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. 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. 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. 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. 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. 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. 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. 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. 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. 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.