|Photo by Howard Lake|
Findings coming out of loyalty analyses are beginning to expose a bias in the arts industry. Many arts managers are convinced that patrons are either:
• philanthropists seeking to sustain the arts
• or consumers seeking to experience the art form.
The household is a single male. He spent $5,000 or more each year for five years in single tickets. He consumes a lot of this performing organization’s art. He also gave $150 or so each year for five consecutive years.
- Endorse and enforce a new way of doing things from the top. Changing the way “we’ve always done it” takes institutional fortitude and change only happens when leaders insist upon it. Growth requires institution-wide commitment. It is not a departmental initiative.
- Analyze patron data across systems to see all transactions at the household level. Information is a powerful, galvanizing force in an organization. The minute everyone in the organization sees a ranked set of individual patron histories, new possibilities are apparent. Every organization’s data set can create the rationale and story line for patron cultivation and development.
- Seize an opportunity or two to pursue. Patterns that emerge from analysis invariably show where the biggest opportunities lie. That’s where to start– by focusing first efforts on cultivating one or two manageable patron groups or patron patterns with the biggest upside.