Transcript Document

AUDIENCE DEVELOPMENT
NETWORKING EVENT
ARTS MARKETING ASSOCIATION IN
PARTNERSHIP WITH BELFAST CITY COUNCIL’S
CULTURE & ARTS UNIT
WEDNESDAY 5 MAY, BELFAST EXPOSED
WELCOME
Councillor Eoin O Broin
Chair, Development (Arts) Sub-Committee
BELFAST CITY COUNCIL
Stephen Cashman
Independent consultant & trainer,
trading as SCCaT
Board member, AMA
Director of communications,
Network of Audience Development Agencies
Former Chief Executive, DDN
NETWORKING
EVENT
Belfast - Wednesday 5th May 2004

The Association for people who persuade
the public to experience the arts.

An active and diverse membership of over
1,800 who regularly participate in
professional development opportunities to
improve their working practices.

The visual arts and crafts, museums,
performing and combined arts, film, cinema
and literature are all represented.
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 Activities & services:

Events - conferences, annual
symposium, speakers tours, seminars

Supporting professional
development

Publications

Networking
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 "There is simply no better way to keep
in touch with what's happening in the
world of arts marketing at every level.”
Ruth Staple, Marketing Officer, South West Arts Marketing
 "The networking opportunities alone
are invaluable, hearing of other
people's successes as well as sharing
problems...proves that even seasoned
marketers can learn new tricks.”
Sofia Nazar, Head of Marketing, Broadway Media Centre
 "I can't think of another organisation I
ought to belong to. Taking time out to
talk about the arts and audiences is
crucial.”
David Popple, Director, Stamford Arts Centre
SCCaT
Stephen Cashman Consultancy & Training
Mapping the scope
of audience development
and the role of
Network & the AD agencies
The drive for AD

1998: UK Central Government sets new
priorities (Source: DCMS Comprehensive Spending Review,
August 1998)

“the arts [to] be provided by the many and not
just the few”

“300,000 new chances to experience the arts,
200,000 new educational sessions”

“To see the present 50% of the population who
enjoy or take part in the arts … increased by
2/3rds over next ten years”
But issue of defining & scoping AD
“Audience development is a
planned process which involves
building a relationship between an
individual and the arts”
Heather Maitland [2000]
But issue of defining & scoping AD
“The term Audience Development describes
activity which is undertaken specifically to
meet the needs of existing and potential
audiences and to help arts organisations to
develop on-going relationships with audiences.
It can include aspects of marketing,
commissioning, programming, education,
customer care and distribution.”
Arts Council England [2003]
Social Inclusion vs Exclusion

Guilty of blurred terminology?

Social Inclusion activity:
working to pull people to what we
already do (?)
A SUCK approach

Social Exclusion activity:
Changing and using our work to address the
causes and consequences of Social Exclusion,
thus meeting social needs
A BLOW approach
Stereotype of a
Social Includer
They might not
think like us but
if I can just
persuade them
its good for
them… Even if
they do wear
smelly
trainers.
Come in!
Everything
s lovely!!!
Middle class
Middle aged
Middle English
ONLY
Stereotype of the
Socially Excluded
Looks posh
& expensive
Am I wearing
the right clothes
I don’t know
how to behave
Please can
I come in?
Mapping the scope
 Part of DDN’s evaluation of
Northern Arts’ Regional Audience
Development Initiative [RADI]
 Adopted an empirical approach
 Modelled what was really
happening
The 4P components of the map
Process
Purposes
Payoffs
Priorities
Potential purposes for AD
 Help fulfil objectives
 Expand relevance
 Counter barriers
 Meet social needs
The 4P components of the map
Process
Purposes
Payoffs
Priorities
AD as a systematic process
PLAN
4.
Choose
/ devise
an
event 5 & 6
Create
a plan
&
consult
on it
2&3
Collect
& use
1.
Choose info.
who to
work
with
REFLECT
DO
7. Implement
the plan
9. Evaluate &
learn from
the project
8. Sustain the
relationship
CHECK
After Maitland
[2000]
The 4P components of the map
Process
Purposes
Payoffs
Priorities
The Ansoff matrix sets
strategic marketing priorities
New
M
A
R
K
E
T
S
Market
Extension
Market
Penetration
Diversification
Product
Development
Existing
Existing
Products or services
New
Ansoff applied to Audience Development
Broadening
N
e
w
Research
U
s
e
r C
s u
r
r
e
n
t
Innovation:
audience scope:
• Attracting new
• Devising new
people to existing
offerings for
offerings.
new users.
Cultivation &
retention:
• Getting users to
use more.
• Increasing the
quality of their
experience.
Programme
Development:
• Devising new or
extended offerings
for existing users.
• Or to encourage
cross-over.
• & to come again
Current
Offering
New
5 priorities for Audience Development activity


4 based on Ansoff:

Retention & cultivation

Programme development

Broadening audience scope

Innovation
Develops usage of organisation together with the audience’s
pattern of consumption (existing provision & existing users)
Develops the range and quality of the experience offered
to an audience (new provision & existing users)
Develops social, demographic & geographical breadth
of audience (existing provision & new users)
Develops audience’s breadth and scope of experience by
expanding the range of provision to attract new and different
types of people (new provision for new users)
+ 1 more:

Audience development research
Develops depth of knowledge on audiences
The 4P components of the map
Process
Purposes
Payoffs
Priorities
AD in terms of desired payoffs

Contributing to artistic, financial &
social goals

Addressing social needs

Securing access

Generating enhanced cultural diversity

Capacity building
A ‘global map’ of Audience Development
Process
Purpose
Counter
barriers
Meet social
needs
Contribute to
goals
PLAN
Help fulfil
objectives
Expand
relevance
Payoffs
R
E
F
L
E
C
T
Priorities
Broaden Innovate
scope
Retain/
Cultivate
Prog.
Dev.
Research
CHECK
Social needs
D
O
Access
Diversity
Capacity build
The role of
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 A professional trade grouping that promotes
best practice in Audience Development [AD]
 Collective meeting point for Agencies & staff
 A clearing house for AD innovations, data &
methodologies
 Supports & informs member activities in
response to national, regional & local needs
The role of the Agencies
 Adding value to the AD sector by:

Providing leadership in AD innovation

Sourcing, disseminating & sharing knowledge

Carrying out research

A source of professional development

Catalysing change & influencing policy
The spread of
UK
Audience
Development
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Agencies
= existing Agency
= Agency about
to come on
stream
The GB Agencies by remit
City wide
County wide
Arts About
Manchester
Audiences
London
CAM
GGA
TEAM
TAB
Arts Marketing
Hampshire
Audiences
Yorkshire
SMART Audiences
SAM
VAM
Regional
Audiences Central
Audiences North
East
Momentum Arts
SWAM
The purpose & tools of the agencies
Sources of national
data sets
Strategic initiatives
Sourcing area
specific research
Encourage,
support &
action AD
initiatives
Tactical services
Training & surgeries
Developing &
piloting new
methodologies
Networking & collective projects
A bigger pie is more important than
a bigger share of it
A 15% share of the overall
market for arts attenders =
30,000 people
So just a 14.5% share of the
overall market for arts attenders
= 32,000 people
NOW:
The FUTURE:
Estimated market size =
200,000 attenders
Collective marketing activity leads
to a 10% uplift in market to 220,000
A strategic conundrum
An inadvertent
explosion of dance
7 runs of dance …
in 3 nearby venues
All within 7 months
HOW DO YOU REACT? & WHAT WOULD YOU DO?
Solving the strategic
dance conundrum

‘MOVE’ - an ACE New Audiences funded
project led by DDN

Run collaboratively with: Dance City,
Newcastle Playhouse, Sunderland Empire, &
Theatre Royal Newcastle

Based on pooling & profiling dance databases
then taking collective promotional action
The proof of the pudding

MOVE generated:

An initial core database of 15,500 dance
interested individuals

Bookings by 557 people

Between 1,558 and 1,731 bookings new
to the relevant venues

A ‘legacy’ database of 700 active
dance attenders
Stephen Cashman Consultancy & Training

Stephen Cashman BA, MBA, is an independent arts
management consultant & trainer.

From his base in Newcastle upon Tyne he works with arts
and cultural organisations - a UK wide basis - on projects
relating to strategic management, strategic marketing,
audience development, research & statistical analysis,
and ‘futures thinking.

He can be contact by phoning 0191 292 1427
or by e-mailing:
[email protected]