This week I’m attending and speaking at the first Ticketing Technology Forum in London, a meeting of ticketing technology suppliers and venues. In future posts I’ll provide a more thorough overview, but I want to share information from a particularly interesting session presented by Julian Jenkins, Commercial Director at Cardiff City FC in the United Kingdom. For context, Julian is in charge of marketing and ticketing for this football team, which we’d call soccer.His first point struck me as spot on: “Football clubs spend too much time on trying to control what they can’t the game on the pitch [field] and not enough time on things they can meaning the customer experience.” Seems like every theatre company or orchestra could say the same. There’s an old saw in the arts and culture world: Marketing and development departments don’t often sand that’s putting it mildly. While this is, sadly, often the case, I’ve been fortunate enough to work at several non-profit arts organizations specifically in Baltimoreand Woolly Mammoth Theatre Company in Washington where our better, smarter instincts prevailed. Our marketing and development teams were able to cultivate a healthy détente and sometimes even out-and-out respect for each other’s efforts.Now you’re probably assuming that this was achieved only through happy hour-facilitated bonding over games, gossip, and griping about the higher-ups. While that certainly was a useful tactic, another helped us and it should help you. It’s a simple one to grasp but challenging to implement: “playing nice” with your data. If you make a concerted, interdepartmental effort, you will boost not only your collegial spirit but also your productivity.Most of the arts organizations I talk with are constantly looking for ways to attract younger patrons and to counteract the perceived “graying” of their audience. I can see the truth in their concerns every time I go to a Broadway show or a classical music performance here in my friends and years old, often get the sense that we’re the youngest people in the venue by a matter of decades.The more I explore this issue, the more I begin to think that the answer to this problem might be sitting in your office right now. How many people reading this either have entry- or mid-level coworkers and under, or are yourselves those “emerging leaders”? My sense is that members of the next generation of arts marketers are ready and waiting for the chance to express their ideas and reach out to their peers to attract that younger audience everyone is looking for.In November, at the National Arts Marketing Project Conference, I moderated a session called “We ARE the New Audience: Empowering Generation Marketers to Reach Patrons” with panelists Sarah Benvenuti Katherine Mooring and Kaysi Winham This month I’ll be giving a solo recap of that session at the Arts Reach Conference in New York, to share the ideas we came up with about what the “next generation” of arts audiences looks like and what they want. We will also explore how to encourage the emerging leaders in an organization to be the driving force for reaching this new audience.
Thursday, 21 March 2013
Bloger patrron technology
This week I’m attending and speaking at the first Ticketing Technology Forum in London, a meeting of ticketing technology suppliers and venues. In future posts I’ll provide a more thorough overview, but I want to share information from a particularly interesting session presented by Julian Jenkins, Commercial Director at Cardiff City FC in the United Kingdom. For context, Julian is in charge of marketing and ticketing for this football team, which we’d call soccer.His first point struck me as spot on: “Football clubs spend too much time on trying to control what they can’t the game on the pitch [field] and not enough time on things they can meaning the customer experience.” Seems like every theatre company or orchestra could say the same. There’s an old saw in the arts and culture world: Marketing and development departments don’t often sand that’s putting it mildly. While this is, sadly, often the case, I’ve been fortunate enough to work at several non-profit arts organizations specifically in Baltimoreand Woolly Mammoth Theatre Company in Washington where our better, smarter instincts prevailed. Our marketing and development teams were able to cultivate a healthy détente and sometimes even out-and-out respect for each other’s efforts.Now you’re probably assuming that this was achieved only through happy hour-facilitated bonding over games, gossip, and griping about the higher-ups. While that certainly was a useful tactic, another helped us and it should help you. It’s a simple one to grasp but challenging to implement: “playing nice” with your data. If you make a concerted, interdepartmental effort, you will boost not only your collegial spirit but also your productivity.Most of the arts organizations I talk with are constantly looking for ways to attract younger patrons and to counteract the perceived “graying” of their audience. I can see the truth in their concerns every time I go to a Broadway show or a classical music performance here in my friends and years old, often get the sense that we’re the youngest people in the venue by a matter of decades.The more I explore this issue, the more I begin to think that the answer to this problem might be sitting in your office right now. How many people reading this either have entry- or mid-level coworkers and under, or are yourselves those “emerging leaders”? My sense is that members of the next generation of arts marketers are ready and waiting for the chance to express their ideas and reach out to their peers to attract that younger audience everyone is looking for.In November, at the National Arts Marketing Project Conference, I moderated a session called “We ARE the New Audience: Empowering Generation Marketers to Reach Patrons” with panelists Sarah Benvenuti Katherine Mooring and Kaysi Winham This month I’ll be giving a solo recap of that session at the Arts Reach Conference in New York, to share the ideas we came up with about what the “next generation” of arts audiences looks like and what they want. We will also explore how to encourage the emerging leaders in an organization to be the driving force for reaching this new audience.
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