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ICO AUDIENCE DEVELOPMENT PLAN – November 2013

ICO AUDIENCE DEVELOPMENT PLAN – November 2013. The Irish Chamber Orchestra Audience Development Planning Programme in partnership with the Arts Council of Ireland. Without an audience - there is no concert. Current Environment . Challenging economic conditions: Box-Office

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ICO AUDIENCE DEVELOPMENT PLAN – November 2013

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  1. ICO AUDIENCE DEVELOPMENT PLAN – November 2013 The Irish Chamber Orchestra Audience Development Planning Programme in partnership with the Arts Council of Ireland. • Without an audience - there is no concert.

  2. Current Environment • Challenging economic conditions: • Box-Office • Arts Council Funding • Staff Reduction • Marketing Spend Reduction

  3. THE POSITIVES Music excellence Artistic leadership International profile Community engagement Gábor Tákacs Nagy Principal Artistic Partner Jörg Widmann Principal Guest Conductor/ Artistic Partner

  4. The PRIORITIES – Programming & concerts • Artistic Planning – ICO Artistic Committee • Marketing challenge / disconnect relating to programming • Need to change how we think and do things • Touring - our window of opportunity • Collaborations • Diversity of people and places • Find a balance of popularity in programmes

  5. SWOT Strengths • A world class cultural ambassador • Arts Council Funding • A spirited, loyal and committed orchestra and staff. Exceptionally high quality product. • Two of the finest Artistic Directors in Europe. • World class Soloists • A growing international reputation and audience. • Major increase in European profile and presence. • Ability to adapt to changing market conditions.  • Much improved CD output • Competitively priced tickets • Successful community engagement programme with national recognition. Weakness • Small audiences on the domestic market.  • Lack of budget and staff resource to raise our profile. • An inability to demonstrate our international audience successes to our own Irish audiences. • Progressively, decreasing Arts Council funding. • Lack of sponsorship opportunities.  • Venue challenges • Centralised booking through Ticketmaster in Dublin’s RDS • Artistic planning does not marry with marketing Opportunities • Exploit successful Community engagement programmes. • Encourage Artistic directors to be worthy ambassadors both home and abroad. • Develop more diverse & imaginative programmes to win new audience segments • Attract more students to concerts • Develop new and imaginative ways of growing a young audience from our Sing Out project Threats • The overall financial crisis in both Ireland and Europe. • The older age profile needs to be continually refreshed and nurtured • Venue challenges : Limerick – out of town; Dublin – online booking • Lack of music education for young people in Ireland. • Competition from other arts organisations for limited audience/potential audience spend • Lack of internal resources i.e. staffing

  6. Marketing audit • Venue Relationships • The Price/Ticketing /Promotion • Resources • Audiences

  7. Location Analysis • Graph indicates a closer personal relationship between orchestra/ audiences in Limerick, whereas Dublin shows heavier reliance on word of mouth, indicating a much less direct relationship with audiences.

  8. Age analysis • In Limerick, our audience is strongest in the 50-70 year categories. • In Dublin the 50-60 year category rings through. Concurring with TGI, classical music has shown an increase of older attendees, particularly in the 65+ category.

  9. Objective • This graph indicates the age profile that the ICO wants to raise over the next three years.

  10. strategies • Market Penetration • Grow audience for core programme • Market Development • Social Inclusion; corporate market • Product Development • Develop ICO product awareness

  11. Understanding audiences • Engagement • Surveys/Feedback • Digital Media Analytics • Box Office Feasibility Study by 2015* • * Subject to available resources

  12. Building relationships • Mailing Lists • Contact cards / Surveys • Audience Engagement/concerts • Loyalty programmes • Player engagement & participation post-concerts

  13. Engage broader audience • Audience Development – include in ICO Planning • Program/Audience diversification • Collaboration / New venues • Audience quotes / endorsement • Campaign -> UL Students • Open rehearsal strategy – schools/community

  14. diversification • Alternative venues • Lunch-time concerts • Corporate patron venues • Streaming concerts online

  15. Audience SEGMENTATION Baby Bachs 5-14 Year Olds Double Incomes 30-50 year olds Cold Feet 15-20 Year Olds Maturing Upwardly Mobiles 50-65 year olds The Yuppies 21-30 Year Olds Golden Oldies 66+

  16. IN SUMMARY… Reputation Build on ICO’s international reputation in the home audience. Audience We need to retain/ build audiences and drive to be more relevant Break the Mould We need to be less formal, be innovative and be collaborative. Community We need to marry the needs of our community segments Music Presentation We need to develop new and innovative ways of presenting music. Legacy We need to be inclusive and leave a lasting impression. Changing Lives Through Music

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