JOUR 5500 - Integrated Communications
Integrated Communications Plan
April 2, 2011
Jillian Bezner
Tyler Cochran
Angela De Leon
Christina Dowers
Katy Hartwick
Cameron Meyer
Amanda McCormick
Jewlz Todd
Pelpina Trip
Graham White
Alyssa Yancey
STRATEGIC PLAN
Client Profile
The exterior of the building showcases a vintage neon sign and old fashioned ticket booth from
its grand old days as a glitzy movie house wait to greet potential audience members. For many,
the front doors act as a portal to another dimension. The troubles of one's life are left behind
and instead focus on the belting of a memorable show tune in the warm glow of the spotlight.
The Campus Theatre, once billed as “the finest theatre in North Texas,” lives at the heart of
downtown Denton. It boasts of charming art deco design and a vibrant terrazzo color scheme of
reds, greens and whites in the interior that seemingly weaves its way into the cultural fabric of
the Denton community.
■ Opened in 1949
■ Mike Barrow-managing director
■ 299 seats
■ 25% of budget to ticket sales
■ Actors not paid
The Greater Denton Arts Council is partially responsible for the last four decades of artistic
contributions. Their mission is to nurture and improve the artistic, cultural and educational
quality of the local community.
■ $1.8 million renovation in the 1990s
■ Additional black box space in Denton Record-Chronicle building-$1/month rent
To help secure the company’s future, the Barrow Society was formed. Named in honor of
Barrow’s parents, this contingency fund allows the theatre to pay off royalties for its various
productions and place aside a portion of ticket sales which will assist with the financial planning
for future seasons.
Core Business Statement
The Campus Theatre is dedicated to becoming a premier cultural arts venue within the Denton
community by providing quality theatre productions.
Vision
The vision of the Campus Theatre is to become the premiere theatre in the Denton community
through quality productions that nurture a love and awareness of the cultural arts.
Mission
The mission of the Campus Theatre is to foster positive awareness of the venue in Denton and
the surrounding area (within 30 miles) by regularly producing quality theatre productions and
innovative initiatives that attract a diverse audience, making the venue the premiere theatre in
the Denton community.
Situational Analysis
Strengths
Internal
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Historical venue with a unique character that differentiates it from more modern facilities
Strong pool of talent for productions
Loyal existing customer base
External
● Good relationships with other businesses on the Square
● Strong support from the Greater Denton Arts Council
● Good relationship with Texas Woman’s University
● Support from the local city government
Weaknesses
Internal
● No existing market research on current or potential customers
● Budget fluctuates and is heavily reliant on donations
● Lack of “comfort level” between (rotating) board members and Mike Barrow, the
managing director
External
● Knowledge of The Campus Theatre to Denton’s newcomers is limited
● No organized effort to bring new customers into the theatre
● Strained relationship with University of North Texas theatre department
Opportunities
Internal
● Theatre school for kids provides access to the next generation of theatre lovers
● New Black Box facility provides rehearsal space and performance space for edgier
productions
● Board members are typically highly-engaged and willing to help with fundraising
External
● More than 45,000 college students can be tapped as customers, volunteers and interns
● Businesses on the square recognize the value of the theatre and are open to growing
their partnerships with the venue
● Black Box facility provides opportunity to partner with Industrial Street businesses
Threats
Internal
● Ticket prices might deter young individuals from frequenting the theatre
● Lack of research to determine the success of any given show
● Older infrastructure causes some operational and logistical problems (poor lighting,
limited seating)
● Any major expenses could drain the theatre’s reserve funds and cause serious fiscal
problems
External
● Venues such as the mall, the Denton Movie Tavern and the Cinemark Denton compete
with the theatre’s productions
● There is a wealth of other cultural arts offerings in Denton (TWU, UNT, other theatre
companies, concerts, etc.) that compete with the Campus Theatre for customers
Objectives and Goals
Objective One: Increase awareness of Campus Theatre in Denton and surrounding areas.
Goal: Increase awareness by 500 people by April 1, 2012.
Tactic 1: Hire one marketing/social media intern by May 1, 2011.
Tactic 2: Place 50 posters highlighting the 2011-2012 show schedule in local
restaurants, and bars by Sept. 1, 2011.
Tactic 3: Expand postcard mailings by 2500 per show operation to targeted zip codes
by Sept. 1, 2011.
Tactic 4: Launch a Facebook page May 1, 2011 and have 200 ‘likes’ by Sept. 1, 2011.
Objective Two: Improve attendance of underrepresented demographics.
Goal: Attract 500 first time attendees by April 1, 2012
Tactic 1: Sell 100 tickets via a group discount website (i.e. Groupon and Living Social)
by Sept. 1, 2011.
Tactic 2: Attract 200 attendees via a Foursquare promotion by December. 1, 2011.
Tactic 3: Attract 200 attendees via ads with tracking coupons in regional publications
(i.e. Denton Chamber newsletter and Welcome to Wise) by April 1, 2012.
Objective Three: Maintain current sources of funding.
Goal 1: Raise $3,000- $5,000 a year from current donor base by April 1, 2012
Tactic 1: Plan and host an end of the season reception for top 100 donors by Sept. 1,
2011.
Tactic 2: Launch a monthly e-newsletter to reach 500 donors by June 1, 2011
Tactic 3: Launch bi-annual, town-hall style meetings with top 100 donors to discuss
current state of affairs with the theatre by Sept. 1, 2011.
Objective Four: Cultivate new sources of funding.
Goal 1: Increase new donations by $4,000 a year beginning April 1, 2012
Tactic 1: Begin handing out 100 postcards after each performance to create awareness
for opportunities to donate/membership levels by Sept. 1, 2011.
Tactic 2: Partner with five new businesses per quarter to create fundraising
events/opportunities in the Denton area by Sept. 1, 2011.
Tactic 3: Secure six item donations by Sept. 1, 2011 for silent auctions to be held during
performances.
Evaluation
- The Campus Theatre needs to do some baseline research to figure out their current existing
awareness. They’ll need to breakdown the information into different demographic categories.
- The Campus Theatre should research possible future theatre productions that might intrigue
and reach a younger audience, with the next production being chosen by the audience.
- The theatre can use their interns and volunteers to help with this effort.
BRANDING PLAN
Brand Name: Campus Theatre
Denton was in need of a movie theatre that would cater to the "kids on the campus" (University
of North Texas and Texas Woman’s University) when the Campus Theatre opened in 1949. The
name is strong because it associates with the campus community at both UNT and TWU, which
have a combined student population of more than 45,000 students.
Brand Promise:
The Campus Theater promises to provide quality theatre productions and cultural arts outreach
programs to a diverse audience in a historic downtown atmosphere.
Logo:
The logo is a simple and clean design that incorporates the well-known neon sign with bold type
(Broadway font fits the appropriateness of a theatre) and the slogan is done in a bright green
(inspired from the neon sign) in a “Handwriting” font to represent something that is added, new
and fresh, “penciled in.” All the elements come together to create a visual that will bring in a
younger demographic, while not too “hip” to dissuade the traditional patrons.
Slogan:
Taking Center Stage in Denton
The slogan conveys that the Campus Theatre offers top-level performances and memorable
experiences. By referring to “center stage,” the slogan draws an association to the theatre
community and quality.
Brand attributes:
Intangible:
■ Theatre reputation
■ Character of the architecture
■ Local talent pool
■ Customer service of staff
Tangible:
■ Neon signage
■
Art-Deco mosaic floor
Brand Difference:
■ Unique character
■ Historic venue
■ High quality productions
■ Traditional values
■ Strong community spirit
Brand value:
■ Essential member of the Denton arts community
■ Quality entertainment
■ Educational opportunities to the residents of Denton and the surrounding areas.
■ Location on historic Denton square, bringing in loyal patrons to surrounding businesses.
Advantages and Disadvantages:
Advantages:
■ Location in a well-known arts district
■ Visibility and convenience.
■ Moderate pricing
Disadvantages:
■ Denton arts culture also produces competition for the theatre
■ Local movie theatres reach the younger population
■ Size of its historic venue
Brand Strategy
■ Enhance donor loyalty and satisfaction, and have a
■ positive identity customers can associate with the Campus name. With
■ new ways of targeting potential donors, the brand strategy hopes to help patrons and donors
understand the value of the Campus Theatre.
The goal of this strategy is to help the Campus Theatre increase patron relationships from
awareness to advocacy. Additionally, the Campus Theatre would like an effective brand strategy
to be consistent with customer and employee impressions.
Positioning:
The goal of this brand strategy is to position the Campus Theatre as a premier cultural arts
venue that provides quality service and programming for the entire Denton community.
Ways to brand:
● Develop new marketing materials (programs, schedules, postcards) that use the neon sign
logo and new slogan.
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Develop a new, more user-friendly website aligned with strategy
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Create a social media presence; new Facebook and Twitter pages with theatre information
and a forum for customer interaction
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Develop new promotional materials (Notepads, pens, mugs, magnets) that use the neon
sign logo and new slogan that can be handed out
●
Engage in public relations efforts to get the Campus Theatre brand in the local media.
Brand Extensions:
The Campus Theatre has several existing brand extensions, including:
■ The Campus Theatre theater school for elementary and middle school students
■ Productions held at the new Black Box Theatre
The theatre could further extend its brand by:
■ Selling branded merchandise (DVDs of performances, personalized playbills, mugs, T-shirts,
hats, etc.)
○ Possible printing discount through local business, UNT or TWC?
■ Hosting one-night theatre workshops for community members (improv night, musical theatre
night, etc.)
○ Sign-up through website, promoted on Facebook and Twitter
○ Put on throughout the year- common enough to maintain interest but not
produced to where events stop becoming “special”
○ All are welcome; not relegated to ONLY theatre members. Reach out to TWC,
UNT, businesses
○ Include Twitter/Facebook updates, with photos of event
○ Talent scouts? (friended on Facebook and Twitter)
■ Building a strong social media presence. Increase its fans and followers, interact with other
production companies, local businesses and local media, and increase communication with
current and potential audience members.
○ Interact with (potential) customers, Denton businesses, local media,etc.
○ Create a social media presence on the Campus Theatre homepage
○ Amicable social media relationships with partnered businesses
(retweeting/reposting for exposure purposes).
■ Hosting a themed “Tapas and a Show” night, in which patrons pay a raised ticket price that
included a themed dinner before/after the show
○ Bi-annual event
○ Themed menu centered around premiere production of the year
○ Decorations, menus, mood/setting incorporate both production and logo
○ Treated to mini-skits throughout the evening, put on by actors (members of the
board welcome to participate)
○ Twitter/Facebook updates, including photos of the event
○ Discounted/donated catering from local venues (advertising opportunity for them
as well)
Value added/Co-branding:
■ Work with UNT/TWU theater departments to organize special student theatre nights
■ Add value to the Theatre’s social media presence by monitoring and updating the sites with
up-to-date information; communicate with friends/followers to enhance Customer
Relationship Management (CRM)
Evaluation
The Campus Theatre staff should regularly assess how their brand is being perceived by
different audiences.
This can be done by surveying current patrons and others in the community.
The staff can use traditional face-to-face survey techniques, as well as more interactive
techniques, such as email surveying. They can also poll their Facebook followers and otherwise
engage their social network.
The Campus Theatre should utilize volunteers or interns to help with their survey research.
Integrated Marketing Communications
This communication plan includes a variety of tools that will work together to help Campus
Theatre achieve its goals of greater awareness, diversification of their audience and increased
funding.
The primary elements of the plan are:
● Traditional marketing (brochures, promotional items)
● Social marketing (overhaul of web presence, increased social engagement)
● Public relations (news releases, media relations)
● Donor relations (donor postcards, outreach materials)
Some examples of these materials are provided below. Specific details as to the role of these
items is included in other portions of the plan.
*We will provide mock-ups of these documents during our group presentation.