What does a loyal patron look like at your theatre? A major donor? A long-time subscriber? A group organizer? Every department and staff member seems to have an opinion. But assumptions about who these patrons are and what motivates “stickiness”--their commitment to theatre and your organization--can lead you to neglect your most valuable patrons. Learn how some theatres are using a “Loyalty Snapshot” to identify the patrons that they should value most (surprise—it’s not just major donors) and map out strategies to keep them loyal. Jill Robinson of TRG Arts developed the Loyalty Snapshot and led this session at the 2012 Theatre Communications Group conference on how to integrate loyalty into your business model.
Back to-school spending grows as parents restock, replenish children’s needs中文互联网数据研究资讯中心--199it
The document is a survey of 8,509 adults in the United States conducted in July 2012 about back-to-school shopping. Some key findings include:
- 31% of respondents have children aged 6-17 living in their household.
- Respondents plan to spend an average of $258 on clothing, $139 on shoes, and $100 on school supplies.
- Most shopping (67%) will be done at discount stores, with department stores, clothing stores, and online also being popular options.
- Nearly half of respondents (48%) will begin shopping 3 weeks to 1 month before school starts.
This document summarizes real estate market data for 14 different areas in the Houston, Texas region for the year-to-date 2009 and 2010. It provides statistics on home sales, prices, inventory levels, and other metrics. Across most areas, home sales prices were up slightly from 2009 to 2010, while inventory levels also increased slightly on average. The percentage differences in key metrics like sales, prices, and inventory between 2009 and 2010 are also shown to provide comparisons across the two years.
Travel brands over the last few years have changed the way people look at travelling. The ease of travel has been simple and easy to the travelers by both online and offline travel brands before they embark on their travel journey
This document summarizes audience data for Australian community radio stations. It notes that community radio reaches over 9.2 million people across more than 500 cities and towns, and has generated $50 million in revenue over the past 5 years. Charts show community radio's growing cumulative audiences that now match and in some cases exceed commercial radio audiences. The document advocates for community stations to work together through sharing resources, inventory, sales proposals and staff to increase revenues further.
This document discusses strategies for donor retention and attrition from a presentation by Simon Scriver. It provides real data on attrition rates over time and how they vary by factors like donor gender, age, location, gift level, and donation method/medium. Strategies suggested to improve retention include welcoming calls, adjusting the debit date, addressing attrition in January, upgrading donors, and sharing attrition data through a retention consortium. The goal is to maximize the lifetime value of regular donors.
This document provides information about WaterAid's fundraising efforts including:
- Where appeal income is coming from based on donors' last gift amounts and how recently they gave
- Analysis of donor retention rates based on how donors first gave (e.g. inserts, direct response television, face-to-face)
- Breakdowns of WaterAid's donor database showing statistics on recency of giving based on last gift amount and lifetime giving
- A Mosaic profile analysis showing the types of neighbourhoods that WaterAid campaign donors come from and how they compare to UK averages.
This document summarizes research on pricing strategies for digital media in response to piracy. It finds that while piracy reduces revenue, pricing strategies like bundling songs or discriminating prices based on individual valuations can increase revenue by up to 10% compared to uniform $0.99 pricing, though they only capture about 1/3 of potential consumer surplus. While these strategies hold promise, piracy remains a major threat as new technologies make unauthorized distribution even easier. The effects also differ across media like music, movies and TV.
Back to-school spending grows as parents restock, replenish children’s needs中文互联网数据研究资讯中心--199it
The document is a survey of 8,509 adults in the United States conducted in July 2012 about back-to-school shopping. Some key findings include:
- 31% of respondents have children aged 6-17 living in their household.
- Respondents plan to spend an average of $258 on clothing, $139 on shoes, and $100 on school supplies.
- Most shopping (67%) will be done at discount stores, with department stores, clothing stores, and online also being popular options.
- Nearly half of respondents (48%) will begin shopping 3 weeks to 1 month before school starts.
This document summarizes real estate market data for 14 different areas in the Houston, Texas region for the year-to-date 2009 and 2010. It provides statistics on home sales, prices, inventory levels, and other metrics. Across most areas, home sales prices were up slightly from 2009 to 2010, while inventory levels also increased slightly on average. The percentage differences in key metrics like sales, prices, and inventory between 2009 and 2010 are also shown to provide comparisons across the two years.
Travel brands over the last few years have changed the way people look at travelling. The ease of travel has been simple and easy to the travelers by both online and offline travel brands before they embark on their travel journey
This document summarizes audience data for Australian community radio stations. It notes that community radio reaches over 9.2 million people across more than 500 cities and towns, and has generated $50 million in revenue over the past 5 years. Charts show community radio's growing cumulative audiences that now match and in some cases exceed commercial radio audiences. The document advocates for community stations to work together through sharing resources, inventory, sales proposals and staff to increase revenues further.
This document discusses strategies for donor retention and attrition from a presentation by Simon Scriver. It provides real data on attrition rates over time and how they vary by factors like donor gender, age, location, gift level, and donation method/medium. Strategies suggested to improve retention include welcoming calls, adjusting the debit date, addressing attrition in January, upgrading donors, and sharing attrition data through a retention consortium. The goal is to maximize the lifetime value of regular donors.
This document provides information about WaterAid's fundraising efforts including:
- Where appeal income is coming from based on donors' last gift amounts and how recently they gave
- Analysis of donor retention rates based on how donors first gave (e.g. inserts, direct response television, face-to-face)
- Breakdowns of WaterAid's donor database showing statistics on recency of giving based on last gift amount and lifetime giving
- A Mosaic profile analysis showing the types of neighbourhoods that WaterAid campaign donors come from and how they compare to UK averages.
This document summarizes research on pricing strategies for digital media in response to piracy. It finds that while piracy reduces revenue, pricing strategies like bundling songs or discriminating prices based on individual valuations can increase revenue by up to 10% compared to uniform $0.99 pricing, though they only capture about 1/3 of potential consumer surplus. While these strategies hold promise, piracy remains a major threat as new technologies make unauthorized distribution even easier. The effects also differ across media like music, movies and TV.
Rajneesh Vaid has over 25 years of experience in the tourism industry. He started his career at Cox & Kings in 1990, working on tour arrangements. From 1995-2009 he worked as a freelance tour manager and director, managing land arrangements for companies like Kuoni, Creative Travels, and Odysseys Unlimited. From 2009-2011 he was General Manager of Operations for Maharajas' Express luxury train. From 2011-2015 he founded and managed The Ultimate Travelling Camp, setting up luxury camping experiences in remote areas of India. He is skilled in operations, sales, marketing, and delivering exceptional guest experiences.
Lebon Co. is an Iranian industrial goods import and engineering consultancy firm founded in 1984. It represents several multinational industrial equipment companies exclusively in Iran and has worked on numerous projects in industries such as steel, copper, cement, petrochemicals, aluminum, mining, and energy. The company is led by CEO Mr. M.H. Miyar and generated £2.3 million in revenue in 2015 by providing nozzles, valves, pumps, cranes, conveyors and other machinery to various industrial plants in Iran.
This document contains a site plan and floor plans for a proposed office block development with the following key details:
- The site plan shows the layout of the proposed development on the site including access, parking, landscaping and boundary details.
- The floor plans show the layout of the ground floor including a reception area, waiting area, tea room, male and female ablutions and office space. Stair access and balustrade details are also shown.
- Notations provide information on compliance with local building regulations and standards covering public safety, accessibility, fire protection and other requirements.
Matt Malazinsky has experience as a private music teacher, vocal coach, band manager, audio visual technician, and DJ. He has taught a variety of instruments including guitar, bass, piano, and voice. Malazinsky is currently pursuing a BA in Music Industry and has played in several bands while writing and recording his own music.
1) A kinetic method is proposed for the determination of uranium(VI) based on its catalytic action on the decomposition of hydrogen peroxide in alkaline media.
2) The method was optimized and the kinetic expression was derived. Uranium(VI) can be determined in the concentration range of 0.8 to 6.4 μg/ml using the tangent method.
3) The method is selective and enables determination of uranium(VI) in the presence of high concentrations of various interfering ions. It was applied to determine uranium in phosphoric acid and phosphate ores with results matching another method.
This document provides a 3-step plan to stay healthy this summer: 1) Set smart, attainable health goals; 2) Create an action plan of things you can do now; 3) Find an accountability partner or community to help stay on track. A variety of healthy activities are listed such as running, swimming, yoga, and cooking. Resources for healthy living are also included.
This document summarizes a webinar presented by TRG on developing donor relationships across generations. TRG's research analyzed over 50 million patron behaviors and demographic data from 16 organizations to understand trends in arts patronage. Younger households currently make up 42% of the US population but only 17% of donor households. Different generations tend to peak in arts participation and donation at different life stages. Understanding these generational differences can help organizations better target, cultivate, and retain patrons over their lifetimes to build a loyal donor base.
SLRG's annual consumer outlook for the golf market was culled from a survey of over 1,100 avid golfer respondents. It was presented by Sports and Leisure Research Group President Jon Last, on January 28 to invited guests of Sports Illustrated Golf Group at the 2011 PGA Merchandise Show in Orlando, Florida.
This document discusses strategies for museums to sustain current operations and position themselves for future growth. It notes that most museum operating income comes from government support and contributions, with earned income and investments making up a smaller portion. The document provides fundraising best practices around identifying leadership gifts, developing a case for support and fundraising plan, and implementing stewardship strategies like cultivation, solicitation, and recognition. It includes examples of donor connectivity matrices and gift range tables to help structure fundraising goals. The overall message is that strategic fundraising requires the right ask from leadership, clear communication of the museum's mission and vision, and donor relationship building.
This document provides an overview of developing a fundraising plan for a nonprofit organization. It discusses key tenets of fundraising like building relationships with donors and focusing on the organization's mission. It also covers developing a constituency, identifying donor demographics, cultivating major gifts, and creating an annual fundraising plan with goals and strategies for different programs. The document emphasizes the importance of asking donors for support and evaluating different fundraising methods based on costs, benefits, and goals.
The document summarizes blogging demographics and statistics for bloggers in the United States, Europe, and Asia. US bloggers are majority male (57%), over 35 years old (58%), and have a household income over $75,000 (51%). European bloggers have similar demographics to US bloggers while Asian bloggers skew younger, with 73% between 18-34 years old. US bloggers have the highest median annual revenue at $200 while Asian bloggers have the lowest at $120. US bloggers also generate the most revenue per million visitors at over $6,000.
The document provides a marketing plan for Pizza Sola, a pizza restaurant chain founded in 2002. It analyzes the pizza restaurant industry and Pizza Sola's situation, noting low brand awareness and a perceived expensive price. Competitors include major chains and single stores. Research found most customers are 18-34 years old. The plan proposes focusing marketing on students aged 18-24 by promoting an exciting "Pizza Sola experience" and engaging events. Integrated promotions use eye-catching items and digital reach to build awareness of Pizza Sola's "real.good.pizza".
The document proposes several music branding strategies for American Eagle including:
1) A managerial mix tape to control the in-store music environment.
2) "Rockstar Suites" remodeled changing rooms with music to enhance the experience.
3) An online mash-up contest and campus block parties to engage customers.
The goals are to strengthen the brand, drive sales, and increase customer loyalty through an emotional connection with the brand's music. A total budget of $1.5 million is proposed.
The document proposes several music branding strategies for American Eagle (AE) including a manager mix tape to control the in-store environment, a "Rockstar Suite" remodeled changing room experience, an online mash-up contest and campus block parties, and provides a total budget of $1.5 million for implementation. It references concepts from music branding company Heartbeat Inc. and cites sources on music psychology and existing music branding examples. Market research data on AE customers is included to inform genre selections.
High Value Audiences Help Feed Millions for Heifer InternationalVivastream
This document summarizes a presentation given by Misty Thornton of Heifer International and Rob DiCesare of Acxiom on how behavioral data and predictive modeling can help non-profits improve donor retention and fundraising. Acxiom conducted a data portrait analysis of Heifer donors to identify key clusters. Regression modeling identified the top decile of donors as 4.5 times more likely to be sustainers. Targeting this group enabled Heifer to increase gifts and optimize fundraising costs. Understanding donors in this way allows organizations to personalize communications and influence donors to increase engagement and revenue over time.
Rajneesh Vaid has over 25 years of experience in the tourism industry. He started his career at Cox & Kings in 1990, working on tour arrangements. From 1995-2009 he worked as a freelance tour manager and director, managing land arrangements for companies like Kuoni, Creative Travels, and Odysseys Unlimited. From 2009-2011 he was General Manager of Operations for Maharajas' Express luxury train. From 2011-2015 he founded and managed The Ultimate Travelling Camp, setting up luxury camping experiences in remote areas of India. He is skilled in operations, sales, marketing, and delivering exceptional guest experiences.
Lebon Co. is an Iranian industrial goods import and engineering consultancy firm founded in 1984. It represents several multinational industrial equipment companies exclusively in Iran and has worked on numerous projects in industries such as steel, copper, cement, petrochemicals, aluminum, mining, and energy. The company is led by CEO Mr. M.H. Miyar and generated £2.3 million in revenue in 2015 by providing nozzles, valves, pumps, cranes, conveyors and other machinery to various industrial plants in Iran.
This document contains a site plan and floor plans for a proposed office block development with the following key details:
- The site plan shows the layout of the proposed development on the site including access, parking, landscaping and boundary details.
- The floor plans show the layout of the ground floor including a reception area, waiting area, tea room, male and female ablutions and office space. Stair access and balustrade details are also shown.
- Notations provide information on compliance with local building regulations and standards covering public safety, accessibility, fire protection and other requirements.
Matt Malazinsky has experience as a private music teacher, vocal coach, band manager, audio visual technician, and DJ. He has taught a variety of instruments including guitar, bass, piano, and voice. Malazinsky is currently pursuing a BA in Music Industry and has played in several bands while writing and recording his own music.
1) A kinetic method is proposed for the determination of uranium(VI) based on its catalytic action on the decomposition of hydrogen peroxide in alkaline media.
2) The method was optimized and the kinetic expression was derived. Uranium(VI) can be determined in the concentration range of 0.8 to 6.4 μg/ml using the tangent method.
3) The method is selective and enables determination of uranium(VI) in the presence of high concentrations of various interfering ions. It was applied to determine uranium in phosphoric acid and phosphate ores with results matching another method.
This document provides a 3-step plan to stay healthy this summer: 1) Set smart, attainable health goals; 2) Create an action plan of things you can do now; 3) Find an accountability partner or community to help stay on track. A variety of healthy activities are listed such as running, swimming, yoga, and cooking. Resources for healthy living are also included.
This document summarizes a webinar presented by TRG on developing donor relationships across generations. TRG's research analyzed over 50 million patron behaviors and demographic data from 16 organizations to understand trends in arts patronage. Younger households currently make up 42% of the US population but only 17% of donor households. Different generations tend to peak in arts participation and donation at different life stages. Understanding these generational differences can help organizations better target, cultivate, and retain patrons over their lifetimes to build a loyal donor base.
SLRG's annual consumer outlook for the golf market was culled from a survey of over 1,100 avid golfer respondents. It was presented by Sports and Leisure Research Group President Jon Last, on January 28 to invited guests of Sports Illustrated Golf Group at the 2011 PGA Merchandise Show in Orlando, Florida.
This document discusses strategies for museums to sustain current operations and position themselves for future growth. It notes that most museum operating income comes from government support and contributions, with earned income and investments making up a smaller portion. The document provides fundraising best practices around identifying leadership gifts, developing a case for support and fundraising plan, and implementing stewardship strategies like cultivation, solicitation, and recognition. It includes examples of donor connectivity matrices and gift range tables to help structure fundraising goals. The overall message is that strategic fundraising requires the right ask from leadership, clear communication of the museum's mission and vision, and donor relationship building.
This document provides an overview of developing a fundraising plan for a nonprofit organization. It discusses key tenets of fundraising like building relationships with donors and focusing on the organization's mission. It also covers developing a constituency, identifying donor demographics, cultivating major gifts, and creating an annual fundraising plan with goals and strategies for different programs. The document emphasizes the importance of asking donors for support and evaluating different fundraising methods based on costs, benefits, and goals.
The document summarizes blogging demographics and statistics for bloggers in the United States, Europe, and Asia. US bloggers are majority male (57%), over 35 years old (58%), and have a household income over $75,000 (51%). European bloggers have similar demographics to US bloggers while Asian bloggers skew younger, with 73% between 18-34 years old. US bloggers have the highest median annual revenue at $200 while Asian bloggers have the lowest at $120. US bloggers also generate the most revenue per million visitors at over $6,000.
The document provides a marketing plan for Pizza Sola, a pizza restaurant chain founded in 2002. It analyzes the pizza restaurant industry and Pizza Sola's situation, noting low brand awareness and a perceived expensive price. Competitors include major chains and single stores. Research found most customers are 18-34 years old. The plan proposes focusing marketing on students aged 18-24 by promoting an exciting "Pizza Sola experience" and engaging events. Integrated promotions use eye-catching items and digital reach to build awareness of Pizza Sola's "real.good.pizza".
The document proposes several music branding strategies for American Eagle including:
1) A managerial mix tape to control the in-store music environment.
2) "Rockstar Suites" remodeled changing rooms with music to enhance the experience.
3) An online mash-up contest and campus block parties to engage customers.
The goals are to strengthen the brand, drive sales, and increase customer loyalty through an emotional connection with the brand's music. A total budget of $1.5 million is proposed.
The document proposes several music branding strategies for American Eagle (AE) including a manager mix tape to control the in-store environment, a "Rockstar Suite" remodeled changing room experience, an online mash-up contest and campus block parties, and provides a total budget of $1.5 million for implementation. It references concepts from music branding company Heartbeat Inc. and cites sources on music psychology and existing music branding examples. Market research data on AE customers is included to inform genre selections.
High Value Audiences Help Feed Millions for Heifer InternationalVivastream
This document summarizes a presentation given by Misty Thornton of Heifer International and Rob DiCesare of Acxiom on how behavioral data and predictive modeling can help non-profits improve donor retention and fundraising. Acxiom conducted a data portrait analysis of Heifer donors to identify key clusters. Regression modeling identified the top decile of donors as 4.5 times more likely to be sustainers. Targeting this group enabled Heifer to increase gifts and optimize fundraising costs. Understanding donors in this way allows organizations to personalize communications and influence donors to increase engagement and revenue over time.
This document discusses several topics related to marketing to golfers:
1) The growing women's market in golf and the youth movement with nearly 400% growth in girls ages 5-17 playing golf in the past two years.
2) Golf travelers being more affluent than non-golf travelers, with golf travelers having a median household income of $83,471 compared to $51,700 for non-golf travelers.
3) The power of golfers as travelers, with golfers being more likely than non-golfers to take 5+ domestic trips per year and golf travelers spending $87.4 billion on travel last year, nearly twice as much per person as non-
Webinar-Daily Deals and Mobile-Engagement ExplainedWaterfall Mobile
In this webinar, from the Msgme Industry Insights series, we unpack the daily deals business completely and reveal why ongoing, interactive engagement is the key to success.
Americans are very generous. Donors continue to give just not through the church any more. Today donors are giving directly to organizations that are demonstrating impact and effectiveness in the cause they care about.
The document discusses internet marketing strategies and why traditional marketing methods are less effective. It outlines challenges with print flyers, direct mail, television, radio and newspaper advertising. It then discusses new marketing approaches using the internet, including websites, search engine optimization, pay-per-click advertising, social media platforms like Facebook, YouTube, Twitter and Pinterest. The document emphasizes that internet marketing allows for better measurement of results and provides statistics on internet and social media usage in Australia.
6 Simple Breakthrough Ideas for your next Pledge EventPaul Onge
1) The document provides 6 ways to achieve breakthrough results for a pledge event, including using data and key performance indicators (KPIs) to drive the event, leveraging the website and surveys, using social media, segmentation and stewardship, and multi-channel communication.
2) It emphasizes establishing meaningful KPIs such as number of events, participant satisfaction, number of participants, fundraising revenue, team participation, and renewal/attrition rates to benchmark and improve events.
3) Data from past events is shown measuring participants, fundraising, and segmentation of fundraisers to understand donor lifetime value.
High Value Audiences Help Feed Millions for Heifer InternationalVivastream
This document summarizes a presentation given by Ashley Michael from Heifer International and Rob DiCesare from Acxiom on how analyzing donor data can help non-profits better engage their donors. It discusses how Heifer and Acxiom worked together to analyze donor profiles, identify key attributes that predict sustained giving, and build a predictive model to target the most likely sustained donors. The results were targeted messaging that yielded larger gifts and more cost-effective campaigns. The takeaway is that deeper donor understanding allows for personalized outreach to accelerate donor conversion and growth.
High Value Audiences Help Feed Millions For Heifer InternationalVivastream
This document summarizes a presentation given by Ashley Michael from Heifer International and Rob DiCesare from Acxiom on how analyzing donor data can help non-profits better engage their donors. It discusses how Heifer and Acxiom worked together to analyze donor profiles, identify key attributes that predict sustained giving, and build a predictive model to target the most likely sustained donors. The results were targeted messaging that yielded larger gifts and more cost-effective campaigns. The takeaway is that deeper donor understanding allows for personalized outreach to accelerate donor conversion and growth.
High Value Audiences Help Feed Millions for Heifer InternationalVivastream
This document summarizes a presentation given by Ashley Michael from Heifer International and Rob DiCesare from Acxiom on how analyzing donor data can help non-profits better engage their donors. It discusses how Heifer International and Acxiom worked together to analyze Heifer donor data and identify key donor segments. This allowed them to better target messaging and increased giving from sustained donors. The analysis also helped Heifer personalize their donor outreach approach.
The document outlines a music branding strategy for American Eagle (AE) consisting of several initiatives:
1) Implementing a Manager Mix Tape program in stores to influence customer behavior and perceptions.
2) Opening AE Rockstar Suites in select stores to create an interactive in-store experience and drive sales.
3) Launching an AE Mash-Up contest and campus block parties to engage young consumers and increase online engagement.
The goals are to strengthen AE's brand awareness, enhance customer loyalty, and increase conversion rates. Market testing will evaluate each initiative's impact on revenue and brand metrics.
This document provides details about the 5th Annual Silicon Valley LGBT Movie Event which will be held on November 4, 2012. The event raises funds for the Billy DeFrank LGBT Center through ticket and raffle sales. In previous years the event has raised over $26,000. This year's movie is Cloud Atlas starring Tom Hanks. The event will include a movie screening at Camera 7 Theater followed by a reception at the adjacent Hobee's Restaurant. The agenda outlines the ticket sales to date, sponsor contributions, recommendations to improve the event, and logistics for the day of the event.
Similar to Stick with us! The Loyalty Business Model (20)
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.
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.
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.
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.
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.
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?
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12. Loyalty, a theatre case study
180 Super Advocates $40,000
11% revenue Advocates $4,000
12,000 Buyers $527
43% revenue
140,000 Tryers $48
45% revenue
13. What Makes a Super Advocate?
Deep, consistent philanthropic activity; single ticket buying
14.
15. What Makes an Advocate?
Performance attendance, less consistent donation activity
Performance
Attendance
• More frequency of
subscription
• More patrons with
recent ticket
purchase
Donation Activity
• Less consistent
• Fewer recent donors
than Super
Advocates
16.
17. What Makes a Buyer?
Large group, active ticket buyers
Active 3.5 Years
• Buy Tickets
• 86% Recent Activity
• 76% Recent
Multi-Buyers
Fewer are Donors
• Only 39% recently
Smaller Gifts
• $359 annually vs.
Advocates’ $7,500
18.
19. Who are Tryers?
Huge portion of patrons; Very little loyalty
85% of All Patrons
Very Little Loyalty
• Only one year
activity
• Only 45% with
recent purchase
22. Single
Tickets
Super Advocate at The 5th Avenue
• Steve Tenge
#104
• Subscriber since 1996
• 4 season Subscriptions, all 7 shows
• Purchases tickets to each show 15-20
times, via “see it again” $20 ticket offer
• $1,000 gift to the annual fund since 2009
• Integrated spend $31,014 since 2007
23. Gala
Attendee
Super Advocate at The 5th Avenue
#31
• Martha Dawson and Ron Corbell
• Subscribers since ’04
• Annual fund contribution of $1,000
• Attend gala each year and since 2007 have
spent nearly $40,000
• Integrated spend $90,205 since 2007
24. Non-
Board
Super Advocate at The 5th Avenue Major
Donor
#17
• Beth and Buzz Porter
• Subs since 1999
• Started giving $1,000 in ‘02
• Now give an annual gift of $10,000 and
attend the gala most years
• Integrated spend since 2007 $151,469
25. Group
Leader
Super Advocate at The 5th Avenue
#5
• Sharon Ahlen
• Subscriber since 1990
• Annual fund gift of $1,500
• Purchases nearly $55,000 in subs each
year for groups
• Integrated spend $441,966 since 2007
27. Performing Arts Organization
Patron Loyalty Group Distribution by Generation
100%
90% 18% 22% 19%
80% 42%
70% 63%
66%
60%
50% 49%
49%
50%
40%
44%
30%
20% 31% 25% 24%
31% 22%
10% 12%
3% 5% 8% 7% 7%
0% 0% 1% 2%
Super Advocates Buyers Tryers Total PAO PAO
Advocates Community
Gen Y Gen X Baby Boomers Traditionalists
30. Loyalty by Price Section
Performing Arts Organization
Distribution of Patron Loyalty Groups by Price Section, Grouped
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Top 3 All Other Sections
Super Advocates Advocates Buyers Tryers
Description: What does a loyal patron look like at your theatre? A major donor? A long-time subscriber? A group organizer? Every department and staff member seems to have an opinion. But assumptions about who these patrons are and what motivates “stickiness”--their commitment to theatre and your organization--can lead you to neglect your most valuable patrons. Learn how some theatres are using a “Loyalty Snapshot” to identify the patrons that they should value most (surprise—it’s not just major donors) and map out strategies to keep them loyal. Jill Robinson of TRG Arts developed the Loyalty Snapshot and leads this session on how to integrate loyalty into your business model.
A colleague of mine met this lovely woman and her husband Gilbert at a dinner for a seemingly random group of theater subscribers in Washington, DC some 25 years ago. The Meads were both – literally – rocket scientists, having spent three decades working for NASA. Dr. Mead and Gilbert LOVED the theater. Her eyes lit up as she talked about favorite shows and how she and Gilbert saw just about everything the Washington DC theater community had to offer. After this event my colleague asked why this unassuming theater lover who was about to retire had been invited to this special dinner. “We’re getting to know the Meads,” her development officer told her. Jaylee and Gilbert Mead did give a major gift to this organization. And, their generosity didn’t stop there. Since then, the entire arts industry learned a lot more about Dr. JayleeMead.
Dr. Mead – the theater subscriber – also got involved with Arena Stage.
Before Gilbert died, he and Jaylee gave thirty-five million dollars to Arena Stage – the largest gift ever to a regional theater.
It enabled Arena’s fantastic new Mead Center for the Arts, which you’ve likely heard Chad Bauman speak about. And that was just one way Dr. Jaylee Mead…unassuming subscriber and theater lover …has contributed to the arts. Every one of you could probably tell an important donor story likeJaylee Mead’s. And, so you’ll get this…
A decade of TRG patron behavior has led us to conclude about loyalists – the patrons whose attendance and investment keep our art on our stages and in our exhibition halls. Loyalists are MADE, not FOUND out of thin air. Like Dr. Mead…and all the other Major Donors that development officers all over the country are trying to find aren’t going to just materialize – YOU and your colleagues across the hall in marketing, the box office, and the executive offices are going to identify prospective loyalists and cultivate them.
How do we view loyalty? In the context of analysis of fully integrated behavior that we call a Loyalty Snapshot.For more than a decade, TRG has been doing a trademarked form of loyalty analysis that we call theAdvocate, Buyer, Tryer Pyramid. We look at all the households and all their transactions as recorded in an organization’s database. We study the recency, frequency and monetary investments by each household. The resulting analysis ranks every household from top to bottom. Patrons in the top rank, we call, Advocates – these are the organization’s most loyal patrons . One defining characteristic is: they are donors. More on Advocates shortly. The next group, Buyers, are actively engaged in the organizations we study. They are subscribers….members…frequent ticket buyers and visitors. “And” is the defining factor among Buyers….hold that thought. So two loyal, actively engaged groups of patrons, right? And, here’s the sad truth: Advocates and Buyers together account for 10% or less of all patrons. The rest of the story from our research over the past decade is clear– Nine out ten patron households in the databases of arts organizations are patrons we call Tryers. They are one-time or infrequent and long-ago lapsed customers. In our terminology – Tryers– are the least loyal, hardest to acquire and hardest to hold onto .And, they form the foundation of arts patronage today. The instability created by too many Tryers in the patron base – the cracks in the pyramid so to speak – is a real threat to our arts organizations. So we bring this news to you – not be alarmist, although the numbers are alarming. We prefer to think of it as a call to action. And, in that call – pay attention to the dominant behavior pattern among Tryers.
Study period: 2007-2011; Total households studied: 148,673
Tryers = 92% of all households – typical
385 households contribute 15% of all revenueAdvocates attend first, donate second
This is a large group of active ticket buyers -- 21,630 households contribute 54% of revenue.
A loyalty snapshot can also include demography
And an indication about how real estate is valued.
The place to start: leadership.Then, understand your data.
It’s a big sign that says: Exit.Large numbers of Tryers churn out from your active patronage pool every year. How so? Two ways.Tryers are predominately single ticket buyers. Every year most organizations generate large numbers of new buyers who take seats in our theatres and concert halls or visit our museums for the first time. And what does our research say about new single ticket buyers? According to national TRG statistics and other studies – 4 out of five make that first visit…and never come back. We have done client studies in recent years that say …among our clients, 2 out of 3 new patrons exit – better, but still more than any organizations can afford to lose. There’s a second kind of exit we need to attend to.
When we study the households that make up Tryers in an organization’s database, the major finding is that… a very high proportion of them – 87% according to our most recent studies – have NO ….CURRENT …TRANSACTIONS. Tryers are missing in action – they still show up in your database but not in your theatres, concert and exhibit halls. They are lapsed…not engaging….not loyal. You may have lost them or are in the process of losing them.So…many, many newcomers, come once and never come back or stay away for a long lapse period. What do we do about this?
Patron loyalty evolves…over a patron’s lifetime with your organization. Loyalty grows through a progression of mostly consecutive transactional steps. ……………Ticket buying is a consumer initiative that can be motivated.Donor behavior has to be sought – cultivated. Development officers know that. Without good cultivation – the kind that development officers do so well – sustained patron evolution is challenged if not stymied. …………..The longer and more engaged a customer is, the more they invest – in tickets, in memberships or subscriber, in contributions. The more loyal patrons an organization has, the more sustainable is that organization’s future. ……Building sustainability…through patron cultivation and evolution. We call this THE ESCALATOR EFFECT. It is conscious, conscientious cultivation to build stronger, longer patron relationships.Let’s break it down step by step.
Every patron starts off as a new buyer. Most come in for blockbuster productions and exhibits…. Your most popular attractions. OK….there they are…in your house for the first time….or back again after a long while. What is the most important thing you can do?
That’s right: Ask them to come back.With Tryers, it’s most important to create a second time for first timers, and…An attendance “now” for those who haven’t been back in a while.……………In order to do this right and well, use your database right and well: Make sure you have collected patron’s contact information.Tag newcomers and recent returnees for more personalized follow-up communication.Employ everyone on your team – especially the box office and front of house staff – in the welcoming process. These first impressions count.…………..Now, let’s revisit the escalator to talk about the next phase of loyalty development in the way it shows up in our research.
Now we’ve done the hard work to beat the odds and the patron has come back. This patron is on the escalator – moving up – and on the way to a greater loyalty level that we call Buyers. …………….At TRG, we’re data geeks so we think of Buyers as an analytic statement: The patron does this -- buys a subscription or membershipAnd this -- purchases an additional single ticketAnd that --makes a small donationIn other words, patrons become Buyers when they engage more–add “ands” to their transactional behavior. Buyers generally account for less than 10% of patrons in the database -- the more “ands” Buyers transact, the more likely they are to escalate to the highest levels of loyalty and investment. …………..According to our study, escalation doesn’t happen unless Buyers are appropriately and continually cultivated. There’s huge risk here….and the risk occurs when organizations don’t work productively together – across departments -- to leverage Buyer behavior. ……….Today, the numbers tell a sad story. Many patrons stay forever a Buyer. Or, worse yet, they are left unattended and take the Exit back into Tryer-land.…….Our data tells us that there are all kinds of ANDS….Buyers are a mix of all kinds of current and recent transactions. So let’s put a human face on the typical kinds of Buyer behaviors….the ANDs that make up this important loyalty group.
Here’s where your database really becomes helpful. If you don’t have internal prospect codes on each household in your ticketing and development systems, look to further cultivate same-season multi-buyers. What might some cultivation efforts might be right for patrons who have come a couple of times this season?
This group is generally are generally prime prospects for the value proposition of membership or subscription. Give them a reason to keep coming back by becoming a member or subscriber, namely a patron with benefits for deepening their loyalty.
New subscribers and members are really patrons who are really starting to blossom as loyalists. It can take a lot of effort to get someone to subscribe or become a member, but once they do, their value to the organization increases exponentially. So, now what’s next for this group?
New subscribers and members are really patrons who are really starting to blossom as loyalists. It can take a lot of effort to get someone to subscribe or become a member, but once they do, their value to the organization increases exponentially. Of course: Renewing. Renewing is a critical priority for this group. We know that, statistically, new subscribers and members renew at a much lower rate than long-term subscribers. Usually renewal rates among new subscribers and members fall in the 30 to 50% range, and with good cultivation, we’ve seen renewals for newbies go to 60% and beyond. ……………Achieving first-time renewals is a different kind of campaign. It requires different messaging and more aggressive follow-up. When does that renewal decision start? Like multi-buyers, everything about the experience will make an impression. Their decision to renew starts when they are making plans to come for the first time as a subscriber or new member. …………And one last point on renewal: How many of you have one annual renewal date for all members? Our data on this operational details still is being compiled. However, we’re really challenging ourselves and our clients to think about renewal the way the PATRON thinks about renewal. If I bought a membership in September….and then get asked to renew in January, I may just say no because I feel like I just signed up. We’re beginning to see real lift from rolling out renewals monthly so that patrons renew in the same month one year after their original membership. ………….OK…so….we’ve got that first renewal …and now…
They are coming back as subscribers, as members year after year. Typically it takes less effort and fewer budgeted dollars to renew long timers. These are folks who – research tells us – signed on because they love the art form you offer and they love the way your organization offers it. It is a passion-based decision. In consumerism, passion-based decisions are based on really strong affinity – loyalty – These are decisions that aren’t easily swayed by circumstance or economic logic. These are patrons that can support you, stick with you.What would you say is a good offer for this patron?
You bet – all subscribers, and especially long-time subscribers, are logical prospects for an annual fund gift. They have affinity and a history of investment that’s frequent and recent. It’s logical that subscribers or members are also donors. ………..That’s what our loyalty research shows. But, recently, we did a data scan of a broad cross-section of performing arts organizations to see how many subscribers are also donors. Overall? Just 32% of subscribers are donors. There was a wide range of cross-over—some organizations – opera, for instance --had cross-overs in the 50% range. The fact remains that often--subscribers and members aren’t being cultivated, aren’t being asked …or aren’t being asked in the right way. Again – your database is key here. An ask to a long-term subscriber is a different kind of cultivation than a patron who is new or only been with your organization for a short time….there are other factors, of course, too – and, that’s where database analysis can be helpful.………….So…now…let’s think about how we get from Buyers – those very active, engaged, “AND” transaction patrons. Now we’re at the top the patron pyramid and the escalator
Here….at the top…is this relatively small group, less than 2% …of most organizations’ patron households. They are patrons who have arrived at this most-loyal status with frequent, consistent and current engagement. Advocates are responsible for the largest revenue investments on a per-household basis. …………In 99% of cases, Advocates are defined through philanthropic behavior. Whatever else they do, they are also donors. And what level of giving do you suppose is the qualifier in most organizations for Advocate status? It’s $1,000-$2,500. Even in large organizations…..……..a relatively small gift will promote a patron into this top rank of loyalists. So, we’ve been talking today about a process thatConsciouslyConscientiouslyCultivates …loyalty in your organization.And, it’s everyone’s job.
Collaboration that creates good experiences for the patron and clear communications within the organization moves patrons up the escalator. This kind of integrated, collaborative functioning builds a network that strengthens the patron foundation – that otherwise cracked pyramid we talked about at the very beginning.……..How this is done….and how well this is done…can have a huge impact on sustainability.The big issue we see….as we talk to organizations all across the country….is how to get started.………..Once you’ve decided to work across departmental lines on one or several components of loyalty development, a good place to start is with your database.
BudgetingEndorse and enforce a new way of doing things from the top. Changing the way “we’ve always done it” takes institutional fortitude and change only happens when leaders insist upon it. Growth requires institution-wide commitment. It is not a departmental initiative.Analyze patron data across systems to see all transactions at the household level. Information is a powerful, galvanizing force in an organization. The minute everyone in the organization sees a ranked set of individual patron histories, new possibilities are apparent. Every organization’s data set can create the rationale and story line for patron cultivation and development. Seize an opportunity or two to pursue. Patterns that emerge from analysis invariably show where the biggest opportunities lie. That’s where to start– by focusing first efforts on cultivating one or two manageable patron groups or patron patterns with the biggest upside.
Finding and keeping donors is all about loyalty….loyalty is the key to sustaining our arts, our organizations. I hope you can take home some new thoughts that will help you make donors AND more loyal patrons.Thank you so much for attending.Now, may I take your questions?