Americans for the Arts

I am a HUGE proponent of partnerships! There is nothing like getting in front of a group that is loyal to a certain brand, and have that brand state that your organization has value for the group to also support you. Throughout a season, we work with numerous partners to reach new audiences, from arts organizations to corporations and beyond.

Here are some of the more successful partnerships we have had:

Dracula's Night at the Bats

Dracula’s Night at the Bats: A fully integrated campaign with Louisville Slugger Field and our baseball team, the Louisville Bats. Dracula threw out the first pitch (a bit high, but right down the middle), we had a table set up behind home plate, our promotional video was played on the jumbotron in the outfield, we gave away an opportunity to purchase $10 tickets to an entire section and  one lucky person won two season ticket packages (and Dracula handed them out on the third-base dugout).

The benefit: Exposure to a different audience in a fun and interactive way. It showed potential patrons that theatre is not as intimidating as they might think. While there was not much advance promotion of this event, the face time we had with the thousands of people at the event was invaluable.

Deborah Obalil

In reading the excellent posts by Susannah Greenwood (Questions of Musical Engagement), Mary Trudel (Oh yes – there's an app for that), and Ian David Moss (Arts participation and the bottom of the pyramid) it becomes very clear that technology is enabling, and to a degree forcing, arts organizations to use sampling as a marketing strategy.  Now product sampling is a marketing strategy that has been around for quite some time.  Marketers have long known that if you get a taste of something good,  you'll buy lots of it.  It also requires that whomever is producing the product (the artist or arts organization in our case) to go to the people it wants to connect with to provide the sample.  In the not-so-distant past, this was a resource intensive proposition for the arts, especially the performing arts.

Early in my career I was the marketing director for a contemporary concert dance presenter, and we did lots of sampling, we just didn't call it that.  We called them previews or lecture/demonstrations.  The dance companies we presented would be trotted all over town to libraries and schools, public plazas and community gatherings.  And we would have information at all of these events about the upcoming theatrical performances and how to get tickets.  Since most of the companies we presented were far from household names (even for dance afficionados), giving potential audiences a taste of what the would get for the ticket price was crucial to building audience.

Like many before me and many to come, I came to Silicon Valley for the Chips -- specifically, Chip Heath, co-author of Made to Stick and Switch, and one of my heroes Chip Conley, owner of Joie de Vivre hotels (who I actually admitted to having a brain crush on via Twitter). Both Chips were keynotes at the 2010 National Arts Marketing Project Conference held in San Jose this weekend.

The first time I listened to Chip Conley (who tweeters at the conference have immortalized with the hash tag hotchip) and as I read Peak, I thought a lot about how Arts Alliance Illinois, primarily an arts advocacy organization, could “refresh the identity” of Illinois arts practitioners and leaders through advocacy.

But this time, maybe because I’m still thinking about Election Day, I was thinking about a Hierarchy of Needs for elected officials. Specifically, what is transformation for elected officials. If you were an elected official, what would it mean to be all you can be?

Before you begin the snarky comments, let me take a step back – for all of you wondering what the Hierarchy of Needs is, how this is connected to Chip Conley, and what it means to refresh an identity.

You may have heard the term “Hierarchy of Needs” in a psychology class or on your Lincoln-Douglas debate team if you’re a dork like me. Abraham Maslow, a professor of psychology, invented the term when he decided to shift the gaze of psychologists from the “worst case scenarios” in humanity to those living the happiest and most satisfying lives. He discovered a hierarchy of needs – from basic survival to transformation – that defines human existence. Here’s my rendition:

Photo credit: Flickr user Khalid Almasoud.

The bottom layer is all about physiological needs: food, drink, air, and sleep. Next up are your safety needs. Then there are needs related to love and belonging, followed by esteem needs. On top of the pyramid is self-actualizing, being all you can be.

Sara Billmann

It’s an honor to be included in the Arts Marketing Blog Salon. I’m looking forward to learning a lot from the conversations over the coming week.

If the Internet was the buzzword of the mid-1990s, there’s no question that social media has reigned supreme over the past few years, with names of sites now popular becoming verbs that have entered our modern-day lexicon and the entire industry now abbreviated as something that even as recently as a few years ago would have implied something tawdry.

The beauty of social media is that it ultimately just takes word-of-mouth to a whole new level, albeit a more visible one. Let’s face it, there was a certain comfort in the pre-internet days of knowing that people heard about performances by ‘word of mouth’ without knowing what, exactly, was being said.

Now that message is broadcast far beyond the reaches of our own venues, giving us opportunity to enhance or diminish our own reputations with the press of a few keystrokes. We all plot how we can use this power to our advantage as consumers, but would be better off thinking about how we should be using its reach and power to ensure nothing but the most satisfied, engaged customer.

Brian Reich

Everyone talks about the transformational power of digital and social media, the contribution that technology and the Internet are having on our society – but for all the changes and advancements, most of the important things about our society seem to be largely operating as they have for a long time.

The promise of new technology is scale, reach, and efficiency. Just because we can move faster doesn't mean that work should take priority over developing relationships and providing value to our audiences.

We have prioritized telling a quick story that suggests progress over investing in long-term impact that changes the world and drives people towards deeper commitments to organizations. We have become too accustomed to measuring success based on the size or popularity of an organization and not the value that a community of supporters places on the work that groups are doing.

As long as groups continue to focus on the wrong opportunities, our efforts to address serious issues will continue to stumble.

One of the prompt questions for this blog salon was, “What research is affecting your marketing and fundraising strategies?”

TRG’s research on arts patrons by generation has really given me perspective on where the arts are today and what we need to plan for long-term. Right now—even amidst the recession, organizational bankruptcies, and funding pullbacks, today may be the “good old days” for arts marketing.

There are four generations of arts buyers in the market right now. Each cohort is born roughly between these dates:

Traditionalists, born before 1945
Baby Boomers, born between 1946 and 1964
Generation X, born between 1964 and 1981
Generation Y, born between 1982 and 1995