.Daxue consulting conducted a survey to learn more about the promising wellness market in China. This survey aimed to understand changing health perceptions in China, including health knowledge, dietary habits, and familiarity with health trends and diets.
At EY, we are committed to building a better working world — with increased trust and confidence in business, sustainable growth, development of talent in all its forms, and greater collaboration.
As stated by Mark Weinberger, Global Chairman and CEO, "We have developed a plan — Vision 2020 — that considers the changing world today, how it will be tomorrow and how we will adapt to the challenges and opportunities we will face. Amid the changes we see, EY also sees great opportunity and relevance in the role we play in building a better working world. The quality services and insights we deliver help build trust and confidence in capital markets in economies the world over. In so doing, we help build a better working world for our people, for our clients and for our communities. This is our purpose."
The EY Global Review 2013 covers the changes EY is making to better serve our clients, develop our people and leverage our highly integrated global structure.
As Dan Ariely had characterized - Is Big Data like teenage sex? Surprisingly, it is much closer to the truth than one would like to admit. This presentation explores why the Big Data experience been underwhelming, what it takes to get it right and which businesses are doing it right.
Using a structured approach, it discusses How businesses, large or small, can leverage Big Data to drive better outcomes.
It is uniquely geared for product management, marketers and business managers
Here we tackle advertising: what is the purpose of advertising? What are the different ways to advertise and which are most effective? Regardless of size or market share, all brands must advertise to achieve both short- and long-term growth. Inspired by Byron Sharp and the Ehrenberg-Bass Institute, this presentation unlocks the truth behind effective advertising and how it can help brands grow beyond belief.
11 Charts that Predict the Future of MarketingPercolate
These charts hold insights on mobile marketing, advertising, social media, and the Internet of Things. A must-have for every senior marketer this year.
These charts are just the beginning — there is a wealth of predictions for marketing executives to keep top of mind when outlining a multi-channel strategy. To see all 50 charts, download the full report.
Small vs. Large Brands: How to Become a Market LeaderPercolate
This is the first in a five-part series meant to take an empirical approach to marketing. We challenged the most dominant marketing myths out there, using data to explain why they are wrong. In busting some of these myths, we hope to show you how you can grow your own brand.
The 50 Most Important Marketing Charts of 2016Percolate
The job of the marketer is never static: it changes in response to shifting patterns in consumer behavior, content consumption, and device usage. Every year, we compile the 50 most important trends for marketers across mobile, social, content marketing, and advertising. This year, we bring you a collection that includes newer trends that made a mark last year — including customer experience and ad blocking — and whose impact will continue to be felt.
The Art of the Upgrade: A TRG Master Class for BlackbaudBlackbaud
With each ticket sale or donation transaction, you gain important information that can help you develop long, strong relationships with your patrons. The patron loyalty experts at the consulting firm TRG Arts say this process is like a love story. You meet a patron when they first come through your doors. What happens next depends on what action you take. These slides cover transactions that are turning points in a patron relationship and specific cultivation tactics your marketing, ticket office, and development colleagues will want to adopt.
Moving From MySQL to Elasticsearch for AnalyticsPercolate
This presentation gives a technical overview of Percolate next generation Analytics system. It describes the first generation system, it challenges, and how Percolate uses the latest technology to build its new Analytics system.
360-degree Marketing vs. Integrated Marketing Communications.Julia Scherbakova
In this presentation you will find basic descriptions, competent overviews and brief comparative analisys of the two approaches to marketing communications. You may take it as a basic foundation for the further study on this question.
The Secret to Brand Growth? Mental and Physical AvailabilityPercolate
This presentation covers the importance of mental and physical availability, the key to brand success. Are customers thinking of your brand and are they able to access it when they’re thinking of it? Brands largely compete not in terms of differentiation or even product offering, but in terms of mental and physical availability. When a brand is strong in those two regards, more people can more easily buy it in more situations.
We’ve been drawing on Byron Sharp’s work at the Ehrenberg-Bass Institute to help explain how brands can grow to become market leaders. Let's break down the difference between differentiation and distinctiveness, and which of the two unlocks the potential for true brand innovation.
Actionable Audience Data: 5 Metrics to Thrive OnTRG Arts
Today's database, ticketing, and CRM systems can tell administrators nearly everything they could possibly want to know about patrons. More data isn't necessarily helpful, though. Studying everything can distract administrators from the metrics on which they need to focus to grow audiences and revenue. In this 90-minute intensive, Anita Hansen, Senior Consultant at TRG Arts, will explain how your organization can stop studying every metric and focus on the most critical indicators of growth and sustainability. You’ll learn how to find the five most actionable Thrive Metrics in your own data, what they say about your organization’s health, and how to act on the data to engage and cultivate patrons. This intensive session was presented by Senior Consultant Anita Hansen at the fall 2014 Arts Reach National Arts Marketing, Development & Ticketing Conference in Los Angeles.
Shanelle Newton Clapham and Paul Bailey discuss how to integrate your online and offline fundraising channels to acquire new regular giving donors for your charity.
Thriving on Loyalty: Love the Ones You’re With!TRG Arts
Jill Robinson, President & CEO of TRG Arts, and Trish Kirk, Director of Marketing & Audience Development of the Guthrie Theater, made this presentation at the 2014 Theatre Communications Group Conference in San Diego.
What happens when data analysis shows that some things you’re doing really well are also impeding future success? If you’re the Guthrie Theater looking at TRG’s loyalty and root cause analysis, you galvanize your whole team around keeping patrons and growing their ongoing support. In this workshop, TRG’s President & CEO Jill Robinson shared the metrics and patron behavior findings that alerted Guthrie and informed change. Trish Kirk, Guthrie’s Director of Marketing & Audience Development, described choices, actions, and new practices Guthrie has undertaken. Learn from Guthrie's experience how putting patron loyalty first can help sustain your theater.
Fundraising Today and Tomorrow: The Next Generation of Giving - The Constitue...hjc
Ken Kuhler, Interactive Strategy Manager, Blackbaud, discussed how to apply next generation trend data to your multi-channel, multi-generational fundraising and engagement efforts including practical tools and techniques, and real-world case studies.
How to Reinvigorate Your Donor Base Using Peer to Peer FundraisingArrevaSoftware
Could your donor base use a pick me up? Are you searching for a renewed and rejuvenated set of fundraisers? Then look no further than the fundraising fountain of youth: peer to peer fundraising.
In a world where crowdfunding sites are just a click away, peer to peer fundraising has the ability to engage younger generations more easily than other, more traditional forms of fundraising.
During this webinar we will outline how peer to peer fundraising:
-Engages Gen Z and Millennial volunteers.
-Yields more gifts from Baby Boomer and Mature donors.
-Increases your organization's reach across social media.
-Helps to spread mission awareness to newer audiences.
In this presentation, two Australian Non-Profit Fundraising industry leaders, Shanelle Newton Clapham of Parachute Digital and Ashley Rose of MonDial Fundraising, talk about how charities can get the most out of the using Digital Leads they generate for Regular Giving Donor Acquisition via Telefundraising.
Deutsche Fundraising Kongress - SegmentationPurple Vision
How segmentation can improve response, retention and reputation. Steve Thomas from Purple Vision shares case studies in building segmentation to support fundraising activities. Delivered 29 April 2016 at Deutsche Fundraising Kongress, Berlin.
Finding the perfect donor match for your charity is hard, even with all the best online targeting. So when you do find a donor who cares about your organisation and cause, you need to onboard them with a digital donor journey to make them feel loved and special.
Every organization has critical and very accessible database information that provides indicators of growth and sustainability. Jill Robinson, President and CEO of TRG Arts, presented TRG's most actionable Thrive Metrics, telling you how to find these data points and what the research says about using data to stimulate engagement and nurture relationships with patrons.
Jill Robinson presented this session at ArtPride New Jersey's Thrive Conference at Princeton University on June 5, 2014.
Patron relationships matter more in 2013 because the arts landscape is “ more like shifting sand than fertile soil,” said Jill Robinson, President, at the TRG Arts May 7 webinar, Plant Loyalty Now. The higher the portion of patron-centric revenue is, “the more organizations need to focus on, invest in, and partner with patrons to sustain income. The webinar offered strategic tactics around starting campaigns early, building on blockbusters, and patron upgrades at every level engagement.
Dynamic Pricing is Not Enough: Webinar (April 2018) TRG Arts
Aimed at those in marketing, box office and senior leadership working in arts organisations, hear from TRG Arts’ Christina Hill and Stephen Skrypec, plus special guest Claire Murray, Interim Chief Executive Officer, Sheffield Theatres, and learn about our three-pronged strategy for pricing and demand management.
Copyright TRG Arts, April 2018
2018 Holiday Season Postmortem with Keri Mesropov TRG Arts
In this virtual discussion group, VP of Client Services, Keri Mesropov guides a panel of TRG Arts experts through Holiday Season sales trends across the United States, Canada, and United Kingdom. Holiday programming can make up 60% or more of ticket revenue annually, how are you optimizing this annual cash-cow? Keri and her team answer all of your questions so you can maximize your holiday sales this year.
What happens when communities come together around data? As membership leaders consider how to best attract new visitors and members, information on how the wider community engages with arts and cultural organizations becomes particularly relevant. Learn how leaders in the membership field leverage shared data to find the highest-ROI prospects and how trading patron data makes the entire arts ecosystem stronger. Join experts from Jazz at Lincoln Center, MOHAI, and TRG Arts to discuss and discover the power of community data.
Originally presented at the 2017 NAMP Conference.
Have arts leaders increased the loyalty of their patrons in recent years? TRG Arts is the longest-standing aggregator of loyalty metrics in the arts industry and has recently refreshed its aggregated Patron Loyalty Index. In this presentation, we’ll describe the ways patrons are behaving in terms of their recency, frequency, monetary investment and growth over time, across transactions in single tickets, membership, subscription and donation.
Artistic Programming by the Numbers: A KC Rep Case StudyTRG Arts
One of the biggest challenges for theatre leaders lies in perfecting the balance between commercially popular and artistically ambitious plays. In 2014, Kansas City Repertory Theatre was at a crossroads with programming choices, finding it difficult to grow new audiences and cultivate their current loyal supporters. The artistic and executive director decided to do something quite radical: quantify the impact of programming on audience development. Some of the questions they asked were: Which genres grow new audiences? Which deepen current loyalty? Which plays encourage and discourage repeat attendance? Does venue impact audience behavior? How are factors like per-ticket spend impacted?
Learn what the data said about different artistic genres and the types of audiences it attracted, how KC Rep used the data as inspiration for their new Creative Future Fund, and the results they’ve seen in the following three years in audience and revenue numbers. This presentation was made at the 2017 Theatre Communications Group Conference.
Data Skills: What you and your staff need to know in 2017TRG Arts
You’ve got a CRM system. You’ve got reports galore. But how can you use data to affect change at your theatre? DataArts has partnered with field experts to create a new series of free online courses teaching essential data skills for arts leaders. In this session, TRG Arts will present a brief preview from Connecting the Dots: Audience Data Essentials, a course they co-created with DataArts. Attendees will leave the session with 4 basic metrics to track at their own theatre, plus ideas about how these courses can serve as a valuable resource for their own learning, or as a professional development tool for their staff.
This session was presented at the 2017 Theatre Communications Group Conference by TRG Arts and DataArts.
What changes do you need to make for optimum organizational health? No FitBit required! In this session, presented at the 2017 AAM Annual Meeting and Convention, experts from the National Center for Arts Research and TRG Arts to examine ways to measure and improve organizational health. Using a new free tool, participants will have the opportunity to get individual organizational health scores, discuss what they mean and how they compare to their peers, determine which metrics are most applicable to their organization, and how to change their work to get results. Walk through a process of identifying marketing, attendance, virtual participation, expenses and earned revenue strategies and challenges, as well as examples of data-guided, sustainable change.
TRG's David Brownlee presented new data on touring productions at the 2017 UK Theatre Touring Symposium. David's research (based on 2016 data) illuminates trends in ticket income from touring and non-touring productions over several years.
One major takeaway of the study was that touring accounts for the majority of tickets sold and income at UK Theatre venues, driven by musicals at big venues.
Seven theatres. 10 seasons of data. One community. Learn what this study reveals about theatre patrons and their buying and giving habits. The importance of audience development and retention shines through, in light of data analysis on how Washington, D.C. theatres are attracting and holding on to patrons. Zoom in on trends in patronage in this community, including new theatre-goers and patrons who attend multiple theatres. Learn about the clusters of patrons in this community who look demographically or transactionally similar. Unlock the secrets of audience behavior that may point to trends in your own community.
Christmas in July: Turn up the heat on the holidaysTRG Arts
Forget about Independence Day. Start thinking about Black Friday.
If not, you could be missing out on your biggest opportunity of next season.
The holiday season starts NOW for arts managers. Don’t let the heat of summer lull you into thinking holiday shows sell themselves—there’s a lot to do. It’s time to dust off and refresh your marketing plan for The Nutcracker, A Christmas Carol, your holiday concert, or whatever hot ticket event you have this December.
In this free one-hour webinar you’ll hear from arts marketers like you who have maximized their holiday programming and gone on to break revenue records. Just when these arts administrators thought their perennial programming couldn’t garner any more, new highs were reached. These experts as well as the consultants from TRG will share the newest best practices for turning up the heat on the holidays.
You’ll learn:
- What, when, and how often: how to optimize campaign timing and frequency, and content strategies for an event that’s repeated annually
- Why a good marketing campaign is nothing without a pricing strategy that allows revenue goals to be met--or exceeded. We’ll explore how the two work together for high-demand programming.
- The importance of realistic budgeting and revenue projections as well as the basics of matching revenue expectations to historical data
My audiences, your audiences: Developing theatre patrons as a communityTRG Arts
Seven theatres. 10 seasons of data. One community. Learn what this study, completed in January 2015, reveals about theatre patrons in one community and their buying and giving habits. The importance of audience development and retention shines through, in light of data analysis on how Washington, D.C. theatres are attracting and holding on to patrons. Zoom in on trends in patronage in this community, including new theatre-goers and patrons who attend multiple theatres. Learn about the clusters of patrons in this community who look demographically or transactionally similar. Unlock the secrets of audience behavior that may point to trends in your own community.
In this session, you’ll learn:
• The benefits of a community wide market research campaign.
• The actions this community is taking as a result of the research findings.
• The role of audience development initiatives in strengthening loyalty and attendance patterns.
TRG Webinar: All in: Developing patron loyalty across departmentsTRG Arts
It’s easy to think of audience development or patron loyalty cultivation as a job for the marketing department. The fact is, all the departments in an organization must align around patrons in order to make a patron-centered business model work.
All in: Building patron loyalty through teamworkTRG Arts
Think audience development is marketing’s job? Think again. All departments play a critical role in retaining and cultivating patron relationships. In order to make a patron-centered business model work, all departments—including ticketing and patron services, artistic staff, development, and executive leaders—must align their objectives with that of patron loyalty.
In this session, presented at the 2016 Chamber Music America conference in New York City, both executives and staff members will reexamine how they lead and collaborate on initiatives that create lasting patron relationships. TRG's VP of Client Development Lindsay Anderson looked at how cross-departmental campaigns build loyalty, how a sales orientation in the patron services department can bolster marketing-development collaboration, and how artistic programming can also factor into loyalty-building.
Seat o-nomics: demand-based pricing strategies for chamber music organizationsTRG Arts
What motivates someone to attend a concert? And, more, importantly, what drives them to attend again and again? Arts managers (and patrons themselves) often cite price as the main and biggest incentive for arts attendance. Certainly price plays a major role in a customer’s decision-making process.
But pricing doesn’t mean anything unless it’s attached to value. It’s a two-sided equation, with price on one side and demand—how much a patron wants the experience—on the other.
Luckily, you have tools that can sweeten the value proposition for your audiences. Ticketing inventory, historical data, discounting, and the choice and timing of programming can help you incentivize audiences to engage with you again and again.
This session was presented at the 2016 Chamber Music America Conference in New York City. TRG's VP of Client Development Lindsay Anderson discussed:
- Strategies to attract audiences to low, middle, and high-demand concerts
- How to incentivize loyalty based on demand for programming
- When and how to approach discounting and dynamic pricing
Developing audiences through data (Desarrollar audiencias a partir de los datos)TRG Arts
As public subsidies for the arts change, organizations must rely on people—their audiences and patrons—to provide the revenue to sustain them long-term. How can organizations build a new business model that both serves audiences and relies on them for revenue? The first step is to see what the data says about building these patron relationships.
In this keynote, presented at the 2015 Conferencia de Marketing de las Artes in Madrid and Barcelona, Jill Robinson of the arts consulting firm TRG Arts offered data-inspired lessons on how organizations can monetize patron relationships. These relationships drive the revenue that allows the entire organization to thrive, instead of merely surviving. Jill also discussed data collection and privacy concerns, and how to create incentives for genuine connection between patrons and organization. You’ll learn how pricing and demand, patron loyalty, database management, and artistic programming each impact patron-generated revenue, and how they can be integrated into an organization-wide culture to drive revenue. When marketers leverage this integrated model, they can make the most of their marketing budget, and start cultivating audiences for a sustainable future. This presentation discussed these specific questions:
1. Why does loyalty matter? How can higher ROI on each patron build sustainable arts organizations?
2. Not all patrons are created equal. How can we right-size our marketing investments in different groups of patrons?
3. Does the type of programming that a patron attends determine future ROI?
Pricing Drives Revenue at New Wolsey TheatreTRG Arts
“Our patrons won’t pay that…”
“Everyone wants to sit in this section…”
Our assumptions about what our audiences will and won’t want or do can stop us from pricing to optimize revenue for our organizations. But we don’t really know until we look at the data. Ignoring what patron data tells us about pricing can lead arts organizations to leave money on the table—money that could be sustaining their mission.
At The New Wolsey Theatre in the U.K., small changes to pricing strategy resulted in big revenue increases. In just nine months, the company reported a 31% increase in box office gross—without selling more tickets. In this webinar, New Wolsey’s Head of Sales and Marketing Stephen Skrypec and TRG’s VP of Client Development Lindsay Anderson shared how the theatre updated daily practices and challenged prior assumptions about audiences, leading to their success. We examined how arts organizations, whether in the U.S., U.K., or elsewhere, can use pricing to drive patron behavior and revenue.
Better Together: Loyalty, Collaboration, and Community in PhiladelphiaTRG Arts
You may know the buying and donating patterns of your own audience. But do you know how they engage with the other arts organizations in your community? And does that mean you’re in competition with them or have opportunities to collaborate?
Seventeen arts and cultural institutions in the Philadelphia area set out to find the answers to those very questions. The study they commissioned investigated the buying and donating behavior of nearly 1 million arts audience and visitor households over seven years, with interesting findings about community engagement and audience loyalty. Researchers profiled how loyal patrons were to each individual organization and tracked patterns of loyalty across the community.
Join the research team from the Greater Philadelphia Cultural Alliance and TRG Arts in this hour-long, free webinar. You’ll learn:
- The most relevant findings from this ground-breaking study
- How patrons at different levels of loyalty invested in the Philadelphia arts community at large
Why data shows that collaboration and cooperation between organizations strengthens community-wide arts audiences
- How your own audience may be behaving based on the behavior patterns found in this study
- What your organization can do to create and keep loyal supporters
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Empowering the Data Analytics Ecosystem: A Laser Focus on Value
The data analytics ecosystem thrives when every component functions at its peak, unlocking the true potential of data. Here's a laser focus on key areas for an empowered ecosystem:
1. Democratize Access, Not Data:
Granular Access Controls: Provide users with self-service tools tailored to their specific needs, preventing data overload and misuse.
Data Catalogs: Implement robust data catalogs for easy discovery and understanding of available data sources.
2. Foster Collaboration with Clear Roles:
Data Mesh Architecture: Break down data silos by creating a distributed data ownership model with clear ownership and responsibilities.
Collaborative Workspaces: Utilize interactive platforms where data scientists, analysts, and domain experts can work seamlessly together.
3. Leverage Advanced Analytics Strategically:
AI-powered Automation: Automate repetitive tasks like data cleaning and feature engineering, freeing up data talent for higher-level analysis.
Right-Tool Selection: Strategically choose the most effective advanced analytics techniques (e.g., AI, ML) based on specific business problems.
4. Prioritize Data Quality with Automation:
Automated Data Validation: Implement automated data quality checks to identify and rectify errors at the source, minimizing downstream issues.
Data Lineage Tracking: Track the flow of data throughout the ecosystem, ensuring transparency and facilitating root cause analysis for errors.
5. Cultivate a Data-Driven Mindset:
Metrics-Driven Performance Management: Align KPIs and performance metrics with data-driven insights to ensure actionable decision making.
Data Storytelling Workshops: Equip stakeholders with the skills to translate complex data findings into compelling narratives that drive action.
Benefits of a Precise Ecosystem:
Sharpened Focus: Precise access and clear roles ensure everyone works with the most relevant data, maximizing efficiency.
Actionable Insights: Strategic analytics and automated quality checks lead to more reliable and actionable data insights.
Continuous Improvement: Data-driven performance management fosters a culture of learning and continuous improvement.
Sustainable Growth: Empowered by data, organizations can make informed decisions to drive sustainable growth and innovation.
By focusing on these precise actions, organizations can create an empowered data analytics ecosystem that delivers real value by driving data-driven decisions and maximizing the return on their data investment.
Adjusting primitives for graph : SHORT REPORT / NOTESSubhajit Sahu
Graph algorithms, like PageRank Compressed Sparse Row (CSR) is an adjacency-list based graph representation that is
Multiply with different modes (map)
1. Performance of sequential execution based vs OpenMP based vector multiply.
2. Comparing various launch configs for CUDA based vector multiply.
Sum with different storage types (reduce)
1. Performance of vector element sum using float vs bfloat16 as the storage type.
Sum with different modes (reduce)
1. Performance of sequential execution based vs OpenMP based vector element sum.
2. Performance of memcpy vs in-place based CUDA based vector element sum.
3. Comparing various launch configs for CUDA based vector element sum (memcpy).
4. Comparing various launch configs for CUDA based vector element sum (in-place).
Sum with in-place strategies of CUDA mode (reduce)
1. Comparing various launch configs for CUDA based vector element sum (in-place).
Opendatabay - Open Data Marketplace.pptxOpendatabay
Opendatabay.com unlocks the power of data for everyone. Open Data Marketplace fosters a collaborative hub for data enthusiasts to explore, share, and contribute to a vast collection of datasets.
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From intelligent search and recommendations to automated data productisation and quotation, Opendatabay AI-driven features streamline the data workflow. Finding the data you need shouldn't be a complex. Opendatabay simplifies the data acquisition process with an intuitive interface and robust search tools. Effortlessly explore, discover, and access the data you need, allowing you to focus on extracting valuable insights. Opendatabay breaks new ground with a dedicated, AI-generated, synthetic datasets.
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6. Today
The Roadmap
1. Integrated data segmentation strategy
2. Best practices for improving ROI with each segment
3. Building an action plan and measuring success
10. Acknowledge relationship
Make buying easy
Address logistics
Upgrade & affirm purchase
Artistic
Staff
Welcome patrons as guests
& friends
Set the stage for an
excellent artistic experience
Affirm purchase
Front-Line
Staff
Patron
Services
Get the phone to ring & mail
to come in
Talk to patrons like we
know who they are
Get them to buy & donate
Marketing &
Development
Artistic
Staff &
Concert
Put on a terrific concert!
Create trust with quality
The Patron
Experience:
Department
“Jobs”
11. In a patron-centered business model:
Marketing can’t do it alone.
Development can’t do it alone.
Marketing &
Development
13. VIP access and
hand-holding
From first to
second and last
time to NOW
The magic
of “and”
Studying Patron Loyalty
Patron Loyalty Index Categories
14. National
0.5-2% HH
20-40% Revenue
5-10% HH
13-38% Revenue
90-95% HH
38-66% Revenue
Where Do Patrons Fall?
Example Symphony Orchestra statistics
Case Study
Example
1.2% HH
27% Revenue
14.4% HH
49% Revenue
84.4% HH
19% Revenue
15. Cultivation team goals
How to promote loyalty at all levels of patronage
• Goal #1: Reduce NTF STB churn
• Goal #2: Raise # of Same Season Multi-STB
• Goal #3: Retain more new subscribers
• Goal #4: Increase % of subscriber/donors
• Goal #5: Increase renewal rate of subscriber/donors
• Goal #6: Increase # of new Friends donors
• Goal #7: Increase % of Friends donors who subscribe
• Goal #8: Increase % of Friends donors who buy extra singles
16. National
0.5-2% HH
20-40% Revenue
5-10% HH
13-38% Revenue
2014-2010
90-95% HH
38-66% Revenue
1.2% HH
27% Revenue
14.6% HH
51% Revenue
84.2% HH
20% Revenue
Percentage
Point
Change*
+1% $
+5% $
-2% $
* Over study periods 2013-2009 to 2015-2011
2013-2009
1.2% HH
27% Revenue
14.4% HH
49% Revenue
84.4% HH
19% Revenue
2015-2011
1.3% HH
28% Revenue
15.5% HH
54% Revenue
83.2% HH
17% Revenue
Where Do Patrons Fall?
Example Symphony Orchestra statistics
19. Photo by Tobias Schlitt (CC BY-NC-SA 2.0)
Best practices: improving
ROI for each segment
every
patron’s
right
next
step
How? The Art of the Upgrade
2
21. Single Ticket Buyers
First Dates
Cost-of-Sale:
MEDIUM-HIGH
Retention Realities:
LOW retention
Repeat purchase offer best
Upgrade Case:
Chicago Symphony
Case Study best
practices:
• Keeping
buyers current
• Direct
response
NEW
SINGLE
TICKET
BUYER
22. Reactivation: Example
Invite lapsed buyers back with a compelling offer
Target Segments:
2 -4 year lapsed buyers
Combined Results:
603 returning households
1.3% response rate
8% cost-of-sale
$74,048 net revenue
23. Repeat Ticket Buyer
Dating
Cost-of-Sale:
MEDIUM
Retention Realities:
MEDIUM retention
Higher frequency = higher
retention
Upgrade Case:
Denver Art Museum
Case Study best
practices:
• Right offer to
right person,
right time
REPEAT
TICKET
BUYER
MULTI
TICKET
BUYER
24. “Sticky” Patrons
What does that mean?
Participation, participation, participation!
6%
9%
11%
Buy
membership
Visit
once
Visit
twice
Visit 3
times
renewal rate
increase
renewal rate
increase
renewal rate
increase
27. Subscriber + Donor
Marriage
Cost-of-Sale:
LOW
Retention Realities:
HIGH!
Integrated direct response
sophistication
Upgrade Case:
5th Avenue Theatre
Case Study best
practices:
• Direct response
integrated asks
SUBSCRIBER
PLUS
28. 453 Super Subscribers
gave $51,100 in 4 months
70% had no previous giving
history.
More on this case at www.trgarts.com
30. Annual Fund Supports Membership
Donor retention increases 3x with membership;
Member retention rates lift with donation
Annual Fund Only Annual Fund and Member
Retained Renew
Members 365 55% 48%
Contributors Circle 82% 67%
Patrons Circle 86% 65%
Retained Renew
Members 365 36% 35%
Contributors Circle 75% 35%
Patrons Circle 36% 29%
Member Only Annual Fund and Member
2014 into 2015. No membership. 2014 into 2015. No membership.
Retained Renew
Annual Campaign 63% 62%
Retained Renew
Annual Campaign 17% 15%
32. Building an action plan and
measuring success
What’s required
• Invest in your team and in your relationships
• Business and operations plan
• Cross-functional teams that implement through a
quarterly and weekly process
• Metrics that you’re managing together
3
33. Photo: Mirjam van den Berg (CC BY 2.0)
Invest in your team and in your relationships
35. What erodes this relationship?
Separate budgets and goals
Meeting infrequently
Separate databases
Infrequent CEO involvement
36. 5 Ways to Collaborate
Marketing/Development
1. Use your data. Together.
Can you review patron activity holistically?
2. When you say “work together,” mean it.
Do you work each other’s events?
3. Coordinate campaigns.
Who receives donation asks, and when?
37. 5 Ways to Collaborate
Marketing/Development
4. Give subscribers/members a taste of donorship.
Can you leverage donor benefits?
5. Get patron services involved.
Do you ask for donations at the point of sale?
6. Work together to determine benefits.
Which benefits are for whom?
38.
39. Weekly Process
Keeping it Real
Ailey’s Monday
Morning Meeting
Mondavi Center
Integrated Loyalty Pacing
Hubbard Street
Patron Pacing
41. Metrics that matter
Measuring loyalty
# of donors
with ticket
purchase
$ from
multi-
buyers
# of
upgrades
at point of
sale
% of sub-
donors
42. Example Orchestra Goals
How to promote loyalty at all levels of patronage
• Goal #1: Reduce NTF STB churn
• Goal #2: Raise # of Same Season Multi-STB
• Goal #3: Retain more new subscribers
• Goal #4: Increase % of subscriber/donors
• Goal #5: Increase renewal rate of subscriber/donors
• Goal #6: Increase # of new Friends donors
• Goal #7: Increase % of Friends donors who subscribe
• Goal #7: Increase % of Friends donors who buy extra singles
43. Metrics that matter
Basic recommendations from TRG
• Metric #1: % / $ patron-generated revenue
• Metric #2: % / # active patrons in your database
• Metric #3: data capture rate
• Metric #4: new audience churn rate
• Metric #5: % of subscriber-donors
• Metric #6: per-capita revenue
Welcome.
I’m _____________, [title] with TRG Arts, The Results Group for the Arts.
Best practices for improving ROI
Managing the gap between subscriber and donor
Building an action plan and measuring success
-----------------------------------
Patron Development: Preparing a path from first ticket to planned gift
Jill Robinson, president & CEO, The Results Group for the Arts (TRG Arts).
A patron’s loyalty is built step-by-step with each interaction with your organization. Jill Robinson of this data-driven consulting firm that teaches arts and cultural professionals a patron-based approach to sustainable revenue, will discuss patron segmentation strategies and proven practices for closing the gap between subscribers and donors.
The first thing to know about preparing this pathway is that data is your most important tool. I want to start off with a story. (20)
I’m going to take you back ten years, when TRG was a marketing-focused firm—not the holistic, management consulting for the arts firm that we are today. We were working on mid-sized orchestra on the east coast.
And we were working with this really smart executive director who came up on the development side. He believed that the answer is integration. Here’s why: he saw it in the data
We were studying transactional data—ticketing and donation data, and knew that we couldn’t also know the full story of a patron. You know that saying “Good fences make good neighbors”? The opposite is true when it comes to data.
We could tell that the John Ford in the ticketing database was the same John Ford in the fundraising database. But the separate databases were preventing us from really, truly knowing him.
The data in the ticketing and fundraising systems—TOGETHER—can tell a powerful story about orchestra patrons and their loyalty.
You fast forward to today and the field is finally catching up with technology and CRM systems, around this intention of integration. We’re getting serious as a field about how to organize around the promise that Customer Relationship Management delivers.
That realization around marketing and development data and how it works together has transformed the way TRG approaches the counsel we provide to our clients; and it continues to evolve and change. We’ve always been data-driven. And, we’ve always been obsessed with results. Innovation and progress helps organization become more sustainable. Now, instead of focusing only on marketing, we’re working with marketing, sales and box office, development, finance, artistic, and operations—ALL the departments. This is the winning combinations that make your patron-centered business model sustainable.
So, Data is the beginning.
The end result is preparing that pathway from single ticket buyer to donor, building loyalty as an integrated team.
I’ll repeat that last part: building loyalty as an integrated team. Yes, we’ll discuss data and its segmentation today. But what really matters is the practical, day in-day out approach. The culture that you build together across departments.
We’ve been invited by the League and we’re grateful—and we’re going to tell you working together is most important. Our biggest point is working together will take you to places your organization has not yet been – so we have to make it count!
We’re going to tell you these things—theoretical and practical. Here are the things we’ve learned:
-We’re going to talk about a basic schema for integrated data segmentation
-We’ll talk about best practices for improving ROI on each, including managing the gap between subscriber and donor
-And most importantly, this last point: Building an action plan and measuring success
Today, the organizations getting the most out of loyalty strategies are the ones who create a culture around it—the ones which integrate loyalty development across their teams.
It goes beyond the concept of teamwork. It’s an organization-wide change in strategy. And, we’d argue, it’s one of the hardest and most important directional shifts an arts organization can make in 2016.
Let’s talk about the way it works typically… RIFF
Individual departments are responsible for critical steps in each area of focus, but they all play a role in developing loyalty.
The patron experience is not about marketing, or the box office, or front-line staff – it’s not even just about the event. This type of mentality can lead to patrons getting conflicting messages. And speaking of that, where is the PATRON in this diagram?
You’ll notice that marketing and devo are together in those cultivation steps and purposefully so…
NUMBER 1
That’s brings me to my first point: Segmentation needs to be data-driven based on your organization. It looks different for every organization. These are macro level observations and best practices that any of you can take back.
This is how we look at it at TRG…
Here’s an example of how it can look with an orchestra…
Here’s what that organization did with that data. We’ll come back to these metrics at point #3, but these were their goals.”
Here’s where strategy meets tactics. Thry recognized that they needed to bring more focus and resources to moving Buyers towards Advocacy and in particular, to widen the organization’s philanthropic efforts as more buyers indeed became ‘donor-ready.’ They’ve begun to create a culture that embraces fundraising as part of a patron’s evolution, including the following initiatives:
Meet the cultivation team. This organization formed a cultivation team with one staff member from marketing and one from development who work together to shepherd Buyers towards advocacy. The cultivation team had 8 goals, formulated as a result of the loyalty work. They included increasing the percentage of subscriber-donors, retaining more new subscribers and single ticket buyers, and growing new entry-level donors, among others.
From major donor cultivation to advocate planning. The Patron Loyalty Index also enlarged this organization’s thinking on who they should invite to join the artistic director’s circle. Before they looked at existing mid-level donors first, the PLI indicated who was an Advocate, even if they had only made lower level donations in the past or even had no donation history.
Annual fund campaign: This organization also changed their annual fund campaign. In order to implement their loyalty strategy, they used both the lists of Advocates, Buyers, and Tryers from the PLI, as well as standard segments like donors, subscribers, and single ticket buyers. They targeted specific segments of subscribers and lapsed donors with customized messaging and offers.
Here’s what happened over time.
Over PLI study periods saw following % change
Advocates: +7% (HH - households), +20% ($ - Revenue)
Buyers: +15% (HH), +26%($)
Tryers: -8%(HH), -1%($)
You don’t need our specific tools…you can use tools in your CRM to do this and look at these calculations yourself…
This is an overview of our findings for a different theatre client. It has become a platform for the organization’s new patron loyalty initiatives.
Looking at their single ticket buyers, the Tryers, we see some pretty typical numbers here. On average, they paid around $53 for their ticket. Cost of sale—how many marketing dollars went into selling that ticket—was around 20%. And it was rather difficult to get them to come back. Only about 1 in 4 single ticket buyers came back the following season.
[CLICK] Looking at new subscribers, who are usually Buyers, it’s a different story. Cost of Sale has risen, but it’s paid off. Average order size tripled—this client is making a lot more money on a subscribers than single ticket buyers. As for renewal rates, another good showing. About half are renewing.
[CLICK] As you might expect, average order size and renewal rates rise with the more seasoned subscribers, but the real story here is the dip in cost of sale. They are spending a lot less to make a lot more.
[CLICK] Finally, this clients’ most loyal patrons, Advocates. Extremely high order size and renewal rate, and low cost of sale.
Let’s look at this in aggregate:
Look across the top and bottom rows of this chart --- Revenue yield and renewal rates INCREASE significantly with each successive buyer type – the more loyal a patron becomes, the more they spend and the more they continue to engage and invest.
Now look at the middle line -- The cost of sale to create subscribers is high – the highest in this analysis. But look what happens to cost-of-sale after that – it does way down. It is indeed cost-effective to get a subscriber renewal or an upgrade to subscriber-donor.
And here’s the big pay-off—once a patron becomes a donor….look at the revenue yield for renewing subscriber-donors. This metric supports a research finding that comes up time and time again. The number one reason subscribers subscribe is ….love of the art form. The number two reason: they like the way your organization provides that beloved art form. So, subscribers are engaged at a passionate level – an affinity that can propel contributions. Yet, we find, that many organizations don’t have an active, integrated program to involve their loyalists as donors. Our analysis says: that’s one of the first steps you can take to develop an escalator effect.
[click]
JILL: “regardless of what tool you use to look at your segments, on a proportional basis, here’s the path we see patrons taking, and here’s why it matters…not kum-by-ah, but ROI.” We need an upward revenue arrow, then ROI. ROI is the combination of expense + revenue.
For most of our clients, this is what the continuum looks like. Almost every patron in your database begins as a new ticket buyer.
[CLICK] If they enjoy their “first date” with you, they’ll come back
[CLICK] The plot thickens if and when the patron buys twice in the same season or year. We call that a “multi-buyer”
[CLICK] When the romance goes to the Subscriber or Membership level, this is almost akin to getting engaged.
[CLICK] Donation: that’s like getting married, because once you have each other, and, if the relationship is well-developed and cared for, you often have them for life.
[CLICK] Finally, Advocate/Investor: that’s like celebrating a golden anniversary. Not many get here, but these relationships are worth their weight in gold.
This evolution of patron development is a series of largely incremental “next steps” – each involving more active, more frequent, more current transactions that – cumulatively –represent longer, greater patron investments.
What can you do if you see declining numbers, or if you simply want to grow? Plan to upgrade your audience’s loyalty. When we talk about expanding loyalty—upgrading loyalty—we’re talking about finding the right next step for every patron in your audience. And, it allows you to stop only chasing new audiences and starting to focus on loving the ones you’re with. The more patrons invest, the more likely they are to stay active with your organization.
There is an “upgrade” for every patron at every phase of their relationship with your organization. Not every patron will move in a linear fashion, but EVERY patron has a right next step—the thing that you’re most likely to get them to do with you. Let’s look at some examples.
Usually when we look at revenue at a nonprofit organization, we think in two buckets: earned and contributed.
CLICK When we say earned, we mean: any capital generated in exchange for services: ticket revenue, subscriptions, memberships, and classes for example.
CLICK When we say contributed, we mean: anything given without condition: individual gifts and bequests, corporate giving, foundation funding and government grants.
Think about where the money is coming from in those categories. Almost all earned income comes directly from patrons. That contributed category takes into account both money from individual patrons and from funders.
Let’s talk about the realities that we find managing the most basic types of patrons for an arts or cultural organization.
We’ll start with the single ticket buyer
There are a group of STB who will never subscribe. BUT there are a segment of people who will participate in a membership scheme.
UK. Museum. Theatre. Test it in the orchestral sector common strategies, risks and rewards. It’s gotta be part of the way we segment your tryers
Remember, buyers are all about the power of “and”.
That additional donation is a strong sign of loyalty at your organization. Subscribers and members (and donors who subscriber or are members) are the patrons at your organization the most. Do they see value in donating too?
How many of you ask subscribers or members for an additional gift at renewal time? This tactic can affect this number a lot. If you’re not doing this, consider it, especially if your number is on the low end.
Lastly, this number says a lot about your potential for major donors. If you were 31% or above, you’ve got a bigger pool to cultivate up your giving levels. And if you were on the lower end of the spectrum, it tells you that you could have a lot of success with a formalized subscriber or member upgrade program.
Rochester Phil embarked upon pricing work with us for their Philharmonics and Pops series prior to the 2015/16 season. Not only did they successfully navigate renewing subscribers through that rescale, they executed a strong upgrade campaign to move CYO patrons into fixed series subscriptions. This resulted in one-year revenue growth for those series of 16%
This evolution of patron development is a series of largely incremental “next steps” – each involving more active, more frequent, more current transactions that – cumulatively –represent longer, greater patron investments. [CLICK] These patrons are traditionally “owned” by marketing. [CLICK] These patrons are traditionally “owned” by development. [CLICK] The problem? This gap right here. Getting a patron to make the leap across that gap from loyal attendee to donor is hugely profitable. But if the relationship between marketing and development is not good, patrons may not be increasing their investment in our organization as much as they could. And that leaves money on the table.
JILL: Need a new bubble here. Need Subscriber PLUS (Super-Subscriber) story
Patron service office model NBOC
This case study…available on our web site…talks specifically of 5th Avenue’s subscriber to donor upgrade program that we call Super Subscriber. The case study describes their very first Super Subscriber effort, and the wonderful results that you see here. [CLICK]
In just four months, they developed 453 Super subscribers who gave a total of $51,000. One-fourth of them were brand new, fairly new, or newly-returned subscribers. And nearly three-fourths – 70% -- had never donated before. That’s a great model for developing those donor-ready patrons.
JILL: then this is major donor cultivation; not sure who best case is here. NBC just starting. But they could be example again b/c of what I’ve seen there.
Patron service office model NBOC
Same pattern for annual fund. If I’m investing in the annual fund, my renewal rates are fairly low to that activity. BUT if I’m active as both a member and a contributor to the AF, I am sticking. We see that in all levels of membership as well.
Retained: active as a donor, but to different campaigns year over year.
Renew: consistent giving to ONE campaign year over year.
With members:
Renewed = renewed the same membership
Retained is upgrades and downgrades
What does it take to implement something like the program we just talked about?
“Invest in your team.” Sounds pretty squishy, right? I’m no Pollyanna. This is not kum-by-yah. This is working faster and better
Here’s what I mean by investing in team: What you don’t know about each other is enormous. The biases and assumptions that you have about each other are enormous. Do you really have an understanding of your team member’s strengths? And, do you have an idea of what they’re doing to bring in revenue?
Mirjam van den Berg
https://www.flickr.com/photos/mirjamvandenberg/5961834345/in/photolist-a5PXDk-8BNmWh-vrykP-nurZA8-a5SNkA-BThqX-8BNn89-8BNm4A-aXUHkD-9RFyjH-mog3pn-pQLdM-46ERE-4UKgXY-6ZmCm5-MSQF-RdzY6-eHpLhW-pQLeu-8t7aAc-6iWbSt-cpmWYU-pktuSJ-6E7aq-6PdFr-6Pduu-6Pdut-6PdFp-6E7ap-qHXhkj-594eVB-fHPGz9-6PefA-6Pefz-598pPJ-6Pdur-6PdFq-594frv-6Pefy-6PdFs-6Pefw-aqanb9-6PdFo-fHPrWd-6Pdus-51u9e8-7EQwCE-EZkh5z-8Bym4k-xF7bZR
All of these factors can contribute to a break-down in the collaboration between marketing and development teams.
Let’s talk about 5 Ways marketing and development teams can collaborate more effectively.
Use Your Data. Together.
One of the most valuable tools in an arts manager’s toolkit is a centralized, shared database system. Many arts organizations work in multiple systems. This practice, while providing the individual functionality that each department may need, can stunt collaborative efforts to grow patron relationships.
Coordinate Messaging & Message Timing
Even if departments in your organization don’t share the same database, marketing and development should talk regularly about campaign plans and timing. It’s common for marketing and development departments to manage their own independent communications programs across a mix of media (social, email, direct mail, telemarketing, etc.) What happens though when the two departments don’t talk to one another?
Imagine that you’re both a donor and a subscriber of your city’s symphony. How would you feel if you received disjointed or conflicting messages about the symphony from its marketing and fundraising mailings or emails?
When marketing and development messages aren’t well-coordinated, arts organizations can confuse patrons or push them away. Patrons, especially those who are highly invested, expect that an organization will take the context of their relationship into account when communicating with them. This requires an intentional, integrated messaging strategy.
3) When you say “let’s work together,” you’ve got to mean it.
Getting staff to collaborate goes beyond campaign timing and shared data. It involves a spirit of cooperation. At Atlanta Ballet, their marketing staff is expected to work development events and vice versa.
“Marketing Director Tricia Ekholm said. “It makes sense that all staff shares the duty of working events that are outside of regular business hours. It also allows staff across departments to get to know patrons and donors by name.”
“Having a staff of overall well-rounded individuals that can move with ease across events and conversations makes for overall stronger organizational relationships with patrons.”
4) Giving Subscribers a Taste of Donorship
Taking the step to donorship requires a patron to see his or her relationship with the organization as a more personal, often rewarding investment. Ticket buyers, subscribers, and members are more likely to look at their relationship with an organization as only transactional.
By offering subscribers or members a taste of the special benefits of donorship, you welcome them into the club of support. Whether your organization offers a taste of the intrinsic or the extrinsic value of donorship, a little effort can reap big returns for the organization.
Hubbard Street Dance Chicago has had great success with this “taste of donorship” strategy, which you can read in full in a case study on TRG’s website.
Patrons who were loyal, but were not yet major donors, received an invitation to a studio viewing, a benefit usually reserved for major donors. Among other early results in retention and upgrades, Hubbard Street received a $1,500 donation from one of these patrons who attended the studio viewing.
5) Get patron services involved.
Great things result when departments work together. Here at TRG, we firmly believe that development, marketing, and especially patron services, are deeply intertwined.
For example, arts organizations can have their marketing and development departments work together on box office giving campaigns. TRG has worked with organizations such as Des Moines Performing Arts, Arena Stage, and Ordway Center for Performing Arts and each used a simple donation ask at the box office to strengthen patron loyalty.
These cross-departmental in-bound asks can be a great addition to traditional outbound asks handled by development alone. Bring your box office staff in and incentivize them to invite patrons to make a small donation in the moment when they renew their subscription or buy a single ticket.
They’re building that process around data.
Sandi MacDonald who has re-structured their staff meeting to this: a cross-functional team that gets the data in advance and they talk through it.
They look at the metrics and talk through what they think is moving the needle.
You can’t just run reports and have them sit on someone’s desk. How many of you actually look at allthe reports that come your way?
You need to digest it. So, talk to each other about it, share what you’re learning about it and make a priotiy to invest in the measurement. Learn from each other
There are a lot of metrics that we COULD track in an effort to make our arts organizations successful. With today’s robust CRM systems, there’s no shortage of data on arts patrons and their buying and donating behavior. The truth is, [CLICK], what gets measured gets managed. When we decide to track a metric and make changes in our work to move that number up or down, we’re giving that metric power. That means: we set our priorities as an institution by what we decide what to measure.
Measuring success
-pick some
JILL: start with concept
JILL: “That orchestra? Here’s what they did with that data. We’ll come back to these metrics at point #3, but these were their goals.”
Here’s where strategy meets tactics. Arts Club recognized that they needed to bring more focus and resources to moving Buyers towards Advocacy and in particular, to widen the organization’s philanthropic efforts as more buyers indeed became ‘donor-ready.’ They’ve begun to create a culture that embraces fundraising as part of a patron’s evolution, including the following initiatives:
Meet the cultivation team. Arts Club formed a cultivation team with one staff member from marketing and one from development who work together to shepherd Buyers towards advocacy. The cultivation team had 8 goals, formulated as a result of the loyalty work. They included increasing the percentage of subscriber-donors, retaining more new subscribers and single ticket buyers, and growing new entry-level donors, among others.
From major donor cultivation to advocate planning. The Patron Loyalty Index also enlarged Arts Club’s thinking on who they should invite to join the artistic director’s circle. Whereas before Arts Club looked to existing mid-level donors first, the PLI indicated who was an Advocate, even if they had only made lower level donations in the past or even had no donation history.
Annual fund campaign: Arts Club also changed their annual fund campaign. In order to implement their loyalty strategy, they used both the lists of Advocates, Buyers, and Tryers from the PLI, as well as standard segments like donors, subscribers, and single ticket buyers. They targeted specific segments of subscribers and lapsed donors with customized messaging and offers.
Check with ARTS CLUB
JILL: we have some
I started by saying that data is your most important tool. But it’s just that—a tool.
The whole field is enamored of data, but best practices is doing things differently because of data is what matters.
People do. Data doesn’t do.
You set priorities. You lead.
Welcome.
I’m _____________, [title] with TRG Arts, The Results Group for the Arts.
Best practices for improving ROI
Managing the gap between subscriber and donor
Building an action plan and measuring success
-----------------------------------
Patron Development: Preparing a path from first ticket to planned gift
Jill Robinson, president & CEO, The Results Group for the Arts (TRG Arts).
A patron’s loyalty is built step-by-step with each interaction with your organization. Jill Robinson of this data-driven consulting firm that teaches arts and cultural professionals a patron-based approach to sustainable revenue, will discuss patron segmentation strategies and proven practices for closing the gap between subscribers and donors.