2 Case Studies This Week

Hey!

I wrote up two case studies this week from things I’ve done over the last 90 days.

I figured these might offer some new ideas for y’all.

Case Study: Non-Profit Organization in Youth Sports

“Product” Launch to Improve Program Numbers

Challenge: Regional non-profit in youth sports had been dealing with a 7-year decline in the number of children served in its various programs that were added to by the COVID-19 lockdowns and changes in behavior.

Action: The leadership team built a “product” launch schedule for tryouts for the travel program which is the hub for all the other programs the organization offers.

The launch focused on the 60 days leading up to the start of the tryout season and included a multi-touch, multi-platform marketing campaign inspired by the launch of blockbuster movies and products.

Results: Leading indicators were an increase in “buzz”, social media followers, signups, and social media engagement.

There was also positive feedback to coaches, board members, and other parents in the community.

The tryouts’ participation grew by over 20% from the previous year, stopping the 7-year decline in participation.

Case Study: Arts Organization Pricing Strategy

Challenge: Non-profit had never done any kind of pricing research or pricing strategy in its history.

The organization was basing decisions on previous years, assumptions, and guesses.

Action: We undertook a thorough investigation of previous years pricing and put the non-profit’s pricing in the context of the larger market, the unique nature of the organization’s offerings, and an emphasis on the value that the organization provided to communities of all economic levels.

We also did market research to better understand the context of the organization’s offerings against the alternatives in the market.

This enabled us to highlight the reality that the competitive group wasn’t competing shows, but also things like dinners, shopping, or not coming into the city to see a show.

Results: After reviewing the previous year’s pricing decisions, we undertook the following course of action:

·      We cut the number of price points from 26 to 7. This gave the organization greater control over its pricing and enabled more pricing based on value instead of arbitrary boundaries set up by partners.

·      We used the organization’s goal of making their major performance accessible to all by setting a “$20 at every performance” price achieving a goal of accessibility while also having a key messaging tentpole for advertising campaigns.

·      We changed the organization’s ad targeting to be less generic and more specific, based on behavior, to enable the organization to reach a larger potential market at a “premium” price point.

·      We uncovered a huge demand gap that was age-based, highlighting the importance of brand-building activities that were targeted at younger adults, new families, and non-traditional attendees.

These actions allowed us to restructure pricing in a way that would achieve a 15% increase in revenue from the historical ticket sales average while expanding the potential audience including new audiences and underserved communities.

Happy start of the summer.

Dave