Patron Loyalty Week continues through March
24th. We’re engaging in dialogue about developing longer, stronger patron
relationships on the blog, at industry conferences, and on Twitter at #LoyaltyWeek
Making those conversions has far-reaching
implications for arts organizations. TRG research shows that the more loyal a
patron is, the greater their lifetime value will be to an arts organization.
But
how does that translate into your day-to-day tasks? We all know that marketing
and fundraising are about patron relationships, but that reality gets lost when
managers are trying make revenue goals week after week. We forget that a
loyalty strategy works like a booster shot for marketing and development
efforts. It means less work to promote a production or exhibit, or garner donors
for development campaigns.
Here
are 3 simple principles to help arts managers integrate loyalty into everyday
tasks:
1.
Loyalty is everyone’s job. Leadership must be engaged and lead the kind
of transformational change required to really orient around the patron. Marketing and development departments each
have major responsibility for loyalty. And so does
everyone else in the organization – from the folks who plan the campaigns to
the person who sells the ticket.
One
organization that has integrated all efforts around patron loyalty is Seattle's 5th
Avenue Theatre. We’ve highlighted one small part of their story already in the
Super Subscribers case study. It’s one of our favorite
stories about marketing and development working together. 5th
Avenue’s Director of Marketing and Communications Sean Kelly and TRG Senior
Managing Consultant Laura Willumsen are talking about the larger story at the
National Alliance of Musical Theatres Conference in Seattle this weekend. They’ll also do a webinar on April 18th
at 2:00 EDT on the subject. (If you are interested, please e-mail
info@trgarts.com.)
2.
Loyalty and its benefits can be clearly
shown in patron data. As demonstrated in last week’s post, most arts and
entertainment organizations have 90% “Tryers” in their patron database—those
patrons who are least loyal, most expensive to acquire, and most difficult to
retain. Because the majority of patrons fall into this category, successful
cultivation requires knowing your data and your database. You will find measures
of engagement and loyalty there. Effective marketing and fundraising campaigns require strategic use of good data.
At
the recent Spring 2012 ArtsReach conference, TRG President Jill Robinson
presented patron loyalty data--and strategies around that data--that we
routinely use in our counsel.
What
the presentation demonstrates is, though a large portion of your database may
be Tryers, there are simple ways to deepen their loyalty—and increase their
value to your organization.
3. Loyalty
is about people and relationships.
It’s the patron’s profile and history of involvement with an
organization that matters in loyalty development. Profiles vary by patron age,
available resources (time and money), and other attributes of demography and
consumerism. A common thread according
to research is passion – there is love for the art. That’s what makes the people-focus in patron
loyalty so important.
We’ve
gotten some great comments to this point on the #LoyaltyWeek Twitter discussion
this week when we asked how arts managers were deepening loyalty in their
organizations. Here are a few of them:
It’s
difficult to distill best practices for patron-centric management down into 140
characters, but our followers are right on. Thanks to everyone who has
contributed to the discussion on Twitter and at conferences this week.
Want to learn more about patron
loyalty? Pre-register for a free webinar with 5th Avenue Theatre on
April 18th at 2:00 EDT/11:00 PDT by emailing info@trgarts.com.
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