Who are you anyway? Branding your organization for ... · 7/14/2009 2 Typical problems with...

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Branding your organization for audience development

Copyright Arts & Business Council of Americans for the Arts 2009

Who are you anyway?


Where are we? Unique mission? Who is our customer? Who are our new targets? Growth potential?

Where are we going?


Where are we going? Measurable Objectives?

How will we get there? Appropriate strategies?

What will we say, to whom and how?

What will it cost?

Who will do what and when?

How will we know it’s working?

Where are we?

⇒What are the key issues facing my organization, my industry and my community currently and in the near future?


⇒What are our internal strengths and weaknesses (assets, financial resources, management, volunteers, corporate culture, etc.)?

⇒What are our external opportunities and threats?

Where are we?

⇒What is our mission?⇒Who is our current customer?⇒Who else could be a potential


customer for us?⇒Who do we compete with for our

customer’s time and money?

Who are we?Mission

Inside view looking out: artist’s perspectiveStatement of Purpose


p• Why you exist

Statement of Ambition• Defines what drives the artistic

productStatement of Values

• What you believe in

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Typical problems with missions

UnoriginalIneffective

A talisman hung in public places to ward off evil spirits.


spirits.Eileen Shapiro

“Fad Surfing in the Boardroom”

Typical problems with missions

Too broad; too narrowToo category focusedNot distinctive


Too philosophicalOut of step with the timesVerbose, obtuse, vague language

Can everyone on your board and staff define the


organization’s mission and its activities?

Typical Mission Statement

We have the best artistic productthat will appeal to everyone at the lowest possible cost.


An example

Produce plays which span the full spectrum of theatrical genres but share a common impulse: to celebrate h h i i ’ d d


the human spirit’s endurance and capacity.

To provide a nurturing environment for theatre artists and artisans to produce and develop plays that place a high value on substance, intelligence and craft. We strive to enrich the lives of out audience by producing high-quality, thought provoking work that shines in an intimate setting.

To provide access to high-quality music


To provide access to high-quality music education to anyone who seeks it, regardless of economic status, ability level, ethnicity, or religious affiliation.

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To provide an integrated forum to foster the appreciation of the arts in the community by producing and presenting performances, exhibitions, and educational programs.


To create and perform contemporary dance that is developed through the collaboration of dancers with and without disabilities; to teach dance and educate about collaboration and disability through community education and outreach programs; to


education and outreach programs; to promote and support physically integrated dance locally, nationally and internationally.

We produce premier and seldom produced works.We’re the only theatre to produce premier works of local playwrights.We produce Midwest and World premiers offering new voices to our


town.

A good one:

The Joel Hall Dancers use pulsating rhythms to present urban jazz dance.


The art of the last five minutes.Contemporary Art Center

Good Mission

Black Storytelling embodies the history, heritage and culture of African Americans. It preserves, perpetuates and passes-along the folklore


and passes-along the folklore, legends, myths, fables and mores of Africans, their descendents, and ancestors. Our mission is to establish and maintain a network of individuals and groups to preserve the African Diaspora Oral Tradition.

Good Mission

To produce exemplary works of Kathak dance that expand people’s concept of what Indian dance is, and i i f h i


inspire a greater awareness of what it can be.

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Good Mission

To promote peace, social justice, cultural understanding though the arts, education and community action.


Mission Statement Preamble

A catapult for the imagination since 1926, the Tampa Theatre is a symbol of our city’s glorious past and bright f T Th i fi l


future. Tampa Theatre is a fiercely protected landmark and one of America’s best preserved examples of grand movie palace architecture.

Mission StatementThe Tampa Theatre Foundation's mission is to preserve the Tampa Theatre as a dynamic cultural institution.


Branding Process

What is a Brand?How do I determine ours?How do I ensure my customers


yunderstand my brand?

Exercise: What is a brand?

Lines BalletBolshoi BalletMartha Graham


Imagine each of these dance companies producing The Nutcracker, opening the same day in the same city.

Exercise

What would the newspaper headline announcing the production say?

What would the production look like? (set


What would the production look like? (set, costumes, staging, etc.)

What would the audience look like?

What would the reviews say?

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Branding is more than just a tagline describing who you are…..

It is the essence of the organization at a unique point in time.


unique point in time. It’s the organization’s DNA.

Customer Contract


Brand Truth

Facts that Support Claims

Right of Entry

Intangible Attachment

Emotional Connection

Personal Significance

Alignment

What the customer thinks

What the organization says


Consumer insight

Purchase decisions are made in the unconscious mind. Repetitionimplants the purchase idea in the

i i d


unconscious mind.

Jay Conrad Levinson, Guerrilla Marketing

What is a Brand?

It’s what you want to be famous for

Trusted promise


Encapsulates a Big IdeaConveys the Nature of the ExperiencePromise/Big Idea are Translated through Customer Experience

Myths of Branding

1. Branding is easy2. Your logo is your Brand3. Brands live only on TV


4. The crafted experience is always valid to customers

5. Brands are built on gazillion-dollar marketing budgets

6. Brands are permanent

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Functions of a Brand

Communicates Four Aspects of You:1. Reputation: How well known


2. Esteem: How highly rated

3. Relevance: How important

4. Differentiation: How different

Three Kinds of Brands

Idea: magical thinking, empowering


Anxiety: exploits fear

Compassion: comfort for sale

What’s the Brand?

Is it:Mass Merchandise


Or

Affordably Hip Stuff

What’s the Brand?

Is it:

On Time Delivery


Or

Absolute Certainty

What’s the Brand?

Is it:

Coffee


Or

Sociability

Branding

Defines you relative to the competitionFrom outside looking inDepends on an understanding of the


p gneeds and motivations of the customersHighly focusedWhat do I have that’s worth their time, effort and money?

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How do I determine ours?

1. Research2. Determine your value to customers3. Create an emotional image


g4. Use Plain talk5. Live up to the brand promise every

day

Who you Target


What differentiates you from competition

Who you are: MissionWhat you’re good at

Step 1: The Customer

Who are they (demographic description)?What are their wants, needs, desires, attitudes interests barriers concerns


attitudes, interests, barriers, concerns, pressures (lifestyle description)?How could you benefit them? Solve a problem?What, if any, image or impression do you conjure in their minds?

Why segment the market?

“Segmentation is saying something to somebody instead of saying nothingto everybody.”


Jay Conrad LevinsonGuerilla Advertising, 1994

Demographics Are Not Enough

Typical Demographic ProfileFemaleCaucasian


Age 50 to 64High IncomeProfessional CareerAdult ChildrenPolitically Active

Who Is It?


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Defining Your Customer Segment

IdentifyingDemographicsGeographyU


UsageAttitudes, beliefs, opinionsStated future intentions

Defining Your Customer Segment

EnrichingInterestsRelated


Related behaviorPersonal valuesPsychological characteristicsLifestage

Core values remain true

FamilyCareerTravel


Hobbies

Where does your organization fit?

Value of art remains true

Social bondingAuthentic growthSpiritual values


pEmotional impactIntellectual stimulationCaptivationWallace Foundation, Gifts of the Muse

What people want

37% of people want to go places so different from their daily lives that they feel like make believe.55% express a desire to “have more fun ”


55% express a desire to have more fun.63% want to “find more excitement and sensation in life.”58% want more romance and mystery.

American Demographics, 2000

Typical Benefits/Barriers

Need/BenefitStimulationFreedom/EscapeExposure/Discovery

Overcome BarrierUnfamiliar with venue/neighborhoodUnfamiliar with offeringLower awareness of


Exposure/DiscoveryConnectionExpression/SharingStatus attainmentSpecial OccasionEdutainmentFamily Activity

Lower awareness of optionsBig Deal

Extensive planning/expense/ effort

Feel like an outsider

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Step 2: The Competition

What are each target group’s leisure-time priorities?What are the competition’s strengths in the targets mind? Weaknesses?


in the targets mind? Weaknesses?Where are they on the target’s mental ladder? Benefits?How do you compare? Contrast?Unoccupied position you could claim?

Competitive exercises

List 4-5 competitors.• Other arts groups• Non arts entertainment options (e.g.

Pro/College game pop CDs NetFlix)


Pro/College game, pop CDs, NetFlix)• Other leisure activities (e.g. health club,

dinner with friends, etc.)

Competitive exercises

List 10 adjectives describing how your audience reacts to them.What single image describes your


organization?Spy on the competition….buy a ticket, see a performance, read their materials.Goal is to define segments, suggest your audiences’ core values.

Step 3: Core Competency

AKA: What makes your organization Unique?What is your image now?


Are you vulnerable?What do customers need to know about you to buy?

Defining Your Organization’s Unique ValueList 10 things your group, and only your group, does.


Focus on benefits, not facts.If you move to another city, what do they have to fear?If your organization died tomorrow, how would it be eulogized?

Is it:Meaningful, Motivating

Combine Assets with what your current audience values…..


Motivating, Relevant and Unique to the Consumer?

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How do I ensure my customers understand my brand?

Define brand strategy internallyAssess that your people = brandResearch both internally and externally


Communicate internally and externally dailyAlign hiring standardsEnsure the brand is not aspirational, but shown in organizational action

Branding Success

CRM + ERM


Meeting consumer needsSomething you're proud ofPassion for the product

Tampa Theatre


TT’s consumer insights

People come for different reasons; their reasons for coming are different than mine


Tampa Theatre is the frame, not the picture People go where people like them arePeople desire a sense of belongingAll I need to do it get them here once (so tell them what to do)

What motivates them?

Come for the building stay for the programs


What motivates them?Come for the programs, surprised by the building


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1932: Popular Palace for the People


2000: Timeless Popular Palace


2008: Sense of belonging


Sense of belonging



How to get the information

General research (Census, economic development agencies, small business administration, CVB, etc.)Industry studies (NEA AFTA)


Industry studies (NEA, AFTA) Your own research (Observations, informal contact, surveys, focus groups, etc.)Mail list analysis, internet tracking, prize give-aways, community meetings, etc.

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Better audience surveys

Customer DataGet demographicsGet name, address, phone


Sort single from season ticket buyersDid you attend because of the show/performance or the organization?

Better audience surveysCompetitive Data

What else do you do with your leisure time?What do you get out of those


y gactivities? List three adjectives to describe their benefits.

Core Competency DataList three adjectives that describe tonight’s performance/the organization.

Who are you anyway? Branding your organization for ... · 7/14/2009 2 Typical problems with...

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