‘ MOVE ! ’

1. SCCaTStephen Cashman Consultancy & Training ‘MOVE !’ Using a typology of audience development interventions to create a practical project to build audiences

2. A strategic conundrum DATELINE: Tyneside 1999/2000 ... An inadvertent explosion of dance 7 runs of dance … in 3 nearby venues All within 7 months HOW DO YOU REACT? & WHAT WOULD YOU DO?

3. Towards an Audience Development typology:The Ansoff matrix New Market Extension M AR K ET S Diversification Product Development Market Penetration Existing Products or services Existing New

4. Broadening scope Innovation Research Cultivation & Retention Programme Develop-ment A typology of Audience Development interventions New Users Current Current New Offering

5. The 5 types of AD interventions • Developing: • an audience’s usage of an organisation together with its pattern of consumption (‘retention & cultivation’) • an audience’s social, demographic & geographical breadth (‘broadening scope’) • the range and quality of the experience offered to an audience (‘programme development’) • both the audience’s breadth and the scope of its experience (‘innovation’) • the range of knowledge an organisation has on its audiences (‘audience development research’).

6. ‘Co-opetition’ r Nalebuff & Brandenburger [1996]: “Business is co-operation when it comes to creating a pieand competition when it comes to dividing it up. You have to compete & co-operate at the same time.”

7. Game theory • The mathematical study of games & strategy • Straddles economic & social theory • Concerned with modeling decision making & the likely outcomes / payoffs

8. Prelude to “The Prisoner’s Dilemma” DATELINE: Moscow ... The Stalin era...

9. 3 3 10 10 The Prisoner’s Dilemma - rules & payoffs The Conductor Confess Hold out 1 Hold out 25 Tchaikovsky 25 Confess 1

10. Core features of The Prisoner’s Dilemma • Depicts paradoxical contrasts: • good intentions vs bad outcomes • what’s best for the individual vs what’s best for all(‘the common good’)

11. Initial learning points from The Prisoner’s Dilemma • The benefits of thinking ahead - preparing for “the shadow of the future” (Axelrod [1984]) • The benefits of having a prior deal to work collaboratively for the common good • The need for mutual trust

12. The Prisoner’s Dilemma- reservations & responses • The PD is an abstract simplification • In parts a ZERO SUM GAME (I win, you lose) • It’s a ‘one-off’, FINITE GAME (Carse [1986]) • But real life’s best seen as a ‘NON ZERO SUM’ & ‘INFINITE GAME’ (win / win games) • And Axelrod’s iterated PD shows that co-operation is the winning strategy

13. Axelrod’s prescription for co-operation in networks • Enlarge “the shadow of the future” • Teach people to care about each other • Change the perception of the payoffs • Play ‘tit for tat’ - co-operate first, then reciprocate

14. A 15% share of the overall market for arts attenders = 30,000 people So just a 14.5% share of the overall market for arts attenders = 32,000 people A bigger pie is more important than a bigger share of it The FUTURE: Collective marketing activity leadsto a 10% uplift in market to 220,000 NOW: Estimated market size =200,000 attenders

15. A strategic conundrum DATELINE: Tyneside 2000 ... An inadvertent explosion of dance 7 runs of dance … in 3 nearby venues All within 7 months HOW DO YOU REACT? & WHAT WOULD YOU DO?

16. Solving the strategic dance conundrum • ‘MOVE’ - an ACE New Audiences funded project led by DDN • Run collaboratively with 4 venue • Based on pooling & profiling dance databases • Then taking collective promotional action to: • reward & move current attenders • attract new, first time attenders

17. The proof of the pudding • MOVE generated: • An initial core database of 15,500 dance interested individuals • Bookings by 557 people • Between 1,558 and 1,731 bookings new to the relevant venues • A ‘legacy’ database of 700 active dance attenders

18. Reflections on adopting a ‘co-opetition’ strategy • Not the only way of doing things • Demonstrable benefits of a combined approach: growing the cake whilst occasionally fighting for a share of it • Willingness to think ahead collectively is crucial • Can require a change in mind-set • Message is mutuality: “Let’s work both for our benefit and for the common good”

19. Co-opetition - references & resources • Robert Axelrod [1990]The Evolution of Co-operation, London; Penguin Books. • Robert Axelrod [1997]The Complexity of Cooperation - agent based models of competition and collaboration, Princeton New Jersey; Princeton University Press. • Arthur Battram [1998]Navigating Complexity - the essential guide to complexity theory in business & management, London; The Industrial Society. • James P Carse [1986]Finite & Infinite Games - a vision of life as play and possibility, New York; Ballantine Books. • Avinash K Dixit & Barry J Nalebuff [1991]Thinking Strategically - the competitive edge in business, politics and everyday life, London; W W Norton & Company. • Henry Mintzberg, Bruce Ahlstrand & Joseph Lampel [1998] Strategy Safari - a guided tour through the wilds of strategic management, London; Prentice Hall Europe. • Barry J Nalebuff & Adam M Brandenburger [1996]Co-opetition, London; Harper Collins Business Stephen Cashman Consultancy & Training can be contacted by e-mailing: stephen.cashman.consultancy@blueyonder.co.uk