Grantee roundtable presentation public

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Grantee roundtable presentation public

  1. 1. HARRIS THEATER FOR MUSIC AND DANCE MILLENNIUM PARK Chicago Community Trust Grantee Roundtable October 21, 2010 1
  2. 2. Who We Are 2
  3. 3. Description of Grant Project  Using the Harris Theater’s economies of scale, the Theater designed and executed targeted arts engagement campaigns for 6 resident companies during the 2009-2010 season  Chosen because of their administrative and financial needs, the 6 companies represent a cross sample of the organizations that typically perform at the Harris  Tactics included; teleresources, public relations, e-communications, social networking, and bundled advertising  Provided companies with ROI reports and patron data analysis  Data collected to be used for future analysis 3
  4. 4. Sources of Audience Data and Information 4  The Harris Theater uses Tessitura, an integrated customer relationship management system (CRM).  Central data warehouse  Tracking mechanism for all customer interactions and transactional information.  Track each component of our sales strategy by using specific promotional codes and giving us the tools organize and analyze the data collected.  To get the most out of the data you store, you need to know exactly what information you are looking for... Getting the answers to questions can be labor intensive.  In the second phase of the CCT grant, the Harris will purchase T-Stats v2.0 to complement and enhance the Tessitura Software.  Allows front end control of powerful data mining tools without the need for custom report writing.  The Harris has also engaged the services of Slover-Linnett Strategies Inc. –to analyze patron data and present a more holistic view of the different kinds of patrons and patterns that exist in the database.
  5. 5. Anticipated Outcomes Actual Outcomes  Cultivate a new audience through public relations and community outreach  Increase audience from previous season engagement by 60% for a total minimum attendance of 500  Achieve a gross ticket revenue goal of $12,500  Provided complimentary tickets to community organizations, churches, and HT donors – introducing new patrons  Exceeded attendance goal of 500 by 58% with a total attendance of 788  Total ticket revenue goal = $10,828 5 Company 1
  6. 6. Anticipated Outcomes Actual Outcomes  Engage new audiences through use of social media, viral marketing, community relations and bundled advertising  Achieve a minimum of 500 audience members for each performance  Achieve $2,000 in ticket revenue for each performance for a total of $6,000 6  Successful at attracting local residents and office employees – many new to the Theater  Lunchtime performance not ideal for college students  Exceeded attendance goal of 500 for all three performances, averaging 720 per show  Total ticket revenue for the Eat to the Beat series: $6,900 Company 2
  7. 7. Anticipated Outcomes Actual Outcomes  Audience development through cross promotion with HT dance buyers  Increase audience by 12% from 2,230 to 2,500 for each engagement  Attendance for fall decreased by 15% (1,891)  Attendance for spring decreased by 17% (1,858) Though fell short of goal, positive trends became evident and will be explored in 10/11:  Reduction in complimentary tickets and increase in average ticket price  Increase in African-American audience - 60% of this audience new to company  Willingness to explore subscriptions 7 Company 3
  8. 8. Anticipated Outcomes Actual Outcomes  Audience development through cross promotion with HT dance buyers  Increase audience by 9% from 1,370 to 1,490 for each engagement  Provide marketing support and assistance through leadership transition 8 Company 4  Retained same attendance as previous year using all online advertising  Attendance for fall engagement increased by 11% (1,518) Attendance for spring engagement decreased by 9% (1,241)  HT staff worked directly with company staff throughout entire process
  9. 9. Anticipated Outcomes Actual Outcomes  Audience development through cross promotion with HT dance buyers  Cultivate new family based audience  Increase audience by 28% to 2,800 for each engagement with inclusion of Family Series performance 9 Company 5  Family Series great success Total attendance: 1,107  Attendance for Nov. engagement increased by 13% (2,478) Attendance for Feb. engagement increased by 15% (2,533)  Fell slightly short of attendance goal, however, proved that the tactics worked
  10. 10. Anticipated Outcomes Actual Outcomes  Achieve an audience of 750 or 51% of capacity for the inaugural appearance at the Harris Theater  Develop a dynamic ticket buyer list of at least 300 individual households/names  Sold-out audience (1500 patrons)  Consignment ticketing & early sales resulted in modest ticket buyer list  Committed to hosting Festival at the Theater in 2010 and adding a matinee performance to meet increased demand  CCT funds used to assist with pre- sale of 2010 engagement – ensuring that patrons who could not get tickets last year are able to attend 10 Company 6
  11. 11. Where We Want to Go from Here  Leverage HT Presents series to draw new audiences to resident company performances  Bundle select resident company performances with HT Presents performances of similar genres or cultural communities  Convert new ticket buyers to regular patrons of the Theater’s resident companies  Continue working with 4 resident companies from last season whose arts engagement campaigns left something more to explore  Expand project to include 3 new resident companies  Develop a comprehensive, diverse database of Chicago’s arts patrons  Long-term goal: Develop a case-study of purchasing habits and psychographics 11
  12. 12. Advice 12 Data is a powerful tool to make informed decisions for the future. Be nimble and track the results of your tactics during the process! The outcome you expect might not always be the one you get, but don’t miss a learning opportunity. Lessons learned may be more valuable than the original question. Don’t be afraid to talk with your “competitors.” There is a value to collaboration beyond the pooling of financial resources. The arts community is stronger when we are sharing best practices and lessons learned. Collaboration: All parties work together and build consensus to reach a decision or create a product, the result of which benefits all parties. Competition is a nearly-insurmountable roadblock to collaboration, and the relationship among parties must continue beyond the accomplishment of the task in order to assure its viability. The goal is dynamic.

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