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Audience and Resource Development Plan

Audience and Resource Development Plan


AGAD 232
December 11, 2013
Kate Jestadt, Krista Posyniak, Kristin Watt



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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Table of Contents

Situation Analysis .......................................................................................................................................... 2
Goals and Objectives ..................................................................................................................................... 3
Audience and Stakeholders .......................................................................................................................... 4
Strategies and Tactics ................................................................................................................................... 5
Key Messages ................................................................................................................................................ 8
Timeline/Budget ........................................................................................................................................... 9
Strategies and Tactics ................................................................................................................................. 10
Evaluation ................................................................................................................................................... 12
Appendix ..................................................................................................................................................... 13




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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Situation Analysis
The Brian Webb Dance Company (BWDC) has the largest contemporary dance season company
west of Toronto. BWDC is led by founder and Artistic Director Brain Webb who has been an influential
dancer on the Canadian scene since the 1970s. Currently celebrating their 35th season, BWDC is
committed to bringing new works to the dance community through collaboration with artists locally,
nationally and around the world. The Season typically runs from October to April, presenting five shows
and hosting an annual art auction. BWDC strives to foster dialogue between dance artists and
audiences, make connections between established and emerging artists and to build interactions
between professional artists and educational institutions.
On September 18 2013, a meeting was held at Bottom Line Productions between Krista Posnyiak,
Kristen Watt, Kate Jestadt, Liz Lepper and Darka Tarnawsky regarding the Brian Webb Dance Company.
During the meeting it was revealed that Bottom Line Productions was interested in learning more about
the audience they already knew existed; what are the demographics of the majority of the audience,
what other arts related events do they enjoy and what does the audience want more of in the BWDC
season were some of the questions asked. Between September 30 and October 15 2013, a survey was
sent out by e-newsletter, as well as at the opening show, to collect information and help answer some
of these questions.
Currently the BWDC is working well in promotions, advertising, and publicity as they have built in
connections with media and sponsors. It must be acknowledged that this plan looks at new ways to
increase audience and resource development. It does not expand on existing media and sponsor
structures, as BWDC is well aware of the confident connection with these resources. This plan
acknowledges the connection BWDC has with print (Journal, Vue, Avenue), television (City TV), and radio
(CKUA).

The following is a SWOT Analysis to examine the current strengths, weaknesses, opportunities and
threats of BWDC.
Strengths
Diverse programming
Dedicated audience members/ subscriber base
High profile in Edmonton Arts community
Longevity/ reputation (35 years)
Capacity (room for audience to growth)
Collaborative with other art organizations/ genres
Youth Initiative Program
Long time donors
Venue location and quality
Connection to MacEwan
Connection to Canada Dance Festival
Art Auction Fundraiser
Wide range of sponsors and funders


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Weakness
Limited resources
Small staff (Brian & Liz)
Ageing audience demographic
Tickets sales inconsistent (some shows sellout, others are a tough sell)
Artistic Director not up to date with technology
Niche genre
Short run time of productions (only 2 days)
Scope is limited to Edmonton

Opportunities
Stable economy
Large arts community in Edmonton
Growth of social media
Higher disposable income in ageing population
Partnerships with other organizations
Threats
Ageing population
Less disposable income in students/ younger generation
Busy schedules
Technology expectations
Saturation of contemporary theatre/performance auidence

Goals and Objectives
Based on the SWOT Analysis, the following are goals and objectives to meet the needs of BWDC:
Audience Development
Goal: To attract a younger audience demographic
1. Add ten new season subscribers under the age of 30 in the 2014/ 2015 Season.
2. Upgrade use of technology and social media
Goal: To increase consistency in audience attendance
1. To have 75% audience capacity sold for each performance in the 2014-15 Season.


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Resource Development
Goal: Find a corporate sponsor for the Youth Initiative Program
1. To secure a corporate sponsor for the 2014/2015 Youth Initiative Program that will subsidize the
price of 100 tickets per show for the entire season amounting to an ask of $10,000.
Goal: Increase individual donors
1. Increase individual giving by 10% amounting to annual revenue of $10,000 in the 2014-15
Season.

Audience and Stakeholders
The following are Stakeholders for audience and resource development associated with BWDC. They
have then been identified as internal and external stakeholders.
Audience Development
Internal stakeholders
Board Members
Brian Webb
Liz Lepper
Artists
Single ticket buyers
Season tickets buyers
Volunteers
Bottom Line Productions
External Stakeholders
Dance community
Media
Timms Centre for the Arts
Past attendees
Edmonton Arts Community



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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Resource Development
Internal stakeholders
Season ticket holders
Single ticket buyers
Bottom Line Productions
Volunteers
Current donors
Board Members
Brian Webb
Liz Lepper
Sponsors- MacEwan University, Avenue Magazine, Vue Weekly, City T.V., Woodward design,
CanDanse, Timms Centre for the Arts

External
City of Edmonton
Edmonton Arts Council
Alberta Foundation for the Arts
Edmonton Arts Community
Potential Donors
Potential Sponsors

Strategies and Tactics
Audience Development

Goal 1: To attract a younger audience demographic
Objective Strategy Tactic
Add ten new season subscribers under the age
of 30 in the 2014-15 Season.
Promotional
strategies
Information booth
Focus group
Articles in school
newspaper
E-mail blast
Upgrade use of technology and social media. Promotional
strategies
Research
Add Instagram
Consistency


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Goal 2: To increase consistency in audience attendance
Objective Strategy Tactic
To have 75% audience capacity sold for each
performance in the 2014-15 Season.
Price Strategies E-mail and Social
media blast
Facebook ad
Flexible Season
packages


Several strategies will be implemented to achieve the goals for audience development. The first
goal is to attract a younger audience demographic. In order to achieve this, students at post-secondary
institutions within Edmonton will be targeted. A variety of tactics will be used to approach this audience.
Having access to the faculty and administrative e-mail directories will be essential to communicate the
seasons information, pricing, discounts, programming, events, and student accessibility.

An advertisement in the school newspapers and a booth set up at the student orientations will
access the university audiance. The booths will be prepared with pamphlets and other information to
distribute to the students; this will inform the students of prices, BWDCs season, volunteer
opportunities, and the involvement the BWDC is within the community.

Upgrading BWDCs use of technology and social media will also be implemented. Research will
be done into what other dance organizations are undertaking in their online campaigns. BWDC is
already involved in several social media networks such as: Facebook, Twitter, Pinterest, and Tumblr. A
significant social network that will be introduced will be Instagram. Instagram is one of the top three
used social media networks used by younger audiences. This addition would give greater access to
offering people updates, pictures, videos, and postings. Maintaining more consistency in postings and
updates on the social media networks will also have a positive effect of communicating to younger
audiences. Likewise, affirming consistency in the updating process from the BWDC will also in-turn
captivate more consistency of viewings, posts, comments, shares, and tweets from younger audiences.

The second goal concerning audience development is to increase consistency in audience
attendance throughout the season. The BWDC is expecting to have a 75% audience capacity sold for
each performance in the 2014-15 season; this will be achieved through several different tactics.

The first tactic will be to create an e-mail and social media blast, where upcoming performances
will be advertised and promoted to all contacts, also showing how and where to buy tickets. Facebook
and Twitter have the option to set-up tweets and updates on a timer to make this tactic more efficient.
This promotion will be put into effect the day before the performance to cater to Edmontons credibility
to being last minute ticket buyers.

Facebook ads are another tactic that will be put into place to help target as many interested
audience members as possible. The Facebook ads have a targeting option where you can target your ads
for specific demographic such as: age, gender, and location. This tactic will be a great avenue for
building our audience consistency in attendance at performances throughout the season. As well, this
can be monitored for evaluation.


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Lastly, there will be the development of flexible season packages. The option of having different
season packages will entice people to become season subscribers as they will be more personable and
flexible to suit peoples lifestyles and schedules. Having focus groups of both younger and older
audience will give the ability of understanding what similarities the younger and older audiences enjoy
or want. Since an older audience demographic is the predominate age group of the BWDC, including the
older generation in the integration of an increased younger audience will create a more compatible
future season.

Resource Development
Goal 1: Find a corporate sponsor for the Youth Initiative Program
Objective Strategy Tactic
To secure a corporate sponsor
for the 2014/2015 Youth
Initiative Program that will
subsidize the price of 100
tickets per show for the entire
season amounting to an ask of
$10,000.

Corporate Sponsorship Proposal Direct Mail
Follow-up in person ask

Goal 2: Increase individual donors
Objective Strategy Tactic
Increase individual giving by
10% amounting to annual
revenue of $50,000 in the
2014/2015 Season.

Approach season ticket holders
to become individual donors
Direct mail with letter
and brochure
Upgrade donor payment
options through online
credit and paypal
options

The first goal for resource development is to find a corporate sponsor for the Youth Initiative
Program. A specific set of tactics will be used to achieve this goal. Firstly, a corporate sponsorship
proposal will be created as well as a list of potential sponsors. Since the ask is for $10,000 to subsidize
the cost of the tickets, there will ideally be a first, second and third choice sponsor. Once the potential
sponsors have received the proposal, there will be a follow up and an in-person ask. The potential
sponsors include:
Century Hospitality Group
Servus Credit Union
Sunlife Financial
These sponsors have been chosen based on their current community involvement and value alignment
of their company with BWDC. Please see attached sample letters in document appendix.

Secondly, in order to increase the number of individual donors, current season ticket holders
will be approached through various tactics to become donors. The first tactic will be a direct mail


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
campaign. Using names from the season ticket holder database, individuals who have been a subscriber
for two or more years and who have not yet made a donation, or have made a donation in the past but
did not continue to give will be included in the direct mail campaign. We estimate this number to be
about 500 recipients. The direct mail campaign will include a letter from Brian Webb, BWDC donor
benefits, how BWDC uses the donated funds, as well as a brochure of their upcoming season. We will
also include appropriate postage and an envelope for people to mail back their donations.

Along with the direct mail campaign, donating will become easier and more accessible.
Currently the BWDC donation program on the website requires the individual to download and print off
a donation form. The individual is then asked to mail in their donation. Individuals should be provided
with an opportunity to make a donation online, quick and easy. By upgrading the BWDC website,
potential donors will be able to donate quickly via credit card or paypal. It is important to have both
options of donations (both standard mail and internet) as to not alienate the older audience, but not
discourage a younger demographic to donate.

Key Messages
BWDC will be using two Key messages in their materials both online and in print.
1. Bold, Magnetic, Luscious, Opulent, Revolutionary
This key message is one already used by BWDC and will appear in the background of all webpages and
promotional print material such as posters and brochures. It will be used to target the following
stakeholders:
Current and potential audience members
Dance Community
Edmonton Arts Community
Media

2. Creating Dance, Engaging Minds, Connecting Community
The second key message will appear in material used for corporate sponsorship and community
partnership. It will be used to target the following stakeholders:
Corporate Sponsorship
Media
Community Partners




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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Timeline/Budget

Date Task Expense Revenue
Mar-Apr 2014 Create Sponsorship packages
Apr-Sep 2014 Ask -Youth Initiative to Sponsors 600
Apr-June 2014 Research Social media and online
presence

May 2014 Launch of 2014/15 Season 1,000
Marketing 2014/15 Season starts
Ramp up Social Media and create
plan to increase consistency

May 2014-15 Different options for subscriptions
Paypal account creation annual fee 100
June 2014 Approach schools regarding Youth
Initiative

Secure Youth Initiative Sponsor 10,000
Focus Groups 2,000
June-Sep 2014 Marketing through summer festivals
August 2014 Launch of Social Media Campaign
Add Instagram to social media
Create brochures for Direct Mail 1,500
Aug 2014-May
2015
Increase online consistency 5,000
Sept 2014 Marketing increases
Online Survey for students
Donor Direct Mail request - postage 900
Email to universities
Booth at Student orientations 1,000
Draw advertised in papers and online 600
Sep 2014-Jan
2015
Ads in School newspapers 3,000
Sep 2014-May
2015
Ongoing Facebook ads 900
October 2014 Season Opens 75% sold 11,700
First Youth Initiative
Social Media check-in
Oct 2014-May
2015
Email blast day before performance
Social media blast day before
performance



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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
November 2014 Second Performance 11,700
Second Youth Initiative
January 2015 Third Performance 11,700
Social Media Check-in
March 2015 Fourth Performance 11,700
Social Media Check-in
May 2015 Fifth Performance 11,700
Launch of 2015/16 season
2014/15 Season evaluation
Individual donations 10,000
Survey for students evaluation
technique

Survey for sponsorship employees
evaluation technique

TOTAL $16,600 $78,500

Revenues 118,500
Expenses - 16,600
Total Net = $ 61,900*
* N.B. The total net includes ticket sales included in the general budget, so this number is inaccurate due to taking
in the total number of tickets sold at 75%.
Strategies and Tactics
Audience Development
Tactic Timeline Budget
Strategy 1: Add ten new subscriptions under age 30
Focus groups of younger and older audience members outside
consultant
June 2014 2000
Email to university faculties and dept. heads Sept 2014

Booth at student orientation (UofA, GMAC, Nait) Display Sept 2014 1000
Ads in school newspapers Sept 2014 January
2015
3000

Strategy 2: Upgrade use of tech and social media
Investigate what others do Apr-June 2014

Add Instagram Aug 2014

Increase consistency Web/social media consultant
($800/month)
Aug 2014 May 2015 5000


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN

Strategy 3: Have 75% audience capacity
Different options for season subscriptions May-Oct 2014

Focus group outside consultant June 2014 1000
First 25 people to purchase tickets will be entered into a draw
Ad in newspaper and online
Sept 2014 600
Facebook Ad ongoing ($100/month for 9 months) Sep 2014 May 2015 900
Email blast a day before and day of the show Oct 2014 May 2015

Social media blast Oct 2014 May 2015


TOTAL

$13,500


The total budget is $16,600.
Contingency Budget is $3,400.



Resource Development
Tactic Timeline Budget
Strategy 1: Corporate Sponsorship proposal
Sponsorship Package Mar Apr 2014

Ask ($200/ask with three asks) Apr Sept 2014 600

Strategy 2: Direct Mail to mailing list to become donors
Info about where $ goes brochures (5000) Aug 2014 1500
Direct Mail 500 on mailing list Sept 2014

Appropriate postage and postage-paid return envelope

900

Strategy 3: Upgrade online donation ability
Paypal account creation May-Oct 2014

Monthly fee (ongoing) annual fee Sept 2014 May 2015 100

TOTAL

$3,100


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Evaluation
It is recommended that there is ongoing market research so that the information can be
compared from year to year. The survey regarding demographics and psychographics will be useful to
build marketing plans. Knowing demographics and psychographics of the audience will enable BWDC to
expense advertising and publicity in the most beneficial methods.
Aspects that should be evaluated:
Audience Development
Marketing Material: Were all the brochures distributed? This will evaluate if the advertising budget
needs to be adjusted. If brochures are left over then there is waste. In the following years fewer
brochures should be ordered.
Revenue: Did the actual revenue match up to the prospected revenue? Was there an increase from last
year? Looking at the revenue is an indicator of how the marketing budget should be spent in coming
years. Did tickets sales meet the projected revenue? As well, taking a look at the contingency budget.
Was it used? If so, how much? If not, could you lower the amount and use more money initially towards
marketing?
Audience Attendance: Pertaining to the specific objective to increase audience participation to a level
of 75% tickets sold per performance is an important goal to evaluate. Meeting a goal of 75% tickets sold
for each performance would be easy to calculate and would provide invaluable support and feedback
regarding marketing strategies.
Social Media: Tracking social media, such as posts, likes, hashtags, shares, and views can indicate where
time and money should be spent. This element is particularly important to evaluate, as it is a key
element to engaging with a younger audience. As well, these results will indicate where the best
opportunities are to engage with prospective audience members.

Resource Development
Youth Initiative: Was it successful? How many schools participated? To gage the success of the
sponsorship, the youth that attended the performances would take a survey prior to the performances
and then after. This survey would look at the willingness and viewpoints on performing arts. It will
enable the company to evaluate how youth are viewing the productions and possible future choices. As
well, the employees of the sponsorship organization will take a survey. This survey will enable both the
sponsor company and BWDC to acknowledge how invested the members of the organization are in a
companys sponsorship.


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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Individual Donations: Was the goal met to increase season subscriber donations? How many people
responded to the campaign and was the financial goal of $10,000 met? Also looking at who donated in-
person or on-line and did the on-line option increase the number of one time donations.

Appendix
See next page .






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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
Century Hospitality Group
Suite 2550 Chamber of Commerce 10155 102st
Edmonton AB
T5J 4G8
April 28, 2013

Dear Mr. Chris Lachance,
The Brian Webb Dance Company (BWDC) is a nationally renowned Contemporary Dance
company based in Edmonton Alberta. It is currently entering its 35
th
season creating and presenting a
variety of dance genres from Ballet to Bollywood.
Like Century Group Hospitality Group, BWDC is always looking for ways to reach out to the
community and is dedicated to improving the lives of children and youth. For this reason, BWDC started
the Youth Initiative Program two years ago. BWDC gives complimentary tickets to 100 high school
students for each show throughout the season. The Youth Initiative Program is a unique opportunity for
high school students to attend an arts event that they may not otherwise have had a chance to
participate in.
We are asking Century Group Hospitality to become our Title Sponsor of the Youth Initiative
program for the 2013/2014 season. Please find attached a complete sponsorship proposal outlining this
youth community opportunity investment. If you have any question please do not hesitate to call me. I
look forward to discussing this opportunity further with you.

Sincerely,


Kate Jestadt | Director of Fund Development | Brian Webb Dance Company

creating dance,
engaging minds,
connecting community.



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AUDIENCE AND RESOURCE DEVELOPMENT PLAN

Sun Life Financial
Mr. Robin J. Rankine
Financial Centre Manager
10303 Jasper Ave
Suite 2928
T5J 3N6 Edmonton, AB

Dear Mr. Robin J. Rankine,
The Brian Webb Dance Company is a non-profit organization that is currently celebrating their
35
th
contemporary dance season. Established in 1979, the BWDC presents Edmonton with the largest
complete contemporary dance season west of Toronto.
The BWDC hopes you will consider becoming a corporate sponsor for our upcoming season for
our youth initiative program in 2014/2015. Each year we reach out to our supporters for financial
support so that we may continue to accommodate the youth initiative program Giving Back the
Experience. This program provides 100 high school students with a rich contemporary dance experience
at each one of the seasons shows. The students will also have the opportunity to attend will also
include the pre-show and post-show talks, workshops, and the shows enabling them to emirs
themselves in the art form.
We know your corporate commitment to the arts and culture with the intent of making the arts
more accessible by giving precedence to free admission, reduced-price, and Pay-What-You-Can
programs. Through the support of your organization a donation of $10,000 will cover all the hard costs
of the youth initiative season tickets.
The BWDC would like to thank you on behalf of the 600 high school students, who have you to
thank for making the arts more accessible. If your organization would like to participate in this years
event as a sponsor, please contact me by phone at (780) 504-5040 or by e-mail at
kristinwatt0@gmail.com. Thank you for your time and consideration. Together we can provide
Edmontons youth with a unique arts experience.
Sincerely,

Kristin Watt |Director of Fund Development | Brian Webb Dance Company
creating dance,
engaging minds,
connecting community.



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AUDIENCE AND RESOURCE DEVELOPMENT PLAN
December 11, 2013
Servus Credit Union
PO Box 278
Edmonton, AB

Dear Community Sponsorship Representative,
The Brian Webb Dance Company is the largest contemporary dance season west of Toronto, successfully
presenting dance in Edmonton for the past 35 years. Next year will be our 36
th
season, presenting
contemporary dance moguls Marie Chouinard, from Montreal and Karen Jamieson, from Vancouver. In
addition, we will be presenting an emerging artists performance platform consisting of up-and-coming
Albertan choreographers.
One of our goals is organizing interaction between the professional arts and educational institutions.
In an effort to engage a younger audience and provide them with a rich community experience, we have
created the Youth Initiative Program. This program provides 100 high school students with an
opportunity to see contemporary performing arts, and to interact with nationally acclaimed artists.
We are asking Servus Credit Union to become a corporate sponsor for our Youth Initiative in the
2014/15 Season. The goals of the BWDC and Servus align to support an immersed, educated community
dedicated to Alberta-based companies.
Please see the attached proposal and sponsor benefits for your consideration. I can be reached by
phone at 780.452.3282 or by email at sponsorship@bwdc.ca to discuss this exciting opportunity. I look
forward to hearing from you.

Sincerely,



Krista Posyniak |Director of Fund Development | Brian Webb Dance Company



creating dance,
engaging minds,
connecting community.