Regional Theatre Marketing Plan by PaloAltoSoftware

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                                                    Table of Contents

1.0    Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0    Situation Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         1
        2.1   Market Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .            1
              2.1.1 Market Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .                   2
              2.1.2 Market Needs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              2
              2.1.3 Market Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               3
              2.1.4 Market Growth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               3
        2.2   SWOT Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           4
              2.2.1 Strengths . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           4
              2.2.2 Weaknesses . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .              5
              2.2.3 Opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             5
              2.2.4 Threats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           5
        2.3   Alternative Providers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           5
        2.4   Service Offering . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        6
        2.5   Keys to Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .         6
        2.6   Critical Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .       6

3.0    Marketing Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           6
        3.1  Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .      7
        3.2  Marketing Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             7
        3.3  Financial Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           7
        3.4  Target Markets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           7
        3.5  Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .        7
        3.6  Strategy Pyramid . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           8

4.0    Financials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .     8
        4.1   Break-even Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           8
        4.2   Funding Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          9
        4.3   Expense Forecast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .          10

5.0    Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .   11
        5.1  Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .           11
        5.2  Marketing Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .               12
        5.3  Contingency Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .             12

Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .    13
                               The Players Theatre Company

1.0 Executive Summary

      The value of live theatre is immeasurable. The Players Theatre Company offers self-growth
      and education to all of its audiences. Our classes for students are focused on building self-
      confidence through theatre games and performance. Our classes for educators offer new and
      interesting ways in how to approach traditional academic subjects, such as math and social
      studies. We also teach new ways in how to relate to students and how to optimize the learning
      time in the classroom. Moreover, The Players rework traditional pieces and create new pieces
      to fit in with the fast-paced times of the end at the 20th century. Our performances are always
      a new experience for audiences even if it is a new rendition of Romeo and Juliet. We try to
      relate as performers to our contemporary audience and offer new insights on our society.



2.0 Situation Analysis

      The Players Theatre Company has just emerged in the press as a reputable, quality theatre
      company. There has been an increased interest in the community in our classes and
      productions. Currently, traditional theatre is available to the public, but there has been a call
      for educational performances. We want to take advantage of this current popularity to grow in
      funding and in audience (both quantitatively and geographically).



2.1 Market Summary

      We are experiencing growth in interest in theatre from the community and the current trend in
      education and entertainment. Also our demographics are widening, encompassing more and
      more people from different walks of life. There is definitely an opportunity here to be seized.



                                            Target Markets




                                                                                 General Audience
                                                                                 Educators
                                                                                 Parents




                                                                                                    Page 1
                               The Players Theatre Company

      Table: Market Analysis

      Market Analysis
                                            2001       2002       2003       2004        2005
      Potential Customers       Growth                                                            CAGR
      General Audience             30%    130,000    169,000   219,700    285,610      371,293   30.00%
      Educators                    50%     25,000     37,500    56,250     84,375      126,563   50.00%
      Parents                      20%     50,000     60,000    72,000     86,400      103,680   20.00%
      Total                     30.88%    205,000    266,500   347,950    456,385      601,536   30.88%



2.1.1 Market Demographics

      Market Geographics

      As a theatre company (as opposed to an established theatre), we have the flexibility to move
      from region to region giving us greater access to a wider audience. Currently we are restricted
      to our county because of our limited contacts, but we are focusing on growing to eventually
      encompass the entire West Coast and possibly the rest of the country.

      Market Demographics

      Most people who go to the theatre go to see live theatre. Since movies, home video rentals
      and TV are prevalent, a theatregoer is not a hard sell. They want to be there. They have made
      a conscious choice about how they wish to be entertained. These people can be of any age,
      any nationality, and any gender. We have low ticket prices so we can include all levels of
      economic status, but most theatregoers are of middle economic status since most theatres
      tend to have high ticket prices ($15-$20). The common factors, however, are the following:

           •   Value the arts.
           •   Usually a high level of education.
           •   Background of exposure to the arts, or even an education in the arts.
           •   Ages vary from young adults to the elderly.

      Market Behaviors

      Theatregoers are loyal consumers. If they like a show, they will come back for other
      performances. However, the frequency with which the average audience member goes to a
      show is most likely once a month, oftentimes less. Teachers and students, however, want
      more and more live performances to energize their curriculum and the call for theatre is
      frequent.



2.1.2 Market Needs

      The value of live theatre is immeasurable. The Players Theatre Company offers self-growth
      and education to all of its audiences. Our classes for students are focused on building self-
      confidence through theatre games and performance. Our classes for educators offer new and
      interesting ways on how to approach traditional academic subjects such as math and social
      studies. We also teach new ways on how to relate to students and how to optimize the
      learning time in the classroom. Moreover, The Players rework traditional pieces and create new
      pieces to fit in with the fast-paced times of the end at the 20th century. Our performances are
      always a new experience for audiences even if it is a new rendition of Romeo and Juliet. We try
      to relate as performers to our contemporary audience and offer new insights on our society.




                                                                                                 Page 2
                              The Players Theatre Company

2.1.3 Market Trends

      The trend in education is towards breaking traditions and discovering new ways in how to
      teach and how to relate to students. For example, teachers are going to seminars about the
      different ways people learn: visual, aural, etc. The call for something new is where our theatre
      company steps in. Not only do we offer classes but also performances that draw from history,
      social issues, and literature, and we present them in a new non-traditional format.

      As theatre becomes more and more commercial, and with the burst of touring Broadway
      shows, more and more people are becoming interested and aware of the value that live
      theatre has for our communities. Even non-traditional shows are selling out to audiences who
      just five years ago would have never stepped inside a theatre.



                                           Market Forecast


         400,000

         350,000

         300,000

         250,000
                                                                                 General Audience
         200,000                                                                 Educators
         150,000                                                                 Parents

         100,000

          50,000

               0
                      2001      2002      2003      2004      2005




2.1.4 Market Growth

      The market trends discussed in the previous topic point toward a market growth currently
      estimated at 30% for the next two years. We would like to take advantage of this and try to
      create growth in our audience by at least 50% by expanding our tours beyond our home
      county and then outside of the state, and so on.




                                                                                                    Page 3
                              The Players Theatre Company


                                        Target Market Growth


                    50.00%
                    45.00%
                    40.00%
                    35.00%
                    30.00%
                    25.00%
                    20.00%
                    15.00%
                    10.00%
                     5.00%
                     0.00%
                             General Audience   Educators       Parents




2.2 SWOT Analysis

      The following is an outline of The Players Theatre Company's strengths, weaknesses,
      opportunities, and threats. Currently our strengths and opportunities outweigh our
      weaknesses; however, our weaknesses punctuate ou
								
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