Case Studies

Forecasting_Model_for_Stratford_Festival.pdf Case Study: A Forecasting Model for Stratford Festival(196KB approx)

Author: Jenny Scudamore
Having long been pioneers in dynamic pricing, the Stratford Festival in Ontario, Canada knew that it was vital to always be able to answer the question “are we selling better or worse than we expected?”

The result was a highly accurate custom forecasting model as outlined in this case study published by The Pricing Institute in September 2014.

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The_Santa_Fe_Opera_Case_Study.pdf Case Study: The Santa Fe Opera(54KB approx)

Author: Steven Roth and Jenifer Thomas
Case Study on The Santa Fe Opera’s successful implementation of dynamic pricing during the Summer of 2011. The new approach was supported by a dedicated pricing team and the Revenue Management Application.

Case Study updated for strategies and results from the 2012 season.

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Variable and Dynamic Pricing at Goodman Theatre's A Christmas Carol(external link)

How can you make your reliably well-selling shows work harder for you? Goodman Theatre in Chicago is applying a variety of variable- and demand-based pricing techniques to increase revenue from its annual production of A Christmas Carol. Working with The Pricing Institute, Goodman Theatre used their sales data to tell them how best to refine their pricing strategy, with the hope that their new demand-based pricing strategy will yield a 5-8% increase in revenue.

Lori Kleinerman, Marketing and PR Director at Goodman Theatre, shares the history and research behind their future pricing strategy in this video from Culturelab’s 2011 Emerging Practice Seminar.

Read more about Culturelab and the presentations from its Emerging Practice Seminar, 2011.

Go to article (opens in a new window)
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Harmonizing_Price_and_Demand_at_Pitlochry_Festival_Theatre.pdf Harmonizing Price and Demand at Pitlochry Festival Theatre(79KB approx)

Author: David Reece
After their smash-hit musical Whisky Galore in 2009, Scotland’s Pitlochry Festival Theatre was faced with the challenge of capitalizing on this success for their 2010 musical, without undermining the value of the other five shows of the season. Implementing further price differentiation and finding the right price thresholds meant that demand spread more evenly across the shows, yielding increases in sales and revenue.

For definitions of UK English terms see Glossary.

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Center_Theatre_Group_-_Beyond_Revenue_Management.pdf Center Theatre Group: Beyond Revenue Management(257KB approx)

Author: Steven Roth
Case Study on LA’s Center Theatre Group that highlights some ways in which revenue management integrates into their marketing and development strategies. Includes an example of using price zones to manage donor rules and benefits.

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Sign_Up_for_Box_Office_Success.pdf Sign Up For Box Office Success(65KB approx)

Author: Debbie Richards
Subscription or season tickets are used by major US institutions to sell theater tickets in bulk. Debbie Richards explains the benefits of this approach and how ticket bundles have boosted revenue at a UK venue, Octagon Theatre, Bolton.

Article first published in The Stage, 24th March 2011. For definitions of UK English terms see Glossary.

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Chicago_Symphony_Orchestra_on_Dynamic_Pricing.pdf The Chicago Symphony Orchestra on Dynamic Pricing(294KB approx)

Author: Philippe Ravanas
When Deborah Card joined the Chicago Symphony Orchestra as President in 2003 she had to reverse a long cycle of decreasing sales and mounting deficits by radically changing all the Orchestra’s business practices. The key to her success: a fine-tuned combination of innovative programming, customer service and dynamic pricing.

Case Study from an article by Philippe Ravanas in the International Journal of Arts Management, Vol. 10, No. 2, Winter 2008.

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What_Price_Is_Right_For_Looking_Glass.pdf What Price is Right for Lookingglass?(186KB approx)

Author: Philippe Ravanas & Paula Colletti
Case study of Paula Colletti’s work for Chicago’s Lookingglass Theatre, offering an account of the quantitative research behind her recommendation to move to a tiered pricing structure. A detailed example of the use of the Van Westendorp Price Sensitivity Meter.

Adapted from an article by Ravanas and Colletti (Arts Entertainment and Media Management Department of Columbia College Chicago) first published in the International Journal of Arts Management, Volume 12, Number 3, Spring 2010.

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Radical_Revenue.pdf Radical Revenue(735KB approx)

Author: Bruce Coppock
Bruce Coppock’s account of the development of a sustainable business model for The Saint Paul Chamber Orchestra. The model focus is on the benefits of a 'patron-development business' following the recognition that audience donations were a more profitable and reliable source of revenue.

This article, published in the January-February 2008 edition of The League of American Orchestra’s magazine, Symphony, reflects the discussion of 'A Radical New Revenue Model for Orchestras' at the League’s National Conference in 2007.

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Package_Deals.pdf Package Deals(53KB approx)

Author: Tim Baker
Tim Baker weighs the merits and pitfalls of subscriptions and looks at how best to use them to attract customers. He outlines key considerations and looks at how the City of Birmingham Symphony Orchestra in the UK overhauled their subscription in order to give it wider appeal.

Article first published in Arts Professional, January 2002, UK. For definitions of UK English terms see Glossary.

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Welsh_National_Opera_-_Pricing_Down_for_Revenue_Growth.pdf Welsh National Opera Pricing Down for Revenue Growth(121KB approx)

Author: Peter Bellingham, summarized by Baker Richards
Case study on how a UK opera company reduced prices in order to increase sales and income. Welsh National Opera (WNO) needed to increase frequency among customers as well as recapture lapsed bookers, and found price to be a barrier to attendance.

The text is based on a presentation given by Peter Bellingham, Executive Director of WNO, at Tickets.com conference, June 2000. For definitions of UK English terms see Glossary.

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Royal_National_Theatre_10_Travelex_Season.pdf Case Study: Royal National Theatre £10 Travelex Season(62KB approx)

Author: Nick Starr, summarized by Baker Richards
The National Theatre in London (UK) have a sponsored penetration-pricing strategy, attracting new audiences and increasing audience risk-taking on new work.

This text is taken from a speech made by Nick Starr, Executive Director of the National Theatre, at the Audiences Europe Conference in April 2004. For definitions of UK English terms see Glossary.

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Lowering_Prices_for_Bay_Chamber_Performing_Arts_Series.pdf Lowering Prices For Bay Chamber Performing Arts Series(39KB approx)

Author: The Pricing Institute
Case study on The Pricing Institute’s work for Bay Chamber Concerts (Maine, USA) in 2007-8. Prices had risen and audience numbers declined. Changes included introducing more low-priced tickets and altering subscription discounts, resulting in a paid attendance increase of 17%.

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Dynamic_Pricing_at_The_Place.pdf Dynamic Pricing at The Place(99KB approx)

Author: Tim Wood, summarized by Baker Richards
Case study on how London contemporary dance center, The Place employed time-of-sale based pricing to suit the demands both of customers who wished for cheaper tickets, and those who were happy to pay more for convenience.

From an article by Tim Wood (Press and Marketing Manager) in the Journal of Arts Marketing, Issue 7 (Arts Marketing Association, 2002, UK). Note that in UK English, 'concessions' are discounts to seniors, students etc. For further definitions of UK English terms see the Glossary.

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think about pricing