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Culture Change
in Arts MarketingBecoming data-driven and structuring for success
Lucy Sinclair
Director of Audiences and Media
Royal Opera House, London
● World class productions● Culture: the show must go on● Highly loyal, fierce, core fan base● New leadership with clear vision
(international, open up, digital media)
● World renowned brand
● Economics / Funding models● Political mood● Failure to improve change-resistant
organisation culture
● Data driven audience insight● International co-creations● Modernise marketing and
communications plans● Measure ROI, be agile● Brand development● Integrated, flatter team structure
● Unclear data strategy● Over-catering to the converted● Siloed teams● Inward-facing content strategy● Very tactical/promotional● Brand struggles for permission to
be contemporary● Missing financial targets
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
2 years ago: brief SWOT analysis
ROH were over-serving each end of the spectrum and rarely looking at our data
Reactive, single issues, complaints
“My favourite
seat wasn’t
available
"I don’t like the change
you made"
“I don’t like the
cast sheet"
I love ROH exactly as it is and
want nothing to
change
Super fans
And we had a really complicated data segmentation that no one understood
Reactive, single issues, complaints
“My favourite
seat wasn’t
available
"I don’t like the change
you made"
“I don’t like the
cast sheet"
I love ROH exactly as it is and
want nothing to
change
Super fans
Really
ComplicatedSegmentation
In order to get data-driven, we first needed to simplify everything and understand what was actually going on
Enthusiasts (50k)
Come lots, know lots
Fresh Fans (500k)
Been once, know a bit
Culture Vultures (2.2m)
Not been. Don’t know much, but open to persuasion. Key Target for Open Up, Cinema, Big Screens, Live streams and social media reach
Experience Seekers (1.1m)
Not been. Know nothing. Potential target for some new products or experiences
Learning & Participation groups (30k) (teachers, schools, kids, disadvantaged, special interestetc)
Current and potential audience
Source: A&M Audiences & Analytics team. Tessitura and TGI modelling
What we want them to do
Book a ticket Visit us
We changed our skillset and structure
Director of Audiences and
Media
Head of Analytics and Audience Data
Head of Marketing
Head of Communications
Head of Digital Products
Head of Creative Studios
Head of Audience Labs
Head of Distribution
and Broadcast
Director of Audiences and
Media
Director of Marketing
Director of Communications
Head of ROH Media
old
new
11
We aligned our thinking to audience touchpoints rather than to our own products
Cin
emas
REACTIVATE
Big Screen
s
CREATE OPPORTUNITY
CREATE DEMAND GROW VALUE
R&
D N
ew P
latform
s
R&
D N
ew Fo
rmats
ON-BOARD & DELIGHT
Influ
encer o
utreach
Pu
blicity &
press
Om
ni-ch
ann
el camp
aigns
Social m
edia
Engagin
g con
tent
Ticketing p
rocess
Pu
rchase p
ath
Web
& A
pp
exp
Perso
nalize
d C
RM
Pro
gramm
es & m
aterials
Up
-sales
Cro
ss-sales
Packages
Friend
On
-bo
ardin
g
Friend
Ben
efitso
ffers
Feedb
ack
Dyn
amic p
ricing
Friend
Recru
itmen
t Reen
gage camp
aigns
REWARDLOYALTY
‘Alw
ays on
’ dialo
gue
Co
nsisten
t bran
d vo
ice
Friend
dialo
gue
Television
& R
adio
Streamin
g & V
OD
& Sales
We allocated budgets and resources very differently
Before From now on
Marketing
technology
Admin
Promoting
Productions
and
Individual
showsBrand
GROWREACH
GROW INCOMEwhilstREDUCING COST
We focus ruthlessly on two things
In order to fulfil our purpose
In order to balance our budget
Audiences & Media – 2022 VisionIf we are successful as a department in helping the ROH achieve its goals, this is what will have happened:
1. We hit box office and cinema revenue targets, all venues – see target for each production – and grew the box office potential overall
2. We maintained or grew mainstage (96%), Linbury (78%), BP Screens, UK cinema and special event occupancy or digital engagement / streaming targets
3. We hit secondary net revenue targets where applicable (retail, catering, Opus ArteProducts and digital distribution)
4. Reputation: Our fans still love us, but more people also love us
5. The team really enjoy at least 70% of the work they are doing
6. The team feel as though there is space for us all to be brilliant, succeed and progress our careers
7. We saw improvements in our staff survey responses about local leadership, team culture, clarity of objectives and collaborative ethos and respect from other teams.
them
us
CRM Strategy
Fuel Social Media Advertising Collateral Product Collateral Website Optimization Strategic Campaigns
What we are doing…
Objective: Grow social reach across all platforms
Strategy: Harness the power of timely and culturally tied in video content on Facebook through traditional hosting and Facebook Lives
How success is measured: Reach and engagement achieved for the individual posts on social platforms
Objective: Provide assets for the paid advertising machine
Strategy: Generate strong visual imagery for every production in a variety of formats including, where ever possible, video
How success is measured: Individual assets will be assessed on their performance in driving click through rates
Objective: Support the Cinema broadcasts
Strategy: Leverage behind the scenes footage and star support to enrich the cinema experience and improve overall product proposition
How success is measured: Broadly, cinema sales. More specifically, NPS scores for the cinema experience
Objective: Improve website journeys and landing pages
Strategy: Ongoing A/B testing using different copy lines/image assets/layouts to iteratively improve the performance of the website
How success is measured: A/B tests will be assessed individually as this is a continuous process
Objective: To support a defined strategic campaign
Strategy: As part of the new strategic campaigns process there may be a need for content to support paid, owned or earned media strategies
How success is measured:The campaign owner will be responsible for ensuring the asset is leveraged
What we’re not doing…
Content to ‘Educate’ Editorial strategy SEO/Keyword targeting
Why?• The exception is our Learning Platform. But for all
other content…• We have no plan for the distribution of this content• Given our limited resources, we need to focus on
content that supports sales and campaigns• It’s very difficult to meaningfully measure
effectiveness when the goal is to deepen engagement outside of a campaign or sales goal
Why?• We’re not prioritising views on the website as a KPI
for reach because we are not a publisher and eyeballs for ads isn’t our business model
• We therefore don’t have any editorial objectives beyond those contained within a campaign or communications goal
Why?• The website is already a major authority in the
eyes of search engines, and the new site is being built to continue that
• Search volumes for long tail keyword terms offer only a minor opportunity at this stage
• We’re too niche and not enough of an authority to compete for the most generic search terms e.g. ‘what to do in London’.
DATA-LED CONTENT STRATEGY
They aren't old, and they're not ageing
We don’t have a problem attracting new audiences
• Average age of our audience is 48• That age and age-band spread has been stable for at least 10 years (the
data we have)• 45% of our Fresh Fans (people who’ve been once) are aged under 40• Our biggest age-band is 26-30s (13.45%)• 40% of tickets are sold to new-comers every year (18% international)
DATA-LED MYTH-BUSTING
Reputation-building, multi-channel, thematic Campaignseg Open Up: Feel Something New
CRM Strategy
Digital Marketing, data-driven, always on
EmailPaid
search
Organic search
Paid social media
Digital advertisin
g
ROH website
Tickets Visits
Users who browse but
don’t make a purchase
are re-targeted via digital advertising
Users who browse but don’t make a purchase are re-targeted via triggered
emails
Purchases & sign ups
Ticketing Catering Retail Membership Fundraising
CRM Strategy, data-driven, always on
• Welcome• On-sale• Production campaigns• Reviews & reactions• Production page
abandonment• Cart abandonment• Offers & promotions
• Welcome• Pre-visit reminder• Eat & drink page
abandonment• Individual restaurant
abandonment• Offers & promotions
• Welcome• Post-visit up sell• Product browse
abandonment• Cart abandonment• Similar product suggestion• Seasonal promotions
• Welcome• On-sale• Friends e-news• Production campaigns• Renewal reminders &
lapsed win-back campaign
• Recruitment campaigns
• Welcome• Donation thank you• Appeals & campaigns• Grand & golden draws
Publicity, always on
Press & offlinemedia
Social media
• Welcome• News• Engagement• Excitement• Reactions and
dialogue
• Production publicity
• Season Guide• Leaflets• ROH Magazine
BRAND&
REPUTATION
DAY TO DAY
SALESREVENUE
NEWS
LOYALTY
REACH
Info
Focus marketing on outcomes not inputs
New, user-centric, mobile-first website
A few of the results
• Doubled original projected footfall to our daytime venue
• 100% ticket sales for virtually all new daytime events
• Record-breaking evening ticket sales: 2017/18 was the ROH’s highest ticket sales and revenue ever
• First quarter 2018/19 achieved its revenue targets 6 weeks early
• 25 million impressions and nearly 1 million active engagements (likes, comments and shares) via social
media
• 3.5% year-in-year increase in website traffic since the new pages were launched
• Average 2.3% conversion rate for the website, above past performance
• Return on marketing investment averaging 500-1000
• Halved the marketing costs spent on selling tickets
thank you