Redefining the Harris Theater

1. Redefining the Harris Theater Lilliana Esquivel  Dana Huestis  Liz Sacks  Erin Sherwood  Bo Wang

2. Table of Contents 01 :: Executive Summary 02 :: The Planning Cycle 03 :: Brand Analysis 04 :: Industry Analysis 05 :: Market Analysis 06 :: Consumer Analysis 08 :: Competitive Analysis 09 :: Key Problems, Insights, Opportunities 10 :: Target Market 11 :: Key Idea 12 :: Marketing Objectives 13 :: Communication Objectives 14 :: Communication Strategy 15 :: Media Objectives & Media Strategy 16 :: Media Rationale 17 :: Phase One 18 :: Phase One Events 19 :: Phase One Event Creative & Tactics 25 :: Phase Two 26 :: Phase Two Events, Creative & Tactics 30 :: Direct Mail 32 :: Out of Home Advertisement 33 :: Public Relations 34 :: Social Media 36 :: How to Measure 37 :: Budget 38 :: Thank You 39 :: Works Cited

3. Executive Summary Harris Theater, a six year old mid-sized performing arts venue has been unable to receive the recognition they deserve due to a saturated performing arts market in Chicago. They have approached us with the task to raise awareness and increase sales. Based on primary and secondary research we were able to identify key insights and opportunities through targeting new and infrequent users. Through research we discovered consumers are only aware of mainstream performances, will not attend performances alone, perceive arts attendance as elitist, and seek out information on hobbies and interests via the Internet. This integrated marketing communication plan will isolate a way to increase sales by 3% in the 2010/2011 series, raise awareness and establish a brand identity for the Harris Theater. To tell the Harris brandy story creative tactics recommended in this plan will include radio, social media, events, PR, direct email, internet advertising, print media, out of home, and ambient. With this integrated marketing communications plan the Harris Theater will redefine the performing arts in Chicago. 1

4. Where are we? Why are we there? Are we getting there? Where could we be? How could we get there? Figure 1.1 The Planning Cycle 2

5. Brand Analysis Brand Audit: Harris Theater Brand Essence: Home grown meets World class  Core Identity World Class: Top performances come to the Harris viewable at a reasonable price Emerging: Showcasing a diversity of local and international musical and dance talent Home Grown: Home of Chicago’s most exciting music and dance companies Moving: Provide the arts which stir the soul Value for Money: Subsidized the cost of theater rental, promotion and reasonable single tickets and subscription packages for consumers Extended Identity Brand Character: Eclectic Personality: Modern , Redefined, Cutting Edge, Engaging Value Proposition Functional Benefit: Provide affordable performances of music/dance from around the world Emotional Benefit: Enjoyable way to spend time, pride in being educated while having fun Self-Expressed Benefit: I’m part of a community that is redefining the performing arts in Chicago Relationship: We are partners in culturing Chicago through a unique experience Where are we? Where are we? 3

6. Industry Analysis Top Activities in Chicago Source; Illinois Bureau of Tourism (2008) 4

7. Market Analysis The Chicago arts market is highly saturated as the population has over 1,534 arts and entertainment options to spend leisure time and money on (Census, 2005). Chicagoans take advantage of these options as over 60% (four million people) reported attending some type of live arts event in 2002 (Dykes and Ives, 2006). National arts participation has decreased while the League of Chicago Theaters reported  that ticket sales in Chicago have increased or remained steady since the previous year (Loerzel, 2009). Broadway showscommand large audiences due to reviews and publicity(Biggs, 2004). This poses a challenge for new, less publicized productions that might be just as regarded by critics but less newsworthy by the media, leading to less audience members to fill theaters. In contrast, smaller specialized niche theaters have also risen in popularity. The past couple of years have seen an emergence of theater organizations and programs that are bringing young adults back to classical music and opera. As well, to reach today’s alternative youth, experimental theatre productions have become a growing trend over the last ten years.   All of these new and emerging performing arts companies compete with the Harris for ticket purchases. 5

8. Consumer Analysis • Primary Research • Our primary research was conducted through a collaboration of 20 face-to-face interviews and 120 online survey responses. • Key factors that emerged through our primary research showed that the majority of theater attendees base their decisions on the individual performers/ performances, rather than loyalty to the venue itself. They are also interested in purchasing individual tickets rather than purchasing subscriptions to one particular theater as the ticket purchase process is fairly spontaneous. Money restrains were the least stated issue for consumers not attending as many performances as they wished; time and scheduling conflicts were the major factors. • 1/3 of survey respondents used social media as a way to search for performances • 1/2 of survey respondents decide on performances based upon family/ friend’s recommendation. • 60% of survey respondents would choose to purchase a subscription based on programming • 45% of survey respondents purchase tickets two- three weeks prior to a specific performance • Consumer Perception from data gathered during primary research • Engaging • Intimate • Affordable • Modern theater with good sight lines and acoustics. • It's great entertainment - makes for a nice night out. • I think of a place that has eclectic shows and lots of variety. • I use Facebook to keep up with performances that are going on in Chicago. 6

9. Secondary Research Our secondary research was compiled from online/ magazine/ newspaper articles, books, Census data, and arts participation surveys at the national and local level. Research shows the average Chicago arts patron is 50 plus and that there has been a decline in arts attendance over the years (NEA). In order to build sales, younger patrons, specially those 35-45 can provide an opportunity to establish a new consumer base. The barriers to arts attendance across all types of attendees appear to be lack of time, high ticket prices, and lack of spouse/peer interest (Vitale, 2003). While barriers to infrequent users’ participation includes: belief that arts are a “big deal” and involve significant planning and expense; and that the arts require quiet focus with little talking, socializing and concern of being uneducated/ unfamiliar with the art form. (Obalil, 1999). Programming is extremely important as consumers are willing to forget about the economy and purchase tickets for a special one-night event if they deem the outing to be worthwhile (Music Week, 2009). There appear to be two main reasons for attending arts events: to maintain, reaffirm and project social status (Borgonovi, 2004) as well as for self fulfillment: stimulation (emotional and intellectual); freedom/escape from daily concerns and the mundane; and exposure and discovery to new interests, the unexpected and broader world view (Obalil, 1999). 7

10. Competitive Analysis The primary competitors are the Auditorium Theater, Chicago Symphony Orchestra (CSO), and the Lyric Opera. The Auditorium Theater has a diverse audience as they have both mainstream and niche appeal. They are the home to the Joffrey Ballet, as well as showcasing highly publicized concerts and a variety of musical and dance performances. The CSO has successfully attracted a younger audience through diversifying their events (ie. “Symphony Center Presents”). The Lyric Opera has also successfully attracted this younger demographic though their “NExT Discount Student Tickets for the Next Generation”. Both companies have significant presence on social media. Secondary Theaters, such as, the Steppenwolf, Goodman and Looking glass have all adapted to the changes in media usage, lifestyle and tastes of today’s consumer. A consistent trend is the significant focus in online offerings. Several small theaters, such as the Looking Glass, Redmon Central and Spareroom all attract twenty-something audiences with their $10-$15 ticket prices and unique twist on performing arts. Improv and sketch comedy theaters such as Second City, Improv Olympic and Annoyance Theatre have also continued to grow at exponential rates (Biggs, 2004). 8

11. Key Problems, Insights & Opportunities Why are we there? • Key Problems • Relatively new performing arts venue does not have the same level of recognition as its established competitors • No clear brand identity • Confusion over Harris Presents versus repertoire companies • Smaller subscription base as compared to other established music and dance theaters • Subscriber benefits are not as extensive as your other key competitors • Insights • The performing arts are perceived to be elitist and intimidating for younger new users (Scheff Bernstein, 2007). • Barriers for attendees of all types appear to be lack of time and lack of a spouse/peer interest (Vitale, 2003). • Theater attendees base their decisions on the individual performers/performances rather than loyalty to venue (Primary Research). • Opportunities • Position the performing arts as a form of entertainment for the young Chicago urbanites. • Build a strong online community allowing Savvy Arts Enthusiasts to connect with one another. • Instead of specific big names performers, encourage Savvy Arts Enthusiasts and young Chicago Urbanites to consider the Harris Theater as an option for a night out. 9

12. Target Market Primary target: Savvy Arts Enthusiasts (Infrequent Users) Picture Roxy, our primary target. She is 38 years old, divorced, and previously attended the Harris for only big name performances. She has also attended big name performances at both the Auditorium, and the Chicago Symphony Orchestra. She does not have much leisure time, but enjoys the time she does have by participating in cultural events. She is college educated, working professional, and resides in Northern Chicago. Currently, she does not attend the Harris on a regular basis because she doesn’t have a companion to attend with, causing her to feel intimidated by going alone. Secondary target: Chicago Urbanites (New Users) Picture Marcus, he is a 33 year-old male, single urbanite, college educated, and working professional. Growing up, he was greatly exposed to the arts. He now enjoys attending galleries, museums (Art Institute, MCA), and concerts (Ravinia, Lollapalooza). He is technologically savvy and always searching online for the newest upcoming cultural event. He does tend to stray away from traditional cultural events due to the “snooty” factor he associates them with. 10

13. Key Idea Harris redefines the performing arts in Chicago K E Y I D E A 11

14. Marketing Objectives Where could we be? Through this new marketing campaign for Harris Theater, the objectives are: • Increase sales by 3% 2010/2011 Season • Single ticket sales by multiples – 2nd tier events through September & May • Subscriptions by 3% in July & August • Promote trial among new users • Engage previous users to reconnect 12

15. Communication Objectives New Users: To spread new news to establish the Harris as non-traditional, and welcoming. It’s not your “Grandma’s Opera”.Research shows that there is a participation barrier with the performing arts, for new users is the perception that the experience is pretentious. Infrequent Users: Increase multiple ticket purchases by reminding consumers how Harris is a social community, a place where you can feel like you belong. Research shows that performing arts attendees may be intimidated to attend events alone and base their ticket buying decisions on specific performers rather than venues. We will establish Harris as a comfortable and social community environment showcasing a full calendar of emerging talent. 13

16. Communication Strategy Convince targets that Harris is not pretentious because it is a nontraditional theater where everyone will feel comfortable. Communications Rationale • Rational benefit: to be entertained • Emotional benefit: feel cultured yet comfortable • Self Expressed benefit: Sense of community/feeling a sense of belonging 14

17. How could we get there? Media Objectives & Media Strategy Media Objectives To stand apart – we will host events specifically catered to our primary and secondary target throughout the season. We will continue to use traditional media such as press releases, print advertisements, and radio. The use of direct emails, ambient advertising, and out of home advertising will be used in ways to engage consumers, increase sales as well as increase retention rates. To engage targets where they “live” Media Strategy Our kick off event will be used to create excitement and buzz prior to the season, as well as events through out the season to add value. Promote through mediums where the city’s 25-54 year-olds, who are culturally and socially active, seek out events taking place. The combination of magazines and web has shown to drive stronger purchase intent. PR campaign to push content through Chicago bloggers, in addition to traditional PR campaign. We will incorporate multiple fronts in social networking. 15

18. Media Rationale Internet / Social Media Two-way communication Engagement Cost efficient Print Long shelf life High pass along rates Public Relations (bloggers) Push content Viewed as “word of mouth” Event Create excitement Active participation Ambient / Out of Home Attracts attention Create buzz Radio Intrusive Immediate 16

19. Phase One: Main Effort Harris Theater “Step Into the Spotlight” 17

20. Main Event: “Step Into the Spotlight” Our kickoff event to redefine the performing arts for the 2010/2011 season. The target audience will be granted creative control which will empower them to choose a performer to grace the stage of Harris Theater. Giving them an experience unlike any other, not only are you given the chance to be the programmer, but also the performer. This will be done via social networking with the Harris Theater Facebook page having two main functions. One function allowing contestants to upload their try out videos, while the other function will allow all Facebook fans the empowerment to step into the programming shoes by choosing the top 5 contestants. The winner will then become the opening act of the season opener. 18

21. Print It’s your chance to shine! Everyone has a little Simon in them Step Into the Spotlight Harris Theater Presents Step Into The Spotlight It’s your chance to shine! Log on now to Facebook: Harris Theater For details Log on now to Facebook: Harris Theater For details 19

22. Banner Ads Theatergoers Grab This Season By the Horns Harris Theater Presents “Step Into the Spotlight” Log on now to Facebook for official details 20

23. Radio • Sample radio ad: • Chicago, it’s your chance to “Step Into the Spotlight”! Harris Theater, your home for the latest music and dance, is looking for its newest performers. All you need to tryout is a two minute video showcasing your talents. Our Facebook fans will be the judge of who has what it takes to compete live at Harris to win a spot as opening act for our very first show of the season. Visit us on Facebook and find out more. • Airs week of July 19th twice a day during morning rush hour • Initial announcement of “Step Into the Spotlight” search, directing people to the Harris • Theater Facebook page for detailed information. • Airs week of August 13th one time a day during morning rush hour • Reminding participants their auditions need to be uploaded as well as reminding • Fans to log on to Harris Facebook and vote. • Airs week of August 20th twice a day during morning rush hour • Announcing the end of the “Step Into the Spotlight” search, inviting everyone to attend • the live Talent Show for the finalists on September 10th. 21

24. Harris Theater Presents: Step into the Spotlight A search for emerging talent throughout Chicago Harris Theater; Betsy Shea Phone/Skype#312-334-2459 bshea@harristheaterchicago.org http://www.harristheaterchicago.org MAC In Action; Liz Sacks Phone/Skype#312-214-2500 lsacks@macinaction.com http://www.MACinAction.com Add us to Del.icio.us Contact Information: Add us to Facebook • Core News Facts • July 18th – August 21st: Undiscovered Chicago-area dancers and musicians, ages 18 and over, are eligible to submit Harris a 2-minute audition tape highlighting their talent • Video clips will be posted on Harris’ Facebook page where for the week of August 23rd, Harris’ Facebook fans are eligible to vote on their favorite performance • The top five performers will perform at Harris live on September 10th for the Harris Presents: Step into the Spotlight final competition. • Judges will choose a winner to open for one of Harris’ upcoming performances • The show will end with after-party celebration on Harris’ rooftop terrace • For more information, visit: www.harristheaterchicago.org or find Harris on Facebook. “Harris Theater has truly redefined the performing arts. I’m ecstatic to see the talent that emerges to participate in this event”. – Francis Sadac Blogger of From the Ledge Harris Theater Presents “Step into the Spotlight” RSS Feed Opened in 2003, the Harris Theater’s mission is to partner and collaborate with an array of Chicago’s emerging and mid-sized performing arts organizations to help them build the resources and infrastructure necessary to achieve artistic growth and long-term organizational sustainability. The Harris Theater for Music and Dance was the first multi-use performing arts venue to be built in the Chicago downtown area since 1929 and today the Theater continues to host the most diverse offerings of any venue in Chicago, featuring the city’s world-renowned music and dance institutions and the Harris Theater Presents series of acclaimed national and international companies. To learn more about the season at the Harris Theater, visit www.harristheaterchicago.org or call the box office at 312-334-7777 to request a brochure. 22

25. Screen capture Facebook / Twitter 23

26. Ambient Cardboard cutouts of theater performers will be taken to street festivals, baseball games, and shopping areas where the target market spends time. Members from the Harris Theater street team will encourage people to take pictures with their heads in the open area. They will then be given a card directing them to the Harris Facebook page where they can see the picture as well as “tag” themselves for their friends to see. 24

27. Phase Two: Build Brand Identity • Events • Print Advertisement • Ambient • PR release • Online banner advertisement • Social Media • Direct Mail September - April 25

28. EventsCocktails & CulturePrimary Target “Savvy Arts Enthusiasts” • Focus on increasing subscription sales, these are events which will occur a few times during the season. It will provide added value to subscription holders, as it is an event only attended by Harris subscription holders. Such an event will enrich the in-house experience of the Harris. • Example: Cocktails & Culture Architecture Tour: First event will feature an architectural tour of the Harris Theater provided by a volunteer from the Chicago Architecture Foundation (CAF). They will give attendees a special tour of the theater before the show, then after the show, attendees can meet the performers and enjoy some wine/appetizers (through partnering with Chicago Wine Club and the established relationship with catering provided by Park Grill). The CAF has a previously established with the Harris Theater, as they discuss the theater on numerous tours and talks they offer. Banner Advertisement 26

29. Events Backstage Burgers & Beer Secondary Target “Young Chicago Urbanites” Harris will host a Friday night Harris Presents performance followed by burgers & beer available in the lobby, meet & greet with the performers, while video screens show photos of a day in the life of the performers to show their lives outside of Harris. Catering to be provided by Park Grill. Look to create a relationship with a local brewery (i.e., Rock Bottom, Goose Island). Photos from the event will be posted onto the Harris Facebook site and new attendees will be encouraged to join us as Facebook fans. The event and ability for attendees to see the performers as “real people” will show the Harris as a non-traditional, non-pretentious venue, working towards our key idea of “redefining the performing arts”. Catering to be provided by Park Grill, in exchange we will offer them signage on all of the following – direct email campaign, program booklets, Facebook page, direct mail, brochures, and website. Banner Advertisement 27

30. Print Advertisement Cocktails & Culture Backstage Burgers & Beer Who says Cocktails & Culture Don’t Mix? An All American Meal at the Theater? Harris Theater Presents Culture & Cocktails 205 E Randolph Drive Chicago, IL www.harristheaterchicago.org / Facebook: Harris Theater Harris Theater Presents Backstage Burgers & Beer 205 E Randolph Drive Chicago, IL www.harristheaterchicago.org / Facebook: Harris Theater 28

31. Print & Banner Advertisements Harris Theater Redefining the Performing Arts Perception Reality Perception Perception Reality Perception Reality Experience Harris Theater As It Redefines the Performing Arts www.harristheaterchicago.org Harris Theater Redefining the Performing Arts 29

32. Direct Email “Thank You” Sent to all audience members after a performance in order to build a relationship with the single ticket buyer, as well as build retention among our subscription holders. Email will thank consumers for attending , ask them to join our Facebook to review the show and share their opinion, as well as suggest upcoming Harris Presents performances that they may be interested in. 30

33. Direct Mail “November Holiday Campaign” In November, we will send out 5,000 jumbo postcards to managers/purchasers that work for major corporations in the Loop encouraging them to purchase Harris Theater tickets as holiday gifts for employees. Front View Back View Looking for the perfect holiday gift for your employees? The Harris Theater offers an exciting variety of both holiday themed and year round music and dance performances. Check out Harristheater.org or Facebook/ Harris Theater for more details. The Harris Theater: Redefining the Performing Arts in Chicago 31

34. Out of Home Advertising We will purchase the two bus stops, the one on Randolph as well as the one on Michigan where the two streets intersect. This will be done to create an environment of the Harris Theater surrounding the location rather then just the building itself. Inside of each bus stop we will display posters monthly of upcoming performers. This will appeal to our primary target by bringing the information of upcoming performances to them, while it will act as a mapping point for our secondary target bringing to their attention the location of the Harris Theater. Who says Cocktails & Culture Don’t Mix? Harris Theater Redefining the Performing Arts Perception Harris Theater Presents Kathleen Battle Reality Performance Information Date Time Get Your Tickets Today!!! Who says Cocktails & Culture Don’t Mix? Harris Theater Presents Culture & Cocktails 205 E Randolph Drive www.harristheaterchicago.org / Facebook: Harris Theater Harris Theater Redefining the Performing Arts www.harristheaterchicago.org 32

35. PR Campaign In addition to the current PR campaign we intend to target bloggers and specialized web staff writers in order to increase awareness of the Harris at a low cost. Bloggers such as: “Chicago Theatre Blog”, Chicago Reader “The Blog” , Chicago Tribune “Theatre Loop”, “An Angry White Guy in Chicago”, “From the Ledge”, ChicagoNow “Off Broadway in Chicago”. Websites with bloggers/ specialized staff writers: Metromix, Explore Chicago, Centerstage Chicago, Concierge Preferred, Chicagoist. Cocktails and Culture Architecture Event: ArtSlant, The Chicago Art Blog, Architecture Chicago Plus, The Chicago Architecture Blog. Backstage Burgers and Beer: ChiTown Beer, Gapers Block, Radio Free Chicago. 33

36. Added over 100million users in less than 9 months, if it were a country it would be the Worlds 4th largest, more then 1.5 million pieces of content are shared on Facebook daily (Social Media Revolution, 2009). Social Media Facebook • Engage fans through discussion groups • Contests • Live audience reviews taped after the show • “Get to Know” performers through videos/discussions • Event information • Rehearsal sneak peek videos & photos • Email sign up for upcoming shows and events • Connect with YouTube so fans can post videos • Ticket purchasing • Separate music and dance pages to specifically target fans. • Linked to Twitter page Harris Main Page Harris - Best in Dance Page Harris - Best in Music Page 34

37. $15,000 in Direct mail = 200 new customers $7,500 in Billboard = 300 new customers $0 on Twitter = 1, 800 new customers (Socialnomics09, 20009) Social MediaTwitter • Mobilization tool to alert and inform followers of upcoming performance • Encourage emerging talent with tips & audition information • Direct contact to employees at the Harris • Up-to date parking, weather and status of available seating the night of a show • Trivia contests to win tickets • Direct fans to reviews written on upcoming performers • Way for performers to “Go Live” to fans before , or after, a performance • Report problems during a live show & have them taken care of • Linked to Facebook page 35

38. Are we getting there? How to Measure Research shows that 78% of consumers trust peer recommendations, only 14% trust advertisements(Socialnomics09, 2009). With such insight we suggest that the Harris Theater focus primarily on the measurement of social media, as well as the number of ticket sales. This can be done with online tools such as Google Analytics, and the measurement tool provided specifically on Facebook for the Harris Theater Facebook page. Interest will be measured by page views, who is in the online community. This is based on both their demographics and psychographics (Marc van Bree, 2009). Attitude will be measured by conversation that the online community is engaging in, and how often are the engaging. We will be able to see what is the relationship between the Harris Theater and those that are in the online community is. We will be able to declare whether or the the Harris theater can influence this online community with what we post and share online. We will also pay attention to the focus of the online community. This will inform us on how relevant the information, and conversation, our online community is involved in is in relation to the Harris Theater. By monitoring the online community posts and conversations, we will also be able to identify the tone in which they speak of the Harris Theater (Marc van Bree, 2009). Action will be measured through participation in the online community. This will be done through engagement, how often the Harris Theater and a member of the online community communicate with one another. Another way to measure action will be in the number of single ticket sales along with subscriptions sold in the 2010/2011 season (Marc van Bree, 2009). Figure 1.3 Triad of Measurement (Marc van Bree, 2009). 36

39. Budget Events …………………………………………………………………………. $43,340 Metromix.com daily banner ads ………………………………….. $37,000 Bus stops outside Harris Theater ………………………………….. $32,016 Radio For Heavy Up ……………………………………………………….$12,670 Chicago Reader daily print ……………………………………………. $8,480 Chicago Magazine 1/3 print ($4,437) ……………………………. $8,874 Today’s Chicago Woman 1/3 print ($1,975) ………………….. $3,950 Direct mail Holiday campaign ………………………………………. $2,900 Ambient bus poster printout x4 …………………………………… $770 Estimated total: $150,000 37

40. MAC in Action would like to thank you for this presentation opportunity. We enjoyed working on this presentation and we hope that our IMC campaign will help you achieve your goals for the 2010/2011 season at the Harris. 38

41. Work Cited • Biggs, Christina. (2004, December 24). Trends in Chicago Theatre in 2004. Performink Stories. • Borgonovie, Francesca. (2004). Applied Economics. Performing arts attendance: an economic approach. Pages 1871 - 1885 • Dykes, Susan and Ives, Bruce. (2006, January). Arts Participation in the Metropolitan Chicago Region, Growing Audiences in a Region of Cultural Over-Achievers. MCIC Publications. • Illinois Bureau of Tourism (2008). • Loerzel. (2009, April). Chicago Magazine. Penny Pitch: So far, Chicago theatres seem recession proof. So why do the biggest ones want tax breaks? • Market for the Arts Survey (2002). • Music Week. (2009, February 28). Viewpoint. Page 10. • National Endowment for the Arts Survey. (2008). • Obalil, Deborah. (1999, March). Barriers and Motivations to Increased Arts Usage Among Medium and Light Users. • Qualman, Erik. (2009). Social Media ROI: Socialnomics. • Scheff Bernstein, J. (2007). Arts Marketing Insights: The Dynamics of Building and Retaining Performing Arts Audiences. San Fransico: John Wiley & Sons, Inc. • US Census Bureau. (2002). Arts, Entertainment and Recreation - Cook County, IL Economic Census. • Van Bree, Marc. (2009, April) Orchestras and New Media: A Complete Guide. • Vitale, Dona (1996, April). Expanding the Market for the Arts in Chicago Metro The Arts Marketing Center of the Arts & Business Council of Chicago. 39