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HARRIS THEATER FOR MUSIC AND DANCEMILLENNIUM PARK
Chicago Community TrustGrantee Roundtable
October 21, 20101
Who We Are
2
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
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.
Anticipated OutcomesAnticipated OutcomesActual OutcomesActual 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
Anticipated OutcomesAnticipated OutcomesActual OutcomesActual 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
Anticipated OutcomesAnticipated OutcomesActual OutcomesActual 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
Anticipated OutcomesAnticipated OutcomesActual OutcomesActual 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
Anticipated OutcomesAnticipated OutcomesActual OutcomesActual 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 successTotal 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
Anticipated OutcomesAnticipated OutcomesActual OutcomesActual 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
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
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 whichbenefits all parties. Competition is a nearly-insurmountable
roadblock to collaboration, and the relationship among partiesmust continue beyond the accomplishment of the task in order
to assure its viability. The goal is dynamic.