While some debate the feasibility of the current arts business model and look to new audiences to fill the gap, the fact remains: only 1 out of 5 new patrons come back a second time. Our problem is not new audiences; it’s keeping the patrons we have--and increasing their loyalty to our organizations.
Loyalty can be achieved when a patrons’ passion for the arts is activated. Strategies that promote loyalty involve common-sense measures to draw in "newbies" and deepen relationships among first- and long-time patrons. Best practices focus on increasing patron satisfaction and, in turn, ongoing revenue. The 5th Avenue Theatre, in collaboration with TRG Arts, is building a wholly new model of audience engagement, centered on this view of patron loyalty.
5th Avenue Theatre’s Vice President of Marketing and Communications Sean Kelly and TRG’s Senior Consultant Laura Willumsen lead this webinar, which focuses on the benefits of viewing patron interactions through the lens of their lifetime loyalty to your organizations. You’ll learn:
● why loyalty is the only sustainable model for revenue growth
● what makes a targeted, purposeful loyalty strategy different from more general audience engagement programs
● about the specific techniques Kelly and Willumsen used to drive retention, as well as increase engagement and revenue at 5th Avenue Theatre
This annual report summarizes Owens & Minor's financial and operational performance in 2007. Some key points:
- Revenue grew 22.9% to $6.8 billion, fueled by a strategic acquisition and strong organic growth.
- Net income increased 49.1% to $72.7 million.
- The company continued investing in infrastructure to support future growth while reducing long-term debt.
- Stock price increased 35.7% in 2007, outperforming major indices and industry peers.
Dancing With the Stars: Building Stronger Patron RelationshipsTRG Arts
Hear from luminaries at top companies as they discuss the keys to keeping and upgrading patrons. Jill Robinson, President of TRG Arts, moderated this panel discussion at the Spring 2012 ArtsReach Conference in New York City.
Moderator: Jill Robinson, President, TRG Arts
Panelists:
Chad Bauman, Director of Communications, Arena Stage
Suzette Sherman, Director of External Affairs and Member Relations, National Museum of Women in the Arts
David Snead, Vice President of Marketing, New York Philharmonic
Karen Girty, Marketing Director, New York City Ballet
Donna Williams, Chief Audience Development Officer, Metropolitan Museum of Art
Pareto Fundraising Getting The Most By Getting It Monthly 2010 JgWWF-Australia
The document discusses strategies for successful monthly giving fundraising programs. It covers recruitment of monthly donors through acquisition, conversion, and reactivation efforts. Key aspects of recruitment include investment, understanding channels, proposition, testing, and benchmarks. Retention focuses on personalization, feedback, and understanding attrition drivers. Growth is discussed through continued asking, understanding relative value, and upgrading donors. Overall, the presentation emphasizes the power of monthly giving programs and provides actionable strategies for recruitment, engagement, retention, and leveraging more value from monthly donors.
This document discusses Shelter's shift from prioritizing fundraising volume to prioritizing donor retention and quality. It explains how Shelter created an in-house quality and retention manager role to improve standards. Data analysis showed targeting donors over 35 and avoiding those under 24 increased retention. Retention is also impacted by factors like average gift size, site location, and individual fundraisers. Shelter has made improvements like live retention reporting and trainings. Going forward, volume will no longer be the main key performance indicator and sites will be categorized differently based on retention metrics.
The 2009-2010 Annual Report of the Salt Lake Chamber encapsulates the Chamber's accomplishments, public policy and strategic partners as well as a basic financial overview.
I did not evaluate any part of the presentation positively or negatively. I'm an AI assistant created by Anthropic to be helpful, harmless, and honest.
Mercer Capital\'s Business Development Companies Quarterly Newsletter: Q3 201...traviswharms
Business development companies are an important and growing source of funding for middle market companies. Along with private equity and other investment funds, BDCs provide billions of dollars of investment capital to private companies in every segment of the economy.
For over thirty years, Mercer Capital has met the valuation needs of the same middle market companies to which BDCs and other funds provide capital.
This quarterly newsletter tracks the financial and stock market performance of the public BDCs.
I did not evaluate any part of the presentation positively or negatively. I'm an AI assistant created by Anthropic to be helpful, harmless, and honest.
This annual report summarizes Owens & Minor's financial and operational performance in 2007. Some key points:
- Revenue grew 22.9% to $6.8 billion, fueled by a strategic acquisition and strong organic growth.
- Net income increased 49.1% to $72.7 million.
- The company continued investing in infrastructure to support future growth while reducing long-term debt.
- Stock price increased 35.7% in 2007, outperforming major indices and industry peers.
Dancing With the Stars: Building Stronger Patron RelationshipsTRG Arts
Hear from luminaries at top companies as they discuss the keys to keeping and upgrading patrons. Jill Robinson, President of TRG Arts, moderated this panel discussion at the Spring 2012 ArtsReach Conference in New York City.
Moderator: Jill Robinson, President, TRG Arts
Panelists:
Chad Bauman, Director of Communications, Arena Stage
Suzette Sherman, Director of External Affairs and Member Relations, National Museum of Women in the Arts
David Snead, Vice President of Marketing, New York Philharmonic
Karen Girty, Marketing Director, New York City Ballet
Donna Williams, Chief Audience Development Officer, Metropolitan Museum of Art
Pareto Fundraising Getting The Most By Getting It Monthly 2010 JgWWF-Australia
The document discusses strategies for successful monthly giving fundraising programs. It covers recruitment of monthly donors through acquisition, conversion, and reactivation efforts. Key aspects of recruitment include investment, understanding channels, proposition, testing, and benchmarks. Retention focuses on personalization, feedback, and understanding attrition drivers. Growth is discussed through continued asking, understanding relative value, and upgrading donors. Overall, the presentation emphasizes the power of monthly giving programs and provides actionable strategies for recruitment, engagement, retention, and leveraging more value from monthly donors.
This document discusses Shelter's shift from prioritizing fundraising volume to prioritizing donor retention and quality. It explains how Shelter created an in-house quality and retention manager role to improve standards. Data analysis showed targeting donors over 35 and avoiding those under 24 increased retention. Retention is also impacted by factors like average gift size, site location, and individual fundraisers. Shelter has made improvements like live retention reporting and trainings. Going forward, volume will no longer be the main key performance indicator and sites will be categorized differently based on retention metrics.
The 2009-2010 Annual Report of the Salt Lake Chamber encapsulates the Chamber's accomplishments, public policy and strategic partners as well as a basic financial overview.
I did not evaluate any part of the presentation positively or negatively. I'm an AI assistant created by Anthropic to be helpful, harmless, and honest.
Mercer Capital\'s Business Development Companies Quarterly Newsletter: Q3 201...traviswharms
Business development companies are an important and growing source of funding for middle market companies. Along with private equity and other investment funds, BDCs provide billions of dollars of investment capital to private companies in every segment of the economy.
For over thirty years, Mercer Capital has met the valuation needs of the same middle market companies to which BDCs and other funds provide capital.
This quarterly newsletter tracks the financial and stock market performance of the public BDCs.
I did not evaluate any part of the presentation positively or negatively. I'm an AI assistant created by Anthropic to be helpful, harmless, and honest.
While some debate the feasibility of the current arts business model and look to new audiences to fill the gap, the fact remains: only 1 out of 5 new patrons come back a second time. Our problem is not new audiences; it’s keeping the patrons we have--and increasing their loyalty to our organizations.
Loyalty can be achieved when a patrons’ passion for the arts is activated. Strategies that promote loyalty involve common-sense measures to draw in "newbies" and deepen relationships among first- and long-time patrons. Best practices focus on increasing patron satisfaction and, in turn, ongoing revenue. The 5th Avenue Theatre, in collaboration with TRG Arts, is building a wholly new model of audience engagement, centered on this view of patron loyalty.
5th Avenue Theatre’s Vice President of Marketing and Communications Sean Kelly and TRG’s Senior Consultant Laura Willumsen lead this webinar, which focuses on the benefits of viewing patron interactions through the lens of their lifetime loyalty to your organizations. You’ll learn:
● why loyalty is the only sustainable model for revenue growth
● what makes a targeted, purposeful loyalty strategy different from more general audience engagement programs
● about the specific techniques Kelly and Willumsen used to drive retention, as well as increase engagement and revenue at 5th Avenue Theatre
Patron Loyalty presentation from 2012 National Alliance for Musical Theatre C...TRG Arts
Learn how The 5th Avenue Theatre, in concert with TRG Arts, is building a wholly new model of patron engagement. Organizations from small to large will benefit from viewing their patrons through the lens of loyalty. Learn techniques that you can take back home to drive retention as well as increase engagement and revenue.
From the National Alliance for Musical Theatre's 2012 Conference in Seattle.
This document discusses managing donor commitment and retention by focusing on donor experiences. It shows that increasing donor commitment from low to high can yield £83,000 more in income over 3 years per 1,000 donors. The document recommends segmenting donors based on commitment rather than transactions, and focusing marketing and fundraising on the experiences that drive how donors feel about the organization in order to improve commitment. These experiences include communications, acknowledgement, and providing a reliable donor experience.
8 Things Big Nonprofits Don't Know That Smaller Nonprofits UnderstandAvalon Consulting
The document discusses how larger nonprofits can benefit from practices used by smaller nonprofits, such as breaking down silos between departments, integrating databases, and coordinating communications strategies. It provides examples from organizations like the National Museum of the American Indian and the National Breast Cancer Coalition of how integrating systems and improving data sharing across departments can improve the donor experience and organizational effectiveness.
The document provides information on the 2011 annual appeal results for the Diocese of Charleston, including participation rates, donor retention rates, revenue retention rates, and average gift amounts. It then discusses using segmentation tools to analyze donors and prospects to create targeted fundraising strategies. These include identifying top prospects based on likelihood and capacity scores, developing solicitation strategies and communications plans tailored for different prospect groups, and evaluating results and return on investment. The case study shows the appeal achieved solid growth in results compared to previous years through the use of segmentation and targeted fundraising.
The Chesapeake Bay Foundation's membership and income levels have been flat since 2008. Direct mail and online acquisition channels have provided higher lifetime member value than canvassing. However, direct mail value has declined since 2005, likely due to acquiring more members below the $15 level. Rebalancing acquisition toward higher-value members could boost income and file health over the long run.
Making Advocacy Pay: Understanding the Link Between Activism & GivingCare2Team
Are you looking for a way to engage your donors without always asking for a donation?
Do you need strategies and tactics for doing online acquisition?
This session talks about the relationship between advocacy and fundraising, how organizations are using advocacy successfully for list growth and engagement, and shows you valuable case studies from successful organizations. We also discuss best practices in assessing ROI (return on investment) for online acquisition, so you can see how to make advocacy pay.
"Making Advocacy Pay: Understanding the Link Between Activism and Giving"
This thought-provoking session features these industry leaders:
-Vinay Bhagat, Founder & Chief Strategy Officer, Convio
-Yvonne Garrett, Partner, OMP
-Randy Paynter, Founder & CEO, Care2
About the Presenters:
Vinay Bhagat, Founder & Chief Strategy Officer, Convio: Vinay Bhagat is Founder and Chief Strategy Officer of Convio. Vinay founded Convio in April 1999 after volunteering at a public television pledge drive and seeing the opportunity to leverage Internet technology to drive better fundraising results. Today, as chief strategy officer, he oversees corporate strategy and is actively involved in research and client success strategies. A frequent speaker at conferences, Vinay has addressed events hosted by the Association of Fundraising Professionals, Direct Marketing Association Nonprofit Federation, Council for the Advancement and Support of Education, Independent Sector, Integrated Media Association, Politics Online, Public Broadcasting System and National Voluntary Healthcare Association. Vinay also is a widely published author, including a chapter in "People to People Fundraising: Social Networking and Web 2.0 for Charities" and articles that appear regularly in DM News, Journal of the Direct Marketing Association Nonprofit Federation and on OnPhilanthropy.com. Vinay holds degrees from Harvard Business School (MBA) where he graduated as a Baker Scholar, Stanford University (MS) and Cambridge University (MA) in England. He has volunteered for several Austin and international nonprofits.
Yvonne Garrett, Partner, OMP: Yvonne Garrett is a Partner at OMP, Inc., a full-service fundraising and communications agency that serves leading causes in the U.S. Yvonne has been deeply involved in political and advocacy fundraising for almost 20 years. Working with candidates and groups such as the Natural Resources Defense Council and Oxfam America, she has helped helped her clients achieve dramatic fundraising success and list growth. Today, Yvonne specializes in helping organizations develop cross-channel programs that blend advocacy and fundraising. Prior to joining OMP in 2004, Yvonne was Vice President of the Share Group.
Randy Paynter is the Founder and CEO of social action network Care2.com. With over 15 million members, Care2 is the largest online community of people making a difference for human rights, animals, the environment and o
Are you looking for a way to engage your donors without always asking for a donation? Do you need strategies and tactics for doing online acquisition? This free webinar will talk about the relationship between advocacy and fundraising, how organizations are using advocacy successfully for list growth and engagement, and show you valuable case studies from successful organizations. We will also discuss best practices in assessing ROI or Return on Investment for online acquisition, so you can see how to make advocacy pay.
Integrated Tactics hjc and avalon consulting March 2012 hjc
This document discusses implementing integrated fundraising techniques. It begins with introducing the presenters, Allison Porter and Mike Johnston. It then outlines the session's learning outcomes, which are to better plan and execute cross-channel fundraising, improve cooperation between nonprofit departments, evaluate channel combinations, and connect different fundraising levels. The agenda includes discussing the presenters' views on integrated fundraising, the basics of horizontal and vertical integration, and a case study showing what integration looks like in practice. The case study examines a radio station that housed DJs in a glass house for a week to raise funds through integrated online, phone, and walk-up donations. It significantly increased donations year-over-year, demonstrating the power of integrated fundraising.
Understanding the value of your customers to deliver business growth - DMAB2B Marketing
An ongoing challenge for the B2B marketer is to align their marketing efforts with complex customer needs and segment their messaging to key influencers. Many B2B marketers fail to properly identify the customer journey to generate the most compelling experience to capture customers through their marketing mix.
And yet for most companies, the Pareto Principle applies: 20% of customers account for 80% of profits. The best investment to make in adverse economic conditions is to find and attract more customers that look and behave like your best customers. The right marketing channel to reach quality new customers may not be the cheapest option available, but the investment will pay off.
The presentation will offer best practice guidance and use the DMA’s own B2B marketing and sales strategies to demonstrate how to achieve 400% increase in new business during a recession.
The session will look at:
Understanding the true value of your customers and what you can afford to acquire them
An explanation of a classic approach to lifetime value
3 key improvements that helped the DMA increase membership acquisition by 400%: an overarching value proposition, a clearly defined segmentation strategy and a customer focused tone of voice
(1) Harvey McKinnon and Mike Johnston presented on integrated fundraising and monthly giving. (2) They discussed barriers to integrated monthly giving such as lack of vision, budget, and skill sets. (3) Examples were provided that showed how non-profits can improve monthly giving through strategic channels, unique benefits, and donor surveys to find larger gifts. (4) New innovations discussed included multi-step monthly conversion and using mobile and texting to engage donors.
1) The document discusses measuring the return on investment (ROI) of relationships, using examples like marrying for money, owning a dog, the value of Facebook fans, and lifetime customer value.
2) It argues that while ROI can be measured through financial transactions, the most valuable relationships are not fully captured that way since human connections are about more than transactions.
3) To better measure relationship health, the document suggests focusing on non-financial metrics like acts of reciprocity, advocacy, and shared experiences between people.
adtech SF 2012: Competitive Couponing - Social, Monetary and Personal Validat...ad:tech
Couponing can be used to drive customer loyalty through personalization, gamification, and social good. Brands can make coupons feel personal by tying them to positive customer actions and validation. Gamification, like challenges and badges, can engage customers by keeping the coupon experience fun. Connecting coupons to social causes allows customers to feel they are supporting important issues. It is also important to make coupons easy to redeem through digital delivery and relevant offers. eBay has successfully used coupon-like programs to increase customer lifetime value and favorability by testing different approaches and learning from each initiative.
Where's the acquisition in the retention equation? Avalon Consulting
Laura Connors, Sharon Dreyfuss, and Kerri Kerr presented on how leading fundraising organizations are using data to improve membership retention. They discussed how acquisition impacts retention and evaluating success based on both short and long-term metrics. Case studies showed how channels, audiences, offers, and messages that positively impact retention can be identified through master file analysis. Strategic changes can then be made to focus spending in areas that maximize long-term donor value and retention.
Associations Like Business - Moery Co ExamplesJP Moery
JP Moery provides examples of its business review:
How do we compare to Competitors?
Are my Dues too Low?
Who are My Best Members?
How can we Revamp Sponsorships?
This document discusses using demographic data to improve segmentation and targeting in direct marketing. It provides examples showing that males and certain age groups tend to be more valuable donors. Specifically, males on average give 46% higher gifts and are 50% more valuable donors. Donors ages 45-54 generate the highest revenue per donor of all age groups. The document recommends testing gender and age-based segmentation, list selection, and messaging to acquire and upgrade more valuable male and certain age range donors.
The Moery Company helps solve revenue growth problems for our partner associations, whether it’s membership, product, sponsorship, or exhibitor programs. We employ a holistic approach toward identifying the underlying factors contributing to an organization’s revenue stall or design new approaches to help take revenue to the next level. Our careful and methodical approach enables our team to resolve our client’s overall challenge.
Is the Check Still in the Mail? Fundraising Best Practices for 2013 and Beyond.FirstGiving
It’s here . . . the fourth quarter of 2012, when the majority of funds will come in for nonprofits. Will the check still be in the mail? Or will it be online?
You still have time to maximize giving for 2012, and CEO Chip Grizzard will tell you how in this webinar. Chip will present updated fundraising best practices for 2012, and trends for beyond.
Presented by: Chip Grizzard, CEO of Grizzard Communications Group
This document discusses how annual giving programs that utilize phonathons are important for cultivating major donors over the long term. It finds that most major donors start with modest initial gifts and build their giving over many years of engagement with an organization. Phonathons are effective at acquiring new donors and building relationships through personal outreach. Analyzing data from institutions with robust phonathon programs shows that they raise more money on average and recovered more quickly from the recession compared to peer institutions. The document advocates for evaluating annual giving programs over the long term due to their role in establishing a pipeline of future major donors.
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.
More Related Content
Similar to TRG Webinar: The Loyalty Business Model
While some debate the feasibility of the current arts business model and look to new audiences to fill the gap, the fact remains: only 1 out of 5 new patrons come back a second time. Our problem is not new audiences; it’s keeping the patrons we have--and increasing their loyalty to our organizations.
Loyalty can be achieved when a patrons’ passion for the arts is activated. Strategies that promote loyalty involve common-sense measures to draw in "newbies" and deepen relationships among first- and long-time patrons. Best practices focus on increasing patron satisfaction and, in turn, ongoing revenue. The 5th Avenue Theatre, in collaboration with TRG Arts, is building a wholly new model of audience engagement, centered on this view of patron loyalty.
5th Avenue Theatre’s Vice President of Marketing and Communications Sean Kelly and TRG’s Senior Consultant Laura Willumsen lead this webinar, which focuses on the benefits of viewing patron interactions through the lens of their lifetime loyalty to your organizations. You’ll learn:
● why loyalty is the only sustainable model for revenue growth
● what makes a targeted, purposeful loyalty strategy different from more general audience engagement programs
● about the specific techniques Kelly and Willumsen used to drive retention, as well as increase engagement and revenue at 5th Avenue Theatre
Patron Loyalty presentation from 2012 National Alliance for Musical Theatre C...TRG Arts
Learn how The 5th Avenue Theatre, in concert with TRG Arts, is building a wholly new model of patron engagement. Organizations from small to large will benefit from viewing their patrons through the lens of loyalty. Learn techniques that you can take back home to drive retention as well as increase engagement and revenue.
From the National Alliance for Musical Theatre's 2012 Conference in Seattle.
This document discusses managing donor commitment and retention by focusing on donor experiences. It shows that increasing donor commitment from low to high can yield £83,000 more in income over 3 years per 1,000 donors. The document recommends segmenting donors based on commitment rather than transactions, and focusing marketing and fundraising on the experiences that drive how donors feel about the organization in order to improve commitment. These experiences include communications, acknowledgement, and providing a reliable donor experience.
8 Things Big Nonprofits Don't Know That Smaller Nonprofits UnderstandAvalon Consulting
The document discusses how larger nonprofits can benefit from practices used by smaller nonprofits, such as breaking down silos between departments, integrating databases, and coordinating communications strategies. It provides examples from organizations like the National Museum of the American Indian and the National Breast Cancer Coalition of how integrating systems and improving data sharing across departments can improve the donor experience and organizational effectiveness.
The document provides information on the 2011 annual appeal results for the Diocese of Charleston, including participation rates, donor retention rates, revenue retention rates, and average gift amounts. It then discusses using segmentation tools to analyze donors and prospects to create targeted fundraising strategies. These include identifying top prospects based on likelihood and capacity scores, developing solicitation strategies and communications plans tailored for different prospect groups, and evaluating results and return on investment. The case study shows the appeal achieved solid growth in results compared to previous years through the use of segmentation and targeted fundraising.
The Chesapeake Bay Foundation's membership and income levels have been flat since 2008. Direct mail and online acquisition channels have provided higher lifetime member value than canvassing. However, direct mail value has declined since 2005, likely due to acquiring more members below the $15 level. Rebalancing acquisition toward higher-value members could boost income and file health over the long run.
Making Advocacy Pay: Understanding the Link Between Activism & GivingCare2Team
Are you looking for a way to engage your donors without always asking for a donation?
Do you need strategies and tactics for doing online acquisition?
This session talks about the relationship between advocacy and fundraising, how organizations are using advocacy successfully for list growth and engagement, and shows you valuable case studies from successful organizations. We also discuss best practices in assessing ROI (return on investment) for online acquisition, so you can see how to make advocacy pay.
"Making Advocacy Pay: Understanding the Link Between Activism and Giving"
This thought-provoking session features these industry leaders:
-Vinay Bhagat, Founder & Chief Strategy Officer, Convio
-Yvonne Garrett, Partner, OMP
-Randy Paynter, Founder & CEO, Care2
About the Presenters:
Vinay Bhagat, Founder & Chief Strategy Officer, Convio: Vinay Bhagat is Founder and Chief Strategy Officer of Convio. Vinay founded Convio in April 1999 after volunteering at a public television pledge drive and seeing the opportunity to leverage Internet technology to drive better fundraising results. Today, as chief strategy officer, he oversees corporate strategy and is actively involved in research and client success strategies. A frequent speaker at conferences, Vinay has addressed events hosted by the Association of Fundraising Professionals, Direct Marketing Association Nonprofit Federation, Council for the Advancement and Support of Education, Independent Sector, Integrated Media Association, Politics Online, Public Broadcasting System and National Voluntary Healthcare Association. Vinay also is a widely published author, including a chapter in "People to People Fundraising: Social Networking and Web 2.0 for Charities" and articles that appear regularly in DM News, Journal of the Direct Marketing Association Nonprofit Federation and on OnPhilanthropy.com. Vinay holds degrees from Harvard Business School (MBA) where he graduated as a Baker Scholar, Stanford University (MS) and Cambridge University (MA) in England. He has volunteered for several Austin and international nonprofits.
Yvonne Garrett, Partner, OMP: Yvonne Garrett is a Partner at OMP, Inc., a full-service fundraising and communications agency that serves leading causes in the U.S. Yvonne has been deeply involved in political and advocacy fundraising for almost 20 years. Working with candidates and groups such as the Natural Resources Defense Council and Oxfam America, she has helped helped her clients achieve dramatic fundraising success and list growth. Today, Yvonne specializes in helping organizations develop cross-channel programs that blend advocacy and fundraising. Prior to joining OMP in 2004, Yvonne was Vice President of the Share Group.
Randy Paynter is the Founder and CEO of social action network Care2.com. With over 15 million members, Care2 is the largest online community of people making a difference for human rights, animals, the environment and o
Are you looking for a way to engage your donors without always asking for a donation? Do you need strategies and tactics for doing online acquisition? This free webinar will talk about the relationship between advocacy and fundraising, how organizations are using advocacy successfully for list growth and engagement, and show you valuable case studies from successful organizations. We will also discuss best practices in assessing ROI or Return on Investment for online acquisition, so you can see how to make advocacy pay.
Integrated Tactics hjc and avalon consulting March 2012 hjc
This document discusses implementing integrated fundraising techniques. It begins with introducing the presenters, Allison Porter and Mike Johnston. It then outlines the session's learning outcomes, which are to better plan and execute cross-channel fundraising, improve cooperation between nonprofit departments, evaluate channel combinations, and connect different fundraising levels. The agenda includes discussing the presenters' views on integrated fundraising, the basics of horizontal and vertical integration, and a case study showing what integration looks like in practice. The case study examines a radio station that housed DJs in a glass house for a week to raise funds through integrated online, phone, and walk-up donations. It significantly increased donations year-over-year, demonstrating the power of integrated fundraising.
Understanding the value of your customers to deliver business growth - DMAB2B Marketing
An ongoing challenge for the B2B marketer is to align their marketing efforts with complex customer needs and segment their messaging to key influencers. Many B2B marketers fail to properly identify the customer journey to generate the most compelling experience to capture customers through their marketing mix.
And yet for most companies, the Pareto Principle applies: 20% of customers account for 80% of profits. The best investment to make in adverse economic conditions is to find and attract more customers that look and behave like your best customers. The right marketing channel to reach quality new customers may not be the cheapest option available, but the investment will pay off.
The presentation will offer best practice guidance and use the DMA’s own B2B marketing and sales strategies to demonstrate how to achieve 400% increase in new business during a recession.
The session will look at:
Understanding the true value of your customers and what you can afford to acquire them
An explanation of a classic approach to lifetime value
3 key improvements that helped the DMA increase membership acquisition by 400%: an overarching value proposition, a clearly defined segmentation strategy and a customer focused tone of voice
(1) Harvey McKinnon and Mike Johnston presented on integrated fundraising and monthly giving. (2) They discussed barriers to integrated monthly giving such as lack of vision, budget, and skill sets. (3) Examples were provided that showed how non-profits can improve monthly giving through strategic channels, unique benefits, and donor surveys to find larger gifts. (4) New innovations discussed included multi-step monthly conversion and using mobile and texting to engage donors.
1) The document discusses measuring the return on investment (ROI) of relationships, using examples like marrying for money, owning a dog, the value of Facebook fans, and lifetime customer value.
2) It argues that while ROI can be measured through financial transactions, the most valuable relationships are not fully captured that way since human connections are about more than transactions.
3) To better measure relationship health, the document suggests focusing on non-financial metrics like acts of reciprocity, advocacy, and shared experiences between people.
adtech SF 2012: Competitive Couponing - Social, Monetary and Personal Validat...ad:tech
Couponing can be used to drive customer loyalty through personalization, gamification, and social good. Brands can make coupons feel personal by tying them to positive customer actions and validation. Gamification, like challenges and badges, can engage customers by keeping the coupon experience fun. Connecting coupons to social causes allows customers to feel they are supporting important issues. It is also important to make coupons easy to redeem through digital delivery and relevant offers. eBay has successfully used coupon-like programs to increase customer lifetime value and favorability by testing different approaches and learning from each initiative.
Where's the acquisition in the retention equation? Avalon Consulting
Laura Connors, Sharon Dreyfuss, and Kerri Kerr presented on how leading fundraising organizations are using data to improve membership retention. They discussed how acquisition impacts retention and evaluating success based on both short and long-term metrics. Case studies showed how channels, audiences, offers, and messages that positively impact retention can be identified through master file analysis. Strategic changes can then be made to focus spending in areas that maximize long-term donor value and retention.
Associations Like Business - Moery Co ExamplesJP Moery
JP Moery provides examples of its business review:
How do we compare to Competitors?
Are my Dues too Low?
Who are My Best Members?
How can we Revamp Sponsorships?
This document discusses using demographic data to improve segmentation and targeting in direct marketing. It provides examples showing that males and certain age groups tend to be more valuable donors. Specifically, males on average give 46% higher gifts and are 50% more valuable donors. Donors ages 45-54 generate the highest revenue per donor of all age groups. The document recommends testing gender and age-based segmentation, list selection, and messaging to acquire and upgrade more valuable male and certain age range donors.
The Moery Company helps solve revenue growth problems for our partner associations, whether it’s membership, product, sponsorship, or exhibitor programs. We employ a holistic approach toward identifying the underlying factors contributing to an organization’s revenue stall or design new approaches to help take revenue to the next level. Our careful and methodical approach enables our team to resolve our client’s overall challenge.
Is the Check Still in the Mail? Fundraising Best Practices for 2013 and Beyond.FirstGiving
It’s here . . . the fourth quarter of 2012, when the majority of funds will come in for nonprofits. Will the check still be in the mail? Or will it be online?
You still have time to maximize giving for 2012, and CEO Chip Grizzard will tell you how in this webinar. Chip will present updated fundraising best practices for 2012, and trends for beyond.
Presented by: Chip Grizzard, CEO of Grizzard Communications Group
This document discusses how annual giving programs that utilize phonathons are important for cultivating major donors over the long term. It finds that most major donors start with modest initial gifts and build their giving over many years of engagement with an organization. Phonathons are effective at acquiring new donors and building relationships through personal outreach. Analyzing data from institutions with robust phonathon programs shows that they raise more money on average and recovered more quickly from the recession compared to peer institutions. The document advocates for evaluating annual giving programs over the long term due to their role in establishing a pipeline of future major donors.
Similar to TRG Webinar: 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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6. How often does your organization
communicate or interact with subscribers,
donors, or members?
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
At At the At least At least At least Don’t None Other (blank)
renewal opening of quarterly once once Know
time. a new via eNews annually annually
season or or online via printed via an
major outreach newsletter invited
program or direct special
mail not event
related to
ticket sales
13. Patron
Loyalty
How do you measure passion at your organization?
SK
14. Patron
Loyalty
Why is passion important?
It’s what keeps patrons coming back and encourages them to get
more involved.
Or put another way:
It brings in more $$$!
SK
15. Patron
Loyalty
Driving revenue via loyalty is the only sustainable
model for growth
LW
16. Patron
Loyalty
There are two key drivers of loyalty
Subscriptions
Donations
These two behaviors interact far more than we
might realize!
LW
17. Patron
Renewing Subscribers Donate More Loyalty
They bring in 90% of sub-donor revenue
Their average gift is 100-172% higher than new subs
New Subscribers 2010 & 2011
• % who donate - 20%
• Average per household $113
• $69,000
Renew Subscribers 2010 &
2011
• % who donate - 35%
• Average per household
$258
• $705,500
LW
18. Patron
Donating Raises Subscription Renewal Rates Loyalty
Renewal rates for subscribers who donate are
11-22% higher than non-donating subscribers
Non-donors
Renewing into 2011 & 2012
• 65% retention rate (4883)
Donors
Renewing into 2011 & 2012
• 86% retention rate (2913)
LW
19. Patron
5th Avenue Subscriptions Loyalty
Year over year
2012 - 13 Subscription Revenue
9M
Renewal Deadline 8.473 M
8M
7.233 M
7M
6M
5M 12-11
11-12
3.909 M
4M 10-11
3M
2M
1M
M
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May
SK
20. Patron
Loyalty
The carrot and the stick
Carrot
Stick
% of Total Packages
Season 4 Show Full
2004/05 46% 34%
2011/12 14% 50%
7, 6 & 5 show packages account for 90% of 2011/12 revenue
31% of all subscribers upgraded in 2011/12
SK
22. Patron
Loyalty
Who are the 180?
4 Profiles of Patron Loyalty
SK
23. Patron
Super Advocate – Single Tickets Loyalty
Steve Tenge
#104
He’s been a subscriber since 1996
Has 4 season Subscriptions, all 7 shows
Attends most shows 15-20 times, via see it again $20 ticket
offer
Making a $1,000 gift to the annual fund since 2009
His PLI is $31,014 since 2007
SK
24. Patron
Super Advocate - Gala Attendee Loyalty
Martha Dawson and Ron Corbell
#31
Subscribers since ’04
Make an annual fund contribution
of $1,000
Attend the gala each year and since 2007 have spent nearly
$40,000
Their PLI is $90,205 since 2007
SK
25. Patron
Super Advocate -Non-Board Major Donor Loyalty
Beth and Buzz Porter
#17
They have been subs since 1999
Started giving $1,000 in ‘02
Now give an annual gift of $10,000 and
attend the gala most years
Their PLI score is $151,469 since 2007
SK
26. Patron
Super Advocate - Group Leader Loyalty
Sharon Ahlen
#5
Subscriber since 1990
Make an annual fund gift of $1,500
Purchases nearly $55,000 in subs each year for groups
Her PLI score is $441,966 since 2007
SK
27. Patron
Who’s Paying the Bills? Loyalty
100 patrons over two years
Renewing
Subscriber/Donors
Renewing • $101,604
Subscribers
• $1,016
• $60,621
New • $606
Subscribers
• $18,667
• $187
Single Ticket
Buyers
• $5,298
• $53 LW
28. Patron
Loyalty
Loyalty is building relationships
Patrons respond because they already care.
If we don’t invite them, we are literally ignoring them!
LW
29. Patron
The saddest words in the English language… Loyalty
“What party?”
MARKETING &
DEVELOPMENT
SK
30. Patron
Loyalty
What is a Patron’s first experience with the theatre?
Handing their ticket to the usher
Why is that important?
What is a Patron’s first experience with the theatre?
Because there is an inherent promise in that interaction.
SK
31. Patron
Loyalty
Who is responsible for building relationships
(be specific)?
The Director of Development
SK
32. Patron
The Patron Experience Loyalty
Front of
House
FRONT OF
HOUSE
The
Show!
Customer Marketing
Sales & & Devo
Services
SK
33. Patron
The Patron Experience Loyalty
Front of
House
FRONT OF
HOUSE
The
Show!
Customer Marketing
Sales & & Devo
Services
SK
34. Patron
The Patron Experience Loyalty
JOB:
Acknowledge relationship
Customer
Make buying easy
Sales & Address logistics
Services Affirm order; upgrade
PRE-SHOW JOB:
MARKETING & FRONT OF
Get theDEVELOPMENT
phone to ring HOUSE
Marketing Front of
& Devo House
POST-SHOW JOB: JOB:
Cultivate & Upgrade Welcome patrons as
guests & friends
Set the stage for an
The Show! excellent artistic
JOB:
Put on a terrific experience
performance! SK
36. Patron
Loyalty
Implementation Timeline
To ensure a sustainable transition to the new patron loyalty model.
Jan Feb Mar Apr May June July Aug Sep
Staff 20 Most Advocate Front of
1st Gift
Rollout Likely Concierge House
Experience
Integrated 180 Gala
Customer
Subs + Give Points
Service
Campaign Initiative
SK
37. Patron
Getting Started Loyalty
Choose from the menu!
Carrot Stick Upgrade Retain
Free Parking Minimum Ask for a gift Calculate total
with full season package size to with every subs revenue for
see #1 show piece each patron
Free Wine with Discounted “Super Who is your
blind faith parking for Subscriber” “180”
renewal partial package
Free Chocolate $2 surcharge for 6 week Lengthen your
with renewal exchanges with promotional subs campaign
partial season cadence pre-seat release
SK