Download State Theatre Marketing Plan - Directories

A Marketing Plan
for the
State Theatre of Ithaca’s
2011-2012 Season
Susan Monagan
6/29/11
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Table of Contents
1. Introduction
Executive Summary
p. 3
Background
p. 3
Situation Analysis
p. 3
Core Opportunity
p. 4
Goal
p. 4
Objectives
p. 4
2. Objective 1: Meeting ticket sales targets
p. 5
3. Objective 2: Enhancing sponsorship program
p. 14
4. Objectives 3 & 4
p. 17
a. Addressing Internal Communications
b. Presenting a Marketing Budget
5. Recommendations
p. 19
6. Evaluation
p. 23
7. Sources
p. 25
8. Appendices
p. 26
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SECTION I
EXECUTIVE SUMMARY
A marketing plan is a way of managing relationships. The number of relationships the State Theatre is
currently engaged in, as well as the many more relationships it hopes to add, requires that a formal
plan be adopted so that each relationship may have the resources of time and attention required for it
to be healthy and sustainable.
This marketing plan maps out a market-centered approach and reflects research into several key
publics. It suggests strategies and tactics that can attract audience members and sponsors to the
State’s programs. It does not attach a timeline or costs, in terms of labor or money, to the
implementation of the strategies, but these would be important next steps once the plan is reviewed.
Because of the small amount of money currently allocated to marketing at the State, most of these
strategies are low cost in terms of cash, though some are costly in terms of labor. They favor an
engagement approach of personal, direct selling rather than mass media advertising, which feels
appropriate for an aesthetically rich, one-of-a-kind product. Many of the strategies hinge on the ability
to mobilize others to do your selling for you.
This plan is offered as a blueprint, in the hopes that it will be engaged with, tested and revised.
The State Theatre of Ithaca (STI)…
…presents top-quality entertainment in a variety of formats to enhance the lives of the residents of the
Ithaca community and the surrounding Finger Lakes region.
BACKGROUND
In December of 2008 the 1600-seat, historic State Theatre, under management of Historic Ithaca,
closed its doors. At that time, a new organization, State Theatre of Ithaca, Inc. was formed to manage
the operations of the building. A new business plan was created and a new Board of Trustees was
formed. All paid staff working under the previous management migrated to the new organization.
SITUATION ANALYSIS
Since its inception 2-1/2 years ago, the STI has struggled to balance budgets, maintain appropriate
staffing models and clarify its relationship with its producer/promoter. Though conditions at the
theatre are slowly improving, raising enough income on both the unearned (fundraising) and earned
(sponsorships, ticket sales) fronts to support the needs of a large, historic building remains a daily
challenge, particularly in an economic climate where discretionary spending has been reined in.
The current Board of Trustees is in the “founder” stage, meaning, many Board members are filling in as
de facto staff members, providing legal, financial and marketing expertise. Recently, the Board has
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added two key staff members to the organization, an Executive Director, whose chief duty has been
fundraising and a part-time Marketing Manager (added in December 2010) whose chief duty is
promoting shows. Most of the performances that take place in the State Theatre are outside rentals to
which the State may provide promotional and technical support, depending on contractual
agreements. The State assumes all risk for nine shows it presents every season.
I am on the Board of the State and am the head of the Marketing Committee. With the help of the
Marketing Manager and the Promoter, I determined that the State needed a formal marketing plan for
the 2011-2012 season, which consists of nine performances and runs from October 2011-April 2012.
The Marketing Manager and I have been in regular e.mail contact and have been meeting once or
twice a week since late May, sometimes with the talent buyer/producer, to craft the plan.
Many of the variables for choosing the season are outside the purview of this marketing plan. These
given circumstances limit marketing’s ability to adjust the plan. They are as follows:
•All performances are organized into three series: family, classic and comedy
•All artists have been hired
•All performance dates have been determined based on artist and venue availability
•All ticket prices have been set based on cost of artist
•All ticket sales targets have been set, based on cost of artist
•All performances take place in the theatre
•Most corporate sponsors have been determined as they are returning sponsors
CORE OPPORTUNITY
In order to remain a viable cultural resource, the STI needs to stabilize its finances by increasing earned
income. By creating a viable and aggressive plan for selling tickets and season sponsorships, STI can
increase earned income by 25% by June 2012.
GOAL
Develop the relationships that will sustain and grow the programs at the State Theatre and raise the
public profile of the organization.
OBJECTIVES
1. Meet the ticket sales targets for the nine State-presented shows of the 2011-2012 season.
2. Expand and improve the sponsorship program of the State by October 2011 so that each
show is identified with a corporate, media, and community sponsor
3. By July 1, 2011 implement the use of internal project management tools that will provide an
infrastructure for the State’s marketing activities
4. By August 1, 2011 present a budget of time and money that will guide the State’s marketing
activities for the 2011-2012 season
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SECTION II
Objective 1: Meet the ticket sales targets for the nine State-presented shows of the 2011-2012 season.
What are we selling?
In most cases, these promotional blurbs were taken off the artists’ websites or written by the State’s
Marketing Manager.
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Profiles of Potential Publics
There are several key publics with which STI can develop or strengthen their relationship. Each key
public has different interests and opinions. Below is a brief description of the organization’s current
relationship with each key public and the key public’s influentials and self-interests to take into
consideration when addressing each one specifically. Also included are messages, strategies and tactics
that can work together to influence the behavior of these groups. In general, the strategies and tactics
listed here reflect an approach that relies more heavily on direct selling than advertising. This approach
takes into account the small budget the State has to spend on each show for promotion, as well as the
desire to build longstanding relationships with targeted audiences.
Of these many publics identified in the grid above, we identify four for further analysis:
1. Previous ticket buyers
2. College students
3. Grandparents
4. Tourists
1. Previous Ticket Buyers
Current
relationship:


They are interested in pursuing cultural opportunities and are generally
informed given our current promotional tactics.
Need to capitalize on good will and use the opportunity to engage them
more aggressively
Influentials:



High-profile community members
Cultural critics
STI staff
Self-interests:

Want to be seen as leading the way to supporting the cultural life of the
community
Socialize with friends
Learn something new


Strategy one:
Remind them of high quality offerings and opportunities to buy
Tactics:
Launch traditional media campaign, linking with trusted State brand
Radio
Ithaca Times & Ithaca Journal
Activate listserve
Send monthly round up of news
Keep tone personal and friendly, “you know us, we know you”
Activate social media
Start fan campaign
Post 2x per week
Connect previous purchases with current offerings, i.e., comedy, dance, etc.
Strategy two:
Create a wide variety of opportunities for ticket buyers to get involved as
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Tactics:
volunteers and group sales leaders.
 Choose volunteer opportunities that would appeal to this public and
publicize via listserve and Fb
 Create group sales “pitch” emphasizing “group building” as well as pricing
benefits and publicize via listserve and Fb
2. Current College Students
Combined, Cornell University and Ithaca College is home to over 27,000 undergraduate and graduate
students. These students live, work, and play in the Ithaca area for ten months throughout the
academic calendar year. Many love the performing arts. By marketing the theatre and its programs to
this population, students have the opportunity to get off campus, go downtown, and make use of a
building that to them, might be an undiscovered gem. We further recommend extending the “college
student” definition to include students on campuses within an hour’s drive of Ithaca that are located in
rural areas with fewer cultural offerings than Ithaca. These campuses include: Wells College, SUNY
Cortland, Elmira College and Keuka College.
Current
relationship:
Generally, they don’t know what is happening off campus and are unaware of the
State Theatre and its programs
Influentials:
Cultural mavens, radio dj’s, cultural press (traditional and non traditional), campus
press, etc.
Self-interests:
Primary
message:
Secondary
message:
Strategy one:
Tactics:




Socialize
Have a good time, blow off steam
Appear cultured/elevate status
Learn something new
Here’s a key Ithaca experience you haven’t had yet


Trying to impress someone special?
Tired of the frat and bar scene?
Ensure that Cornell University and Ithaca College students are aware of the theatre
and its programs.




Research likely clubs (music, dance theatre) on each campus, find contacts
and initiate dialog
Connect with orientation programs on campus and explore ways to leave
promotional materials with new students
Research likely department, classes and professors on each campus,
connected either to theme of show or art form. Find contacts and initiate
dialog, esp. about group sales tied into classes
Connect with public service and volunteer programs on campuses. Find
projects at the State for these groups to partake in to get students into the
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theater building and learning about programs.
Connect with campus life programs. Present a show at the State as a possible
“floor activity” for a dorm that is alcohol-free.

Strategy two:
Tactics:
Seek to make buying tickets to a live performance a social norm.





Make offers via social media
Find “insiders” to promote, use appropriate language
Create campus fan groups
Link to on-campus live performance events, possibly cross-promoting
Make buying tickets easy, always link messages directly to purchasing
opportunities
Take advantage of intense social connectedness, make sure messages can be
sent to friends
Place cool and creative ads in unexpected places, such as coasters in bars or
posters in bar bathrooms
Explore putting oversized posters in vacant street level storefronts in college
town in Ithaca or in similar locations in Elmira, Aurora, etc.



3. Grandparents of Young Children
Ithaca has a vital and active senior population with many organizations that serve their interests and
needs, including arts organizations. The region is becoming a popular retirement destination because
of its natural beauty and it’s vibrant cultural and educational scene.
This is a very large and diverse demographic that can range in age from about 55 to 85, with a wide
range of physical abilities. Many grandparents typically have more time and money than their children
do. They want to do activities with their grandchildren but they want the activity to be somewhat
predictable and easy to access. This cohort is civic-minded and more likely to have attended live
performing arts than their children.
Current
relationship:
Undeveloped. They may come to shows but we haven’t invited them specifically.
Influentials:





Friends and children (who are the gatekeepers of their grandchildren)
traditional media esp. newspapers and radio
staff and rec directors at senior live-in residences and live-out facilities
religious leaders such as pastors and rabbis
teachers of classes geared toward seniors
Self-interests:




Pass on knowledge and taste to grandchildren
Connect with grandchildren
Keep it short
Make it easy to do, let someone else provide the entertainment!
Primary

Here’s a simple and yet powerful way for you to connect with your grandkids
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message:
Secondary
message:
Strategy one:
Tactics:
Strategy two:
Tactics:
 Fun way to foster a love of learning
Live performance is a positive social value that should be preserved
Develop relationships with organizations that cater to seniors
 Make trips to senior residences and centers with a “dog and pony” show
about the season and appeal to their roles as grandparents
 Find “insiders” to promote, use appropriate language
 Create fan groups at senior residences such as Kendal and Longview
 Link to programs at senior centers such as LifeLong, churches, community
choruses, possibly cross-promoting their events
 Link to retired staff/faculty programs at colleges
Develop traditional media advertising campaign that appeals to grandparents and
emphasizes the pro-social aspects of getting children out of the house and away
from screens (take advantage of digital divide)!
 Use images appealing to this age group
 Place in locations this group uses such as Ithaca Journal “Ticket” and AM
news radio.
4. Tourists
As the urban face of New York’s Finger Lakes region, Ithaca is a popular tourist destination. The most
popular reasons to visit Ithaca are for the colleges and the state parks and their gorges and waterfalls.
For a county its size, Tompkins County has a very sophisticated tourism infrastructure that collects and
disseminates relevant data about the nature of tourism here. It also funds cultural programs designed
to bring tourists to the county.
The State Theatre is an historic building on the west end of the Commons, a popular tourist
destination. The theater is worth a visit and is a unique setting for world-class entertainment. A
successful trip to the State would be a positive contributor to a tourist’s overall experience of
Tompkins County and could lead to return visits. Many State shows coincide with popular tourist
events such as Applefest and Chilifest.
Current
relationship:
Passive. According to ticket data (zip codes) they come to shows but we don’t
invite them specifically.
Influentials:
Convention and Visitors Bureau, Hoteliers, friends and family living in Ithaca,
college admissions offices
Self-interests:



Want to experience something to write home about
Want to experience something local and unique
Want to understand and evaluate risk
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Primary message: The STI is unexpected. It presents world-class entertainment at a reasonable cost
in a lovely historic setting
Strategy one:
Highlight the STI as a major tourist destination in Tompkins County by utilizing
various media targeted specifically to tourists.

Tactics:


Strategy two:
Provide STI brochures to the Convention and Visitor’s Bureau for
distribution.
Purchase advertising in local travel magazines to attract new visitors to the
theatre.
Add tourists to the listserve and tag them separately. Send quarterly
messages to persuade return visits.
Wrap STI shows into other tourist packages/experiences
Tactics:
 In special time-sensitive advertising, position State shows as part of the
festival weekend experience, where appropriate.
 Link with festivals to add State shows to their schedule of events.
Apple Fest
Chili Fest
Teacher’s Week
Ice-carving/Chowder Festival
Continue to develop profiles with:
Parents of Young Children
Current relationship:
Influentials:
Self-interests:
Messages:
Strategies:
Tactics:
Members of choirs/music ensembles
Current relationship:
Influentials:
Self-interests:
Messages:
Strategies:
Tactics:
Politicos
Current relationship:
Influentials:
Self-interests:
Messages:
Strategies:
Tactics:
Theatre lovers
Current relationship:
Influentials:
Self-interests:
Messages:
Strategies:
Tactics:
Members of churches
Current relationship:
Influentials:
Self-interests:
Messages:
Teachers
Current relationship:
Influentials:
Self-interests:
Messages:
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Strategies:
Tactics:
Strategies:
Tactics:
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SECTION III
Objective 2: Expand and improve the sponsorship program of the State by October 2011 so that each
show is identified with a corporate, media, and community sponsor
What are we selling?
For a participating business, sponsorship means exposure to a targeted audience or audiences. Patrons
of performing arts events tend to be older, more-educated, more civic-minded and with higher income
than the average person. This is a coveted demographic for many businesses. Businesses can sponsor a
show or series based on which show matches their brand best and which reaches its target market
best. In exchange for money, businesses get their logo on show posters, website page, etc.
Community sponsorship of events is takes advantage of the natural linkages of many non-profits and
the desire of these organizations to cross-promote events or services and reach each others markets.
In the past, the State has been successful in linking with the Family Reading Partnership to help
promote a show that promotes childhood literacy, such as Charlotte’s Web. This objective suggests
that the State expand this approach and find a community sponsor for every event.
Profiles of Potential Publics
1. Local Businesses
The positive impact of the STI needs to be reinforced with the various local businesses in the
community. The organization believes that all businesses, regardless of their proximity to the theatre,
will benefit from such an amenable attraction. Specific attention needs to be paid to
property/business-owners whose property within walking distance of the theatre to emphasize the
benefits of the theatre as a stabilizing force and generator of revenue, i.e., thousands of people walk
by your building on a weekly basis because of the draw of State shows. The organization understands
that the STI has had its ups and downs in the past and that a certain degree of education and
clarification about the new structure, staffing and mission need to be communicated in order for
businesses to feel confident about “investing” in the State.
Current
relationship:
Staff has done good job engaging but there is potential to do much more, throw the
net wider and ask businesses to do more in exchange for sponsorship
Influentials:




Chamber of Commerce board and leadership
Community leaders
Current high profile donors
Current high profile sponsors
Self-interests:






Raise profile in the community
Strengthen brand by strategic partnering
Make money
Keep staff happy
Attract good staff to area
Attract customers
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Primary
message:
Secondary
messages:
Data and research findings show the positive effect of arts sponsorship on
businesses.



Strategy one:
Tactic:
Present sponsoring an STI show as good public relations and smart business,
emphasizing responsible corporate citizenship and well as developing and
maintaining an important quality of life amenity (competition with companies other
regions and small cities for best staff)



Strategy two:
Tactics:
An active and animated downtown is good for Ithaca. A thriving State
Theatre, drawing audience from a six-county region, is a key component of
that approach.
Volunteers and support from local businesses are imperative for the theatre
to thrive.
Businesses can encourage their employees to patronize the theatre for
entertainment and engagement.
Make presentations to targeted business groups such as the Rotary, Lyons
Club, Chamber of Commerce, etc.
Coordinate one-on-one meetings between STI staff and Board
representatives and local business owners who express interest in learning
more about sponsorship.
Create lists of businesses, research their mission and values with our shows
in mind, and “matchmake” logical partnerships (See Appendix 1 for lists of
largest employers in the 6 county area surrounding Tompkins County)
Work with the existing sponsors and use them as ambassadors to encourage
support from “on-the-fence” businesses.


Host events at supporting business locations targeted to provide a
comfortable setting to encourage two-way communication to gain feedback
from businesses reinforcing the partnership mentality (such as a Chamber
“After Hours” event, etc).
Collect testimonials (written, video) from supporting businesses and
incorporate into messaging to other business owners.
2. Public Officials
The STI should pursue relationships with local elected and appointed members of Common Council,
Ithaca City government, Tompkins County government, Law Enforcement and State representatives.
Public Officials have an interest in promoting their home districts as great places to live, work and play.
They desire to attract new businesses and increase employment opportunities and tourism while
encouraging an active cultural scene for residents. Public officials have a personal interest in being
known for supporting economically advantageous projects to enhance their own opportunities for
reelection.
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Current
relationship:
Influentials:
Self-interests:
Untapped, tangential

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
Mayor, others on common council.
Business & community leaders
Press
Voters

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

Contribute to the success of a high profile amenity
Be associated with an organization that has strong public support
Be associated with an organization that has little controversy
Want to be part of the “Feel Good” moment, performing arts bring people
together for uplift
Leave a good legacy

Primary
message:
Secondary
messages:
As a public official, you have the opportunity to have your name associated with a
community enhancement that provides the potential for increased commerce and
quality of life for existing businesses and residences and the ability to attract new
residents and businesses to the area.


Strategy one:
Tactics:
Encourage public employees to patronize the theatre for entertainment and
engagement.
Use your office to seek and support funding for the STI.
Obtain vocal support from local and state public officials regarding the importance
of STI as an anchor of downtown and unique “non-campus” presenter of world-class
entertainment.


Obtain and publicize testimonial (written, video) from current public officials
as to their personal use and enjoyment of the State and their belief in its
importance
Invite local and state public officials to State shows, especially annual
fundraiser
Continue to develop profiles with:
Community Organizations
Current relationship:
Influentials:
Self-interests
Pimary Messages
Secondary Messages
Strategies
Tactics
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SECTION IV
Objective 3: By July 1, 2011 implement the use of internal project management tools that will provide
an infrastructure for the State’s marketing activities
The hiring of a part-time Marketing Manager means that marketing documents need to be shared
among staff members, both paid and volunteer. As opportunities arise, the ability to quickly find a
production budget or send an artist’s promotional photos, for example, becomes critical. Project
Management tools are ubiquitous and easy to use, but they are only successful when there is buy-in
among staff members to use them regularly and keep shared information current.
Audience

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
Current staff
Interns
Members of Board Marketing Committee
Messages

Admittedly, using these tools requires the individual to give up a measure of
control but shared files means shared work and the ability of a team to work
toward a goal.
Trust each other’s intentions and ability to work toward improving the earned
income picture of the organization; it requires everyone’s active participation

Strategy
Tactics
Strategy
Tactics
Research the use of project management tools that will serve the needs of the State
marketing team



Research calendar tools such as Google calendar
Research project management tools such as Google docs
Research knowledge sharing tools such as Wikis (See example Appendix 3)
On an annual basis, once the season has closed, begin process of mapping standard
marketing activities for upcoming season using internal project management tools
 Train relevant staff in the use of tools
 Gather information from contracted artists’ websites: write blurbs (pp. 6-7)
 Post promotional photographs, blurbs, video and reviews on knowledge
sharing sites (See Appendix 4)
 Propose primary and secondary markets for each production (p. 8)
Brainstorm messages and third party influentials for each market segment
 Create timeline for standard marketing activities (See Appendix 5)
 Load timeline onto shared calendar (See Appendices 7 & 8)
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Objective 4: By August 1, 2011 present a budget of time and money that will guide the State’s
marketing activities for the 2011-2012 season
Given the lean position of the State’s finances, it is important to protect the budget for marketing
activities from other pressing needs of the organization. A formal, mutually agreed upon marketing
budget will help staff and Board stay committed to funding marketing and will acknowledge the
strategic function of the area. Though a lump sum for marketing has already been approved as part of
the overall budget for the organization’s fiscal year, the process of allocating this lump sum to
individual items has not yet happened. Further complicating matters is the fact that the State shares
some of its marketing budget with Dan Smalls Presents (DSP), the company that books talent for the
State and rents the theatre for as many as twenty days per year. Allocating costs to individual tactics
will help maintain a firewall between DSP’s needs and the State’s needs.
Once the recommendations of this marketing plan have been considered, staff can choose which
tactics to pursue and research costs in terms of time and money required to execute each of them.
Audience



Current staff
Board of Trustees
Possibly, current and potential donors and sponsors
Message

As the marketing area of the organization adopts more professional practices, it’s
critical to create a marketing budget of “hard money” that will support their
activities, allowing them to plan, execute and evaluate their work
Marketing directly serves the bottom line and furthers the mission of the
organization
Marketing is the public face of the organization to the general public and key
audiences


Strategy
Tactics
Submit a marketing budget and brief narrative to the Board of Trustees in August 2011 that
maps out specific tactics and associated costs.





Review marketing plan, choose appropriate tactics based on estimated labor and
costs
Research tactics and costs
Assign each tactic a quarter it will occur in during 2011-2012:
o Q3 = July, Aug., Sept. 2011
o Q4 = Oct., Nov., Dec. 2011
o Q1 = Jan., Feb., Mar. 2012
o Q2 = Apr., May, June 2012
Once the season has begun, make time bi-weekly to review marketing costs, attach
actuals to budgeted costs
Use ticket office data to revise allocations, if necessary
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SECTION V
RECOMMENDATIONS
The above strategies and tactics are numerous and varied. Below are five recommendations that
would help meet objectives, as well as fulfill the needs of multiple key publics.
1. Activate the Ticket Office.
Train ticket office to conduct Point of Sale (POS) research and feed it back to marketing staff so that
adjustments to plan can be made based on sales and other feedback. Marketing staff can thereby get a
better sense of which markets they’re reaching and what tactics are leading to desired behavior. Train
ticket office in upselling.
Helps meet objective 1

Message:

Everyone on the staff (paid and unpaid) should be actively involved in
marketing: selling tickets and feeding data back to marketing staff
Ticket selling is the “front line” of marketing with closest contact with
consumer
Key publics
served:
1.
2.
3.
4.
5.
Previous ticket buyers
College students
Parents of young children
Grandparents of young children
Tourists
Implementation:



Create ticket office training module
Create procedures and mobilize tools that will support this training
Meet regularly (daily and then weekly) with ticketing staff to discuss
procedures and adjust as necessary.
Set and maintain high expectations for ticket office staff.

2. Establish regular practices of placing media especially flyers and posters
At times, the State offers many shows in a single month, taxing the ability of staff to keep up with
regular activities. A volunteer team needs to be cultivated that can be mobilized to help staff
accomplish “no brainer” tasks such as postering and dropping handbills at designated spots.
Helps meet Objectives 1 & 2
Message:
The visual element, posters and flyers, are a key support of an overall campaign,
supporting all tactics in a delightful way.
Key publics
served:
All
Implementation:

Identify high traffic, public spaces in the community, especially those
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




frequented by our targeted audiences. Identify with personal contact, if
possible, including name and phone number.
Create a spreadsheet, organizing these spaces geographically. Estimate the
time it will take to accomplish tasks and organize into hour segments.
Create a protocol/procedure list, including “equipment” list, information
about parking, etc.
Recruit a large pool of volunteers from Fb fans, college groups, high school
groups
Make needs known to volunteer and public service coordination offices on
campuses.
Maintain high expectations for the performance of volunteers
3. Conduct research.
The State can reach its audience, both current and potential, if it knows more about them. Collect data
from key potential markets such as rural families to find out their attitudes, habits, values and
behaviors. Collect data from current audience. Elicit testimonials. Find out which offers resonate with
which groups: price, premiums (gifts) and/or value-added experiences.
Helps meet objectives 1 & 2
Messages:
This theater and organization are a community resource. We want your
involvement and care about your ideas.
Key publics
served:
1.
2.
3.
4.
5.
6.
Previous ticket buyers
College students
Parents of young children
Grandparents of young children
Local businesses
Politicians
Implementation:

Create a research plan with timeline. Be realistic about staff investment
required to carry out plan.
Make contact with key members of targeted group. Be sure to prioritize
reaching beyond current audience.
Offer appropriate incentives
Distribute a survey to 500 current theatre patrons through the winter of
2011 and tabulate data in the spring to identify their behaviors, patterns,
beliefs, etc.
Take time to carefully craft good questions. Anticipate responses. (See
Appendix 2 for list of questions for focus group of rural families)
Test research tools on people NOT involved with theatre
Identify that 75% of the local community view the State as a valuable
amenity using survey or other statistical response mechanism distributed to
the community.
Do research into effective use of research tools such as surveys and focus

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groups
Match research tool with info desired, (i.e., a focus group is difficult to pull
off but may provide the meatiest information.)
Follow up with group or individuals after research is done so that they know
their ideas were valued
4. Build and maintain strategic partnerships with community groups and businesses.
It is critical that all staff, but especially marketing staff, amass a community rolodex and build social
capital among the leaders of community groups and businesses. Not only do they present
opportunities for sponsorship but their constituents, members, clients and customers can become
State ticket buyers.
Serves objectives 1 & 2
Message:
The State is a major player in Ithaca’s community life. The State is a team player
and is invested in making Ithaca a vibrant place.
Key publics
served:
1.
2.
3.
4.
5.
6.
Previous ticket buyers
College students
Parents of young children
Grandparents of young children
Local businesses
Politicians
Implementation:

Ask Board members to help make introductions to their networks of
community and business leaders
Explore opportunities for cross promotion. For example, determine how
much State playbill space can be devoted toward ad trades with other arts
organizations. Prioritize trades with organizations that serve your target
segments.
Join business and trade organizations such as Rotary, Lyons, and Americans
for the Arts.
Recruit 20 third party influentials from a variety of key publics by May 2012
to act as ambassadors from their groups to the theatre.
Attend events of other organizations, such as open annual meetings and
fundraisers, and invite them to State events.
Seek opportunities to do others favors.
Take opportunities to publicize other organizations when possible.
Seek opportunities to genuinely collaborate in small and large ways.
Think regionally, statewide, nationally and by affinity group. Look beyond
Ithaca for ideas and support
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5. Build and maintain strategic partnerships with community events.
The State can add to the momentum of another group’s event, rather than trying to continually “start
fires” on their own. This piggybacking can extend strained staff resources and dollars.
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Helps meet objectives 1 & 2
Message:
We’re everywhere!
Key publics
served:
all
Implementation:
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Maintain a calendar that lists major ongoing community events (festivals,
Library book sale, IC community plunge, Relay for Life) and keep an eye out
for new or one-time events (NCUR)
Prioritize which events are worth pursuing for partnership, based on
exposure and access to desired target segments
Find key connector to each event, do research to find points of contact,
make meeting, propose partnership and specific arrangement.
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SECTION VI
EVALUATION
Objective 1: Meet the ticket sales targets for the nine State-presented shows of the 2011-2012 season.
Evaluation criteria: Achieve 90% of ticket sales targets by May 2012.
Measurement:
Computerized ticketing system produces sales reports for each show.
 Omit complimentary tickets from totals.
Evaluation
Use ticket sales report actual numbers to compare with targets
Objective 2. Expand and improve the sponsorship program of the State by October 2011 so that each
show is identified with a corporate, media, and community sponsor
Evaluation
criteria:
Measurement:
Engage a corporate, media, and community sponsor for every show by October
2011.
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Evaluation:
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Number of new businesses, media and community groups contacted
Staff documents depth of contact with businesses, media and community
groups, measured by points of contact and level of engagement
New sponsorship contracts reflect new set of expectations of relationships
Track number of ticket sales generated by sponsorship via groups sales to
employees, posters in place of business, etc.
Conduct a “post-mortem” interview with each sponsor after show to review
relative value of relationship
Assess direct impact of sponsorship on ticket sales
Objective 3. By July 1, 2011 implement the use of internal project management tools that will provide
an infrastructure for the State’s marketing activities
Evaluation
criteria:
Measurement:
Achieve 80% weekly interaction by staff with tools by October 31, 2011.
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Monitor google docs activity
Monitor wiki activity
Monitor google calendar activity
Note types of documents posted and where posted
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
Evaluation:
Note the number of people using tool
Meet with staff at the end of the season to evaluate the use of tools and discuss
how they can be changed to better serve internal communication needs
4. By August 1, 2011 present a budget of time and money that will guide the State’s marketing
activities for the 2011-2012 season
Evaluation
criteria:
Submit detailed document to Board of Trustees for review by August 2011
Measurement:
Timely delivery, accuracy and relevance of data
Evaluation:
Midway through, and at the end of the season, key staff will review budget with an
eye to relevance and revision/reallocation within marketing allocation.
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SECTION VII
SOURCES
Assad, H., Bailey, E., Fegley, S. & Monagan, S. (2011). “Smart fun: Promoting Ithaca’s Discovery Trail to
retired grandparents.” Class paper, Park School of Communications, Ithaca College, Ithaca, NY.
Casillas, J., Doherty, J., Monagan, S., Munro, A., Tefft, B. (2007). “Cayuga Waterfront Trail
strategic communication plan.” Class paper, Park School of Communications, Ithaca College,
Ithaca, NY.
Colbert, F. (2007). Marketing culture and the arts, 3rd ed. Montreal: HEC.
Handel, M. (Ed.) (2003). The sociology of organizations: Classical, contemporary, and critical readings.
Thousand Oaks, CA: Sage Publications.
Kolb, B. (2005). Marketing for cultural organisations, 2nd Ed. London: Thomson Learning.
Monagan, S. (2008). “Using Theory to Inform the Transformation of Performing Arts Marketing.”
Class paper, Park School of Communications, Ithaca College, Ithaca, NY.
Rogers, E. (1962). Diffusion of Innovations. New York: Free Press of Glencoe.
Wilson, L. and Ogden, J. (2004). Strategic communications planning, 4th ed. Dubuque, Iowa:
Kendall/Hunt Publishing Company.
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SECTION VIII
APPENDICES
Appendix 1.
Top Employers in Surrounding Counties
p. 27
Appendix 2.
Sample Questions for Focus Group w. Rural Families
p. 29
Appendix 3.
Screen Shot of State Marketing Wiki Home Page
p. 30
Appendix 4.
Screen Shot of State Marketing Wiki sub-section, Performance Page
p. 31
Appendix 5.
Time Table of Standard Marketing Activities by show
p. 32
Appendix 6.
Marketing Overview by Task Type
p. 35
Appendix 7.
Screen Shot of Google Calendar w/ Marketing Tasks
p. 39
Appendix 8.
Google Calendar Agenda of Marketing Tasks
p. 40
Appendix 9.
Screen Shot of Google Docs activity
p. 41
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Appendix 1: Top Employers of Eight Counties Surrounding Tompkins County
Guidelines:
 Use Craine’s Business Directory to find out the preferences, likes, dislikes of CEO, CFO.
 Or is it more important to know the preferences, likes, dislikes of gatekeeper or workers?
 Glean orientation of organization: look at HR, look at perks, public affairs and public relations,
and the kinds of activities the company is engaged in and has already supported.
 Try to determine, what is their brand? How does association with The State enhance their
brand?
 Ask for input for hr departments
 Re: sponsorship: What’s in it for the employer? Company wants to enhance their sense of
caring for employees. Pride in enhancing community. What is the benefit to organization?
 Make a proposal that plays to their strengths, package or program that the HR dept can do for
their people, capitalize on something that fits organizations and is specific (connect with
parents, e.g.)
 Intern should begin to research the list of local corporations and see if they might provide good
links for sponsorships and group ticket purchases.
 Create a grid that an intern can fill in with data from corporate websites?
 Fields could be: # of employees, location, function of company, other corporate giving they do,
level of sophistication
Cortland County
Go to: http://www.cortlandbusiness.com/MajorEmployers.php
29 over 100 employees
9 that are private and over 200 employees
Yates County
Dundee Foods
Tioga County
Lockheed Martin Systems Integration,
Sanmina Corporation,
Ensco, Inc.,
Tioga County Government.
Broome (includes Binghamton) County
Binghamton University
Lockheed Martin
United Health Services
Gannett
Lourdes Hospital
IBM
Endicott
Interconnect Technologies
BAE Systems
Maines Paper & Food Service, Inc.
NYSEG
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Matco Electric Corporation
Sanmina
Universal Instruments Corp.
Frito-Lay Inc.
NCI
Cayuga (Aurora) County
Go to Merry go Round Theatre and research
their sponsors
Seneca County
http://www.senecacountyida.org/site/employe
r_list
14 companies over 100 people
Chemung (Elmira) County
Company is listed with number of employees
next to it
Elmira American Customer Care 250
Anchor Glass Container 375
Arnot-Ogden Medical Center 1600
Cameron Manufacturing & Design 230
Chemung Canal Trust Company 300
Cutler-Hammer 325
Dalrymple Gravel & Contracting 250 - 350
DeMet's Candy Company 100
Elcor Health Services 250
Elmira College 325
General Revenue Corp 300
Hardinge Inc. 400
Chemung (Elmira) County (cont’d)
Hillard Corporation 425
F.M. Howell & Company 300 - 350
Kennedy Valve (McWane Inc.) 400
Schweizer Aircraft Company 1100
Southern Tier Custom Manufacturing 150
St. Joseph's Hospital 1,000 - 1,200
Swift Glass 125
Synthes 350
Thomas and Betts 400
Travelers Insurance 225
Trayer Products 225 - 250
Vulcraft of NY, Inc.
Schuyler (includes Watkins Glen) County
Company is listed with number of employees
next to it
BMS Manufacturing 36
Camp Monterey 140
Cargill, Inc. 98
NYS Fire Academy 52
Parmenter 69
Schuyler Hospital 450
The Arc of Schuyler County 150
The Falls Home 55
The Watkins Glen Harbor Hotel 121
Wagner Lumber 95
Wal Mart 294
Welliver McGuire 169
US Salt Company 130
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Appendix 2: Possible Questions for focus group of rural families:
What shows have you enjoyed in the past? This can be anywhere
What were 3 things that were special about them?
Were there shows you were disappointed by?
3 reasons why?
Name 3 obstacles to going to shows.
If you were trying to convince a friend to see a show, what would you say?
Where do you spend the majority of your time?
Where do you read/hear about things to do around here?
Who influences you?
If you were in our shoes, what messages would you use to motivate you?
How would you transmit them?
What’s a way you splurge?
How do you justify the purchase?
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Appendix 3.
Screen Shot of State Marketing Wiki Home Page
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33
Appendix 4.
Screen Shot of State Marketing Wiki sub-section, Performance Page
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34
Appendix 5.
Time Table of Standard Marketing Activities by show
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35
35
36
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Appendix 6: MARKETING OVERVIEW BY TASK TYPE
PROMOTIONS
Coordinate permission, labor and visual displays for tabling promotional opportunities
Ticket giveaways require people to spend more time at your table talking with you and engaging
with the materials you’ve placed on the table. You will want to collect names and addresses for
your raffle rather than just phone numbers. This way, we can add people to our mailing list.
Tabling requires permission and approval. Materials you will need:
Tablecloth
banner
Duct tape, safety pins
brochures
Quarter sheets
Copies of publicity photos
Easel
Materials for ticket giveaways (receptacle for name/number sheets, name/number sheets,
pens)
a canopy, table and chairs, a way to play music and transportation to and from the event.
Design an eye-catching and attractive display board to put on your easel announcing shows.
recruit volunteers to table, be sure to schedule someone to setup and break down the display.
Please ask volunteers to try to engage passersby rather than sit and read/text/etc.
arrange tickets for your ticket giveaway winner.
Remember to promote the season as a whole along with an individual show
Apple Fest (September), Chowder Fest (December) and Chili Fest (February).
http://www.downtownithaca.com/events/all
Look for opportunities for your artists to perform a “preview” before the show.
PUBLICITY
Write press releases
Acquire publicity photo shoots
Acquire video
Arrange ticket promos with area radio stations
Suggest stories to area media
Send PSAs to radio stations and websites
update media list.
Deadlines for press releases are based on media deadlines. The first draft is due roughly one month
before show
follow up the release with phone calls and to try to arrange for reporters to write feature (preview)
stories.
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best bets to pursue for reviews and feature stories:
The Ithacan (Accent Editor)
The Ithaca Journal (Ticket)
The Ithaca Times
Cornell Daily Sun
Tompkins Weekly
The Syracuse Post Standard
Research appropriate new publications and websites
write and send PSAs to local radio stations. These should be in 10, 15, and 30 second formats and
should be taken from the press release. Read your copy out loud and time each format.
Go to WICB online and IM DJ’s during their shows to discuss ticket give-aways,
Some other local radio stations are:
Q104 FM in Ithaca
Power 99.9 FM in Cortland
93.5 WVBR
Lite 97 in Ithaca
DESIGN
coordinate the production of design materials
assure brand coherence
advise the design of promotional displays
Supervise the timely ordering and delivery of print materials, including ads, flyers, posters,
postcards, and other promotional materials
Arrange for distribution of print materials
Posters:
Do not give posters to people who are not going to put them up
Cornell requires permission for postering
IC has dedicated boards for off-campus groups in the Campus Center, Music and Theatre will put
up posters as well
Consult Excel sheet for community locations for postering
Bring 3 posters to the Downtown Ithaca Allaince (in Center Ithaca) and they will post them
Bring posters and/or fliers to the Ticket Center (also in Center Ithaca)
Quarter Sheets:
Should be designed and printed in time for tabling and drops
GROUP SALES
Write a letter with a rate sheet for each production. The letter should include a blurb about the
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production as well as a list of the benefits of group sales. It should be short and to the point. The
rate sheet should have all relevant financial information, esp. prices and payment options.
Identifying Specific Groups:
Research the performer and past performances online.
Brainstorm with the Marketing Committee and staff to identify groups who might be interested in
seeing the show. Look for common themes, clubs, classes, or groups, cultural interests, political
causes, anything that might make a show especially interesting to an identifiable group.
Follow up ideas and pursue the members’ of the committee’s personal and professional networks.
Read local papers and websites with making connections between performers and potential groups
in mind.
CU & IC Residential Life - Meet with staff and present opportunities for dorm “floor activities”.
Initial contact should be made five weeks prior to each show opening. Keep careful notes of
contact made, results of contact and follow up actions.
It may take several tries to contact the correct person at the organization you are pursuing.
STUDENT GROUP SALES
As soon as you identify a performance that may appeal to educators (of any age group), reach out
to them and let them know. It’s never too early!
Initiate the creation of a study guide
Produce and mail an educator-focused flyer and cover letter
Work with ticket office to coordinate sales
Write thank you notes
MARKETING TIMELINE
BEGINNING OF YEAR
Reach out to other arts groups for trade ads in playbills
Reach out to CU & IC Dept. of Res. Life and schedule a meeting.
Reach out to all sponsors with request for meeting about “strategic alliances”
Coordinate permissions for tabling at Downtown Ithaca Alliance and other events
Clean media list
Prepare groups list
8 WEEKS (at least):
Send flyer and letter to schools with information about the performance
5 WEEKS
research performer, collect materials: video, articles, photos, store on wiki
prepare at least 7 separate “stories”
Identify targeted groups
Prepare letter/rate sheet to groups
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4 WEEKS
Write Press Release & PSAs.
Write Fact Sheet. Post in the box office
Share information about the show with the board, committee, staff
Share info with sponsor
Update website
Quarter sheet design due, send to print
Poster design due, send to print
Postcard design due, send to print
Do phone follow-up to group sales mailing.
3 WEEKS
Send PSAs to radio stations on the press list
Create facebook event
Organize team to distribute posters, quarter sheets, postcards
Send Study guide to schools groups
Send invoices to school groups
2 WEEKS
Follow up media releases with e.mails and phone calls
1 WEEK
Launch daily facebook and twitter updates, post video and articles
DURING PERFORMANCE
Meet groups
AFTER THE PERFORMANCE
Thank reporters for writing about the show, tell them about future shows.
Send thank you notes to groups
Submit final group list/spread/report
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Appendix 7: Screen Shot of Google Calendar w/ Marketing Activities
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Appendix 8: Screen Shot of Google Calendar Agenda of Marketing Tasks
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Appendix 9.
Screen Shot of Google Docs activity
43