Week 3: Marketing the Arts Logbook

Brochures and Newsletters:

I am starting to get bored with “normal” brochures- for example, this one is perfectly eye-catching and seems pretty informational. But I know even without seeing the inside that the inside probably has some sort of calendar on one of the folds, that the sides have different types or genres of events (previewed by the ‘film’ one shown here).

I favor something more like this- which is still pretty format-friendly to its audience, but is a little easier to read, though it takes up more pages. It is just as colorful, but without being as jarring.

Logbook entry: List the risk factors associated with your product. Define ways to decrease risk for the consumer’s decision-making process. What strategic marketing activities do you plan to implement and how will you lower perceptions of risk associated with your product or event?

Risk factors: Consumer doesn’t think that Argentinian life is relevant to their own, and therefore isn’t interested in it, Consumer finds month-long programming too overwhelming, Out of town consumer doesn’t want to travel in winter weather to the small lakeside town.

Decreasing risk:

  • Create an ad campaign that will show vibrant, relatable and engaging images from Argentina that will spark curiosity in the consumer.
  • Make sure that all advertising has clear, complete, and organized information about separate events throughout the month.
  • Use social media to advertise good weather leading up to and day-of events.

Marketing Plan Development Part II: Situational Analysis, Audience Analysis, Product/Service Analysis

Organizational SWOT
strengths: variety of consistent programming, community knowledge and support of organization, growth in scope and quality of programming, self-sustaining, building with variety of spaces for wide scope of programming and functionality.
weaknesses: lack of young professionals audience, lack of staff support to continue to grow organization, reliance on small group of major donors.
opportunities: continued growth of the tourism industry to Saugatuck, Grand Rapids art prize is making a name for arts in West Michigan, economy beginning to rebound
threats: an over-packed local summer season, lack of population in the winter season
Audience Analysis: The SCA’s current consumer is 35+, and a summer tourist in Saugatuck, MI. Saugatuck attracts around 10,000 tourists every weekend, some of whom own second homes in the area, and some who stay in local rented cabins or bed and breakfasts. They come to Saugatuck because of its lakeshore location, commitment to the arts, and local shopping and eateries.

Target Audience (new, current, prior): The SCA’s target audience is mostly the one that they have- 35+, single or married, generally employed and from out of town, so with some expendable income. They would like to attract more local children during the off season- incorporate more local school groups.

Competition for Target Audience: There is no direct competition for this audience within a 20 mile radius, but other community activities in Saugatuck, such as weekend festivals can be competition for their target audience.

Product/Service Description and Analysis (uniqueness, appeal, sales opportunities, history): The SCA provides the community of Saugatuck with a community arts organization that provides a variety of theater and music performances, a farmers market, instructional classes for children and adults, a rotating gallery space, and current event film screenings and lectures. They are uniquely the only full- service arts organization in a 20 mile radius. They have rental space for sales opportunities. They are an eight year old organization with 1 full time and 4 part time employees.

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