Making Research Actionable: A case study Ushering in a new Era of Audience Development at the NAC Orchestra November 20, 2008.

Making Research Actionable: A case studyUshering in a new Era of Audience Development at the NAC Orchestra

November 20, 2008

Showcase a whole-of-business approach to data analysis, audience research, strategy development

and marketing execution.

Insights, decisions, actions Institutional culture change

Audience Relevance

To be actionable, research must be

Timely

Relevant to decision

Translated into decision-making terms

Shared effectively with decision-makers

Audience Development ProjectBusiness Issue: Need to understand the factors that

affect the Orchestra’s subscriber base

Purpose: Strategy for rebuilding and sustainably expanding audiences over the next 5 years

Mandate:Diagnosis and Prescription

Sponsor: CEOReporting: Managing Director, NAC Orchestra and

Director of Marketing

Lots of data, but what’s the story?

Contextualizing internal data with external data

Each series had its own dynamics• Interviews were

invaluable to understanding

Family Income (in 2004$)

Inflation

Avg ticket price(in 2005$)

Attendance rate

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Answering critical business questions e.g.: A question of supply?

Capacity for Main series has not changed in 12 years

– Mid-1990s rebuilding aided by reduction in capacity

Revenue has risen until the last 2 years due to price increases

The supply question misses the point. – Concert experience– Value for money– Relationship building– Relevance to audiences– Community engagement– Artistic quality

Data-driven insights help redefine the issues

• NACO’s cumulative reach is significant• Benchmarked to secondary research sources

• Few true “new” leads means need to shift marketing and programming approaches toward re-acquisition

• Re-acquisition requires re-introduction

New ways of looking at the business dynamic

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Pricing

Packaging&

Schedule

Supply &

Capacity

Learning&

Discovery

ConcertExperience

Repertoire &

Star Power

Audiences&

Motivators

Community Engagement

MarketingDirect

On/Off-line

CustomerRelationship Management

(CRM)

Reputation Mgmt& Buzz

CustomerService

Living Strategy• Findings used to implement changes for 07/08 season

and changes used as strategy test case• Goal: increase number of subscribers (by 5.5% overall -

with specific sub goals) and maintain 06/07 revenue• Subscriber events (segmented)• Volunteer engagement• New packaging options• New pricing strategy• Enhance concert experience• Toward story-driven marketing• Strengthen community presence

• Monitor and evaluate

Increase in subscriptions of over 13% Highest number of subscriptions in 19 seasonsIncrease in overall revenue

Overall campaign targets were met Evaluation of pricing strategy suggests it is working as intended

Results for 2007/08

LIVING STRATEGYCollaboration, Creativity, Challenge

Fire-Aim-Fire• Subscription campaign– February to December 2007

• Concurrent strategy development process– Organize for success

• Multi-functional working group, topical sub-working groups, coaching

• Define audience development as responsibility of entire institution

Create Research Framework

Diversity: Ottawa a “market of niches”

Audience becomes defined as “markets” and “communities”

GLBT: est. 55,000 to 75,000 Diplomatic Corps: est. 6,000 to 8,000

Generational imperative: Seniors ~ 15%, Boomers ~31%

2001 census

Ottawa Gatineau Toronto Vancouver Montreal Calgary

Population 806,096 257,568 4,647,955 1,986,965 3,426,350 951,395

Immigrants 21.8% 5.0% 45% 39% 20.4% 21.7%

Visible minorities

18.0% 3.7% 36.8% 36.9% 13.6% 17.5%

Chinese 27,775 1,030 409,535 342,664 52,110 51,855

Black 34,875 3,310 310,500 18,405 139,305 13,665

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Statistics Canada data on motivators and inhibitorsReasons for Attending Live Performances or Artistic Events - May 2000 (STATSCAN)

Total Mentio

n %

To be entertained, to relax or enjoy oneself 71

Interest in specific events, performers or work 23

To learn, to stimulate or challenge oneself

12

To accompany friends or relatives 10

Just for something to do9

To educate/entertain children5

To see well-known works or performers 4

Reasons for NOT Attending Live Performances or Artistic Events - May 2000

Total Mentio

n%

Not enough time40

Not interested/too boring31

Too expensive29

Few performances/facilities in my area 12

Hard to get to venue/too far16

Health problems6

Family responsibilities5

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Focus Groups enlighten how it’s never just one motivator at work“I prefer to have intellectual and emotional content, but I still enjoy a good time.” (ET)

“The single most important thing to me is knowing the music, but a sense of discovery is important, too. I want to be surprised by it. I want to walk in there and learn something new.” (POPS - Senior single ticket buyer/gen pop)

“I was tapping my toes the whole time. It was the whole package. The big thing is that it made me laugh. That trumps setting and perfect acting.” (BC Scenes)

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Redefining Competitive Landscape• Look to other sectors that appeal to same audience• Evolve benefit statements and value propositions• Competitors, e.g.:• Spas (relax and rejuvenate)• Movie Theatre (big action, visual, story)• Museums (hands on exploration and discovery)• Pro-Sports (tribe)

• Complementary, e.g.: • Other live performing arts venues• Music and art supply stores

Test and Experiment• Focus groups

• Pops Programming and Marketing• 3rd year for focus groups – and 1st year to supplement with online survey• Continue work on decision-drivers to purchase, post-purchase evaluation (what makes a

concert memorable), loyalty drivers• Concert experience experiments

– Post-concert talk back• Survey participants to gain instant feedback• Number of participants regular part of programming promoted in subscription brochure

– Post-concert live podcast recording pilot (Principal bassoon, conductor, soloist, audience questions)• Survey participants to gain instant feedback live podcast recording as part of season opening week – special event and 300 to 400

people stay– On stage seating

• Survey audience special perk (NACO Week)• Online Surveys

– Beethoven festival (07/08) festival concept ideas tested and put on highly successful artistically and sold-out Mozart-Brahms festival to open 08/09

Programming and Marketing for 2008/2009

Interim results positive

Customer Relationship Management

(Process and Software)

Articulate Vision: A Customer-Centric Institution

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Adopted as 5th pillar in 2008-2013 NAC Strategic Plan

Actionable Research Design – Step 1

Actionable Research Design – Step 2

Research• Research objectives• Methodology • Implementation/

Logistics• Report of findings

Actionable Research Design – Step 3

What does it mean? insight

Ideally, a creative and collaborative process with decision-makers

Seize the Opportunity

ResearcherFacilitatorStrategistPartner

Change agent

Getting in touch

Inga Petri, CMRPPrincipalStrategic MovesOttawa, Ontario

[email protected]

On the go: 613-558-8433 Wired: 613-237-8433

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