5-6 page marketing plan.
naruchan0810
marketing.zipSample Marketing Plan.pdf
Sample Marketing Plan In our company, we have a pool of resources in our staff to draw from. We plan to use our combined effort to establish a stronger relationship with our local community and regional communities by performing and teaching seminars at the surrounding schools.
Our strategy is based on the concept that:
1. Awareness precedes ticket sales. 2. Quality performances generate repeat purchases.
Mission
The Players Theatre Company was created to bring a higher level of entertainment to people from all walks of life. We are dedicated to bringing quality education, self-growth, self- confidence and social issues to our public schools by establishing relationships with communities and their educational institutions.
Marketing Objectives
Our objective is to increase our audience by at least 50%, to expand it geographically into other regions of the state, and to gain more recognition among the public school districts and other educational institutions.
1. Increase general audience by 50% (measured in ticket sales...currently we have the capacity to sell 1,200 tickets per month, but on average we are only selling 80% of that).
2. Set up a tour that includes at least one school from each district in the state which will start spring term of 2000 with two performances per school.
Financial Objectives
Our financial objectives include the following:
• Increase funding by 50%. • Increase public contribution (both corporate and individual) by 10%. • Meet our financial obligations for the fiscal year of 1999.
Target Markets
We are targeting a general audience that consists of adults, children, and the elderly with an interest in entertainment and the arts. We are also targeting parents of children from the ages of 5 to 17 for the theatre seminars we hold at the schools and at the after-school care programs. Another target market for us is educators from all levels of education. We offer a unique and valuable experience for their students and themselves with our performances and seminars.
Positioning
For educators and parents alike who value education and positive experiences, The Players Theatre Company offers a self-esteem boosting, awareness-strengthening, and educational theatrical experience for the children and the educators involved. Unlike the other companies in town, we focus our energies on education and self-growth for our pupils and audiences with innovative and informative productions and seminars.
Strategy Pyramid
Strategy:
Strengthen our relationship with school districts and other educational institutions that are our major supporters in funding and business.
Tactics:
• Sample performances to gain notice. • Connect with school administration. • Contact and communication with audience members.
Programs to implement our tactics:
• Provide sample performances of popular texts for English and other Literature classes at local high schools during the months of September and October 1999.
• Free performances at the local folk festival in July 1999. • Attend school board meetings for the rest of the school year. • Introduce ourselves to the school district administration by performing at the
fundraising gala in June. • For every Sunday matinee, hold a seminar after the performance for interested
audience members, beginning with the start of the next show in June 1999. • Monthly mailings of informational brochures to area school districts and districts in
other counties as well, starting June 1999. • Opening night after-performance parties for cast and audience, inviting reviewers and
other special audience members (ie. School representatives).
Financials Right now, we perform three nights a week per a four-week run, which gives us a net sales (after production costs of approx. $1,000) of $7,400 per month. We expect to grow in audience by 50%, which will increase our sales by $4,200 per month.
Break-even Analysis
The fixed costs are based on our monthly budget for a show, including production and promotional materials. The Average-Per-Unit revenue is based on what we receive per person, per month, i.e. ticket sales and seminar fees. The Average-Per-Unit Variable Cost is based on how much it costs us per person for each show and seminar.
Funding Forecast
We are expecting sales of $94,500 for the year 2000 based on current earnings. With the expected growth of our audience, and in consequence our reputation, we expect to grow in audience by 50% and in individual and corporate sponsors by a total of 40%. The seminars are expected to grow 30%. The NEA government grant of $10,000 is budgeted over the year, and we are hoping to receive another grant for the following year.
Expense Forecast
We have minimal fixed costs since a large part of our budget is based on cost per show. We are committed to spending $1,000 per show. This includes royalties, rent of performing space, printing of programs, posters and flyers, and production materials (wood, paint, costumes, etc.). Of that $1,000, we have allotted $80 for paper ads (newspaper, magazines and sometimes radio), and $50 for bulletins (posters and flyers). For our free performances, we usually have a production in progress so we already have a complete set, costumes and props to draw from. The only cost in this case is transportation for the company, rent of space (if necessary) and food. This is estimated at $100, taking into account that many of our free performances occur in parks with no fees or that we are invited to schools with no rental fees. The brochure mailings cost of $500 per month is probably a high estimation, but this program will be focusing on three different categories of our audience so it is worth it. These fees are separate from the production budget.
Marketing Expense Budget FY 2002 FY 2003 FY 2004 FY 2005 FY 2006 Paper ads $840 $924 $1,016 $1,118 $1,230 Bulletins $525 $600 $600 $600 $600 Other $6,000 $6,000 $6,000 $6,000 $6,000 ------------ ------------ ------------ ------------ ------------ Total Funding and Marketing Expenses $7,365 $7,524 $7,616 $7,718 $7,830
Percent of Funding 7.33% 5.05% 4.73% 4.44% 4.17%
Controls This plan will go into action by June 1999. We want to see our growth progressing by comparing our month-end ticket sales with May. We want to connect with area and other county school
districts, laying the groundwork for a Fall season of touring. We will discuss and monitor this growth with quarterly reviews of progress through year one.
Implementation
The following table maps out our milestones for the programs we want to start implementing in June. The costs of the monthly mailings and opening night party are likely to change once they are implemented and we are able to effectively determine our costs. The programs that end in September may end earlier if they are successful in promoting our company and we have no need to continue them. Most likely we will continue with the Opening Night party to stay in touch with the desires and needs of our audience. All of our program managers are aware of the following milestones and are already working on implementation. We are determined to get all programs running by the first of June.
Milestones
Advertising Start Date End Date Budget Manager Department Other $0 Other $0 Total Advertising Budget $0
PR Start Date End Date Budget Manager Department Sample performances for high school classes 9/1/1999 10/30/1999 $100 Camas PR Folk festival performance 7/1/1999 7/31/1999 $100 Kate PR Performance at Fundraising Gala 6/1/1999 6/30/1999 $100 Kate PR Sunday seminars 6/1/1999 9/1/1999 $150 Mark PR Opening Night Party 6/1/1999 9/1/1999 $1,500 Company Board PR
Total PR Budget $1,950 Direct Marketing Start Date End Date Budget Manager Department Monthly mailings 6/1/1999 9/1/1999 $1,500 Kenne Direct Other $0 Total Direct Marketing Budget $1,500
Web Development Start Date End Date Budget Manager Department Other $0 Other $0 Total Web Development Budget $0 Other Start Date End Date Budget Manager Department
Attend school board meetings 6/1/1999 12/30/1999 $0 Ceri PR Other $0 Total Other Budget $0 Totals $3,450
Marketing Organization
Our marketing organization consists of our board members: Ceri Gipson, Kate Lord, Mark Zolun, Kenne Sage, and Camas Davis. We have divided responsibilities based on skill. We have weekly meetings to discuss our progress and our budget. All issues are agreed upon fully before implementation.
Contingency Planning
The worst-case scenario that we have to be prepared for is losing enough of our sales and funding that we have no marketing budget. In order to assure that we continue our marketing programs, we must establish relationships with local businesses (like City Copy, newspapers, Boyett catering) who in exchange for advertising in our programs and our referrals, we receive reduced rates or even free services from. This is possible because we are aware that other theatre companies have established the same relationships, and we have already established such a relationship with a local printing company. This "plan B" will at least allow us to keep up the minimum without much cost.
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Situation Analysis.docx
Situation Analysis of Celebrities Series of Boston
Executive Summary
The value of performing arts is irresistible and immeasurable. The Celebrity Series of Boston offers art education to its entire audience. It is making special efforts to promote art, which has resulting in creating art a special feature of Boston. It presents art covering several subjects, which also includes Music and theatre (Celebrity Series of Boston, 2017). It not only promote art for the students but for every age group. It is improving art insights in society by covering a large scale of audience. The organization a nonprofit organization that runs through donations, financial grants, and subscriptions. The organization has a diverse and large audience, to cover which, it includes several sorts of art programs as per the interest of its audience. Basically, it values performing art and art education and promotes art culture through education and performances in society.
Situation Analysis
The Celebrity Series of Boston is a performing art presenter nonprofit organization. This organization is located in Boston. The organization is committed to present art, for which, it covers more than 100 performance activities on an annual basis. The Celebrity Series works a standout amongst the most broad education and community benefit programs in New England. The Celebrity Series edification and communal program, Arts for All! has developed from a little, school-based ticket giveaway program contacting 200 individuals a year to an imaginative effort program coming to more than 22,000 people every year with a series of residency programs, master classes, workshops and intelligent shows for the families, students, seniors, and uncommon need groups. The Celebrity Series works with more than 450 community-based associations. The Celebrity Series - through Arts for All! - guarantees that its crowd is ethnically differing and incorporates individuals from all age gatherings and financial foundations (Celebrity Series of Boston, 2017).
Market Summary
The organization in performing arts and cultural market. there is a rapid growth in market after the program, “Arts for All”. It has more than 22, 000 members every year, who participate in its different programs. It encourages a diverse range of population to become a part of Celebrity Series of Boston’s beneficial programs.
Audience Demographics
The organization does not give much importance to targeting some specific demographics, rather it makes efforts to pursue the genre affinity. The average age for its Patrons is 56 years. However, there is no limit of age or race to join the organization and its programs. The audience has common interest which is “Performance Arts”. On the other hand, the price point is high enough to suggest an older patron, but the organization does not exclude the other impending groups from its plans. So, the main demographics of the audience include; those who value the arts, belong different age groups, have their background related to arts, and are qualified. Thus, it focuses more on the behavior of buyers rather than their demographics.
Market Behaviors
The behavior of market is based on loyalty. For example, there is a high chance of those customers, who already like the performances at Celebrity Series of Boston. This is the reason that every month, the number of members is increasing over 200. The market is based on audience for the live performances, which consists of schools, educational centers, and other areas, where Celebrity Series is trying hard to make the art education available.
Market Needs
The market needs are the wide range of performances. It covers several subjects related to arts, which are indeed important for arts education. Sometimes, the performances also recreate the traditional scenes and perform them in a new way to educate people about traditional plays and theater. The major aim of Celebrity Series is to engage the audience through the arts and raise their insights about arts in a general culture.
Market Trends
New trends include educating people about modern form of arts that include both aural and visual art, presenting important social issues, historical issues, and literature through art performances, and being diverse in presentation. The benefit of these steps are that more and more people are becoming inspired and joining the Celebrity Series of Boston.
Market Growth
The market growth is estimated by 50 % for the upcoming two years. It will be expanded through introducing new programs and more marketing. This is why, the organization sends up to 50, 000 emails currently in its email marketing campaign. However, it plans to expand the list as the growth is mainly dependent on how well the organization markets its programs.
SWOT Analysis
Following is the analysis of Strengths, Weaknesses, Opportunities, and Threats of Celebrity Series of Boston;
Strengths
The major strength of Celebrity Series is that it has multiple sources of revenue.
Provides variety in performance as well as in choice of artists.
The subscription model is quite flexible.
It makes the efficient use of available resources like finance and staff.
It has a cooperative work environment.
It is covering a large scale of audience.
Weaknesses
It has limited financial resources.
It has limited range of Personnel, which is likely to affect the organization’s growth in peak season.
Opportunities
The Celebrity Series of Boston has the option to engage the audience with new sort of marketing other than emails and current firms that it practices,
It can offer live theater of its own.
It can get letter of recommendation for the schools from local school districts of Boston.
It can introduce new subscription plan, including discounts to attract new subscribers.
It can include more Hollywood actors to capture the attention of targeted audience.
Threats
The competitors like Hollywood movies, Red Sox, the Handel, Haydn Society, and other forms of entertainment are giving a tough time to the organization.
It has a very complex genre and matrix, which is hard to modify or innovate.
Since it is a nonprofit organization, and has to run on subscriptions and findings, but does not get as much as grant from the governments.
Competitors
There are a large number of competitors of the organization. For instance, nonprofit performing theaters, for-profit performing theaters and performance art organizations, Haydn society, Hollywood movies, and other organizations existing in similar genre. For its Orchestra performance, the major competitor is “The Boston Symphony Orchestra.” They are offering weekly programs but the Celebrity Series of Boston only offers programs at a certain time, which makes it irregular as compared to them the “The Boston Symphony Orchestra.” Its major competition is with patron’s time instead of choosing artists like other competitors do. The other comparable competitors are; Washington Performing Arts (Washington, D.C.), San Francisco Performances, University Musical Society (Ann Arbor, MI), and World Music.
Cost Effectiveness
The paid capacity of the Celebrity Series of Boston is limited because of the limited financial resources. It cannot even hire more personnel at the moment because of its limited financial resources. This is why, it only has 23 full time and 4 part time staff with numerous freelance, project-based contractors. The return on investment differs by performance of its own. For example, the organization sells between 40 % to 45 % of its total tickets via subscription and the rest of the tickets are sold via single ticket marketing. However, it often has many shows that sell almost entirely to subscribers or, conversely, almost entirely to the single ticket buyers. The organization is practicing cost effectives in its budget spending as its budget varies per year and per season, which is depending on programming. On the other hand, the performance advertising is normally between $ 500-600k per season with a budget of roughly $ 500k to run the department. Individual performance advertising budgets run from $ 2,500 to $ 160,000.
Institutional Marketing Events
Currently, the organization has uploaded its marketing events for the year 2017- 18, staring from September 2017 to June 2018. The events are institutionalized at different venues like; Symphony Hall, NEC's Jordan Hall, Sanders Theatre, Boch Center Wang Theatre, Boch Center Shubert Theatre, Berklee Performance Center, Longy’s Pickman Hall, and 160 Mass Ave. It had two events for the month of September 2017. Now, it has 8 events in October, 7 events in November, 5 events in December, 3 events in January, 8 events in February, 11 events in March, 12 events in April, 6 events in May, and 7 events in June 2018 (Celebrity Series, 2017).
Critical Issues
The critical issue that the organization is currently going through is the lack of financial resources. Even though, it has a wide range of supporters, but to compete with the other organizations, it needs to expand its audience and attract them. For which, it has to work with many celebrities and different programs. The other issue is the lack of personnel, because of which, it becomes difficult for the organization to plan events at the sport or arrange regular events. There are many other organizations that are arranging events in regular basis, or weekly basis, but the Celebrity Series of Boston is unable to take this step because of its limited personnel. The organization also has different budget plans for peak and normal season, which shows that it cannot spend well in off season if any creation of sudden event in needed. It should review its profile of events and bring more variety in to attract people. Also, it should be looking for further donations and grants to run the organization in a smooth manner.
Conclusion
To sum it up, the organization, “Celebrity Series of Boston” fits into a local art scene as it promotes arts all through the Boston. It is making appreciable efforts to educate more and more people about arts, which also includes schools. With the efforts of the Celebrity Series of Boston, art has become a specialty of Boston and people have started taking special interest in arts. The unique feature of Celebrity Series of including every sort of live art performance with the inclusion of celebrities is something that gives it a distinction among many other performing arts based organizations. If the organization is granted with more financial resources, it can develop and expand in a more progressive way.
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Insturction 003.docx
Organizational Marketing Plan
The final paper will be a Marketing Plan – the recommendations of what you implement if you were the Marketing Director of the organization( Celebrities Series of Boston) . This is the second half of what you began with the Midterm focusing on what you would do. This paper should be five to six pages.
Organization Name: Celebrities Series of Boston
Web: http://www.celebrityseries.org/
The midterm paper( situation analysis ) and sample Marketing plan is in the attachment.
Here is a framework for you to think about:
Overall Marketing Strategy (or, Executive Summary)
Mission of Org
Marketing Objectives
Financial Objectives (these should be related to your Marketing Objectives – results)
For each Target Audience Do this:
Overall Strategy for Specific Target Market
Target Markets (brief Buyer Personas)
Positioning Messaging (for segment/Buyer Persona)
Tactics Marketing Programs to Implement Tactics
Financials (this is in your sample, since you probably don’t have access to this, you don’t need to include it).
Marketing Expense Budget (again, you won’t have specific costs, but should have a list of resources and expected areas where you would need to spend money)
Evaluation (how you will evaluate success beyond Financials)
For Entire Strategy (broken down by Target Audience and Tactic)
Implementation Timeline
Milestones
Current Marketing Staff
Additional Marketing Research Areas (this should not prevent you from having a plan or from completing the other sections – this is more of what your organization needs to know more about)
Contingency Planning (what you do if this doesn’t work - Plan B – Normally, you would have to do this, but like Financials, I want you to focus on the Strategy, Tactics, and Marketing Programs).
