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Strategic Manual

Manleys Service Learning Project


Binghamton Universitys School of Management
Center for Leadership Studies
Leadership 353: Strategic Leadership
Spring 2014

Dedicated to all that have the


privilege of enjoying the Art Mission and Theater,
now and in the future.

Purpose

Table of Contents
The purpose of this manual is to summarize Eagle Wings Consultings overall
recommendations for the Art Mission and Theater, which are packaged in an easy to
read format. The recommendations have been customized and prioritized to deliver
the most valuable solutions in support of the Art Mission and Theaters mission. It
should be used as a guide and revisited in the future as deemed necessary.
This book is divided into three main sections. The first section gives an overview of
the general project. The second section states the specific recommendations. The final
section includes supporting documents, strategic models, and data analyses that our
recommendations are based on.

Executive Overview

Project Overview...................................................................................................................................7
Meet the Eagle Wings Consultants.....................................................................................................8
Art Mission and Theater Can Inspire.................................................................................................9
The Art Mission and Theater.............................................................................................................10
Organizational Timeline and Business Snapshot...........................................................................11
Challenges and Solutions...................................................................................................................12
Return on Investment (ROI)............................................................................................................13

Solution Focus Areas

1: Revenue Generation.......................................................................................................................14

Marketing Brochure for Private Events..............................................................................16

Screen Films From Individual Filmmakers........................................................................18

Showcase Student Art...........................................................................................................20
2: Internal Processes............................................................................................................................22

Leverage GiftWorks Free Training Tools............................................................................24

Open Discussions on Board Responsibilities...............................,.....................................26

Workshop to Leverage Board Connections........................................................................28
3: Customer Experiences....................................................................................................................30

Expand Phone Options .......................................................................................................32

Increase Social Media Engagement.....................................................................................34

Rework the Website...............................................................................................................36

Video Scavenger Hunt Competition...................................................................................38
4: Brand Management........................................................................................................................40

Donor Engagement Newsletter............................................................................................42

Internal Commercial.............................................................................................................44

Marketing and Business Development Interns ................................................................46
4

Table of Contents
Appendix

Supporting Documents... .................................................................................................................47



Private Party Brochure...........................................................................................................49

Best Film Colleges in the North East..................................................................................50

Hyperlinks to Key GiftWorks Pages and Videos...............................................................51

Prospective Contacts in the Binghamton Area.................................................................52

Networking Workshop..........................................................................................................56

Automated Phone Extension Additional Info...................................................................57

Increase Facebook Engagement Posts: Tips and Examples.............................................58

Social Media Best Practices..................................................................................................59

LikeAlyzers Facebook Analysis...........................................................................................60

Website Edits..........................................................................................................................61

Video Scavenger Hunt Logistics Checklist.........................................................................67

Newsletter Recommendations.............................................................................................68

Newsletter Best Practices......................................................................................................69

Newsletter Suggestions..........................................................................................................70

Internal Commercial Sample Script....................................................................................72

Future Marketing & Business Development Internship Description.............................73

Current Marketing Internship Description........................................................................75

Current Finance Internship Description............................................................................76
Surveys.................................................................................................................................................77

General Market Survey..........................................................................................................78

General Market Survey Analysis..........................................................................................85

Market Data Analysis............................................................................................................91

Industry Non-Profit Cinemas Survey................................................................................101
Strategic Models................................................................................................................................103

SWOT Analysis....................................................................................................................104

7S Model...............................................................................................................................106

Porters Five Forces..............................................................................................................108

PEST Analysis.......................................................................................................................110

Value Chain...........................................................................................................................112

Ansoff s Matrix.....................................................................................................................114
Financial Analysis............................................................................................................................117
Return on Investment (ROI) Calculations....................................................................................127

Executive Overview

Scope

Introduction

Project Overview
Eagle Wings Consulting, a student-led consulting group from Binghamton Universitys Center for
Leadership Studies, is working with the Art Mission and Theater through Manleys Service
Learning Project.
This project aims to provide Broome Countys non-profit organizations with exemplary strategic
consulting services. Eagle Wings Consulting has worked closely with the Art Mission and Theater
and its Executive Director to advance the organizations vision for the Greater Binghamton area.
Together, we strive to expand the organizations reach and potential.

15 week engagement - 900+ working hours


Met with the Executive Director bi-weekly
Surveyed the general market with Human Subjects Research approval
Interviewed members of Board of Directors
Applied and analyzed relevant strategic models to the organization
Generated recommendations and a strategic plan to meet future organizational goals

Thank you to everyone who has made this project possible. We are extremely grateful for
the opportunity to grow as leaders and help the local community.
Non-profit
Art Mission and Theater

Project Sponsors
Manleys Mighty Marts
Big Als Pizza

Manleys
Service Learning
Project

Strategic Coach
Patricia Albaugh
Professor
Kim Jaussi

Binghamton University
School of Managements
Center for Leadership Studies

Meet the Eagle Wings Consultants


Henry is an Eagle Scout with experience working on
a process improvement team at GE Capital in Summer
2013, where he worked as an internal consultant to
improve efficiencies on a global scale. During Summer
2014, Henry will be working in New York City for
Ernst & Young in the advisory practice of the financial
services office, specifically in IT Risk Assurance.

Alison Ganci
Accounting,
Leadership and Consulting
Summer 2014

Sindhura has previous experience working with


non-profit organizations. During Summer 2013 she was
a marketing intern for the Downtown Troy Business
Improvement District. Sindhura found her interest in
the field of consulting after working as a consulting
intern her junior year on Binghamton Universitys Road
Map Team. In upcoming Summer 2014, she will be
working in operations at JPMorgan Chase & Co.

Hunter Smith
Marketing,
Leadship and Consulting
Fall 2014

Before his time in Eagle Wings Consulting, Jonathan


worked as a teacher for the New Oriental Technology
Group, and as an outreach intern for a non-profit, New
York State of Mind. He is incredibly appreciative of his
Leadership 353 experiences and looks forward to
applying them to his future as a small business owner.
8

Henry Aery
Accounting, Management
Information Systems,
Leadership and Consulting
Spring 2015
Alison has worked as a marketing intern and business
analysis intern at a small management
consulting and technology services firm. Next year,
she will continue her education at Binghamton
University in the School of Managements fast-track
graduate program. She looks forward to her Process
Assurance Internship at PricewaterhouseCoopers in
Summer 2014.
Sindhura Mandava
Quantitative Finance,
Leadership and Consulting
Spring 2015

Hunter is an intern on the Binghamton University Road


Map Team as part of a strategic initiative developing a
website and other resources for off-campus housing.
After graduating in Fall 2014, Hunter is looking to work
in the fields of market research and consulting.

Jonathan Zhou
Marketing,
Leadership and Consulting
Spring 2015

Art Mission and Theater Can Insprire


The characters in the stories below are fictional and aim to illustrate the impact
the Art Mission and Theater can have on community members.
Catherine started like anyone else, with finger paint and
watercolors. As she grew, so did her imagination. She would
create new worlds on canvas as an escape from her own reality,
one of social dissonance and misunderstanding. The more she
painted, the more complex her imagined worlds became, and the
longer she could stay in her painted fantasies. She expected life to
stay this way, until she was featured in the gallery at the Art
Mission and Theater. It was the sales of her created worlds that
gave her hope for her own reality, that through her attempts of
escape she could find her own happiness in reality.
Thats the story Catherine told at her MoMA debut.

Kevin always looked up to his


grandfather, who loved independent films. Every
other Friday, Kevins grandfather took him to the Art
Mission and Theater, starting when he was still in
grammar school and continuing until his grandfather
passed. Shortly after, Kevin began directing and
producing his own films. It was time that he cherished,
always feeling his grandfathers presence when he was
behind the camera. Kevin was brought to tears watching
his first film screened at the Art Mission and Theater, an
empty seat beside him.
Thats the story Kevin told at the Sundance Film Festival.

Stefan had to work for everything. The only thing that was
given to him was a one time free pass to see a movie at The Art
Mission and Theater. He didnt feel like he would fit in with the artsy
crowd, wearing a shirt bought at Goodwill. Stefan was transported into a
romance film, with lovers smiling on a grassy hill in the sunshine. For a brief
90 minutes, Stefan left his life. He left being the third child in a single parent
family, constantly swimming in a sea of uncertainty, and bobbing above and
below the poverty line. Stefan was transported to a different life, and was
inspired to make that life his own.
Thats the story Stefan told his wife and two daughters.
9

Welcome to the
Art Mission and Theater
Our mission is to be a source of inspiration and excitement for the community
and to be a catalyst for the revitalization of the Binghamton Area!

55+ Years Old


Main
Customer
Demographic

501(c)3 located in downtown Binghamton


Dedicated to the revitalization of Binghamton through the arts
Only independent cinema in Binghamton
Only non-profit gallery in Binghamton

1 of 2

Digital Projectors
Installed

$10,500

Broome County
Arts Coucil
Grant

Currently screens two independent films each day


Mainly funded through theater sales and grants
Received $10,500 operational grant from

Broome County Arts Council
Recognized as critically important to the local arts community
Successfully fundraised for transition to digital projectors
One full-time exployee: Executive Director

2 Movies Shown per Week


111 Tickets Sold per Week
12% Theater Capacity
Utilization

10

Organization Timeline
2004
ART Theater
Burns Down

2005
ART Mission
2004
Adopted the ART
Theater to Create the
Art Mission and Theater

2007
Relocated to
61 Prospect Ave
2011
Hired New
Executive Director

2014
Switched One
Theater to
Digital Projection

2014 Current Business Snapshot

2013 / 2014
1,800+

Opportunities for Growth:


By the Numbers
Facebook Likes

Vision
3,500+

12%

Theater Utilization

50%

110 of 910

Tickets Sold Weekly

455 of 910

22,000
36%

Local University
Students
2014
Binghamton University
Student Awareness

27,000
80%

$(941)

Weekly Profit

$1,600

$7,000

Donations

$28,500

Memberships

1,400+

360
$120,000

Operating Budget

$300,000+
11

Challenges & Solutions


Eagle Wings Consulting has identified the areas that are most critical for the Art Mission and Theater
to further grow as an organization: Revenue Generation, Internal Processes, Customer Experience, and
Brand Management. Each of these core areas has tremendous opportunities for improvement.
Eagle Wings Consulting strives to understand these current challenges and provide recommendations to
further support the organization. Our recommendations will work to fortify these core areas to ensure
long-lasting success.

Solution Focus Areas


Revenue
Generation:

Current

Challenges
Customer
Management

Operational
Efficiency

Community
Awareness
United Vision

12

Internal
Processes:

These recommendations
These recommendations
are focused on expanding
aim to further develop
and diversifying revenue
communication,
streams to increase fund
consistency, and
development. The
efficiency throughout all
objective is to stabilize and levels of the organization.
improve the financial
The objective is to align
situation of the Art
the Executive Director,
Mission and Theater.
staff, interns, and Board
of Directors.

Customer
Experience:

Brand
Management:

These recommendations
are centered around
providing valued
customers with a unique
and captivating
experience. The objective
is to maximize the value
of this unique experence.

These recommendations
are focused on
strengthening customer
and donor relationships
through focused
marketing. The objective is
to create more influential
interactions with external
stakeholders of the Art
Mission and Theater.

Internal
Processes

Revenue
Generation

Return on Investment (ROI)


Marketing Brochure for Private Events

Screen Films from Individual Filmmakers

$236
$879

Showcase Student Art $533

Leverage GiftWorks Free Training Tools

$471

Open Discussions on Board Responsibilities

$84*

Workshop to Leverage Board Connections

$447

Brand
Management

Customer
Experience

*Multi-Year ROI best reflects recommendation value


Expand Automated Phone Options

$843

Increase Social Media Engagement

$1,295

Rework the Website $1,613


Video Scavenger Hunt Competition

TBD

Donor Engagement Newsletter

$877

Internal Commercial $2,586


Marketing and Business Development Interns

$5,394

Total ROI (Year 1) = $15,260

Return on Expected Revenue (2014) = 12.71%


(All ROI calculations detailed in appendix pages 130-158)

13

Solution
Focus Area 1

Revenue
Generation

Revenue Generation

Marketing Brochure for Private Events


Create a marketing brochure to better showcase the various opportunities of hosting a private
event at the Art Mission and Theater. The brochure will feature various private event
packages such as parties and corporate events to make the Art Mission and Theaters
offerings more explicit to potential customers

Increases revenue from private events and


screenings

B
Attracts to the Art Mission and Theater more E
N
groups that may not be interested solely in
independent films and the local community
E
F
Improves capacity utilization and develops
I
untapped revenue stream
T
S
Reduces movie screening expenses

Custo
mer M
anage
ment

16

Potential Obstacles
Time designing and creating brochure
Determining key target markets and
providing rental packages that fit their
needs
Conveying the unique value proposition
to separate the Art Mission and Theater
from competitors

Current

Challenges

Community
Awareness

Supporting
Research
SWOT Analysis
Market Research

Return on Investment
Difficulty
Importance

Our Future
Vision

$236
Year 1

The Executive Director is excited when she receives a phone call, out of nowhere,
requesting a private party. This is the third time the brochure left on display at
local businesses has brought in business, and it always feels like a surprise present.

IMPLEMENTATION STEPS
DAY 1
Brainstorm ideas for pamphlet (e.g., party package, corporate package, wedding package)

Refer to Appendix page 49 for a sample pamphlet
Design and print pamphlet

DAY 14 (Week 2) (Repeat)


Market the new pamphlet: In-house, social media, website
Connect with local businesses for marketing permission at their location
Distribute pamphlets in public places (e.g., partner extablishments) to increase awareness

Refer to Appendix pages 53-56 for prospective student organizations list
DAY 28 (Week 4) (Repeat)
Follow up with businesses in person every two weeks to check marketing implementation and develop relationship
Coordinate event when contacted by interested customers

17

Revenue Generation

Screen Films from Individual Filmmakers


Feature films from local independent filmmakers for an entire week, potentially student
filmmakers or filmmakers from out of town.

Improves profitability per screening


Expands movie selection
Broadens potential customers through expansion
of movie offerings
Increases awareness through showcasing
community films
Improves perception to local filmmakers from
non-profit to leading art cinema

Custo
mer M
anage
ment

18

B
E
N
E
F
I
T
S

Potential Obstacles
Time required to balance various streams
of communication
Necessity of properly marketing these films
to create emotional attraction to filmmaker,
as well as general attraction to the film itself
Maintaining professional quality of film
and cinematography

Current

Challenges

Community
Awareness

Supporting
Research
SWOT Analysis
Ansoff s Matrix
Porters 5 Forces

Return on Investment
Difficulty
Importance

Our Future
Vision

$879
Year 1

The Executive Director is elated to see so many community members of all ages
coming into the theater to support the beginning of a young filmmakers career.
The excitement is palpable after the premier, as the filmmaker fields questions
from the audience about his influences as a kid growing up in Binghamton.

IMPLEMENTATION STEPS
DAY 1
Identify and contact talented individual filmmakers to potentially show their films at the
Art Mission and Theater

Refer to Appendix page 50 for prospective film college contacts list

DAY 14 (Week 2)
Receive and view film. If quality is up to standard, negotiate terms and conditions of
screening it, including exchange of monies.

DAY 56 (Week 8)
Screen film at the Art Mission and Theater and make associated payments
according to contractual agreement with the individual filmmaker

19

Revenue Generation

Showcase Student Art


Attract student artists who are willing to sell art at lower price points. Feature new student
artwork at the Art Mission and Theater gallery every two weeks. Split promotional efforts
between the Art Mission and Theater, student artists, and universities.

Increases size of gallery revenue stream through


selling larger quantities of lower-priced art
Increases frequency of gallery cash flows through
exciting and new art
Increases brand awareness to students
Reduces dependency on finding local artists to
showcase
Rebrands the Art Mission and Theater as the
gallery to find both professional and student artwork

B
E
N
E
F
I
T
S

Potential Obstacles
Time to develop relationships with arts
department professors
Finding high volume of quality art that
students are willing to sell
Maintaining professional quality of art

Current

Challenges

20

Community
Awareness

Supporting
Research
SWOT Analysis
Porters 5 Forces
Ansoff s Matrix

Return on Investment
Difficulty
Importance

Our Future
Vision

$533
Year 1

A young aspiring artist sees her dreams come closer when the Art Mission and
Theater asks to showcase her art. Her parents attitude becomes more supportive
of their daughters passion for art after several pieces of her art are quickly sold.

IMPLEMENTATION STEPS
DAY 1
Network with local university professors to identify talented students
Connect with the students and procure art to be showcased
Schedule 2 artists per months, for the artists to be featured in the following months

DAY 56 (Week 8) (Repeat)


Feature artist in accordance to general practices of displaying artwork
Advertise the art showings as a series of student art
(Optional) Host special events encouraging students and the local community to
view student artwork

21

Solution
Focus Area 2

Internal
Processes

Internal Processes

Leverage GiftWorks Training Tools


Utilize free tools and training resources online for GiftWorks, the donor management software
currently used within the organization. Hundreds of free tutorial videos are available online
and through the Giftworks website, along with training courses to increase software expertise.

Provides more in-depth information about


functionality and tools offered through GiftWorks
Includes the GiftWorks University Professional
Development Series free online learning tool
Increases donations through Customer
Relationship Management best practices
Improves efficiencies in software utilization

B
E
N
E
F
I
T
S

Current

Challenges

24

Operational
Efficiency

Potential Obstacles
Time to watch the training videos and
practice within the software to fully
understand it
Time of trainings courses may not
coincide with available times
As the software updates, more training will
be required to be up-to-date on functions

Supporting
Research
7S Model
Value Chain
PEST Analysis

Return on Investment
Difficulty
Importance

Our Future
Vision

$471
Year 1

The Board of Directors is so thankful for the frequent updates of donor relations
the Executive Director provides through the GiftWorks report. Its exciting to be a
part of the donor development, and so encouraging to quantify the fruits of their
labors.

IMPLEMENTATION STEPS
DAY 1
Go to GiftWorks.com and sign up for GiftWorks University Professional Development Series
course (This course contains 5 sessions)
Refer to Appendix page 51 for web addresses to key GiftWorks pages and tutorial videos

DAY 7 (Week 2)
Each week for 5 weeks, watch one of the sessions
For additional research and quick summaries, watch additional support video tutorials at
your own pace as needed
Implement changes to software as you develop more knowledge of the program

DAY 50 (Week 8) (Repeat)


Use the GiftWorks tools to analyze the success of the Art Mission and Theaters
fundraising efforts used to gain donations
Re-adjust fundraising efforts based on the analyses of the reports to increase
fundraising efficiencies
Familiarize at least one Board of Directors member with basics of the software

25

Internal Processes

Open Discussions on Board Responsibilities


Board of Directors and Executive Director engage in discussions to agree upon roles of
Board of Directors members, and formally record roles to be referenced in the future.

Establishes and clarifies explicit expectations


within the Board of Directors
Builds trust that the Art Mission and Theater is
moving forward with a clear vision
Allows for easier and more effective transitions
for new Board of Directors members
Leads to long-term dynamic revenue generation
through more efficient organizational practices

B
E
N
E
F
I
T
S

Current

Challenges

26
United Vision

Potential Obstacles
Uneven levels of Board commitment
through this process
High degree of focus needed for this
extended process
Long-term mindset required

Supporting
Research
7S Model
Board Interviews

Return on Investment
Difficulty
Importance

Our Future
Vision

$1,023

3-Year Average
A member of the Board of Directors smiles as he sees that his individual efforts
are being compounded by the efforts of the other Board of Directors members.
They all share a common passion, and are all working in tandem to drive the Art
Mission and Theater forward in one direction.

IMPLEMENTATION STEPS
DAY 1
Call a meeting with the full Board of Directors of the Art Mission and Theater (The meeting can
be during a scheduled monthly meeting or separate in order to explore the necessary topics)

DAY 14 (Or Board of Directors meeting day)


Share/Brainstorm individual perceptions of the duties and organization of the Board of
Directors and associated roles on sub-committees
Discussions should:

a. Define roles and responsibilities in each sub-committees

b. Establish periodic group fundraising goals and personal objectives

DAY 70 (Next Board of Directors meeting)


Draft an extended lists of roles and responsibilities
Reach consensus on critical duties and responsibilities
Finalize and formalize new roles and responsibilities for Board of Directors to
put into effect immediately in each sub-committee
DAY 126 (Next Board of Directors meeting) (Repeat)
Review effectiveness of new sub-committees and make necessary
adjustments for future success

27

Internal Processes

Workshop to Leverage Board Connections


Encourage members of the Board of Drectors to leverage their personal connections through
a workshop, in order to gain more sponsors and partnerships for the Art Mission and Theater.
The goal of this activity is for the members of the Board of Directors to develop their own
procedure for recruiting these desired parties based on their knowledge and past networking
experiences.

Increases the number of sustainable partners


and sponsors
Allows for re-evaluation of current connections
within local communitty
Increases revenue and reduces the cost of hosted
events through sponsorships
Increases community awareness of the Art
Mission and Theater

B
E
N
E
F
I
T
S

Current

Challenges

28
United Vision

Potential Obstacles
Requires full participation
Extensive overall planning time required to
create workshop
Understanding full value proposition in the
form of a sales pitch to local businesses

Supporting
Research
SWOT Analysis
Value Chain

Return on Investment
Difficulty
Importance

Our Future
Vision

$447
Year 1

Board of Director members sit at a table, marveling over their successful film
event from the previous night. With a great turnout and a number of sponsors
excited to become part of the next event, the outlook of the Art Mission and
Theater has never looked better.

IMPLEMENTATION STEPS
DAY 1
At the next Board of Directors meeting, participate in the Networking Workshop

Refer to Appendix page 56 for Networking Workshop details

DAY 14 (Week 2)
Follow up with connections identified as high priority from the Networking Workshop
using the processes that has been generated during the workshop

29

Solution
Focus Area 3

Customer
Experience

Customer Experience

Expand Automatic Phone Options


Set up a welcoming telephone line to address the Art Mission and Theaters callers. Give
information about movie times, information about event scheduling, and the option to reserve
movie tickets in advance over the phone. Provide the option to talk to the Executive Director or
another representative of the Art Mission and Theater to answer any other questions.

Expands communication channels for potential


customers
Presents organizational information about
donations and membership
Simplifies patrons search process for movie
showings
Creates welcoming atmosphere for potential
customers
Allows for additional branding opportunity

B
E
N
E
F
I
T
S

Current

Challenges
Customer Management

32

Operational
Efficiency

Potential Obstacles
Success of system is difficult to measure
Updates must be made consistently

Supporting
Research
7S Model
Value Chain

Return on Investment
Difficulty
Importance

Our Future
Vision

$843
Year 1

A local firm is extremely interested in hosting their annual holiday party at the
Art Mission and Theater, but has some important questions. The firm is easily
able to contact the Executive Director, have their questions answered, and book
their private party in one phone call.

IMPLEMENTATION STEPS
DAY 1
Contact the current phone service providers and ask to set up additional automated phone
extensions
Expand the automatic phone options to include a line to direct callers interested in learning more
about each of the following services:

(1) Movie listings and show times

(2) Membership and donation information

(3) Current gallery artist

(4) Upcoming events

(5) Direct call to Executive Director or available staff member. If the Executive Director is
unavailable to take the call, the caller is prompted to leave a voicemail

Refer to Appendix page 57 for more information

DAY 7 (Repeat)
Update the movies and showtimes recordings when necessary each week

33

Customer Experience

Increase Social Media Engagement


Increase social media engagement with customers of the Art Mission and Theater with
questions, calls to action, and other interactive posts that excite participants and build an
online personality. Progress should be tracked through such programs as EdgeRank and
Likealyzer. Activity should then be adjusted according to the feedback received from both
these websites and the audience.

Increases quantity and quality of social media


marketing through content marketing and
customer engagement
Expands the Art Mission and Theater experience
beyond the building walls
Encourages patrons to discuss movies and topics
to pique interest in showings and events
Leads to increased revenue generation through
customer engagement

B
E
N
E
F
I
T
S

Potential Obstacles
Experience is key aspect to creating high
quality content
Requires frequent updates
Maintaining consistency in all forms of
communication throughout year

Current

Challenges
Customer Management

34

Community
Awareness

Supporting
Research

Market Research
SWOT Analysis
Value Chain
PEST Analysis

Return on Investment
Difficulty
Importance

Our Future
Vision

$1,295
Year 1

A patron has never heard of the Art Mission and Theater until a distant friend
shares a picture the Art Mission and Theater posted on Facebook. The image
piques her interest, so she Likes the Art Mission and Theaters page, leading her
to explore the website, and then attend a movie that weekend.

IMPLEMENTATION STEPS
DAY 1
Read over the Art Mission and Theaters current facebook page analysis

Refer to Appendix page 60 for Facebook analysis
Incorporate weekly facebook goals in our social media marketing plan

Refer to Appendix page 59 for social media best practices
If scheduled posting software is not currently used, hootsuite.com provides this free service
DAY 7 (Week 2) (Repeat)
Create several posts before each week to be released each day that help towards the
Art Mission and Theaters goals for customer engagement

Refer to Appendix page 58 for social media engagement suggestions
DAY 28 (Week 4)(Repeat)
Analyze the facebook page on a monthly basis through http://likealyzer.com
Adjust your facebook goals according to the analysis and recommendations

35

Customer Experience

Rework the Website


Websites are often the first point of contact for the Art Mission and Theater to engage with
their patrons. Every aspect of the website should quickly and easily answer the individual
queries of the customer, while simultaneously creating an emotional appeal and a taste of
local flavor.

Communicates offerings and cause more


effectively
Strengthens emotional connection with donors
and potential customers
Highlights non-profit status and best ways to
donate through emotional appeal
Increases website visitor usability
Provides a stronger and more professional brand
to website visitors

B
E
N
E
F
I
T
S

Potential Obstacles
Formatting and design is time intensive
Website analysis may not reflect effect of
specific changes

Current

Challenges
Customer Management

36

Community
Awareness

Supporting
Research
SWOT Analysis
Director Interviews

Return on Investment
Difficulty
Importance

Our Future
Vision

$1,613
Year 1

A quick google search brings a potential customer to the Art Mission and
Theaters website, where she finds the showtimes and decides to attend a movie.
She loves it! The following day she returns to the website where she is lured by the
cause and becomes a proud new member.

IMPLEMENTATION STEPS
DAY 1
Edit website by fixing typos, reinstating hyperlinks, including pictures, and providing more
biographical information of staff and interns

Refer to Appendix pages 61-66 for specific website edits

DAY 2
Increase visibility of the Donate Now function to draw more attention to it
Reorganize text boxes and include more photographs to make the website easier to
navigate for potential customers and donors

DAY 3
Change fonts, color schemes, and writing to create a deeper emotional
connection with website visitors

37

Customer Experience

Video Scavenger Hunt Competition


Host an Art Mission and Theater: Video Scavenger Hunt, a student team competition to film
an original 5-7 minute video in 24 hours. The scavenger hunt items will encourage students to
explore different parts of the Triple Cities and incorporate them into their movie. The
competition will end with a screening of the student films at the Art Mission and Theater.
Judging will be based on number of scavenger hunt items incorporated, cohesiveness of story,
and finally an audience vote.

Engages students through the Art Mission and


Theater brand
Partners with various community organizations
Leverages core competencies in a new direction
Creates tangible impact to relay to donors and
potential donors
Provides strong public relations opportunity
Aligns with mission to be a catalyst for the
revitalization of the Greater Binghamton Area

B
E
N
E
F
I
T
S

Potential Obstacles
Developing specific planning process to be
leveraged in future years
More feasible in the long-term
Finding a community partner to share
event responsibility and costs

Current

Challenges

38

Community
Awareness

Supporting
Research
SWOT Analysis
Porters 5 Forces
Ansoff s Matrix

Return on Investment
Difficulty
Importance

Our Future
Vision

TBD

A Binghamton University freshman, although new to the area, competed in the


first Art Mission and Theater: Video Scavenger Hunt. She made friends while
exploring her new home! She was fascinated by Binghamtons offerings, and is
now a regular at the Art Mission and Theater.

IMPLEMENTATION STEPS
Day 1
Identify community partners to work with, including volunteers to organize event and
organizations to financially sponsor the event

Day 14 (Week 2)
Establish logistics of the event, such as date, time, scavenger hunt locations

Refer to Appendix page 67 for a basic logistics checklist

Day 21 (Week 3)
Contact local student groups and organization to market the event and encourage student participation and market event

Refer to Appendix pages 53-56 for prospective student organizations

Day 84 (Week 12) (Day of the Competition)


Explain the rules of the event at the Art Mission and Theater and
when the participants should return to showcase the final films
Screen each groups short video and determine winning team
39

Solution
Focus Area 4

Brand
Management

Brand Management

Donor Engagement Newsletter


Separate the short term and long term news of the Art Mission and Theater into weekly and
quarterly newsletters. The weekly one will focus on movies, associated showtimes, links to
trailers, and activities that week, and should be designed to gain customers for that week. In
contrast, the quarterly will focus on highlighting special event successes, donation allocation,
and overall progress, and should be designed to build donor rapport.

Inspires the sponsors, donors, and subscribers


with their positive impact on the Broome County
arts community
Updates donors on the efforts their donations
have been supporting
Increases the number of newsletter recipients
that read the information on the lower section of
the newsletter

B
E
N
E
F
I
T
S

Current

Challenges
Customer Management

42

Potential Obstacles
Additional time to create separate
quarterly newsletter
Preparation of pictures and engaging
writing for quarterly newsletter each time

Supporting
Research
7S Model
PEST Analysis

Return on Investment

$877

Difficulty
Importance

Our Future
Vision

Year 1

When a donor opens up the newsletter, he sees pictures of the artists the
Art Mission and Theater has supported, and reads about the excitement it
brought to the city. He feels significant in the community for making that
possible and resolves to donate again.

IMPLEMENTATION STEPS
DAY 1
Outline complete list of newsletter material
Separate current newsletter into material to be sent out weekly and quarterly

Refer to Appendix page 68-71 for a detailed breakdown of newsletter changes

DAY 5
Create newsletter template for quarterly material
Update both newsletters as needed

DAY 7 (Repeat)
Email the weekly newsletters to all email subscribers

DAY 84 (Week 12)(Repeat)


Email the quarterly newsletters to all email subscribers

43

Brand Management

Internal Commercial
Create a brief advertisement video to be played at the beginning of every movie screening. This
video should describe the Art Mission and Theaters services, its cause and mission, and the ways
customers can contribute (e.g. becoming a member or donating). The video will be a picture
slideshow with music and a voiceover, similar to the previous commercial.

Firmly establishes the Art Mission and Theaters


mission
Improves customer experience by acquainting
customers and portential members with the Art
Mission and Theaters cause
Increases donations by focusing on the positive
cultural aspects of the Art Mission and Theater
Increases memberships by encouraging
customers to become members

B
E
N
E
F
I
T
S

Potential Obstacles
Video editing is very time intensive
Quality of software, video, pictures, and
sound needs to reflect the overall quality of
the organization
Updates needed as organization grows

Current

Challenges
Customer Management

44

Community
Awareness

Supporting
Research
7S Model
Value Chain
Porters 5 Forces

Return on Investment
Difficulty
Importance

Our Future
Vision

$2,586
Year 1

A patron has been coming to the Art Mission and Theater just a few times a year,
but for quite a while. It wasnt until a short video before the film illustrates that
the Art Mission and Theater is a non-profit that he decides to become a member
and support the revitalization of Binghamton.

IMPLEMENTATION STEPS
DAY 1
Create an outline of the script detailing the cause of the Art Mission and Theater, its services, and
how consumers and donors can help.

Refer to Appendix page 72 for a sample script

DAY 7 (Week 2)
Gather existing content and determine additional content needed for commerical
Create the photo slideshow using movie-making or slideshow software
Add music and voiceovers to the slideshow

DAY 28 (Week 4)
Obtain final approval from the Board of Directors to publicize advertisement
Prepare commercial to screen before each movie

45

Brand Management

Marketing & Business Development Interns


Restructure current internship program and description to offer students a more intensive and
professional experience in order to attract the brightest local students. The internship should
consist of two two-credit positions that are expected to work at least ten hours a week for twelve
weeks during the university semester.

Better communicates the organizations


professional value proposition to students
Reduces workload of Executive Director
significantly to focus on key processes
Engages young community members and
university students to become involved in
non-profit service
Improves marketing outreach for brand
management and visibility
Encourages the local community to visit the Art
Mission and Theater

B
E
N
E
F
I
T
S

Potential Obstacles
Advertising the significant value of the
experience for potential interns
Training of each new intern will require
time and patience
Frequent turnover of interns will require
extensive documentation

Generates more members and leads to more


donations in the long-term

Current

Challenges

46

Operational
Efficiency

Supporting
Research
7S Model
Market Research

Return on Investment
Difficulty
Importance

Our Future
Vision

$5,394
Year 1

At first she didnt see herself working as an intern with a non-profit in a


business capacity, but it turned out to be a catalyst for her career. As a CCPA
student at Binghamton University, this internship offered relevant experience
that challenged her to grow while finding her a mentor and friend for life.

IMPLEMENTATION STEPS
DAY 1
Revise current internship curriculum, with explicit tasks, objectives, and metrics for review,
along with intern expectations that better challenges and empowers new interns

Refer to Appendix pages 73-74 for internship descriptions
DAY 7
Post internship on Binghamton University and SUNY Broome career websites
Distribute flyers on university campuses
DAY 14
Review resume applications and schedule phone interviews with candidates
through email first

DAY 18
Conduct phone interviews, review candidates, and schedule in
person interviews for top candidates
DAY 25
Conduct in person interviews, review candidates, hire top
two most qualified candidates, and begin training process
47

Appendix:
Supporting
Documents

48

Private Party Brochure


As a sample of what to include in the private party brochure, below is a copy of Fabian8 Cinemas flyer they use to market
their service offerings.

For the Art Mission and


Theater in particular,
we suggest creating different
private party packages that are
customized for different
customer demographics. We
have drafted several different
party package ideas below:
Basic Package
3 Hour Rental of
Movie Theater
Customer Provides Movie
Selection to Watch
Party Package
Pizza
Soda
Customer Provides Movie
Selection to Watch

Corporate Package
Wine
Cheese and Catered
Appetizers
Choice of the 2 Current Film
Being Shown that Week

49

Best Film Colleges in the North East

Reference:
Appelo, Tim. "The Hollywood Reporter Unveils the Top 25 Film Schools of 2013." The Hollywood Reporter. The Hollywood Reporter Magazine, 31 July 2013. Web. 04 May
2014. <http://www.hollywoodreporter.com/news/best-film-schools-hollywood-reporter-595712>.

50

Hyperlinks to Key GiftWorks Pages and Videos


Descriptions

Hyperlink

Sign up for GiftWorks University


Professional Development Series

http://www.giftworksconnect.com/giftworks-university/

Additional supporting videos and tutorials


for on-going information

http://www.giftworksconnect.com/support/videos/

51

Prospective Contacts in the Binghamton Area


Binghamton Student Group
The Experimental Media Organization

The Experimental Media Organization is a group of students seeking to broaden the
media landscape of SUNY-Binghamton and the Binghamton community at-large. We define
experimental media as forms of communication and participatory journalism outside the
mainstream structures of present American society, including multiple mediums not
necessarily considered part of the traditional media lexicon, including but not limited to
forums, speeches, film-screenings and teach-ins. Most importantly, Experimental Media is a
tool for social justice and is therefore inextricably linked to action-based projects and goals.
Fine Arts Society

We the Binghamton University Fine Arts Society (buFAS), first and foremost aim to
create an on-campus community for visual artists (matriculated and alumni) outside the
academic classroom.A large part of our mission is to become increasingly more involved in
the off campus community. We hope to work in conjunction with many businesses, agencies
and institutions in the area in terms of volunteering, fundraising and promoting and selling
our own artwork (in the real world).
The Art Co-Op

The Art Co-Op is a student-operated art supply store on campus. Prices are at cost,
which is cheaper than any other supplier in the Binghamton/Vestal area.
Film Salon

A semi-specific survey of certain localized themes within the sphere of
experimental media. Weekly screenings within the student curated salons function as a
supplement to the courses offered by the Cinema Department. Discussion, elucidation, and
inspiration re-contextualize the selection of films over the span of each salon
(typically 50 minutes).

52

Prospective Contacts in the Binghamton Area


Binghamton Student Group
Pipe Dream

Pipe Dream, founded in 1946, is Binghamton Universitys student-run newspaper.
The paper is published twice a week in print form while class is in session, and its Web
site, www.bupipedream.com, is updated with breaking news frequently. Opportunities are
available in news writing, sports writing, arts and entertainment writing, opinion writing,
copy editing, web design, photography and graphic design. Pipe Dream is also Binghamton
Universitys largest student-run business and offers experience in advertising and business
management.
Late Nite Binghamton

The Late Nite Binghamton program is designed to enhance the quality of student life
during peak social interaction times by providing activities attractive to all students.Many
different activities are provided (movies, crafts, games, live music, etc.) as well as
co-sponsored events with SA Chartered student organizations.
Off Campus College Council

The Off Campus College Council promotes and sustains projects and services
designed to meet off-campus student needs on the University campus and in the
surrounding community.The Off Campus College Council promotes the cooperation of
the University as a whole within itself and with the surrounding community. The
Councils goals and underlying notions encompass the ideals of cooperation,
collectivity, creativity, service to others, and creation of community. The Council aims
to link the community and University together in as many useful symbiotic ways as
possible; through the exchange of services and ideas.

53

Prospective Contacts in the Binghamton Area


Binghamton Residental Life
Contact Information

54

Prospective Contacts in the Binghamton


Binghamton Residental Life
Contact Information

55

Networking Workshop
Approximate time: 2 Hours
Attendees: All board members
Time/Location: Bi-monthly board meeting
Materials needed: 1 laptop per board member, Large pad of paper, Markers
1. As a group, make a list of the organizations and community groups you want and believe will be capable of
sponsoring an event.
2. Each member should go through their individual contacts and see where they have stakeholders in these
3. target groups to see what connections are currently available to utilize. Board members should search
through the following contacts lists:

a. Email contacts

b. Business cards

c. LinkedIn members

d. Facebook friends

e. Twitter followers
4. Identify the connection and which board member(s) have an association with this connection
5. Together, develop general guidelines for how to reach out and make initial contact with each identified
connection. Questions to consider during this step :

a. Should we conduct background research on the local business?

b. What specific types of event(s) would appeal to that specific sponsors?

c. How will the other board members be updated on the progress of networking efforts?

d. Should one board member be assigned to one contact to maintain consistency?

e. When should you get the Executive Director involved to finalize planning details?

f. Should you develop a sample script for initial contact phone calls?

g. Should you send personally signed holiday cards to donors that donated a significant amount as a

reminder of their efforts?
6. Partner together with another board member and conduct a mock phone call. One person will pretend to be
a representative from the local business and the other will play their role as a board member.
SITES FOR ADDITIONAL INFORMATION
General Guidelines on obtaining and keeping sponsorships, and the funding you should expect to get from them
http://www.idealist.org/info/Nonprofits/Dev2
Document outlining the importance of corporate sponsorships
http://nonprofit.about.com/od/causerelatedmarketing/ss/How-To-Get-Sponsors-For-Your-Event.htm

56

Automated Phone Extension Additional Info.


CURRENT SITUATION
There is only an automated recording that says the Art Mission and Theater is not available to take the call.
SAMPLE SCRIPT
Hello! Thank you for calling the Art Mission and Theater, the only non-profit independent movie theater and
art gallery in the area. Please listen to the following options or visit our website at www.artmission.org for more
information. For movie listings and show times, press 1. For information on making a donation or becoming a
member, press 2. To speak to a staff member, press 3. To speak to the Executive Director, press 4.
This weeks movies are ___ and ___. Showtimes for today are ___, ___, and ___.
Thank you for your interest in donating to the Art Mission and Theater. Methods of donation include:
Membership packages
Sponsorships for upcoming fundraising events
Hello you have reached Rebecca Sherrif, Executive Director of the Art Mission and Theater. I am unable to
receive your phone call at the moment, please leave me a message and Ill return your call promptly
ADDITIONAL INFORMATION
Voicemail services provider - $9.95 for basic, local numbers package - http://www.voicemailoffice.com
Local Phone Service providers:
Verizon
Time Warner Cable
Frontier
RCN

57

Increased Facebook Engagement Posts


Tips and Examples
Type of Post

Example

Questions for patrons to answer

How did you feel about this character in the movie, The Unknown Known?

Movie screening successes

The Grand Budapest Hotel has received great


attendance numbers! We are going to extend the
movie for another full week. Dont miss out on this
great movie!

Interactive links and videos

Instead of only showing only a picture of the movie


for the upcoming week, include a link to the trailer
and movie reviews.

Utilize a hyperlink to sell tickets in advance

The Unknown Known is now showing. Be sure to


save your seat in advance and buy a ticket online!

ADDITIONAL TOPICS TO POST ABOUT:


Movie Reviews
Articles of the art and movie industry
Getting involved by hosting events, donating, or becoming a member
WEBSITES TO FIND ARTICLES :
Indiewire.com
Filmmakermagazine.com
IFC.com
FilmThreat.com
IFP.org
Screendaily.com
Aivf.org

58

Social Media Best Practices


1. Set up profiles and pages on at least 10 social media sites (even if you dont think you will ever use them).
Claim your business URLs and user names, just as you did when you registered your website domain name. Keep
all the user names, URLs, emails and passwords in a spreadsheet (ideally in a Google Doc if you are going to be
sharing the work of managing the sites). Be consistent if possible when registering for example, if your website
URL is http://smallbiz.com then your Twitter handle should be @smallbiz, your Facebook page should be http://
www.facebook.com/smallbiz, etc.
2. Fill out all profiles completely. To be complete, a profile must have a photo/avatar that is square (not a cut off
version of your horizontal logo). Each social network requires more or less information, but make sure that they
all include at least one photo, hours (if you are a storefront), your products/services, brief history, your vision
statement, contact information and website link.
3. Spend time learning the unique culture of each network. Facebook has a different culture than Twitter and
LinkedIn, and it is important to understand the distinction. Spend some time listening and observing, learning
the language, and getting the pulse of your industry.
4. Dont put all your eggs in one basket, but dont spread yourself too thin. Start out using one or two networks
frequently, and move on to others if you have more time and more capacity. Quality over quantity is paramount
when using social media.
5. Promote your profiles! Just because you build them does not mean that your customers will find them. Add
social media buttons to the main page of your website and email newsletter (ideally visible on all web pages, easy
to find, with links that work). Put the URLs on business cards, in email signatures and on all print materials (brochures, press releases, flyers). Put a sign in your waiting room, lobby, office anywhere people congregate.
6. Be responsive and accessible. There is no greater online sin than a social media profile that has questions, comments and engagement that is not managed. If your online community engages and asks questions, answer them
promptly. If you need to wait to get the answer, let them know you will get back to them as soon as you can. 24
hours is an eternity in the social media realm respond immediately to comments, questions and feedback on
your posts.
7. Always incorporate photos and videos in your posts. Photos and videos get more engagement (comments,
clicks and shares) than simple text.
8. Ask for help and feedback, but only if you are prepared to use it. And if you are, are you doing it only because
you think you have to? Are you aiming to increase engagement without having a plan about how to acknowledge and use that engagement? Do you follow up with and/or implement the suggestions and recognize the
people who took the time to reply to your request?
9. Be personable. Let your fans and followers know there is a person or persons behind the tweets and the posts.
Go off topic once in a while talk about the weather, sports, humor, local events. Dont just talk about your
business and your product in a dry, impersonal, formal way. (Behind-the-scenes posts and photos are always very
popular.)
10. Always, always say thank you! Thank people for sharing your content, for following you on Twitter and Facebook, for posting your video on YouTube, for plus-oneing you on Google+. Acknowledge customers on your
social media profiles, thank a vendor for going above and beyond, link to another local small business. Create
good karma and it will certainly come back to you!
11. Keep your expectations grounded in reality. Just because Old Spice can get millions of views on YouTube does
not mean that you can be held to the same standard. If you are a small shop with two hours or less a week to
spend on social media sites, you are not going to get hundreds of fans and followers overnight. Creating an active,
engaged online community takes time and effort, trial and error, success and failure.
Refrence: Campbell, Julia., Principal at J. Campbell Social Marketing. 10 Best Practices for Small Business on Social Media. SCORE: For the Life of Your Business. Web. 2 May 2014. http://www.scorenemass.org/index.php/business-resourses/business-tips/274-10-best-practices-for-small-business-on-social-media.

59

LikeAlyzers Facebook Analysis


As of 4/30/2014

60

Website Edits - Overview


WEBSITE SITE MAP BY HIERARCHY
Home Page

Visitor Info (also Contact)

About the Art Mission and Theater
Staff
Board of Directors
By-Laws
Directions

Support Us
Membership

Theater and Gallery Rental
On-screen advertising
Volunteer/Employement
Seat Sponorship

Grants and Donors

Movie Listings
Next Week

Gallery

News

Contact (also Visitor Info)

61

Website Edits - Homepage

Add background color or image for


more pleasing aesthetic value

Insert Movie Times


and Current Movies

62

Insert Paypal account button so


customers can pay for movie in
advance

This link is broken on every page of the footer

Website Edits - Staff

Create Extened Profiles of Staff Members:


Pictures
Educational Degree
Why did you join the Art Mission and Theater?

Website Edits - Board of Directors

Create Extened Profiles of Board Members:


Pictures
Educational Degree
Main Role
Sub-committee Membership
Outside Career

63

Website Edits - Directions

List full address

Website Edits - Support Us


Unclear Information:
How often do you have to renew a membership?
What type of special events have you had in the past?
List the other perks of membership
(e.g. free popcorn)

Clearly list each company website so visitors do


not have to download an addtional document

64

Website Edits - Volunteering/Employment

Make email address direct hyperlinks to


email accounts and set subject line

Remove additional period

Add additional social media links


or invite them to share this page on
social media sites

Website Edits - Seat Sponsorship

Change on to one

65

Website Edits- Contact/Visitors Information

Keep page title consistent:


Keep organization title consistent: Move social media icons to
Delete Visitors Info or Contact
Change The ART Mission to
under Call for Movie Times
The Art Mission.
to increase visibility

66

Video Scavenger Hunt Logistics Checklist


Video Scavenger Hunt Logistics Checklist:
What is a reasonable price to students would pay to participate?

(We recommend approximately $15 dollars)
What is the overall price the winner would get?

(We recommend their movie shown as a commercial for next years event and a cash price)
Should there be a limited number of students on one participate team?

(We recommend 4 members)
Should there be a limited number of participants?
Do the participants have to provide their own equipment?
Can a technology company sponsor provide the video equipment?
Can you get the same sponsor from Hollywood night to stream the video?
What are possible places to include on the scavenger hunt?

(E.g. Rec Park, Local Restaurants, Carousels)
Would sponsors pay you to feature their business location on the places to include on the scavenger hunt?

67

Newsletters Recommendation
Full Steps to Implement:
Day 1
Outline complete list of newsletter material
Separate current newsletter into material to be sent out weekly and material to be sent out quarterly
Weekly material includes movies currently showing and current gallery artist
Monthly material includes fundraising goals, current progress of achieving the fundraising goals, success and
pictures of past fundraising events, summary of membership benefits, and hyperlink to donate more money
Day 5
Create newsletter template for quarterly material. A sample of the quarterly material can be found on the next
page
Update and distribute both newsletters as needed
Day 7 (Repeat)

Email the weekly newsletters to all email subscribers on a weekly basis


Day 90 (Repeat)
Email the quarterly newsletters to all email subscribers on a quarterly basis

68

Newsletters Best Practices


MAKE YOUR CONTENT EASY TO READ
I know this one sounds like a no-brainer, but you want your newsletter to be as easy to read as possible. In other
words, dont junk things up.
Instead of trying to include lengthy articles, look for opportunities to break things up into smaller chunks and
point readers back to your site. And speaking of which
POINT TO ONE PRIMARY CALL-TO-ACTION
Whats the #1 thing you want readers to do when they read your newsletter? Share your content with their social
networks? Click back to one of your blog posts? Participate in a survey? Thats your primary call-to-action.
Of course youll also want to include other secondary calls-to-action--just make sure your primary always gets
top billing.
BRAND CONSISTENCY
Its important to match the style of your newsletter with that of your website, which means using the same type of
graphics, fonts and colors. When your readers know who sent the newsletter by just glancing at it, your branding
is working! I know that email templates give you all the styles and colors in the universe, but that doesnt mean
you have to use them all!
Along with looking like your brand, your email should also sound like your brand. If you use a conversational
style on your website, make sure your newsletter follows suit.
EASE OF NAVIGATION
Make it easy for your readers to navigate your email newsletter. Put things where theyll expect them to be. For
example, perhaps no one wants to focus on this, but the unsubscribe link should be clear and easy to find. Ive
seen options at the top and bottom of emails. It doesnt matter where it is, but it is required by the CAN-SPAM
law. Of course, you want to keep newsletter subscribers, but there are many reasons people unsubscribe, so
dont make it difficult--thats just bad marketing etiquette. Other navigation tips:
Link your newsletter to the home page of your website. You can do this in a Quick Links box and your banner (the large image at the top featuring your logo and other information). Most readers expect to find links
to your website easily, and that is exactly where you want them to go.
Provide all your contact information (email, phone number, social media links, links to your website) in your
newsletter.
Include a Forward to a Friend link so your readers can easily forward your newsletter to their friends and
colleagues. (Email services usually provide the tools to create these. I use Constant Contact, and have several
styles and colors of buttons to choose from, which helps me keep the look of my newsletter consistent.)
See more: http://www.wordpowermarketing.com/2012/10/create-professional-email/#sthash.AnTcfciK.dpuf
Information Provided by:
Graham, Shawn. 6 Email Newsletter Best Practices For Small Businesses. ShawnGrahamme RSS. MARKETING SERVICES FOR BADASS SMALL BUSINESSES, 31 Dec. 2013. Web. 02 May 2014.
How to Create Professional & Polished Email Newsletters. WordPower Marketing. N.p., 10 Dec. 2010. Web. 2 May 2014. <http://www.wordpowermarketing.
com/2012/10/create-professional-email/>.
69

Newsletter Suggestions
Movie Showing and Times

Upcoming Events

Include in Weekly Newsletter

Featured Gallery Artist

Memberships and Partners

Theater and Gallery Rental

70

On Screen Advertising

Include in Monthly Newsletter

Newsletter Suggestions

Insert side menu for easy


navigation for key website pages

Homepage
Services

Movie Times

Private Parties
Gallery
Partnershops
Memberships
Donation

Condense showtimes to minimize space

71

Internal Commercial Sample Script


Thank you for joining us at the Art Mission and Theater. As the only non-profit theater and gallery in the
region, we greatly appreciate your patronage.
Your attendance supports our mission to inspire and excite community creativity and catalyze the
revitalization of the Greater Binghamton Area through art and independent films.
If you would like to be part of our mission, please consider becoming a member or making a donation.
Every dollar helps. For more information on our membership program and donor opportunities, see the
front desk or visit our website at www.artmission.org.
Please enjoy the movie, and we hope to see you soon!

72

Marketing & Business Development Internship


The Art Mission and Theater is a 501(c)(3) located in the northern end of Downtown Binghamton. We offer an
art gallery, intimate cinema, and rent our space to local artists and organizations. We are the only non-profit
gallery and cinema in the Greater Binghamton area, and show films to over 5,500 community
members annually, with thousands more visiting the art gallery.
Our mission is to be a source of inspiration and excitement for the community, and to be a catalyst for the
revitalization of the Greater Binghamton Area!
Below is a potential skeleton for the marketing internship program.
Day to Day Tasks -Interns will need to collaborate to produce social media content daily. Content should be creative and of the
highest quality, and must build the Art Mission and Theaters Edgerank for social media visibility. Posts will be
inputed daily into Hootesuite.com to be circulated through several social media channels.
Weekly Tasks -Update website and newsletter with new movies and trailers to those movies. Update website with feature artists
and bios. Post headshots and bios within the Art Mission and Theater gallery. Update phone voicemail to include
new movie offerings and any changes in movie screen times. Research various marketing techniques and journal
responses to the articles and the interns experience will be submitted weekly, and be archived as a resource for
future interns. Weekly 30 minute feedback sessions will be held between the intern and the Executive Director.
Quarterly Tasks -Develop relationships with local businesses to sell corporate sponsorships for fundraising events. Work with the
Executive Director to develop a marketing plan for the event, and promote accordingly. Highlight these events,
as well as other successes, in the quarterly newsletter to donors. Make continuous improvements to the website.
Capstone Project -Work for the semester to procure student art, both for the gallery and for the cinema. The film and art will be
showcased for the week and will include a fundraising event, complete with corporate sponsor, on the Friday
evening to celebrate the individual artists and how the Art Mission and Theater inspires the community.
We are looking for individuals to work on our Marketing and Business Development Team to strengthen our
brand, expand marketing reach, grow theater sales, establish new business, develop our strategic corporate
partnerships, and above all help us live our mission.

73

Marketing & Business Development Internship


What You Get:
Close access to Executive Director, Rebecca Sheriff, MPA Binghamton University
Professional networking skills through corporate relationship development and sales in Binghamton business
and non-profit communities
Opportunit to improve social media marketing
Develop innovative solutions in an open and creative environment
Performance metrics to review your impact on the organization with frequent feedback for continuous
improvement throughout the semester
Autonomy in daily and weekly tasks, with flexible hours and telecommuting potential
Ownership of semester long special project, designed as a Capstone Project, to highlight all skills acquired
throughout the semester
Ownership of your internship experience and influence on the future of internship program
We need someone with:
High performing self-starter
Track record of ambition and success
Works independently, and is reliable and responsible
Willingness to learn and grow through feedback
Communicates effectively, both written and verbally
Desire to step out of their comfort zone to learn and grow
Preferably with prior work experience, or experience working on a team
Preferably with project management experience and strong time management skills
Preferably enjoys visual arts of all kinds
Preferably with passion for revitalizing Downtown Binghamton
This internship is not restricted to a specific major, but is instead focused on selecting the highest quality
candidates. The internship will last roughly 12 weeks during the academic semester, and is offered for 2 credits.
At least 10 hours per week will be necessary to be successful.
The Art Mission and Theater will be receiving resume applications until (DATE). Phone interviews for selected candidate will occur the week of (DATE). In-person interviews of finalist candidates will occur the week of
(DATE). Two interns will be selected, depending on the quality of candidates (we will accept more if we see fit).

74

Current Finance Internship Description

75

Current Marketing Internship Description

76

Appendix:
Surveys

77

General Market Survey


The purpose of this survey was to understand market demand in the art and entertainment industry of the
Greater Binghamton Area as a means of adjusting the Art Mission and Theaters product offerings to best fit the
needs of current and future customer.
We received 106 responses to our General Market Survey. The survey was mainly conducted through email to
Binghamton University students. In addition, survey responses were also collected at the Oakdale Mall.
A copy of the survey is on the following pages of this appendix.

78

General Market Survey

79

General Market Survey

80

General Market Survey

81

General Market Survey

82

General Market Survey

83

General Market Survey

84

General Market Survey Analysis

85

General Market Survey Analysis

86

General Market Survey Analysis

87

General Market Survey Analysis

88

General Market Survey Analysis

89

General Market Survey Analysis

90

Market Data Analysis

91

Market Data Analysis

92

Market Data Analysis

93

Market Data Analysis

94

Market Data Analysis

95

Market Data Analysis

96

Market Data Analysis

97

Industry Non-Profit Cinemas Survey


The purpose of this survey is:
To understand the strengths and weaknesses of industry competitors
To understand where the Art Mission and Theater stands in the current market
To utilize successful processes and programs used by successful nonprofit cinemas and art galleries
We contacted 8 different independent non-profit theaters, however we only received one respondce.
We suggest trying to re-submit the survey again in the future.
Following this page is a copy of the Industry Survey.

98

Industry Non-Profit Cinemas Survey

99

Industry Non-Profit Cinemas Survey

100

Industry Non-Profit Cinemas Survey

101

102

Appendix:
Models

103

SWOT Analysis
Purpose:

SWOT Analysis is an evaluative matrix tool used to classify internal and external factors based on whether
they are favorable or unfavorable.

Helpful

Harmful

Internal

Strengths

Weaknesses

External

Opportunities

Threats

Elements:

Strengths: Internal and helpful for achieving objective


Weaknesses: Internal and harmful for achieving objective
Opportunities: External and helpful for achieving objective
Threats: External and harmful for achieving objective

How Its Used:


SWOT analysis is important for evaluating an organizational objective based on two different
factors. These two factors are origin of the attributes, internal or external, and whether or not it is helpful or
harmful. Through this matrix of attributes, an organization can identify a strategy to navigate the current
and future market. The tool can be used for a wide range of situations from whole organizations to specific
objectives. When used for objectives, SWOT analysis can be used in evaluating future feasibility.
104

SWOT Analysis
Strengths
Only non-profit gallery and cinema in Binghamton
Only cinema dedicated to independent movies in Greater Binghamton area
Relationships with other successful non-profit theaters
Loyal patron base
Purchase of two digital projectors

Weaknesses
Facility does not adequately support desired operations
High rent and other overhead costs
Stagnant customer growth
Low brand awareness and marketing efficiency in the community
Misalignment in strategy between Board of Directors and Executive Director
Limited staffing options to fulfill daily operations

Opportunities
Growing student population at Binghamton University and SUNY Broome
Increased market penetration
Increased consumer population
Increased skill of interns
Additional community events
Additional private screening and events
Additional fundraising events with sponsorships

Threats
Expanded movie offerings from Regal, AMC, and Binghamton University
Limited movie distribution due to competition from other cinemas
Strong competition from other community events and non-profit organizations
Decreasing prices from internet content providers
Weak local economy and low disposable incomes

105

7S Model
Purpose:

The 7S Model breaks down an organization into seven elements. By evaluating each element, an organization
can identify how each aligns with the its shared values.

Structure

Strategy

Systems
Shared
Values

Skills

Style
Staff

Elements:

Hard Elements: Strategy, Structure, Systems


Soft Elements: Skills, Staff, Style
Central Element: Shared Values

How Its Used:


The 7S Model can be applied to improve the performance of an organization. Through each element,
the current alignment with the overall strategy and likely effects of future changes can be evaluated. It is
important for an organization to identify which elements are strong and which are weak. While each
element is separated, they are all interrelated. Often when making an important decision, organizations will
neglect related business processes that will be impacted in the long-term. This model serves to reduce this
risk and ensure smooth transitions. For organizations to succeed, all seven elements should be aligned and
reinforce each other.
106

7S Model
Shared Values
Catalyst for the revitalization of Binghamton
Provide a unique and community centric atmosphere
Appreciation for independent art
Show films that may not be shown in Binghamton otherwise

Strategy
Show independent films and pieces of art
Vision of role within the revitalization of Binghamton is unclear
Internal vision for the Art Mission and Theater is not focused

Structure
Eight members of Board of Directors
One full-time employee (Executive Director)
Relies on volunteers and interns for daily operations

Systems
External communication systems can be more effective
Strong need for Point of Sales system
Online marketing through Facebook has tremendous potential
GiftWorks donor management is a powerful tool
QuickBooks accounting software is industry standard

Skills
Executive Director has strong academic background in non-profit organizations
Board of Directors could benefit from additional fundraising experience
Grant acquisition has been successful
New customer acquisition and marketing skills have room to grow

Staff
Executive Director has experience and education
Board of Directors is becoming more diverse
Paid staffing options currently are limited

Style
Executive Director controls daily operations and internal processes
Active Board of Directors

107

Porters Five Forces


Purpose:

Porters Five Forces is a strategic management tool used to identify the threat of the five forces associated
with industry competition.

Bargaining
Power of
Suppliers

Threat
of
Substitutes

Current
Competition

Threat
of
New Entrants

Bargaining
Power of
Buyers

Elements:

Bargaining Power of Suppliers: How much influence does a supplier have over an organization?
Bargaining Power of Buyers: How much influence does the customer have over an organization?
Competitive Rivalry: How strong is the competition within the industry?
Threat of New Entrants: What is the risk of competitors entering the market?
Threat of Substitution: What is the risk of customers switching to other products of services?

How Its Used:


In Porters Five Forces model, each competitive force can be assigned a level of strength. This level
of strength ranges from weak to strong. Based on the associated threats from each competitive force, an
organization may conclude where its biggest current and future risks exist. The model may also be used for
identifying new attractive business opportunities.

Through this analytical tool an organization can recognize whether its current strategy is
appropriately aligned with the associated risks of each force. Adjustments that take into consideration each
threat and will lead to better long-term profitability can be made moving forward.
108

Porters Five Forces


Bargaining Power of Suppliers - High
High competition among suppliers
Low concentration of suppliers
Online media providers pose massive threat to classic movie theater model

Bargaining Power of Buyers - High


Product is important to customer
More customers leads to more bargaining power
Bigger buyers have power over smaller buyers

Threat of Substitutes - High


High threat from online content providers
Content providers making movies cheaper and easier to access
Many cinemas have been forced out of business in recent years

Threat of New Entrants - Low


High capital requirements
Advanced technologies required
Brand names are important
Large theaters can prevent local competition due to geographic restrictions
Strong customer loyalty
High barriers to entry lead to most small theaters failing
Strong distribution network required

Current Competition - High


Industry is very large, high competition
Local competition is not as high by design due to high supplier power

109

PEST Analysis
Purpose:

PEST Analysis is a strategic management tool used to create a framework of macro-economic factors that are
impacting an organization.

P Political
E Economic
S Social
T Technological

Elements:

Political: Federal, State, and Local regulations, Government funding, and Community interaction
Economic: National, State, and local economic growth, Business cycles, Price trends
Social: Population trends, Demographic trends, Demand for products and services
Technological: Technological efficiencies, Rate of technological change, Innovation

How Its Used:


PEST Analysis is important for identifying an organizations place in the market. Macro-economic
factors are constantly changing and it is essential for any business to remain modern and competitive. An
organization can use this framework to analyze which macro-economic factors are vital for long-term
sustainability and which require less focus. Businesses must realize industry trends before they occur;
therefore they need a tool such as PEST Analysis to pinpoint where the trend will originate and how its consequences will surface. After deconstructing each factor, an organization can reevaluate current strategies
based on whether or not they leverage these changes.
110

PEST Analysis
Political
New non-profit regulations and taxes
Keeping status as non-profit organization
Obtaining government funding is essential (Grants and Loans)
Grant stipulations must be followed

Economic
Property value is low - Rent expense is high
High overall unemployment with low disposable income
Higher disposable income for target demographic (50+)
Slow regional economic recovery

Social
Shifting age demographics will lead to increase in target market (50+)
Local demand for independent films and art will increase
Overall cinema attendance around the US has decreased

Technological
Shift from film projectors to digital projectors to laser projectors
Point of Sale systems are an industry standard
Media content is cheap and widely available outside of cinemas
Social media increasingly important for outreach

111

Value Chain
Purpose:

The Value Chain is used to visually segment the organizations operations into different categories in order
to determine core competencies and areas of competitive advantage.

Firm Infrastructure
Human Resource Management
Technology

Margin

Procurement
Inbound
Logistics

Operations

Outbound Marketing
Logistics

& Sales

Service

Elements:

Primary activities: Inbound Logistics, Operations, Outbound Logistics, Marketing & Sales, Service
Supporting activities: Firm Infrastructure, Human Resources Management, Technology, Procurement
Margin: Desired end result (e.g. Customer satisfaction)

How Its Used:


The Value Chain model is essential for identifying where value is derived in an organizations
business model. Through this model, primary activities for generating value may be identified along with
the secondary support activities. Each activity leads to some type of margin, which must be identified in
order to gauge the value of that business function. In some instances, every activity may not apply based on
organizational structure and industry. After breaking down an organizations functions into each of these
functions, a proper strategy may be devised in order to capitalize on competitive advantages and adjust
internal processes in order to create the most value.
112

Value Chain
Firm Infrastructure
Minimal hierarchical structure
Legal status as 501(c)(3) non-profit organization
Facilities are rented

Human Resource Managment


Board Development sub-committee
Executive Director handles employee and intern hiring
Unpaid interns, work/study students, staff, and volunteers

Technology
New digital projectors
Giftworks donor management program
Point of Sale system would be helpful

Procurement
New movie distributor with better relations
Movie distribution limited in market with other theaters
Acquiring sponsorships has room to for improvement

Inbound Logistics
Very limited parking
Located in outskirts of Downtown Binghamton

Operations
Limited staffing
Two cinemas with total capacity of 70
Slow rotation of gallery artwork

Outbound Logistics
High customer satisfaction

Marketing & Sales


Large social media following
Additional engagement on social media would be beneficial
Loyal patrons
College student marketing has tremendous potential

Service
Strong in-person service
Digital service has room to improve
113

Ansoff s Matrix
Purpose:

Ansoff s Matrix is an analytical tool used to evaluate alternative growth strategies for the services and
markets served by an organization.

Current

New

Services

New

Market
Development

Diversification

Market
Penetration

Product
Development

Markets
Current

Elements:

Market Penetration: Current services in current market


Market Development: Current service in new market
Product Development: New service in current market
Diversification: New service in new market

How Its Used:


Ansoff s Matrix is an important analytical tool when evaluating a new service or market strategy. An
organization can use this tool to explore different avenues towards growth. Through each strategy, current
and potential risks and benefits can be examined. Often organizations do not consider all possible options in
terms of services and markets. Diversification in particular must be analyzed closely due to its high level of
risk. The organization should first have a clear understanding of its core competencies and what it is trying
to accomplish with a diversification strategy before moving forward.
114

Ansoff s Matrix
Market Penetration
Acquire a larger market share in cinema industry through increased marketing efforts
Curently the least risky strategy
Cinema industry is saturated which makes other strategies more important to pursue
Example: Reduce ticket prices to entice more current customers to attend movie showings
Example: Offer small incentives for attending more movies and events
Example: Offer monthly subscriptions for unlimited movies

Market Development
Attract customers from market segments that are not currently pursued
Market to new geographical regions, such as outside of Binghamton, to attract customers
Value proposition of current products must be clear to convince new market segments
Example: Market to students from local universities
Example: Showcase student artwork

Product Development
Identify additional needs of current customers and differentiate services
Riskier strategy - Investment in new services may not appeal to current customers
Cinema industry is saturated which makes differentiation essential for growth
Example: Offer food and alcohol to customers

Diversification
Riskiest of the four strategies
Extensive market research can find new markets and services, but success can vary
Strays away from core competencies on organization
Example: Create cafe and advertise to new market segment in Binghamton

115

116

Appendix:
Financial Analysis

117

Profit & Loss Statement (2013)


2013 Actual

Budget

Income
Contributed Income
Membership Dues
Donations

12,304.55
12,395.63

14,750.04
6,086.52

24,700.18

20,836.56

4,318.00
1,150.00

300.00
1,500.00

5,468.00

1,800.00

2,772.96
10,500.00
0.00
788.00
3,694.00

10,500.00
56,000.04
4,029.96

Grants
Art Theater Income
Special Screenings
Movie Sales - Other
Concession Sales
On Screen Advertising
Special Events

17,754.96

70,530.00

1,228.00
45,549.75
6,510.30
300.00
263.00

65,000.04
12,999.96
200.04
1,500.00

Art Theater Income


Fundraising Income
Digital Project Donations
Fundraising Income

53,851.05

79,700.04

13,310.40
17,834.05

16,749.96

Fundraising Income
4700 INTEREST INCOME

31,144.45
0.27

Contributed Income
Earned Income
Gallery Sales
Space Rental
Earned Income
Grants
NYCON
BCAC
Projector Grant
Federal Work Study
Other Grants

Total Income

132,918.91

16,749.96

189,616.56

Expenses
Fundraising Expenses
General

118

2,487.08

2,000.04

Fundraising Expenses
Art Theater Expenses
Concessions
Projectionist
Special Screenings
Movie Rental
Repairs and Maintenance
New Projectors
Film Shipping

2,487.08

2,000.04

1,496.29
11,131.15
500.00
15,199.18
156.70
0.00
2,142.12

5,199.96
20,708.04

Art Theater Expenses

30,625.44

109,108.08

24,050.04
849.96
56,000.04
2,300.04

ART MISSION & THEATER

04/24/14

Profit & Loss Budget Performance


Q1
Profit
& Loss Statement (2014)
January through March 2014
Ordinary Income/Expense
Income
4000 CONTRIBUTED INCOME
4010 MEMBERSHIP DUES
4020 DONATIONS
4030 SPONSORSHIP INCOME
Total 4000 CONTRIBUTED INCOME
4100 EARNED INCOME
4110 GALLERY SALES
4220 SPACE RENTAL
Total 4100 EARNED INCOME

Jan - Mar 14

YTD Budget

Annual Budget

2,508.35
2,576.00
0.00
5,084.35

2,939.82
1,749.99
721.32
5,411.13

15,772.25
6,999.96
4,000.03
26,772.24

0.00
250.00
250.00

500.01
500.01
1,000.02

2,000.04
2,000.04
4,000.08

2,467.50

9,870.00

0.00
2,467.50

1,500.00
11,370.00

4150 GRANTS
4160 Grants - NYCON
4170 BCAC GRANT
4171 Projector Grant
4181 Federal Work Study
Total 4150 GRANTS

500.00
3,173.25
30,000.00
832.50
34,505.75

4500 ART THEATER INCOME


4560 MOVIE SALES
4570 CONCESSION SALES
4571 On Screen Advertising
Total 4500 ART THEATER INCOME

9,993.06
1,700.97
0.00
11,694.03

10,868.54
1,987.94
75.00
12,931.48

49,799.99
9,028.78
300.00
59,128.77

252.00
51,786.13

1,000.00
22,810.13

18,800.00
120,071.09

51,786.13

22,810.13

120,071.09

0.00

100.00

2,220.00

491.68
2,483.45
3,738.36
45.20
39,322.30
485.00
46,565.99

457.23
3,608.56
3,949.20
45.00

2,076.63
14,732.64
18,300.22
180.00

528.43
8,588.42

2,400.01
37,689.50

0.00
17,455.90

300.00
21,179.01

1,200.00
78,961.81

4650 Fundraising Income


Total Income
Gross Profit
Expense
5600 FUNDRAISING EXPENSES
5700 ART THEATER EXPENSES
5740 CONCESSIONS
5755 Projectionist
5760 MOVIE RENTAL
5770 REPAIRS & MAINTENANCE
5771 New Projectors
5890 Film Shipping
Total 5700 ART THEATER EXPENSES
5800 GALLERY EXPENSES
6000 GENERAL

Page 1 of 2

119

Overall Income (2013)

Sources of Income
Contributed
Income
19%

Fundraising
Income
23%

Earned Income
4%

Grants
13%

Art Theater
Income
41%

Sources of Income
$60,000

$53,851.05

$50,000
$40,000
$30,000

$31,144.45
$24,700.18
$17,754.96

$20,000
$10,000

$5,468.00

$0
Contributed
Income

120

Earned Income

Grants

Art Theater
Income

Fundraising
Income

Grants (2013)

Grants
$12,000

$10,500.00

$10,000
$8,000
$6,000
$4,000

$3,694.00

$2,772.96

$2,000

$788.00

$0
NYCON

BCAC

Federal Work Study

Other Grants

Grants
Other Grants
21%

NYCON
16%

Federal Work
Study
4%

BCAC
59%

121

Donations and Memberships (2013)

Donations and Memberships

Donations
50%

Membership
Dues
50%

Donations and Memberships


$15,000
$12,304.55

12,395.63

Membership Dues

Donations

$10,000

$5,000

$0

122

Theater Income (2013)

Theater Income
$50,000

$45,549.75

$45,000

$40,000
$35,000
$30,000

$25,000
$20,000
$15,000

$10,000
$5,000

$6,510.30
$1,228.00

$0
Special Screenings

Movie Sales Other


On Screen
Advertising
0.56%

Concession Sales

$300.00

$263.00

On Screen
Advertising

Special Events

Special Events
0.49%
Special Screenings
2.28%

Concession Sales
12.09%

Theater Income

Movie Sales - Other


84.58%

123

Theater Expenses (2013)

Theater Expenses
$16,000

$15,199.18

$14,000
$12,000

$11,131.15

$10,000
$8,000
$6,000
$4,000
$2,000

$2,142.12

$1,496.29
$500.00

$156.70

$0
Concessions

Projectionist

Special
Screenings

Movie Rental

Repairs and Film Shipping


Maintenance

Theater Expenses
Repairs and
Maintenance
0.51%

Concessions
4.89%
Film
Shipping
6.99%

Projectionist
36.35%
Movie Rental
49.63%

124

Special Screenings
1.63%

Movie Sales (2013)


Film
The Summit
Some Velvet Morning
The Great Beauty
White Reindeer
All is Lost
12 Years a Slave
Blue is the Warmest Color
20 Feet From Stardom
Enough Said
Inequality for All
Short Term 12
Museum Hours
Blue Jasmine
Austenland
Thanks for Sharing
Fill the Void
In a World
The Spectacular Now
Fruitvale Station
Aint Them Bodies Saints
Crystal Fairy
Still Mine
Dirty Wars
Much ado about Nothing
Frances Ha
The East
Byzantium
Love is all You Need
Renoir
The Company You Keep
Before Midnight
Gatekeepers
Quartet
The Silence
The Sapphires
Room 237
Trance
Like Someone in Love
On the Road
Stoker
West of Memphis
A Place at the Table
Django
A Taste of Money
Amour
Oscar Shorts
Chasing Ice
Rust and Bone
Hitchcock
Total

Weeks
2
1
2
1
2
2
2
2
4
2
2
1
2
2
2
2
1
1
1
1
1
2
1
3
2
3
2
3
3
1
3
2
3
2
2
1
4
2
2
4
3
2
1
2
4
4
3
2
2

Sales
Tickets
$
527.00
63
$
88.00
12
$
729.00
92
$
77.00
10
$
760.00
97
$ 1,373.00
172
$
551.00
67
$
543.00
69
$ 3,652.00
452
$ 1,083.00
134
$
579.00
75
$
260.00
33
$ 1,102.00
134
$
368.00
42
$
673.00
84
$
749.00
91
$
571.00
74
$
509.00
63
$
484.00
60
$
207.00
26
$
150.00
18
$ 1,167.00
148
$
315.00
38
$ 1,994.00
240
$
893.00
106
$ 1,413.00
179
$
405.00
49
$ 1,564.00
200
$ 1,989.00
251
$
343.00
43
$ 2,388.00
364
$
698.00
86
$ 2,118.00
264
$
704.00
87
$
895.00
115
$
138.00
17
$ 1,151.00
143
$
336.00
42
$
680.00
84
$ 1,207.00
150
$
524.00
66
$
460.00
56
$
572.00
70
$
224.00
29
$ 2,574.00
332
$ 2,694.00
338
$ 1,413.00
175
$
473.00
61
$ 1,133.00
146
102 $ 45,500.00
5,747.00

125

Sales and Profit Calculations (2013)

126

Calculations:
Sales/Ticket
Customers/Year
Tickets/Movie/Week
Sales/Movie/Week
Annual Marginal Member Profit
Ticket Sale Profit
Concession Sale Profit
Customer Profit

$
$
$
$
$

8.00
5,747
50
401.50
74.94
5.12
0.87
5.99

Profit Calculations:
Annual Membership Profit
Annual Ticket Sale Profit
Annual Concession Profit
Annual Marginal Member Profit

$
$
$
$

39.00
30.72
5.20
74.94

Ticket Sale Profit


Concession Sale Profit
Marginal Customer Profit

$
$
$

5.12
0.87
5.99

Ticket Sale Profit for Individual


Filmmakers (w/ 10% Cut)
Concession Sale Profit

$
$

7.20
0.87

Marginal Customer Profit (Individual


Filmmaker w/ 10% Cut)

8.07

Appendix:
Return on Investment
(ROI) Calculations

127

ROI - Marketing Brochure for Private Events

128

ROI - Marketing Brochure for Private Events (Cont.)

129

ROI - Screen Films From Individual Filmmakers

130

ROI - Screen Films From Individual Filmmakers (Cont.)

131

ROI - Screen Films From Individual Filmmakers (Cont.)

132

ROI - Showcase Student Art

133

ROI - Showcase Student Art (Cont.)

134

ROI - Showcase Student Art (Cont.)

135

ROI - Showcase Student Art (Cont.)

136

ROI - Leverage GiftWorks Training Tools

137

ROI - Leverage GiftWorks Training Tools (Cont.)

138

ROI - Open Discussions on Board Responsibilities

139

ROI - Open Discussions on Board Responsibilities (Cont.)

140

ROI - Workshop to Leverage Board Connections

141

ROI - Workshop to Leverage Board Connections (Cont.)

142

ROI - Expand Phone Options

143

ROI - Expand Phone Options (Cont.)

144

ROI - Expand Phone Options (Cont.)

145

ROI - Increase Social Media Engagement

146

ROI - Increase Social Media Engagement (Cont.)

147

ROI - Rework the Website

148

ROI - Rework the Website (Cont.)

149

ROI - Donor Engagement Newsletter

150

ROI - Donor Engagement Newsletter (Cont.)

151

ROI - Internal Commercial

152

ROI - Internal Commercial (Cont.)

153

ROI - Marketing and Business Development Interns

154

ROI - Marketing and Business Development Interns (Cont.)

155

ROI - Marketing and Business Development Interns (Cont.)

156