Working with performing
arts clients, I frequently observe a competitive tension between the marketing
and development departments. Instead of an esprit de corps, I see yin and yang.
If these two departments can’t play in the sandbox together, it will eventually
show up at the board level–and even more disastrously, at the donor and patron
level.
So what’s causing the rift?
It’s largely due to the finite resources available in these
Many institutions choose
the wrong course. To avoid the pain, they place marketing as the alpha and
development second in command, sacrificing contributed revenue opportunities
and strategies for a perceived increase in ticket sales. This eventually chokes
off both efforts. But how can the relationship be synergistic when the goals
for each department are so aggressive?
Step one: understand and accept the
balance between the two departments and create a productive environment that
helps both thrive.
The ticket buyer is not
the primary customer; the other department is the primary customer. You’re both
in the “acquire, retain, upgrade” business, right? The development office should
keep in mind the large majority of donors are also ticket buyers, and should therefore
greatly respect the marketing process.
Step two: acknowledge that marketing’s
success is also development’s success.
Marketing has to be
focused in the proper area – namely, subscriber
growth. If the marketing department successfully
creates a pathway for patrons – from single ticket buyer, to a multi-ticket
buyer, to a subscriber, then they are creating patrons. Patrons, who are not
only good for frequent concert attendance, but also good for making
philanthropic contributions. Once converted to a donor, we know that the value
of a patron increases, as does their lifetime value.
Step three: acknowledge that
development’s success is also marketing’s success.
So, when do we convert a
subscriber into a donor? While conventional wisdom says three years, RSC rejects
that premise; we find it most effective to convert them almost immediately. Since
a new subscriber has not fully defined their role, it becomes paramount to get
an entry-level gift right away. This allows your organization to tell its story
from the very beginning of the patron relationship and to reinforce it over
time. By starting early, you’re able to share your mission and worth, and turn what
would otherwise be purely an ‘entertainment option’ into a highly-valued, prized
organization, worthy of support.
If marketing and
development want a harmonious relationship, they must look at each other as
their single largest customer. Then, together, they can accomplish their larger
mission: serving their community.
RSC can help integrate your
organization’s development and marketing planning strategies to build a
successful fundraising program. If you would like to learn more about how RSC
successfully helps arts and cultural organizations reach their fundraising
goals, call us at 317.300.4443 or visit our website.
