1. Shift marketing budgets from image-building to actual ticket sales
In many venues, a large proportion of the marketing budget is channelled into traditional branding formats, such as season brochures, programme booklets, posters and general social media communications. Only a small portion is allocated to tools that directly sell tickets (newsletters, targeted online campaigns, recommendations in the online shop). Rather than ‘more marketing’, what is needed is therefore a different allocation of existing resources.
The first crucial step is to make the balance between brand-building and ticket sales visible and then to readjust it. Campaigns should be consistently aligned with productions and specific event dates. Furthermore, digital channels should be utilised more as sales tools rather than merely as showcases.
This generates additional ticket revenue without increasing the overall budget – simply through better utilisation of existing reach.
2. Actively using existing spaces to generate revenue
Many theatres have interesting spaces, often in prime city-centre locations. These resources frequently remain unused during normal operating hours or holiday periods. Of course, there may be valid reasons for this, such as maintenance or cleaning, but with skilful planning, additional revenue can be generated here.
For example, stages and auditoriums can be let out to guest productions, shows or conferences during performance breaks or when no events are taking place. Foyers, terraces, restaurants and smaller halls can be used as event venues for corporate functions and private celebrations. Furthermore, shops and merchandising schemes can be set up for loyal fans and passers-by, and integrated into the visitor experience.
These activities create additional sources of revenue alongside ticket sales and increase the building’s utilisation with a manageable level of additional effort.
3. Reducing social barriers and actively attracting new visitor groups
Many barriers are not financial, but social: people would like to come, but do not know who to come with or how to find the time to do so. Two models have proved successful in practice.
A ‘Solo Visitors’ Club’, designed specifically for solo visitors, can lower the threshold to attendance. A dedicated name, a designated contact person, a communal area in the foyer and a designated seating area in the auditorium provide guidance and make access easier. This can significantly increase attendance at certain performances.
Childcare during selected performances can also open up new avenues of access. Supervised childcare programmes running alongside the performance allow parents to attend the theatre and generate additional ticket revenue, whilst the childcare can be organised with moderate effort.
In this way, new target groups are engaged and attendance and revenue increase without the need for special discounts or fundamental changes to the programme.
The self-funding crisis is a sign that we need to rethink our revenue strategy. A targeted reallocation of marketing funds, social access schemes and the letting of premises can yield visible results within a single season. actori supports theatres and cultural institutions in identifying suitable measures and implementing them in specific pilot projects.
