When the going got tough at Seattle Repertory Theatre, Director of External Affairs Katie Jackman and her team got going on a program for retaining first-time single ticket buyers – and stuck with it in the face of budget cuts, staff furloughs, and their own occasional doubts. Acting on TRG counsel Jackman and the SRT team launched their effort by getting new buyers to come again during their first season – achieving a “second date” with first-time patrons. When that led to triple the retention rate among new single ticket buyers, SRT kept going. They rolled out a disciplined, purposeful cultivation effort over the next three seasons, a program TRG lauds as a model for the industry.
In this free webinar, Jackman and the SRT team join TRG’s VP of Strategic Communications Joanne Steller to trace the four-year history and results of SRT’s new buyer retention program and to answer your questions about its applicability to your organization. You’ll learn:
• How SRT conducted and continued “second date” retention efforts among new-to-file single ticket buyers.
• What SRT did, what they stopped doing, and what they’ll do next to achieve growth in new patron engagement and revenue.
• Examples of strategic practices you may want to adopt.
Brand activation is about bringing brands to life through innovative experiences that drive consumer action and engagement. The key is to set goals, understand audiences, and use appropriate channels to deliver messages. Tactics may include experiential marketing, sampling campaigns, digital marketing, and guerilla marketing. Metrics should measure awareness, leads, wins, and ROI. An example campaign had customers unlock lockers for prizes to effortlessly drive people to stores and collect customer data.
Event Model Canvas sert à concevoir des Modèle d'évènement à Succès.
Il s'agit-là d'un template assez intéressant pour concevoir une vision globale et concise d'une évènement.
Ghani Kolli
www.ghanikolli.com
Journey Maps are a popular and important method in customer and user experience optimization. Here are some best practices for creating Journey Maps that will be effective in transforming your customer’s experience. The infographic discusses:
-What journey maps are and why create them
-The high-level steps to create a customer journey map
-The essentials of effective customer journey maps
-The different types of journey maps (ex: Customer Lifecycle, Service Blueprint)
-An example customer journey.
"Eyes Wide Open, Wallet Half Shut" ANA PresentationOgilvy
Today’s consumers are emerging from the recession with a radically new definition of the American Dream and a renewed sense in their own resourcefulness and priorities, according to a just-released quantitative study of 1,200 consumers and qualitative research with nearly 700, conducted by Ogilvy & Mather Chicago in partnership with leading consumer insight company Communispace.
This document discusses the benefits of implementing a live shopping system for a department store. Live shopping allows customers to view and purchase products online in real-time without needing to be physically present in the store. The presentation outlines advantages like lower overhead costs, improved customer profiling and loyalty, and an expanded customer reach. It also details how the proposed system would integrate an online shopping module with the department store's existing infrastructure and private gateway. Key technologies like JSP, JavaScript, HTML, MySQL, JDBC, and Tomcat are presented as the tools that would power the front-end and back-end of the live shopping platform. The overall expected outcome is the development of a functional live shopping system for the department store.
Brand activation is about bringing brands to life through innovative experiences that drive consumer action and engagement. The key is to set goals, understand audiences, and use appropriate channels to deliver messages. Tactics may include experiential marketing, sampling campaigns, digital marketing, and guerilla marketing. Metrics should measure awareness, leads, wins, and ROI. An example campaign had customers unlock lockers for prizes to effortlessly drive people to stores and collect customer data.
Event Model Canvas sert à concevoir des Modèle d'évènement à Succès.
Il s'agit-là d'un template assez intéressant pour concevoir une vision globale et concise d'une évènement.
Ghani Kolli
www.ghanikolli.com
Journey Maps are a popular and important method in customer and user experience optimization. Here are some best practices for creating Journey Maps that will be effective in transforming your customer’s experience. The infographic discusses:
-What journey maps are and why create them
-The high-level steps to create a customer journey map
-The essentials of effective customer journey maps
-The different types of journey maps (ex: Customer Lifecycle, Service Blueprint)
-An example customer journey.
"Eyes Wide Open, Wallet Half Shut" ANA PresentationOgilvy
Today’s consumers are emerging from the recession with a radically new definition of the American Dream and a renewed sense in their own resourcefulness and priorities, according to a just-released quantitative study of 1,200 consumers and qualitative research with nearly 700, conducted by Ogilvy & Mather Chicago in partnership with leading consumer insight company Communispace.
This document discusses the benefits of implementing a live shopping system for a department store. Live shopping allows customers to view and purchase products online in real-time without needing to be physically present in the store. The presentation outlines advantages like lower overhead costs, improved customer profiling and loyalty, and an expanded customer reach. It also details how the proposed system would integrate an online shopping module with the department store's existing infrastructure and private gateway. Key technologies like JSP, JavaScript, HTML, MySQL, JDBC, and Tomcat are presented as the tools that would power the front-end and back-end of the live shopping platform. The overall expected outcome is the development of a functional live shopping system for the department store.
You can now download the presentation directly from Slideshare.
*Disclaimer this is just my imaginary example of a Comms Plan for the Puma work and not the actual strategy that was created by Droga5 for Puma. I had nothing to do with that plan and am just a fan of their work.
What is Comms Planning? is a presentation that provides a clear answer of the role of the Comms Planner within an Advertising Agency. I use the example of the Puma Social campaign to prove the point.
How to Build a Customer-Centric eCommerce StrategySiteworx LLC
The document discusses challenges with implementing new B2B ecommerce technologies and processes. It warns against building old processes around new technologies or assuming digital customers have the same purchase paths as offline buyers. It also recommends going beyond B2C best practices. The document provides poll results on ecommerce topics like important features and challenges. It outlines a strategy for ecommerce projects including defining goals, evaluating processes, working on data, building and releasing in stages, and testing and refining.
Исследование активности русскоязычной аудитории в социальных сетях в 2016. На...Arseniy Kushnir
Исследование активности русскоязычной аудитории в социальных сетях.
Представлены данные о наиболее активных днях недели, времени суток, наиболее популярном контенте, статистика вовлеченности аудитории в зависимости от социальной сети и количества подписчиков.
Представлена статистика по социальным сетям ВКонтакте, Facebook, Instagram, Одноклассники, Twitter и YouTube.
Источник: статистика активности более 25 млн публикаций от 17 тысяч русскоязычных сообществ за 2016 год, проанализированных в сервисе Popsters.
This document discusses customer experience mapping and metrics. It includes a sample customer persona profile for Sunil Kumar, a 42 year old married VP in an IT firm with an income of 18 lacs. It also lists various customer experience touchpoints and stages, as well as positive, neutral, and negative experience definitions. Metrics mentioned include customer effort score, customer satisfaction rating, sales conversions, return on marketing investment, and net promoter score.
[21 크리에이티브 디렉터 세미나] 발표자료입니다.
PM과 함께 일하는 디자이너, PM 역할을 겸해야 하는 디자이너분들을 대상으로 PM 직군이 조직과 제품의 성장을 위해 어떤 고민과 노력을 하고 있는지 공유합니다.
우아한형제들에서 B마트와 배민스토어를 만드는 B마트서비스팀의 사례가 함께 담겨있습니다.
1. The document describes a customer experience mapping for a brand experience design project focused on sugar cane harvesting.
2. Various engagement tools are outlined, including contextual posters, ambassador conversations, visitor comment books, commenting cups, and benches for conversation.
3. The goal is to understand visitor and consumer perceptions of a new product category through authentic feedback and insights gathered via the different engagement methods.
Brand Restart 2023: Míla Knepr - Značka, kreativita a dataTaste
Můžeme mít spoustu správných a přesných dat, můžeme je analyzovat, interpretovat. Jen bychom přitom stále měli mít na mysli slavnou větu Davida Abbota: Shit that arrives at the speed of light is still shit when it gets there. Co kreativita dokáže? Dá se bez ní budovat značka? Dá se něčím nahradit? Čím? Proč se kreativita vyplatí?
This document discusses ways for BigBasket.com to increase repeat customers and change consumer shopping habits from inertia. It identifies barriers such as grocery shopping being a social and tactile experience. Solutions proposed include understanding customers through psychographic profiling, increasing product depth over width in key categories like staples, providing product samples to customers, placing order collection boxes in residential areas, targeted weekly promotional emails, and offering specialty food items from different regions on the website. Website usability issues are also noted.
Advanced Brand and Marketing for Early Stage CompaniesTomas Puig
This workshop was first given at SXSW 2015 as “Advanced Brand and Marketing for Early Stage Companies”. It explains how to evaluate the market and build a framework for creating a best in class marketing group.
Keep in mind this was presented as a workshop with a lot of the slides spoken over. So you may miss some context.
How we did it: BSI: Teradata Case of the Tainted LasagnaTeradata
Great Brands, a major food producer, faces yet another recall. The government is pointing at Turkey Broccoli Lasagna as the culprit, so the Chief Risk Officer and Chief Supply Chain officer bring in BSI investigators to help them build a better/faster track and trace system, using Big Data analytics.
To see more BSI: Teradata, go to http://www.facebook.com/bsiTeradata
Julian Cole, Head of Communications Planning at BBH, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 23rd at the VCU Brandcenter in Richmond, VA.
Brand Restart 2023: Martin Bernátek a David Dvořáček - Huňatý branding pro Ov...Taste
Jak se Ovečkárna před 4 lety rozhodla pro zvýšení efektivity performance kampaní, začít řešit kreativu a brand a jak to z čistě perfomance oriented marketingu dovedlo Ovečkárnu do dnešních čísel. Jak perfomance ovlivňuje kreativitu kampaní a jak v Ovečkárně nahlížíme na budování značky. Jak Ovečkárna pracuje se starší cílovkou a učí důchodce nakupovat online a jak brandmanual ovlivňuje celou firmu. Přednáška propojuje pohledy majitele Ovečkárny a kreativní agentury. Jak se tyto dva světy propojují a co se za 4 roky změnilo.
E-mail Restart 2023: David Finger, Jan Tlapák, Petr Cikán, Ruslan Skopal - Pa...Taste
Témata jako technická připravenost před prvním rozesíláním (DKIM, SPF, DMARC, FBL, čistá databáze) doručitelnost, segmentace nebo četnost rozesílek. Názory a zkušenosti těch nejpovolanějších na slovo vzaté z řad e-shopu, agentury, technologií a společnosti Seznam.cz.
Based on the interviews, it seems that restaurants have problems with customer retention and marketing. People generally don't like random advertisements but may be open to targeted offers if they can control the content and frequency. A proposed solution is a flexible mobile app that allows restaurants to execute targeted marketing campaigns, and users to opt-in to receive customized offers. Key tests would evaluate whether such a tool can help restaurants increase sales and loyalty while providing a good user experience.
This document discusses the importance of customer experience for businesses. It notes that customer expectations have increased as markets have become more competitive and experiences have become a key differentiator. While both consumers and marketers recognize the value of unique experiences, there is often a gap between perceived and actual customer experiences. The document provides recommendations for improving customer experience, including going back to basics by focusing on customers, mapping the end-to-end customer journey, listening to customers, empowering employees to drive experiences, and making customer experience a strategic priority.
Thriving on Loyalty: Love the Ones You’re With!TRG Arts
The document discusses strategies for increasing patron loyalty and revenue at the Guthrie Theater. It analyzes patron data and trends over time, finding that most revenue comes from existing patrons rather than new patrons. The Guthrie Theater has implemented several initiatives focused on existing patrons, such as improved renewal campaigns and acquisition of add-on purchases from current subscribers. Early results include increased renewal rates, subscription add-ons, and subscriber-donor rates. The key recommendation is to "love the ones you're with" by cultivating loyalty among current patrons through targeted campaigns and personalized engagement.
President & CEO Jill Robinson presented this intensive session on patron loyalty on May 31, 2014 at the Canadian Arts Marketing, Development & Ticketing Conference in Toronto. Two decades of arts consumer research is clear: patron relationships have the plot lines of a love story. Take, for instance that first contact with a person that has never before walked into your organization’s life. It could be the beginning of long, loyal engagement or a one night stand, depending on how you behave on this first date. In this 90-minute workshop, Jill showed how to build happily-ever-after relationships that can build patron loyalty and revenue. Hear case studies on today’s best loyalty practices and learn techniques that are timely for you to apply in your own organization now.
You can now download the presentation directly from Slideshare.
*Disclaimer this is just my imaginary example of a Comms Plan for the Puma work and not the actual strategy that was created by Droga5 for Puma. I had nothing to do with that plan and am just a fan of their work.
What is Comms Planning? is a presentation that provides a clear answer of the role of the Comms Planner within an Advertising Agency. I use the example of the Puma Social campaign to prove the point.
How to Build a Customer-Centric eCommerce StrategySiteworx LLC
The document discusses challenges with implementing new B2B ecommerce technologies and processes. It warns against building old processes around new technologies or assuming digital customers have the same purchase paths as offline buyers. It also recommends going beyond B2C best practices. The document provides poll results on ecommerce topics like important features and challenges. It outlines a strategy for ecommerce projects including defining goals, evaluating processes, working on data, building and releasing in stages, and testing and refining.
Исследование активности русскоязычной аудитории в социальных сетях в 2016. На...Arseniy Kushnir
Исследование активности русскоязычной аудитории в социальных сетях.
Представлены данные о наиболее активных днях недели, времени суток, наиболее популярном контенте, статистика вовлеченности аудитории в зависимости от социальной сети и количества подписчиков.
Представлена статистика по социальным сетям ВКонтакте, Facebook, Instagram, Одноклассники, Twitter и YouTube.
Источник: статистика активности более 25 млн публикаций от 17 тысяч русскоязычных сообществ за 2016 год, проанализированных в сервисе Popsters.
This document discusses customer experience mapping and metrics. It includes a sample customer persona profile for Sunil Kumar, a 42 year old married VP in an IT firm with an income of 18 lacs. It also lists various customer experience touchpoints and stages, as well as positive, neutral, and negative experience definitions. Metrics mentioned include customer effort score, customer satisfaction rating, sales conversions, return on marketing investment, and net promoter score.
[21 크리에이티브 디렉터 세미나] 발표자료입니다.
PM과 함께 일하는 디자이너, PM 역할을 겸해야 하는 디자이너분들을 대상으로 PM 직군이 조직과 제품의 성장을 위해 어떤 고민과 노력을 하고 있는지 공유합니다.
우아한형제들에서 B마트와 배민스토어를 만드는 B마트서비스팀의 사례가 함께 담겨있습니다.
1. The document describes a customer experience mapping for a brand experience design project focused on sugar cane harvesting.
2. Various engagement tools are outlined, including contextual posters, ambassador conversations, visitor comment books, commenting cups, and benches for conversation.
3. The goal is to understand visitor and consumer perceptions of a new product category through authentic feedback and insights gathered via the different engagement methods.
Brand Restart 2023: Míla Knepr - Značka, kreativita a dataTaste
Můžeme mít spoustu správných a přesných dat, můžeme je analyzovat, interpretovat. Jen bychom přitom stále měli mít na mysli slavnou větu Davida Abbota: Shit that arrives at the speed of light is still shit when it gets there. Co kreativita dokáže? Dá se bez ní budovat značka? Dá se něčím nahradit? Čím? Proč se kreativita vyplatí?
This document discusses ways for BigBasket.com to increase repeat customers and change consumer shopping habits from inertia. It identifies barriers such as grocery shopping being a social and tactile experience. Solutions proposed include understanding customers through psychographic profiling, increasing product depth over width in key categories like staples, providing product samples to customers, placing order collection boxes in residential areas, targeted weekly promotional emails, and offering specialty food items from different regions on the website. Website usability issues are also noted.
Advanced Brand and Marketing for Early Stage CompaniesTomas Puig
This workshop was first given at SXSW 2015 as “Advanced Brand and Marketing for Early Stage Companies”. It explains how to evaluate the market and build a framework for creating a best in class marketing group.
Keep in mind this was presented as a workshop with a lot of the slides spoken over. So you may miss some context.
How we did it: BSI: Teradata Case of the Tainted LasagnaTeradata
Great Brands, a major food producer, faces yet another recall. The government is pointing at Turkey Broccoli Lasagna as the culprit, so the Chief Risk Officer and Chief Supply Chain officer bring in BSI investigators to help them build a better/faster track and trace system, using Big Data analytics.
To see more BSI: Teradata, go to http://www.facebook.com/bsiTeradata
Julian Cole, Head of Communications Planning at BBH, gave this presentation at "Ambidexterity 2," the VCU Brandcenter's Executive Education program for account planning on June 23rd at the VCU Brandcenter in Richmond, VA.
Brand Restart 2023: Martin Bernátek a David Dvořáček - Huňatý branding pro Ov...Taste
Jak se Ovečkárna před 4 lety rozhodla pro zvýšení efektivity performance kampaní, začít řešit kreativu a brand a jak to z čistě perfomance oriented marketingu dovedlo Ovečkárnu do dnešních čísel. Jak perfomance ovlivňuje kreativitu kampaní a jak v Ovečkárně nahlížíme na budování značky. Jak Ovečkárna pracuje se starší cílovkou a učí důchodce nakupovat online a jak brandmanual ovlivňuje celou firmu. Přednáška propojuje pohledy majitele Ovečkárny a kreativní agentury. Jak se tyto dva světy propojují a co se za 4 roky změnilo.
E-mail Restart 2023: David Finger, Jan Tlapák, Petr Cikán, Ruslan Skopal - Pa...Taste
Témata jako technická připravenost před prvním rozesíláním (DKIM, SPF, DMARC, FBL, čistá databáze) doručitelnost, segmentace nebo četnost rozesílek. Názory a zkušenosti těch nejpovolanějších na slovo vzaté z řad e-shopu, agentury, technologií a společnosti Seznam.cz.
Based on the interviews, it seems that restaurants have problems with customer retention and marketing. People generally don't like random advertisements but may be open to targeted offers if they can control the content and frequency. A proposed solution is a flexible mobile app that allows restaurants to execute targeted marketing campaigns, and users to opt-in to receive customized offers. Key tests would evaluate whether such a tool can help restaurants increase sales and loyalty while providing a good user experience.
This document discusses the importance of customer experience for businesses. It notes that customer expectations have increased as markets have become more competitive and experiences have become a key differentiator. While both consumers and marketers recognize the value of unique experiences, there is often a gap between perceived and actual customer experiences. The document provides recommendations for improving customer experience, including going back to basics by focusing on customers, mapping the end-to-end customer journey, listening to customers, empowering employees to drive experiences, and making customer experience a strategic priority.
Thriving on Loyalty: Love the Ones You’re With!TRG Arts
The document discusses strategies for increasing patron loyalty and revenue at the Guthrie Theater. It analyzes patron data and trends over time, finding that most revenue comes from existing patrons rather than new patrons. The Guthrie Theater has implemented several initiatives focused on existing patrons, such as improved renewal campaigns and acquisition of add-on purchases from current subscribers. Early results include increased renewal rates, subscription add-ons, and subscriber-donor rates. The key recommendation is to "love the ones you're with" by cultivating loyalty among current patrons through targeted campaigns and personalized engagement.
President & CEO Jill Robinson presented this intensive session on patron loyalty on May 31, 2014 at the Canadian Arts Marketing, Development & Ticketing Conference in Toronto. Two decades of arts consumer research is clear: patron relationships have the plot lines of a love story. Take, for instance that first contact with a person that has never before walked into your organization’s life. It could be the beginning of long, loyal engagement or a one night stand, depending on how you behave on this first date. In this 90-minute workshop, Jill showed how to build happily-ever-after relationships that can build patron loyalty and revenue. Hear case studies on today’s best loyalty practices and learn techniques that are timely for you to apply in your own organization now.
Patron Development: Preparing a path from first ticket to planned giftTRG Arts
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.
Anz Stadium Case Study - SeatShare Concept Test - CheckinLineCheckinLine
Outlines the concept test on CheckinLine's new SeatShare concept with ANZ Stadium.
“We’d like to introduce you to a new concept for seating arrangements at ANZ Stadium called SeatShare, where you share a block of premium seating with other fans and only use them for the games you want.
Your SeatShare subscription fee allows you to lock in 2 tickets to a game in the future. CheckinLine will then run an active standby list for each game to allocate the leftover seats not already taken by SeatShare subscribers.
If you want to go to a particular game, you'll request seats for that game and check-in if required (if demand outstrips supply). You will pay a set fee for each seat you use beyond the initial sign-up.”
This test resulted in the rollout of a full SeatShare pilot trial and an increase in seat yield of 48-95% for ANZ Stadium.
Octalysis Level 1 Certificate - Gabriel Goh - 'Number Eight' Board Game CafeYu-kai Chou
This submission covers the user experience of visiting the local 'Number Eight' Board Game Cafe. The cafe is run by tabletop game enthusiasts and is a place where people not only buy games, but come together to play games while enjoying snacks and drinks.
One of the main challenges they face is attracting customers during weekdays that currently can be very quiet compared to the weekends.
Organizing & Managing a Profitable Golf TournamentSharegolf
Having a golf fundraiser this year? I can help - Put my years of experience to work for you. Knowlege is power - together we can take your event to the next level!
Visitors become members for two reasons—because they love the organization and because they are driven by the value of the transaction. Research of arts consumer behavior shows that those with a true passion for your museum’s mission can be cultivated beyond membership to long-term, high-value patronage. Visitors who view membership as transaction may be harder to attract and retain, but some could deepen their relationship with the right visitor development strategy. But how can membership officers put the right strategies in place to attract members and keep them loyal? This presentation was given at the 2014 American Museum Membership Conference by Molly Wink of Denver Art Museum and Jill Robinson of TRG Arts.
Bringing Them Back for More: Audience Retention StrategiesAmericans4Arts
This document discusses strategies for improving customer retention and reducing churn. It defines key terms like acquisition, retention, and churn. It emphasizes the importance of tracking metrics like retention rates over multiple years. Strategies suggested include increasing engagement and frequency for first-time customers, re-engaging lapsed customers, identifying at-risk customers, making the customer experience easier through auto-renewals, and developing loyalty programs with benefits. The overall message is that retention should be a priority since it is cheaper than acquiring new customers.
The document outlines strategies used by Central Square Theater to increase patron retention and loyalty. They developed targeted messaging and reactivation campaigns to retain first-time buyers as multibuyers or subscribers. This increased their multibuyer households by 63% and subscription base. They also focused on enhancing the patron experience and using fundraising appeals at the end of runs to develop donors and deepen loyalty. These efforts resulted in higher patron retention rates and loyalty over time.
Would you like season tickets with that? The Art of the UpgradeTRG Arts
For cultural institutions, the box office is not just the place where ticket orders are passively taken. It plays an active role in growing revenue by developing loyalty. Every time a patron logs in, calls, or visits to buy a ticket, the opportunity exists for them to upgrade and deepen their relationship with the organization. With the right training, the box office can become experts on how to cultivate patron relationships and keep audiences coming back for more.
TRG President & CEO Jill Robinson presented this session at the 2015 InTix conference in Denver with Jeremy Scott of Seattle Repertory Theatre and Molly Riddle Wink of Denver Art Museum.
TRG Arts on the Impact of Loyalty: Success stories of growth through retentio...TRG Arts
1) TRG Arts is a consulting firm that has worked with over 1,000 arts and cultural organizations over 22 years to help them grow sustainable patron bases through data-driven strategies.
2) Building patron loyalty is important as loyal patrons have higher lifetime value and renewal rates. TRG advocates treating patrons differently based on their loyalty level through a "loyalty pyramid" with advocates, buyers, and tryers.
3) Case studies show how organizations saw increases in retention rates, revenue, and numbers of loyal patrons by implementing loyalty strategies like membership programs, dynamic pricing, and focusing on reducing churn of first-time patrons.
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.
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.
https://bloomerang.co/resources/webinars/
If you are ready to prune dead weight board members and wondering what tools can help you ensure a successful board transition, join our expert – nationally recognized speaker, trainer, nonprofit founder – Rachel Muir, CFRE.
1) There was 13% growth in theatre-going households in DC over the past decade, with increases in new households, returning households, and attriting households.
2) Younger demographic clusters like singles and families saw the fastest growth at 32% and 22%, while older boomer clusters grew 14%.
3) Most patrons (82%) are "Single Ticket Experimenters" who visit only one theatre occasionally, though visiting multiple theatres correlates with more loyal behavior.
Core Games, Real Numbers: Asian & Western Gamesemily_greer
Kongregate is a distributor of more than 200 virtual-goods games developed by developers small and large, Eastern and Western, casual and hardcore. As such, it has a unique perspective on what types of mechanics and characteristics of games have the most success monetizing. This talk will focus on similarities and differences in performance between Asian & Western games, look at site-wide trends and dig into specific game metrics and mechanics to understand what makes games succeed & fail with Western audiences. This talk was given at GDC China 2012
Maximising retention and securing ongoing gifts.
Optimising life time value of donors
* effective stewardship
* securing second and ongoing gifts
* upgrade and conversion opportunities
Evolution of a Patron - Elizabeth SantanaAudienceView
Our patrons are our lifeline and inspiration. Without them we wouldn’t exist. How can we forge long lasting relationships and lay the groundwork for success today and in the future?
Like a new friendship or romance, a meaningful relationship with your audience doesn’t blossom overnight. In this session, we’ll explore the evolution of patrons and fans and how this process applies to your organization or venue. We’ll discuss actions you can take to foster engagement, evangelism, fundraising and leadership. Regardless of whether you’re encountering a first time buyer, a season pass holder or a longtime supporter, you can learn how to earn and leverage their loyalty – no matter where they are in the process.
Attendees will learn:
How to build meaningful relationships with patrons
Simple ways to turn loyal patrons into brand advocates
How to track patron interactions and improve engagement
Personalisation as the key to optimising your game's revenue & LTV.GameCamp
What are good and bad approach towards personalisation based on the data? How to use personalisation to improve LTV in mobile games. Good examples of personalisation in mobile games.
Similar to Launching Loyalty from a ‘Second Date’ with Patrons: (20)
Rekindling Subscriptions: A Loyalty Love AffairTRG Arts
This document discusses strategies for rekindling subscription programs and loyalty through targeted retention efforts. It shows that focusing on retaining existing patrons through subscriptions generates significantly more revenue than acquiring new single ticket buyers. Specific strategies that helped increase subscriptions by 470% and revenue by over 500% at one organization are outlined, including flexible package options, value messaging, and a new membership program. The document advocates treating patrons differently based on their loyalty level and investing more in retaining renewing subscribers.
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.
This document discusses data sharing across cultural organizations through community networks and consulting services. It provides examples of campaign successes from the Museum of History & Industry and Jazz at Lincoln Center that utilized data from community networks. These campaigns achieved increased membership acquisition and ticket sales. The document also discusses insights from a patron loyalty study, including that deeper patron loyalty correlates with engagement across more organizations and that many "inactive" patrons are active with other organizations.
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.
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
"Loyalty takes time." That was the key point that Jill Robinson, President & CEO of TRG Arts, put forth in a discussion of young donors at the 2015 Opera America Conference in Washington, DC. The panel's premise was that, with opera audiences growing older, companies must focus their attention on new generations of support. While development departments may have mastered the appeal to traditionalists and baby boomers, Gen Xers and millennials are looking for something else. Attendees at this standing-room only session learned what the data says about these patrons, what matters to next gen donors, and how opera companies can engage them.
The panel was moderated by Erin Sammis, Director of Major Gifts at Opera Philadelphia. Jill was joined on the panel by Yuming Chiu, associate brand manager, Johnson & Johnson; Mary Galeti, executive director and vice-chair, Tecovas Foundation; and Kim Parker, director of social trends research, Pew Research Center.
Chaos, Order, and Innovation: Planning to ImproviseTRG Arts
The poem describes chaos being confined within strict lines of order. Over 14 lines, chaos is captured and contained, forcing it to mingle with order. The hours and years of chaos's arrogance and humanity's servitude are past. Order now holds chaos's essence and shape, and will make it conform to order, rather than forcing it to confess or answer. Order will simply make chaos good.
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9. SRT SITUATION
Retention made sense
1. Budget Cuts
30% across the board
2. Affordable option
Retention vs. Acquisition
3. Opportunity
Lots of new single ticket buyers
11. STEP ONE, YEAR ONE
A second date with newbies
•
Mail contact with new ticket buyers
New-to-file
•
After first date, ask to come back soon
Achieve 2nd date in 60-90 days
•
Repeated at end of every run
Offer good on 1st 8 performances
13. STEP ONE, YEAR ONE
What SRT didn’t do
•
Ask or expect more from the relationship
No donation ask
No telemarketing
No “pouncing”
•
Turn down any advances
Voluntary donations happened
•
Have sudden change of heart
Stuck with “Second Date” strategy
NOT
EASY
14. RESULTS
End of First Year
First Year by the Numbers
Cultivation Other First
Group
Timers
% All New-to-File
11%
89%
Cost-of-sale
Average # Tickets
Bought per Household
2nd Date
Strategy:
SRT’s New
Normal
8%
5
3
Average Amount
Spent per Household $ 122.03 $ 73.25
% Gave Donation
6%
3%
15. YEAR TWO
Continue Dating
•
Cultivation Group is special segment
Still no “pouncing”
•
Goal: Keep coming back
Prevent high first-timer attrition
•
Special offer, theirs alone
Come back….often
3
Plays
$99
16.
17.
18. YEAR TWO RESULTS
30% Returned
5
Larger
Series
17%
3 for $99
6%
Average
Tickets
Purchased
16%
Donated
$126
Single
Tickets
77%
Average
Spent per
Household
30%
Cost-of-sale
20. YEAR THREE
Deepening relationships
•
Cultivation Group still special segment
Specific, tailored asks
Still no pouncing
•
Goal: Bring them into the fold
Renew at regular subscription price
•
Special offer, theirs alone
Come back….often
21.
22. YEAR THREE RESULTS
Growing Commitment
3-Play
Larger
Series
27%
6
Subscription
Average
Tickets
Purchased
1%
15%
Donated
Single
Tickets
72%
$168
Average
Spent per
Household
5%
More
Subscribers
58%
Renewal
Rate
1%
Cost-of-sale
23. YEAR FOUR
Togetherness in SRT’s 50th Year
•
Cultivation Group: special, new subscribers
Personal renewal with $50 donation request
Concierge-style service
•
Goal: Committed to ongoing activity
Continued frequency is key
•
Personalized renewal, subscriber priority
Mail and phone call
24. YEAR FOUR RESULTS
Loyalty Growth
5-8 Play
Subscription
21%
3 & 4 Play
Subscription
9%
6
Average
Tickets
Purchased
Donated
Single
Tickets
70%
$213
Average
Spent per
Household
81%
Subscriber
Renewal
Rate
9%
Subscription
Growth
15%
1%
Cost-of-sale
34. Webinar Audience Survey
Do you collect new patron names, mailing address, phone
number, & email when they make their first purchase?
Some
information at
most points of
purchase., 24%
Some
information at all
points of
purchase., 25%
Nothing ever.
We don’t
ask., 1%
All information at
all points of
purchase., 45%
Some
information
sometimes., 4%
35. Our Audience Today
Collecting contact information
Best places to collect
65% Online
Telephone
29% sales
Worst place to collect
83%
Walk up to
onsite ticket
window
Editor's Notes
Let’s start with introductions.I’m Joanne Steller and it’s been my pleasure to be part of TRG Arts for 13 years… as a senior consultant and for the past three years as Vice President of Strategic Communications. For those of you who don’t know TRG…
Joanne:Katie Jackman is Director of External Affairs who came to Seattle Rep in 2009. Katie is a veteran arts manager with experience in both non-profit and commercial theatre.With Katie today is Ashley Coates, Marketing ManagerAnd Jeremy Scott, who is SRT’s Patron Relations ManagerThanks for being with us and welcome….SRT: (Respond with your hellos)
Now I’d like to say hello to our audience. You are arts managers – some 200 strong -- from a wide range of performing arts organizations, museums, universities and service organizations. And, with all your differences, you have one thing in common… Too much to do. In fact, when we asked What could you stop doing to make time and money for the kinds of retention programs we’re talking about today, you had lots of different answers. But in the end 80% of you said you didn’t know what you could stop doing.Let’s make this the first take-away of the day….
Stop. Doing. Everything. The urge to stay late and work hard and DO ….DO …DO is epidemic in the arts world.Epidemic and not possible and notproductiveSo don’t try.Part of Seattle Rep’s success story is that they consciously decided to stop doing specific things so they could make time to more purposefully develop relationships with their new patrons.Let’s begin our Seattle Rep story by setting the stage
Joanne:Seattle Repertory Theatre began 50 years ago in 1963 when a group of theatre lovers created the Company as a foundation for a thriving ….arts-rich community. Today, Seattle Rep creates productions and programs that surprise, entertain, challenge and uplift their community through a shared act of imagination. I love this statement on Seattle Rep’s web site: “As we reach new audiences and deepen relationships with our long-time patrons, we welcome and take care of all who come through our doors—there is room for everyone.” Katie, you came into this audience-loving theatre company in 2008. What was the scenario at that time? What were you facing?
Joanne: That’s about the time I became your TRG consultant and we began to talk about romancing the audience, especially your newbies or as we called them, your new-to-file patrons. There were several factors that led to your decision to undertake some aggressive patron retention efforts. What were they?
Katie & team:Budget cutsRetention became affordable optionThere was opportunity – lots of new single ticket buyers that you didn’t want to lose.Made the decision to get second attendance same season.
Joanne:In our consulting sessions we really did hone in on getting that “second date” because your new-to-file data was sending off alarm bells. In TRG’s loyalty studies we have seen that too many patrons never come back after their first attendance….their a first date. And the number #1 reason they don’t come back? They weren’t asked. But ask you did….that was your fiscal 2010 – the and the first year of your new patron retention program.Tell us how you went about getting that second date.
Katie &SRT team: cover in your own words:Used mail to contact new ticket buyers….these were your new-to-fileAfter first “date”, ask to come back soonAchieve 2nd date in 60-90 days and kept askingRepeated after every runOffer good on 1st 8 performancesThen: Here’s our audience the type of mailer we used….
Used same format each time – change the copy on the shows Offer was calendar-driven – whatever came next….Followed K I S S principle – Keep it Splendidly Simple – realized EFFICIENCIES using the same format. We didn’t test different offers, we didn’t have time. We stayed focused on getting them done each time the run ended.Joanne: There were some things you DIDN’t DO, as well. What were they? ( )
Katie & SRT – Note here Talk about No PouncingSome newbies gave a donation – Round-ups, respond to signs in theatreStuck with the strategy Joanne: This kind of discipline is not easy….what helped you stick to it?SRT: Briefly, answer together and in own wordsJoanne: Let’s take a look at this first year results
SRT:11% had a second date. We called this group New-to-Season. For the case study: Cultivation Group Joanne: The other first-timers that year didn’t take you up on the second date offer, right?SRT: That’s right…..All first timers got the same offers and no pouncing this first year. This was a commercially and critically successful season so we had over 7,500 new single ticket buyers. Of them, 799 or 11% came back and the rest ---89% didn’t.Joanne: So, you invested in all first timers one amount – it took time, what was the expense? 2. Overall cost-of-sale for this effort was 8%......(say something about how that compares with overall single ticket investment)….Joanne: Reasonable cost, and other results really got us all excited…the second-date folks bought more tickets. SRT:Yes, an average of 5 compared to an average of 3 for other first timers that same year and… They spent more – on average $122 per household that year, compared to about $73 for other first timers…They were more likely to donate. (Explain how low-key this was….)Joanne: At this point, we’re on to something and more importantly, Katie, you and your team decide to keep going with the strategy. SRT: Explain: now standard operating every season for first timers.Joanne: Here’s where Seattle Rep broke the operational mold. They kept romancing the cultivation group. And that’s where our story goes next.
Joanne: Going into the next season – your fiscal 2011 –we wanted to buck the attrition trend with first-timers….so you continued dating the Cultivation Group:SRT, in your own words….Held it out as a special segment…..explain how no pouncing continuedGoal was simply to keep them coming back….explain how you knew attrition had been a factor in earlier decline, didn’t want to lose what had been a great number of new single ticket buyersCame up with special offer just for them, designed to get them back with incentive to come multiple times – 3 for $99Joanne: Still using price as an incentive?SRT: Reiterate how coming back, multi-buying was the goal and you were willing to forego some revenue to provide incentiveJoanne: Let’s take a look at the offer….
Joanne: You used direct mail again…..SRT: Yes, and point out the main features of the pieceThe trifold’s front coverFirst panel and the back panelThe rest of the piece is on the next slide
Inside, the trifold reiterates the offer and choice of all 8 plays of the seasons…[ ] We called it a special introductory offer: 3 plays for $99And they got all of our subscriber benefitsFlexible exchange was an important benefitDID NOT offer same seat? ExplainJoanne: So the cultivation group got this offer by mail, and what else did you do to promote it?SRT: ExplainJoanne: We were pretty excited about the result!
Joanne: The big news is: 30% of the Cultivation Group returned, actively with Seattle Rep the next year. These returning patrons came back in a variety of ways. Katie, lead us through the findings:SRT:– The majority 77% bought single tickets in year 2. The response to our 3 Plays for $99 was really interesting… Jeremy – take us through the response. 6% of the returning households took us up on the 3 for $99 offer 17% chose some other, larger subscription package.Joanne: So, those 2nd year patrons looked at what you offered and decided to take your relationship further faster? What did you see and hear from them that brought those larger series about?Jeremy: Answer in own words.Joanne: Let’s look at the other results.SRT: : For the second year in a row, these new patrons bought on average 5 tickets per household. We didn’t lose them AND they remained activeAlso, 16% of this group also gave pretty much voluntarily –relatively small amount, average gift size of $42Total annual spending per household – $126 on average – Our expenses were higher on a cost-of-sale basis – 30% and that compares very favorably with the usual cost of acquiring new subscribers or multi-buyers.Joanne: I have to mention here that Seattle Rep does a great job of cultivating patrons, period. For this study we also looked at those 2010 first timers that did not have a second date. Those who did come back the next year – mostly as single ticket buyers – represented significant revenue to Seattle Rep. BUT, most were lost.
Joanne: Only 10% of the other first timers came back in the second year – a 90% attrition rate. The second date strategy tripled retention rates at Seattle Rep. : SRT’s ongoing retention efforts helped keep the cultivation group folks coming back in subsequent years.At the time, you didn’t know this longer term payoff was coming. Going into Year 3: you’ve got this budding romance with your 2010 cultivation group….you decided to take relationship to the next level? SRT: It was scary…decided to bring direct our focus – and theirs – on bringing them into the fold Here’s what we did
SRT: In your own wordsCultivation group is still a special segment, no pouncing, selected and tailored asksGoal was bring them into the fold – from 3 plays for $99 to 3 plays in subscription seats and at subscription pricesThis was an offer only they received and it was designed to keep them coming back oftenJoanne: Please describe the materials you used
SRT:Renewal packet we used(Point out the basic features)Joanne: And did they receive other promotions from you?SRT: DescribeJoanne: Now the results from year 3
Joanne: In this year, we saw growing commitment. The proportion of subscribers among the cultivation group grew from a quarter to nearly one-third.SRT: Most subscribed for larger series that the 3-play and there were more subscribers : A 5% growth in subscribers….small but in the right direction and powerful in impact when we look at other metrics. : We had a 58% renewal rate among cultivation group subscriber. That is significantly better than the 30% renewal rate we generally have with first time subscribers. : Plus in this year we increased average number of tickets purchased per household from 5 to 6Still had 15% of our cultivation group offering us contributionsWe had very low cost-of-sale – tailoring direct communications, some efficiencies of scale and numberAnd a nice jump in the annual amount this group spent --- from $126 in year two to $168 in year three.Joanne: These were steady significant gains….and again….you kept going
Joanne: Into the 2012-13 season ---your 50th Anniversary year, and your fourth season with the cultivation group. How did you stay together that year?SRT:Briefly describe the 50th Anniversary seasonStill treating this group as special and new subscribers with service and the confidence to ask for a $50 donation with renewalFocus is on continuing the frequency of their activityWe did it with…..(explain the effort)Joanne: Clearly, you were in this relationship for the long run, and there were a couple of key results that bear that out.
Joanne: After four years of romancing your cultivation group, there are more subscribers, buying larger series, and spending more.Take us through the details.SRT : 9% growth in number of subscriptions over the whole period. Compares to 5% drop in number of subscribers among other patrons who were new in 2010 : Renewal rate for our cultivation group from year 3 to year 4 was 81% !Average tickets purchased stayed at 615% of the group offered a donation – average gift size stayed in the $40 range but gifts weren’t our main goals in thisOur cost-of sale….remained small Big payoff is here: households in this group spent an average of $213.Joanne: That was great news….and there was more
Joanne:We looked at subscription history among the cultivation group and compared it with subscription behavior of other 2010 first timers, those that didn’t have a second date with SRT in year one.Over the study period:8% of the cultivation group subscribed, 2% of the other group subscribed.There was growth in the number of subscribers in the cultivation group, and decline in the number of subscribers in the other group.Average subscription revenue grew 68% among cultivation group subscribers. It grew 10% among the other 2010 first timers.Similarly, the average subscription revenue among the culitvation group grew much more than it did among the other group – 54% vs. 16%Here’s another finding on the value of SRT’s cultivation effort
Joanne:This bar chart measures lifetime value by looking at total cumulative revenue of the two groups of SRT’s 2010 first timers.The red bars represent the cultivation group.The blue bars represent the other 2010 first timers – those with no second date in 2010.The dollar values represent how much each of the original households in each group invested – on average – in each of the four years.Year one -- $73 for the other first timers, and $122 for the cultivation group.You can see that over the four years, the cultivation group’s lifetime value was significantly higher.By the end of year four, their lifetime value was a little more than double that of the other first timers of 2010.
Joanne: Katie, your team’s efforts – as we’ve told you many times – are a model for the field.Bravo. Could you please sum up for us? What would you like our audience to take away?
SRT in your own words : Focus and commitment are critical : It takes time.Joanne:Thanks so much Katie, Ashley and Jeremy.
We’ve been taking your questions and Amelia has been compiling them.Let’s look at a retention fundamental – collecting patron contact information.
Thank you so much for attending.There will be video of the webinar on the TRG website posted in the next week. We will send you an email with the link once it is posted.
We asked you about collecting patron contact information because you can’t have a second date with a patron if you didn’t find out how to contact them.We asked: Do you collect new patron names, mailing address, phone number and email when they make a first purchase.