TRG’s latest work has focused on how ticket pricing and inventory management practices impact patron loyalty. The conclusion? Pricing – especially top-end tactics like dynamic pricing – must recognize and reflect the impact of these strategies on the loyalty of subscribers, donors, group and single seat buyers alike. Why? The risk of reduced contributed revenues is too great to ignore.
In this webinar, CEO Rick Lester and President Jill Robinson offer must-know insights about the new tools, processes, and revenue results that come from placing the most loyal patrons in the best seats at the best price.
3. Pricing Myths
Higher prices are barriers to entry
Higher prices make patrons less sticky
Dynamic pricing is synonymous with bad
customer service and damages loyalty
Subscriptions are (finally) dead
4. Pricing Facts for Today
Advocates want your company to thrive
High value patrons generally buy “best” seats
• Most expensive seats always sell first
Season tickets are still a key to loyalty
• Recency and Frequency: building blocks to
loyalty
Pricing plays a powerful role
5. TRG’s Patron Loyalty Study
Quantifies each patron relationship
• Transactional examination across all revenue sources
• Demography overlaid on a household level
• History of seating choices
• Patron behaviors across TRG’s National Data Network
Findings
• Each patron household scored and ranked
• Results plotted onto PLI Heat Maps
• Grouped into commonly defined cohorts
7. What Makes an Advocate?
Performance
Attendance
• Frequency of
subscription
• Recent single ticket
purchase
Donation Activity
• Less consistent year
over year
8.
9. What Makes a Buyer?
Active 3.5 Years
• Buy many Tickets
• 86% Recent Activity
• 76% Recent
Multi-Buyers
Fewer are Donors
• Much less likely to give
• Only 39% recently
Smaller Gifts
• $359 annually vs.
Advocates’ $7,500
10.
11. Who are Tryers?
85% of All
Patrons
Very Little Loyalty
•Only one year activity
•Only 45% with recent
purchase
12.
13. Generational Impact on Loyalty
Patron Loyalty Compared to Patron Loyalty by Genera on
Community
100% 1% 2%
5% 8%
12%
100% 7% 7% 90%
90% 80% 31% 25%
22% 24%
80% 70%
44%
70% Gen Y
Gen Y 60%
60% Gen X
Gen X 50%
50% 49% Boomers
49% 50%
Boomers 40%
40% Tradi onalists
Tradi onalists 63%
30% 30%
20% 42%
20%
22% 19%
10%
10% 18%
0%
Total Total 0%
Organiza on Community Advocates Buyers Tryers
14. Loyalty by Price Section
Subscription Sales
Advocates Buyers Tryers
45% 20% 20%
40% 18% 18%
16% 16%
35%
14% 14%
30%
12% 12%
25%
10% 10%
20%
8% 8%
15%
6% 6%
10%
4% 4%
5% 2% 2%
0% 0% 0%
M1 M2 M3 M4 M5 Box L1 L2 L3 L4 L5 U1 U2 G1 G2 T1 T2 M1 M2 M3 M4 M5 Box L1 L2 L3 L4 L5 U1 U2 G1 G2 T1 T2 M1 M2 M3 M4 M5 Box L1 L2 L3 L4 L5 U1 U2 G1 G2 T1 T2
Main Floor Boxes Lower Balcony Gallery Terrace Main Floor Boxes Lower Balcony Gallery Terrace Main Floor Boxes Lower Balcony Gallery Terrace
Advocates as a Percentage of Total Sales Buyers as a Percentage of Total Sales Tryers as a Percentage of Total Sales
15. Loyalty and Subscription
Subscription Purchases by Loyalty Group
Advocate Subscrip on Buyer Subscrip on Purchases Tryer Subscrip on Purchases
Purchases
35% 60%
35%
30%
50%
30%
25%
25% 40%
20%
20% 30%
15%
15%
20%
10%
10%
10%
5% 5%
0% 0% 0%
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Good afternoon, everyone. It’s a real treat to be with so many of you today. Thank you for joining us. We come to you at an important time of year for arts managers. Seasons are underway. Patrons and visitors are coming to see the programs you have to offer. And, even as most of you are wrapping up your subscription campaigns for THIS season, you and your colleagues are already beginning to think about and plan for NEXT season. The decisions you make now – for this season and next – can be game-changing. That’s why my partner and colleague Rick Lester and I wanted to share our firm’s current thinking about pricing and loyalty. Most of us first heard the words “dynamic pricing” uttered by Rick Lester. He introduced the concept more than a decade ago. Rick pioneered TRG’s counsel on demand-based pricing and is our firm’s thought-leader on the subject. He has taught the field at industry conferences nationwide. He is now also teaching the next generation of arts managers as Distinguished Visiting Professor of arts management at SMU --Southern Methodist University—in Dallas. It’s my pleasure to introduce the founder and CEO of TRG Arts, Rick Lester. Rick…
Pricing is a tool for connect many elements together.
SAMPLE CASE – Real data. EVERY Case is different. NO two are alike. But this case offers a glimpse into the process.385 households contribute 15% of all revenueVery High FREQUENCY scoresAdvocates attend first, donate second
Key Drivers: They do almost everything – and typically have ONE primary revenue driving activityAGAIN – every definition of an advocate varies from organization to organization
This is a large group of active ticket buyers -- 21,630 households contribute 54% of revenue.Frequency: One less activity per year compared to Advocates – They do “something AND something else” – but NOT everything.
Missing activities in red – not predictable. Keys to targeted activities.
Huge number of patons – little total revenuesFrequency: a bit more than 1X per year.Recency: 15 times more likely to be a STB compared to donors activity (45 to 3)Finding success with Tryers requires very different strategies than success with Buyers.
Look at all the MISSING transactions.
Few differences when compared to other arts organizations in the market – slightly more dependent on older patronsSignificant differences by ABT grouping – Advocates are significantly older than Buyers and Tryers. Generational risk going forward for this organization.
Frequency of attendance is a loyalty driver. The bigger the package, the more loyal the patron. Packages, offers AND PRICES must encourage frequency ------ and produce more loyal patrons.
Inventors of Scale-of-HouseOdeon of Herodes Atticus, an amphitheater built on the south slope of the Athenian Acropolis, restored with new marble and used for theatre and musical events
Very traditional scale plan.
Traditional fill patterns with subscribers camped on the price breaks and sales results focused on high value locations: most and least expensive inventory
Widely scattered with limited access to “best” seats.Limited access to expensive inventory – which isn’t enough to drive loyalty.
Much greater result with better/best seating locations. Location matters to these more knowledgeable patrons.
Much more narrowly targeted results. Advocates purchase patterns closely follow scale plans – with predictable outliers based on highly emotional subjective judgments about the quality of the experience – Gallery or Choral Terrace.
Thank you so much for attending.There will be video of the webinar on the TRG website posted in the next week. We will send you an email with the link once it is posted. If you had any remaining questions, we would love to talk to you! Email us at info@trgarts.com.