TrilithonPartners Connectingthe creationofartto thebusinessof thearts
TrilithonPartners Welcome
Mission
TrilithonPartnersprovides consultingandfree-lanceprogram managementtoartsinstitutionsand totheexecutiveswholeadthem.I understandandservethevital componentsthatcontributetoyour success–includingresearch, audience/patronanalysis,brand positioning,communications& marketing,loyaltyprogramand fundraisingefforts.Myexperience isbasedonengagementswith performingartsprograms, museums,contemporarydance programs,symphonies,opera companies,andartseducation initiatives.Iapproachevery challengewiththebeliefthatan openmindandaclearpointofview canunlockthepotentialthatexists ineachinstitution.
Thecreationofart
Anyonewhoworksintheartshasa handinthecreationofart.Artists–composers,musicians,painters,and thelike–employtalentandhard worktocreateandinterpret compellingartworksfortheir audiences.Managersanddirectors inartsorganizationscreateaswell, fromtheperspectiveofpresenting artisticexperiences–curators, programmers,marketers,producers andfundraisersareinvolvedinthe labyrinththatisanexhibition,a show,afestival.Boththeartistand theartsprofessionalsharemuchin common–training,skill,asenseof themuseandafeelforthosewho supportthearts.
Thebusinessofthearts
Andanyonewhoworksinthearts knowsthatagreatartisticidea cannotliveandgrowwithoutsound businesspracticesbehindit. Practiceslikeacompellingvision;a curatorialfocus;asustainable organizationalstructureand businessplan;aneffective marketingandcommunications platform;ananalyticalapproachto maximizingrevenue;andmost importantly,acommitmentto buildingandengaginga“family”of friends,ticketbuyers,membersand donors.TrilithonPartnerslives comfortablyinalloftheseareas, andunderstandstheconnection betweenthecreativeandthe businessaspects–andhowthetwo worktogether–oftheartsinthe 21stCentury.
Connectingdatatoinsights Market&customeranalysis
Yourdata
Artsinstitutionsofallsizeshave businessdata,someorganizations havealotit.Inmanycases, relationshipsandinsightsare lockedinsideit,orarerevealed whenbroughttogetherinone comprehensivepointofview.These insightsformthefoundationforan analyticalapproachthatcanunearth opportunitiesforpatron engagementandrevenuegrowth. Myapproachinvolvesadeepview intomeasuresincludingpatron segmentsandtheirinvolvement withyourofferings,earnedrevenue efforts(ticketbuyers),contributed revenue(donors),therelationship betweenthetwo,costofpatron acquisition,andmarketingexposure (bothdigitalandtraditional),among others.
Primaryresearch
Afresh,externalviewofpatrons andprospectscanprovide additionalinsighttoa comprehensiveviewofthe organization–whichprovides criticallinkages,aswellasfillin gapsthatmayexistinyourdata.I havedevelopedauniqueprimary researchprotocolthroughthe Qualtricsanalyticalsuitethatsheds lightonmeasureslikeattitudesand motivations,howyourpatrons perceiveandparticipateinyour offerings,artsparticipationamong yourtargetaudience,andrelevant demographicvariables.Further,my extensiveexperienceinthisarea canunearththeseinsightsina detailedandcost-effectivemanner.
Yourplaceinthemarketplace Noartsorganizationexistsina vacuum.Youcreate,presentand buildafamilyofsupportersand donorsincontext.Differentiationof yourprogramallowsyouto competemoreeffectivelyfor awarenessandrevenueina clutteredmarketplace.Additionally, differentiationsetsyouapartinthe worldofindividualandinstitutional funders–whosesupportcriteriaare becomingmorespecific,while availablefinancialresourcesgrow increasingscarce.Trilithon Partnerscancreateacompetitive “map”ofthemarket–frombothan artisticandfinancialpointofview–whichguidesthedevelopmentofa resonantandrelevantbrand positioningtobestservethegrowth ofyourmission.
Connectinginsightstoaplan Strategicandtacticalexecution
Execution
Planscantakeonmanyshapesand sizes.Basedonmyprofessional backgroundasamarketingplanner andmyextensivenonprofit experience,Idevelopandexecute plansinthefollowingareas:
•Brandidentity
•Creativedevelopment
•Traditionalanddigital advertising/mediaplacement
•Digitalandsocialmediaprograms
•Directmarketing
•Loyaltyandmembership initiatives
•Development/fundraising programs
Mykeyoperationalfocusiscreating aseamlessprogram,whichIcan supportbymyselforinconcertwith yourstaff.
Systems
Evensmall,emergingarts organizationsutilizepatron managementsystems.The combinationofopensource technologyandcloudcomputing providespowerfulsolutionsto institutionslargeandsmall.
Understandingandutilizingthat powerallowsyoutocapture, analyzeandreportonprogramsfor buildingcloserpatronsupport.My servicesincludeacomprehensive levelofuse,integrationand selectionofabroadarrayof applications,including:
•Ticketing
•Donor/CRMmanagement
•Digital/socialmediamanagement
•Financialmanagement
LongRangePlanning
Successfulartsorganizationsstay successfulwhentheytakethelong view–blendingartisticvisionwith bestpractices.Mostartistic projectsofvaluetaketimeto develop,toaggregateresources,to engageandattractfunders. Executingalongrangeplanisa balancingactbetweenmanaging theday-to-dayoperationsofthe organizationandfocusingenergies onthefuture.TrilithonPartners createsaplanningprocessthatis comprehensive,specificand reflectstheinterrelatednatureofall theorganization’seffortstoward thefuture.Moreimportantly,this processtranslatestoaplanthatis relevanttoallstakeholders, providesclearguidancefor execution,andisdesignedfor flexibilityovertime.
RaleighSymphonyOrchestra Buildingacommunityartsorganization
Introduction
TheRaleighSymphonyOrchestra (RSO)wasfounded42yearsagoto createanopportunityfor avocationalmusicianstoperform orchestralmusic,asanalternative sourceofliveperformanceinthe Triangle.Asanelementofthe missionreveals,theyserve“lovers oforchestramusicinour community–audiences,musicians ofallagesandsupporters…and provideauniqueopportunityto participateinthecreation, expressionandappreciationof livingart.”Ibecameexecutive directorin2019tomanagea programofperformance,education andoutreachandaplatformfor emergingartists.Likemanyother communityartsorganizations,the RSOexistsinacompetitive environmentforawareness, engagementandfinancialsupport inadiverseandrichartsmarket.
OperationalAchievements
Duringmytenure,theRSO:
-Increasedearned(ticket)revenue rangingfrom50-300%,basedon individualconcerts
-Nearlydoubledcontributed revenuefrominstitutionaland municipaldonors,including additionalofnew/lapsed partnerships
-Grewdigitalaudiencebyover 50%,leveragingsocialmediaand emailplatformstodriveawareness andtransaction
Theseachievementsarepartof establishingafirmfoundationof outreachtothecommunity–which playsanintegralroleinthefuture growthandrelevanceofthe orchestra,competingforaudiences andfunding.
StrategicAchievements
ThefoundationfortheRSO’sfuture hasbeenestablishedthrough:
-Creationandexecutionofthe long-rangeplanningprocessforthe organization,inconjunctionwith boardofficers;includingtotal recraftingofthestrategicplan
-Managementandcultivationof artisticpartnerships,including RaleighLittleTheatreandthe PaderewskiFestival
-Expansionoforganization’sdigital footprint,includingintroductionof the“VirtualRSO”throughthe creationoftheRSO’sYouTube Channel
TheRSOiswellpositionedfor growthandrelevanceinitsfifth decadeofperformanceinNorth Carolina.
DukePerformances Capacitybuilding
Introduction
DukePerformancesisa“willfully eclectic”performingartsprogram ofmusic,danceandtheaterwitha fifty-yearheritageattheuniversity. Theprogrambreaksnewcreative andcuratorialgroundeveryseason andtheireffortshavebecomean integralpointofconnection betweenDukeandthelocal community.Thatconnectionis enhancedbyadiverse,multi-venue approach–eachyear,worldclass artistscreateandperformon15 stages,onandoffcampus,inbars andtheDukeChapel,allamixof smallandlargevenues.Withover 70presentationsthroughoutthe year,DukePerformanceshas becomeoneofthemostrespected performingartsprogramintheUS.
FirstEngagement
From2010through2013,Ihelped theexecutivedirectorunderstand thebusinessofhisprogram–includingticketbuyer segmentation,fitwithinhis competitiveset,marketpotential, opportunitiesforexpansion,and refinementstothemarketing program.Primaryresearchthrough theuniversity’sInstitutional Researchdivisionprovidedaunique viewoftheattitudes,motivation andhabitsofhispatrons,whichlead tothefoundationoftheprogram’s strategicplan–wherethese businessinsightswerewoveninto theartisticmission,alltowardfuture growth,vitalityandrelevance.This activitycontributed,inpart,to increasedfundingfromthe universityandanenhancedrolein Duke’scommitmenttothearts.
SecondEngagement
In2015,theprogramenteredan importantgrowthphase;expanding programming,commissionsand residencies.Italsoembarkedonits firstcomprehensivefundraising program–tosecurefinancial supportinordertobolsterthis growth.Idevelopedanintegrated approachfortheprogram–includingtargetsegments, communicationsprograms (traditionalanddigital),revenue projectionsandintegrationofa donorrelationshipmanagement systemtoassureconsistentand relevantcontactswithsupportersat alllevels.Theseactivitieshelped assureDukePerformancesits rightfulplaceinthefutureofthe artsattheuniversity.
NorthCarolinaMuseumofArt Exhibitionsandperformingarts
Introduction
TheNorthCarolinaMuseumofArt isoneofthemostuniquearts institutionsinthecountry.On160 acresinRaleigh,themuseumoffers anunparalleledparkenvironment–mixingcontemporaryart,hiking trailsandmeetingspaces–witha world-classpermanentcollection ondisplayintwoexceptional,freestandinggallerysettings.Asapart oftheircomprehensivepublic programming,theypresent exhibitionsofgrandmastersanda performingartsprogramfeaturing thefinestemergingtalentontour eachyear.Mypartnershipwiththe museuminvolvedtwoselect engagementsdesignedtosupport andpromotetheseimportant offerings–ahigh-profileexhibition andtheSummerConcertSeriesat the2,700seatamphitheateron campus.
RembrandtInAmerica
In2012,themuseumpresentedthe largestcollectionofthemaster’s worksintheUnitedStates,nearly 50paintings–inconjunctionwith theClevelandMuseumofArtand theMinneapolisInstituteofArts.I createdandexecutedthe advertisingmediaprogramforthis exhibition,developingamulti-media campaignincludingTV,radio,print anddigitalelementsexposedinthe Southeast.Iemployedthe museum'sdetailedvisitor informationforthefoundationof thisplan,andmanagedacomplex promotionalpartnershipwitha locally-ownedgroupoftelevision stations,radiostationsandonline newssites–providingtotalstatewidecoveragefortheexhibition. 150,000visitorscamethroughthe doors,exceedingvisitorand revenueprojections.
NCMASummerSeries
Aspartofacapacitybuilding engagementwiththeprogram director,Iwasabletodemonstrate itsvalueasaconsistentand significantdrawtothecampus. Further,marketingsupportwas refinedtoprovidefocusand competitivepresenceinthemarket –onechock-fullofworld-class artistsfromatleasteight presenterslocally.Finally,anindepthsurveyofpatronsunearthed vitalinsightsintoaudiencemix, motivationsanddemographics–whichpositionedtheprogramas theprimedriverofthenext generationofpatronstothe museum,andtheleadelementof theirpublicprogram.Annual attendancecontinuestobreak recordseachseason.
CultureMill A21stCenturyartsinstitution
Startingfromscratch
Imaginebuildinganarts organizationfromthegroundupin 2016.Theforcesatplaypushin manydirections.First,thereisthe desiretocourtyounger,digitallyorientedandmoretraditionallyorientedpatronsatthesametime. Second,anemergingfourthsector ofenterpriseisstrivingtobalance financialsustainabilityandsocial benefit.Andthesecontemporary forcesaretryingtofitintoa conservativeenvironmentof curating,presentingandfunding. Successhingesonthecombination ofagreatidea,drivenbygreat talent.Andthatisthefoundationof CultureMill.
Thefounders
TommyNoonan(ontheleft): educatedindanceatVassar. MurielleElizeon(ontheright): educatedindanceinParis.Spent thepastsevenyearsas collaboratorsincontemporary performanceandaudienceimmersingprojectsbasedinBerlin. NowencampedinSaxapahaw, NorthCarolina,theirmissionof fosteringacreativecommunity, artisticexchange&collaboration throughresidencies,performances andeducationisbeingbuiltasthe livingembodimentofatruly21st Centuryexampleofanarts organization:making,sharingand coexistingwithinanincreasingly vitalartsenvironment.
Workingwithartists
Weforgedthefoundationoftheir organization:craftingacompelling missionandstrategicbusinessplan; creatingacomprehensiveand powerfulbrandidentityplatform; understandingacomplexmixof donorsandpatrons;establishinga compellingnarrativestyleand contentcommunicatedthrough traditionalanddigitalchannels;and, buildingaconvincingcasefor supporttodevelopfinancial relationshipsfromdonors,grantors andthecommunity.Two exceptionalartistshavedeveloped anewmodel:aperformingarts laboratory.Andworkingdirectly withartistswasanextraordinary experience.
TheNasherMuseumofArt
Exhibitionpromotion&patroninsight
Introduction
TheNasherMuseumofArtisa leadingcontemporaryartmuseum intheUS,presentinganevolving showcaseofevocativeandgroundbreakingworks,whilebringing importantworld-classexhibitionsto DurhamandNorthCarolinasinceits inceptionin2004.Ipartneredwith theexecutivedirectorintwocritical initiativesaroundhowthemuseum relatestotheirpatrons.
Exhibitionpromotion
Insupportoftheirexhibition “CollectingMatisseandModern Masters:TheConeSistersof Baltimore”,Irecalibratedtheir marketingeffortsfromabusiness perspective–analyzedpatrondata andprojectedvisitor/revenuegoals, renewedthetraditionalanddigital mediaplan,informedcreative strategy,andcreatedanintegrated programwiththelocalNBCTV station–withadvertising,local programming,digitalandnews coverage.Revenueandvisitorgoals wereexceededby20%and becamethesecondlargestticketed exhibitioninthemuseum’shistory.
Patroninsight
Ifieldedaprimaryresearchproject throughDuke’sOfficeof InstitutionalResearchtobetter understandtheattitudesand motivationsofwhypeoplebecome membersandpatrons,thedecisionmakingprocesstovisitthemuseum andtheircompetitivesetinthelocal market.Theinsightsfromthis researchhasprovidedimportant directiontocreatemoreimpactful promotionalefforts,memberengagementprogramsanda seamlessinitiativetobuildpatron involvementandgivingoverthe nextfiveyears.
NorthCarolinaSymphony Marketingandsustainability
Introduction
In2009,theexecutivedirectorof theSymphonywasfacedwitha vexingbusinessdilemma.Atthe time,seasonsubscriptionshad dropped25%,singleticketsales weresliding,donorswerepulling backontheirgifts,andtheoverall operationsandmarketingbudget hadbeendramaticallyreduced.Was thisaforebodingofthe21stCentury challengefordomesticsymphony orchestras?Wereaudiencetrends changingthatquickly?Orwasthis somethingmorefundamentalabout thebusinessoftheorchestra? Duringmyimmersiveengagement, theanswerbecameclear:better marketing.
Bettermarketing,defined
Thefirstdefinitionofferedwas marketingasaninvestmentina transactionalrelationshipwith audiences–namely,sellingtickets. Whilethecosttoacquireaticket buyerhadremainedstable,the budgethadbeenreducedtoalevel thatcouldnotsustainsupport against50%oftheirtotalearned revenuegoal.
Theseconddefinitionofferedwas marketingasaconsistentand engagingexposureofthe Symphonybrand.Werefocused theirbrandidentity,including consistentusage,leveragingkey elementsoftheSymphony’s strengthsandhelpedintroducea cleaner,morecontemporary“lookand-feel”totheiradvertisingand collateral.
Moredefinitions
Thethirddefinitionofferedwas marketingastooltounderstand buyerdynamics.Weintroduceda methodologyofidentifyingbest prospects/newticketbuyers, categorizinglevelsofcurrent patrons(seasonticketbuyers& donors),andpotential communicationeffortsagainsteach grouptobuildloyaltyandincreased overallrevenue.
Theseandotherrefinements (digitalanddirectmarketingefforts) wereputintoaction,whichprovided theinstitutiontheinsighttolink effectivemarketingtofinancial sustainability–insightsthatare embracedtothisday.