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HomeMy WebLinkAbout02g. Bravo! Vail Event RecapEvent Recap: Bravo! Vail Cultural, Recreational & Community Category November 7, 2018 Bravo! Vail: June 21 –August 2, 2018 Caitlin Murray Executive Director Phone: 970.827.4318 Cmurray@bravovail.org 2 Top Successes 3 •Top Successes for Bravo! Vail: •The 2018 Season was the highest sold season in Bravo! Vail history, with over 53,000 attendees at ticketed events and over 7,000 attendees at free events in the Town of Vail. •Net Promotor Score: 85 •Named one of The New York Times top 15 Classical Festivals for second year in a row •Secured 10 new Corporate Sponsors for 2018 •Sold out 6 orchestra concerts, 3 of the 4 chamber concerts, and all 3 Classically Uncorked presented by Meiomi Wine •Audiences literally danced in the aisles at Dallas Symphony Orchestra's performance of Women Rock! •Asphalt Orchestra thrilled crowds throughout the Town of Vail •Continuing the success of the New Works Project, Bravo! Vail commissioned and premiered Gabriella Smith's Requiem Questions from CSE 4 •The CSE will ask questions about your event and recap •Leave this blank –it’s a placeholder Attendance Estimate 5 •Was this the attendance you expected? •Bravo! Vail continues to see an increase in ticketed event attendance year over year. •In addition to ticketed events, Bravo! Vail saw an attendance of nearly 7,000 at its free events in the Town of Vail. •How would you impact attendance next year? •The North American debut of Chamber Orchestra Vienna –Berlin will bring international exposure to the Festival . •Bravo! Vail’s debut opera performance of Puccini’s Tosca will further elevate the Festival as a premier classical festival. •Bravo! Vail continues to see success with ticket packages to encourage repeat visitation. 40,390 41,907 43,907 50,349 51,745 53,697 2013 2014 2015 2016 2017 2018 Paid Bravo! Vail AttendanceTicketed Event Attendance Visitor Type 6 •What steps would you take to optimize visitor mix for future events? •As part of the Tosca and Chamber Orchestra Vienna –Berlin marketing plans, Bravo! Vail will invest in additional media in drive markets and out-of-state markets. •The Festival will continue to bring international orchestras to North America to drive cultural tourism to Vail. •Bravo! Vail will continue to offer affordable ticket prices for lawn seats and present free concerts in the Town of Vail –attendance to these events has grown significantly over the years. •Was this the visitor type split you expected? Why or why not? Please explain. •The visitor type was a diverse mix of local, regional, out of state, and international patrons. •This visitor type split was expected and similar to previous years. Overnight Visitor Profile:Overnight Visitors & Seasonal Residents Only Only 7 •What measures did you take to encourage attendees to book lodging in the Town of Vail? •List of lodging partners in 45,000 ticket brochures mailed to the Bravo! Vail database and patrons from other arts organizations through list trades. •Links on the Bravo! Vail website to all lodging partners under the “Plan Your Visit” tab to encourage overnight stays. •Opportunities for Bravo! Vail hotel partners to send offers to Bravo! Patrons through the Insider's Club emails. 7% 57% 14% 14% 9% 9% 20% 42% 17% 7% 5% 55% 18% 4% 3% 2% 2% 1% 0% 15% 1 2 3 4 5 or more 1 2 3-5 6-8 9-14 15 or more Vail Avon Beaver Creek Edwards Eagle Vail Eagle Minturn Gypsum OtherNumber in PartyNights in AreaLodging LocationAverage Lodging Expenditures $121 per person ($374 per party) Overall Visitor Profile 8 •Who was your anticipated target demographic? •Bravo! Vail seeks to reach a healthy mix of patrons including diverse income levels, ages, and residences. Bravo! Vail strives to bring in new audiences through innovative programming. •Did you reach your target demographic? Why or why not? •Bravo! Vail reached its target demographics in 2018. Bravo! has built brand loyalty over the years through strategic marketing and development initiatives while continuing to focus on attracting new audiences. •What would you change to attract that audience next year? •Bravo! plans to bring in new cultural destination guests through two new artistic initiatives for the 2019 season. 4% 4% 8% 16% 17% 18% 22% 10% 8% 10% 14% 22% 32% 14% 61% 39% 64% 7% 5% 2% 2% 2% 1% 1% 1% 1% 12% Under 30K 30K up to 50K 50K up to 75K 75K up to 100K 100K up to 150K 150K up to 200K 200K up to 500K 500K or more 18-34 35-44 45-54 55-64 65-74 75+ Female Male CO TX FL AZ IL MN CA MD NY KS OthersHousehold IncomeAgeGenderState Role/Importance of Event in Intent to Visit Vail 9 •What actions did you take this year to generate the number of overnight guests? •Cultural Tourism –The Festival presented four world-class orchestras, including London’s Academy of St Martin in the Fields, drawing both national and international guests. •Ticket Packages –Packages incentivized patrons to buy tickets to three or more concerts thereby encouraging overnight stays. •How would you increase the number of overnight Vail guests coming for the event next year? •The festival will host the North American debut of Chamber Orchestra Vienna –Berlin in late June – encouraging early summer tourism in Vail. •A new focus on marketing to east coast markets for Tosca and bringing in more out-of-state travelers. •Increase front range visitors by building awareness of the Festival through strategic list trades with other arts organizations. 19% 1%3%4%4% 11% 2%6% 13% 7% 30% 0 (None - I would have come to Vail anyway) 1 2 3 4 5 (Half of my reason for coming to Vail) 6 7 8 9 10 (My only reason for coming to Vail) Importance of Bravo! Vail in Decision to Visit Vail Overall 6.1 Homeowner 4.3 In-state Visitor 8.1 Out-of-state Visitor 6.7 NPS (Net Promoter Score)/Likelihood to Recommend 10 •Do you think the NPS scores reflect the attendee event experience? •Bravo! Vail provides artistic experiences at the highest level. The organization makes customer satisfaction a priority by openly asking for feedback in post -concert e-mails, concert surveys, and by responding to customer feedback emails, as well as acting on customer comments in order to improve the patron experience and resulting in a high NPS. •What steps would you take to improve the NPS scores for your event next year? •Continue to present innovative artistic projects such as Tosca. •Streamline the feedback response process for faster response time. 87% 10% 3% 85% Promoter (% 9-10)Passive (% 7-8)Detractor (% 0-6)NPS Likelihood of Recommending Bravo! Vail 91% 79%80% Home owner In-state visitor Out-of-state visitor NPS by Visitor Type Estimated Return on Investment (ROI) & Attendee Expenditures 11 •What did your event do to encourage spending in Vail? •Website: Listed lodging, restaurant, and retail partners at bravovail.org •Insider’s Club: Sent special offers from local partners to package buyers and donors to encourage patronage at local establishments •Bravo! Beat: E-blast with links to partners including lodging and restaurants •Program book: Featured advertising by local businesses in our 200+ page keepsake Festival book Total: $686 Dining, $105 Shopping, $208 Lodging, $121Parking, $9 Activities , $243 Average Per -Person Spending (all areas) Return on Investment: Funding vs. Impact 2018 Event Funding $288,661 Direct Economic Impact to TOV $11,669,465 Economic Impact Payback Ratio $40.43 Event Strengths & Weaknesses 12 •How did the event exceed expectations? •2018 season highest selling season in Bravo! Vail history in both revenue and tickets sold •Three out of four Tuesday night Chamber concerts at Donovan Pavilion sold out •Increased media exposure –highlights include featured as one of the Top 15 Classical Music Festivals by The New York Times; featured in Festival Guide in BBC Music Magazine; featured as a Top 10 Summer Festival in Bachtrack •10 new corporate sponsors were secured in 2018 •What are areas for event improvement? •Diversify audiences through programming and new marketing initiatives •Explore partnerships and packaging options with lodging community •Secure major corporate partnerships •How did this year’s event compare to previous years? •Increased ticketed event attendance by 3.8% •Five soloists made their Bravo! Vail debut further signifying the Festival as a highly sought-after destination of world class artists Vail Brand Compatibility 13 •How did the event support the Vail Brand? •Unique Experiences –Bravo! Vail provides once in a lifetime experiences each and every time. Bravo! Vail is the only Festival in North America to host four world class orchestras in a single season. •International recognition –Bravo! Vail presents internationally renowned soloists and chamber musicians from around the world. •Cultural leader –Bravo! Vail enriches the cultural life of Vail and increases the Town of Vail’s prominence as a summer destination for cultural tourism. •Economic Growth –Bravo! Vail contributes to the economic growth and vibrancy of the Town of Vail by bringing a healthy mix of visitors to the Town of Vail. These visitors represent a highly sought-after demographic and bring revenue to the Town of Vail in the form of shopping, dining, lodging, and recreation. Community Contribution 14 •Bravo! Vail strives to make music and the arts accessible to the entire community through year-round Education and Community Engagement Programs. In 2018, highlights included: •Interacting with local students during the spring with in-school music programming at Red Sandstone Elementary with New York City based Ensemble Connect •Offering more than 15 free concerts and events throughout Vail •Engaging Asphalt Orchestra to bring music to the streets of Vail through ambush and scheduled performances •Bravo! Vail has been a fixture in the community for 31 years, presenting 21 orchestral concerts at the Gerald R. Ford Amphitheater and seven chamber concerts at Donovan Pavilion in 2018. •Bravo! Vail maintains affordably priced lawn tickets and a season pass (ranging from $5/concert for students to $16/concert for adults) targeted to locals. •Bravo! Vail has long-standing partnerships with numerous local businesses including Vail Resorts, hotels, restaurants and retailers. Topline Marketing Efforts 15 EXPANDED MEDIA REACH •Public Relations Agency: Continued investment for a second year to expand Bravo! Vail’s media reach regionally, nationally, and internationally. •Regional:Colorado Public Radio—Season Announcement, Centennial Sounds Season Preview, and an interview with Joshua Bell; Denver Post—Summer festival preview article •National Coverage:The New York Times—Top Summer Festivals guide (only 15 festivals) second year in a row; Philadelphia Innovation—Philadelphia Orchestra story; The Hub—composer Gabriella Smith featured; Chicago Tribune—Summer Festival Guide; Bachtrack—Top 10 Summer Festival; Playbill—Featured as top summer classical music destination; Symphony Magazine—How environment enhances the festival experience interview with Anne Marie McDermott; Musical America —Summer Festival Guide •International Coverage: Gramophone—Festival Guide; BBC Music Magazine—Festival Guide, Musical Destinations, and Classically Uncorked CONTENT MARKETING •Filmmakers-in-Residence:Fourth season of our videographers created high -quality videos aimed at capturing and sharing the Bravo! Vail experience to increase engagement and raise awareness of our brand.Views and engagement continue to grow during off- season and can be seen all year on our website and social media channels –view videos here •Photographer-in-Residence:For the third year, our photographer beautifully captured the comprehensive story of the entire Festival •Social Media for Younger Audience Cultivation: ✓48% increase in Instagram followers and 75% increase in YouTube subscribers in the past year ✓Instagram takeovers by musicians Hanzhi Wang and The Philadelphia Orchestra’s Joseph Conyers ✓Facebook Live for Anne-Marie McDermott’s piano master class with the Bravo! Vail 2018 Piano Fellows ✓Name that Tune contest with The Philadelphia Orchestra on Facebook and Instagram Potential for Growth & Sponsorships/Media Exposure 16 •How do you see the event evolving or growing next year? •In 2019, the Festival will continue to expand its programmatic offerings, with the debut opera performance of Tosca and by hosting the North American debut of Chamber Orchestra Vienna –Berlin. •Bravo! Vail will continue to seek new corporate sponsors and media partners as the Festival expands and diversifies its programming, audiences, and brand awareness. •What sponsors do you plan to target next year? (Including existing and potential sponsors) •Bravo! Vail continues to look at developing new partnerships with local, Front Range, and national businesses such as Fidelity, Northern Trust, State Farm, and UBS. •Bravo! Vail is committed to developing a deeper engagement with current partners such as Holy Cross Energy, LIV Sotheby’s, Edward Jones, and Slifer Smith & Frampton. •How will you leverage media exposure and extend the marketing reach next year? •The North American debut of Chamber Orchestra Vienna –Berlin and the production of Tosca are expected to garner national arts media attention. Sustainability Efforts 17 •What measures were taken at your event/program to support the environmentally- friendly goals of the Town of Vail? •Bravo! Vail provides electronic distribution of brochures, program books, event invitations, and other communications when possible. •Bravo! Vail ensures it recycles appropriately at all of its hosted events. •Bravo! Vail promotes the use of the Town’s bus system for transportation and for patrons to bring their own reusable water bottle to the amphitheater. •What waste reduction methods were used during your event/program? •Festival program books left behind at concerts are gathered, saved, and redistributed at future performances. •The Bravo! Vail office recycles paper, plastic, aluminum and cardboard. The office uses energy efficient appliances, light bulbs, and many recycled fixtures. •How could you improve on sustainability efforts for next year’s event? •Bravo! Vail continues to work towards being Actively Green and is establishing a Green Team. •Bravo! Vail will work with amphitheater management on recycling efforts. Event Budget 18 Item $ Total Event Budget:$7,617,133 CSE Funds:$288,661 Cash Sponsorship (not CSE):$4,768,797 In-kind Sponsorship:$1,900,000 Marketing Budget:$662,185 Profit & Loss:Bravo! Vail’s FY2018 ended Sept. 30. A full audit will be available in late December. Bravo! Vail projects a surplus for FY2018. How did you use the CSE funds? (marketing, operations, staff, venue, etc.) Support residencies of Academy of St Martin in the Fields ($78,275), The Philadelphia Orchestra ($90,193), and New York Philharmonic ($90,193) and New Works Project ($30,000) Additional Information/Appendix 19 •Provide detailed budget in the Appendix •Provide final marketing plan in the Appendix •Provide full version of the Survey Dashboard PDF in Appendix •Provide any additional information or marketing materials you think the CSE would benefit from Bravo! Vail Music Festival 2018 Income Statement & Budget 8/31/2018 2018 Budget 2018 Projtns 2017 PYTD 2017 Actuals Over/Under 2018 Proj Fiscal Year 2018 Fiscal Year 2017 Revenue 01-40301 Ticket Sales $2,015,825 $2,017,560 $2,020,825 $1,924,818 $1,996,440 $24,385 01-40302 Soiree Ticket Sales $61,250 $52,000 $61,250 $60,800 $60,800 $450 01-40303 Gala Auction & Ticket Sales $280,320 $325,000 $301,540 $302,060 $293,339 $8,201 01-40304 Education Income $159,365 $325,145 $159,365 $150,091 $74,638 $84,727 01-40305 Festival Contributions/Gifts $3,950,561 $4,258,000 $3,959,197 $3,455,651 $3,429,788 $529,409 01-40306 Special Project Income $0 $0 $0 $145,200 $145,200 ($145,200) 01-40308 Edu - Tuition $2,775 $18,600 $2,800 $0 $0 $2,800 01-40309 Program Advertising $146,813 $175,500 $155,500 $149,802 $152,410 $3,091 01-40310 Guild Dues and Merch Sales $29,451 $20,000 $30,711 $0 $0 $30,711 01-40311 Interest Income/Stock gains $2,218 $5,500 $2,218 $2,331 $2,541 ($323) 01-40315 Endowment Contribution $0 $270,000 $0 $0 $150,000 ($150,000) 01-40331 Released from Restriction $882,896 $937,896 $938,896 $898,250 $981,053 ($42,157) 01-40333 Edu- Released from Restricti $0 ($215,145)$0 $0 $0 $0 01-40334 Fest Contrib - Released from R $0 ($667,741)$0 $0 $0 $0 01-80355 Investment Gains $0 $1,000 $0 $1,086 $291 ($291) $7,531,473 $7,523,315 $7,632,302 $7,090,089 $7,286,500 $345,802 TOTAL REVENUE Expenses $3,540,676 $3,584,006 $3,576,155 $3,486,462 $3,560,083 $16,072 Artistic $795,994 $803,248 $828,078 $581,062 $614,414 $213,664 Concert Operations $240,323 $319,967 $280,238 $185,911 $193,828 $86,410 Education $636,996 $699,950 $662,185 $701,070 $729,899 ($67,714)Marketing $524,681 $620,595 $565,384 $511,903 $508,950 $56,434 Development $447,101 $435,815 $486,909 $393,624 $414,786 $72,123 Administration $893,148 $1,059,734 $1,218,184 $882,618 $1,129,501 $88,683 Salaries/Taxes $7,078,918 $7,523,315 $7,617,133 $6,742,651 $7,151,461 $465,672 TOTAL EXPENSES Extraordinary Expenses 01-50822 Website Redesign $0 $0 $0 $77,145 $87,000 ($87,000) $0 $0 $0 $77,145 $87,000 ($87,000)Total Extraordinary Expenses Page 1CONFIDENTIAL Bravo! Vail Music Festival 2018 Income Statement & Budget 8/31/2018 2018 Budget 2018 Projtns 2017 PYTD 2017 Actuals Over/Under 2018 Proj Fiscal Year 2018 Fiscal Year 2017 01-70001 Transfer account $0 $0 $0 $0 $0 $0 In Kind 01-40332 In Kind contributions $225,724 $1,900,000 $1,900,000 $593,078 $1,572,760 $327,240 01-50460 In Kind Expense $225,724 $1,900,000 $1,900,000 $593,078 $1,572,760 $327,240 $0 $0 $0 $0 $0 $0 Total In Kind $452,555 $0 $15,169 $270,293 $48,039 ($32,870)NET SURPLUS/(DEFICIT) The 2018 budget included release for restriction in the related revenue accounts, and contra accounts 01-40333 and 01-40334. The 2018 actual and projection will not include these amounts, and will be fully accounted for under account 01-40331. Page 2 CONFIDENTIAL 2018 Bravo! Vail Music Festival Season Marketing Plan Background Bravo! Vail is the only festival in North America to host four of the world’s finest orchestras in a single season. The 2018 season features residencies by the Dallas Symphony Orchestra, The Philadelphia Orchestra, and the New York Philharmonic, plus London's Academy of St Martin in the Fields led by Joshua Bell, featured in programs of the great classics, plus jazz and pops. In addition, world-renowned chamber music artists perform a diverse and eclectic chamber music series. Brand Tenets 1. World-Class music 2. Spectacular setting 3. Highly social, friendly, welcoming atmosphere Goals & Objectives 1. Maximize attendance and revenue. Achieve ticket sales goal. 2. Support fundraising and education / community goals; think holistically about organizational goals in marketing efforts. 3. Raise profile of Bravo! Vail among key groups (ie: tourists, drive market, orchestra home towns). 4. Build attendance with current audiences and build new audiences. Target Audiences - - Strategies 1. Develop marketing plans along two dimensions: audience and program a. Increase ticket sales and engagement with current audience with a thoughtful, engaging direct-response campaign, personalizing messages and offers by segment b. Develop program-specific marketing plans for events with special audience targets, unique value propositions, special concerns: i. Movie Night: Raiders of the Lost Ark ii. Tango Caliente iii. Academy of St Martin in the Fields last year of 3-year residency iv. Classically Uncorked v. Free Family Concerts vi. Bravo! Vail After Dark vii. July 13 – Watanabe replacement (late addition) viii. Asphalt Orchestra pop-up concerts during Vail America Days 2. Work with fundraising team to continue to build and implement on a cohesive, coordinated, segmented communications strategy. Consider data append. 3. Identify and invest in first-time buyers. 4. Aggressively capture and market to leads at every opportunity. 5. Engage current and prospective audiences through compelling story-telling using video and social media. 6. Focus on in-market tourists with concierge incentive program, high-profile presence and awareness-building activities specifically in Vail but also down valley. 7. Continue national and international awareness-building tactics, focusing especially on press and content marketing tactics. 8. Continue targeted acquisition focusing on: a. Geography -- Locals, select drive markets (Denver, Colorado Springs, Boulder, Glenwood Springs, Grand Junction), NY metro, Dallas metro b. Affinity -- Arts & culture interest/participation; particularly classical music Campaigns 1. Donor Ticket Sales (begins Dec 11, 2017) 2. Season Launch & Flex Packages on Sale (begins Feb 7, 2018) 3. Individual Concert Tickets on Sale (begins March 20, 2018) 4. Promotions / Event-Specific Marketing (begins beginning of June 2018) Tactics 1. Direct Response a. Direct Mail (brochures and postcards for each campaign) b. Email (Bravo Beat newsletter plus promotional emails) 2. Advertising a. Digital Advertising i. Banner Advertising 1. Behavioral Retargeting 2. Targeted Acquisition ii. Pre-roll video - YouTube iii. Google Ad Words iv. Facebook Promotions b. Print Advertising i. Local Magazines 1. Vail Lifestyle: Summer & Winter 2. Vail Valley Magazine: Summer ii. Local Newspapers 1. Vail Daily, Summit Daily, Glenwood Post, Aspen Times iii. Colorado Magazines / Newspapers 1. 5280: June/July iv. National Magazines 1. League of American Orchestras: listing 2. Chamber Music America: listing v. National Newspapers 1. Chicago Tribune: included in summer festival guide 2. The New York Times: included in top 15 summer festivals c. TV & Radio Advertising i. Targeted Comcast cable buy in select micro-markets ii. Colorado Public Radio underwriting in local and key drive markets 3. Content Marketing a. Video – Filmmakers in Residence b. Colorado Public Radio Broadcasts c. Social: Facebook & Facebook Live, Twitter, YouTube, Instagram & Instagram Stories and Takeovers 4. Press a. Pitch soloists and guest composers to interview with music media. b. Work to secure media junkets. c. Set up small roundtable or one-on-one lunches with Anne-Marie McDermott and NY- based media. d. Pursue festival round-ups. e. Seek out national listings with outlets like The New York Times, Chicago Tribune, Wall St Journal, BBC Music, and more. 5. OOH & Hospitality Marketing a. Banners – Vail roundabouts, covered bridge b. Bus ads – exterior (Eagle County) and interior (Vail) c. Poster & Postcard distribution – season & program-specific d. Hotel & Tourist Info Center distribution – season brochures, postcards, digital photo frames and weekly concierge flyers e. Program Book distribution – real estate offices, retail, etc AUDIENCE OVERVIEW & ECONOMIC IMPACT DEMOGRAPHIC OVERVIEW 2018 SEASON ANNUAL AUDIENCE MEMBERS 62,000 VISITOR TYPE OWNS/RENTS A HOME IN THE VAIL VALLEY50% OVERNIGHT VISITOR DAY VISITOR TO VAIL 34% 16% COLORADO: 64% TEXAS: 7% FLORIDA: 5% ARIZONA: 2% ILLINOIS: 2% MINNESOTA: 2% OTHER: 18% GEOGRAPHIC REPRESENTATION EDUCATION STATS COLLEGE GRADUATE 34% GRADUATE DEGREE 59% ASSOCIATES DEGREE/SOME COLLEGE 5% TRADE/VOCATIONAL DEGREE/GED 2% AVERAGE AGE 75 OR OLDER 14% 65-74 32%55-64 24% 45-54 14% 44 OR UNDER 19% BRAVO! VAIL PATRON INCOME DISTRIBUTION $500K+ 10% $200K – $500K 40% $150K – $200K 17% $100K – $150K 16% $100K- 17% AVERAGE MEDIAN NET WORTH $1.5M 65 - 75 31% 55 - 64 22% 6,900+ TOTAL FACEBOOK FOLLOWERS Total reach of over 770,000 during the festival – over 139,000 average impressions per week 1,700+ INSTAGRAM FOLLOWERS Total reach of over 42,000 during the festival and second year hosting multiple instagram takeovers with Fesitval musicians 44,000+ YOUTUBE VIEWS 1,200+ hours spent watching Bravo! Vail videos over the course of the season DINING $7.0M LODGING $4.6M RETAIL & RECREATION $8.4M 877.812.5700 | BRAVOVAIL.ORG SOCIAL MEDIA REACH ECONOMIC IMPACT ANNUAL ECONOMIC IMPACT BY CONCERT-GOERS AND ORCHESTRA MEMBERS ANNUAL LOCAL SPENDING BY CONCERT-GOERS AND ORCHESTRA MEMBERS $21.3M O VERALL/EAG L E C O U N TY $11.7M T OWN O F V A IL