11/24/2014

Kamloops Symphony Orchestra Marketing Plan

Rakan Alrafaa – T00536167 Anu Oladeji – T00527614 Oyeronke Adegboye – T00061765 Kshrey Dutta – T00062407

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Abstract

The paper will examine the current operations and practices of the Kamloops Symphony Orchestra and

will analyze its internal strengths and weaknesses along with the external threats and opportunities. The

scope of the paper involves providing evidence-based marketing recommendations and key success

factors that will enable the Kamloops Symphony Orchestra to generate awareness, increase attendance

and demonstrate superior value to its visitors and community.

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Contents 1. Executive Summary ............................................................................................................................ 3

2. Introduction ......................................................................................................................................... 3

3. Situational Analysis ............................................................................................................................ 4

4. Product Offering / Market Mix ......................................................................................................... 4

4.1. Product ......................................................................................................................................... 4

4.2. Price .............................................................................................................................................. 4

4.3. Place ............................................................................................................................................. 5

4.4. Promotion .................................................................................................................................... 5

5. Market Analysis .................................................................................................................................. 5

5.1. Target market .............................................................................................................................. 5

5.2. Market needs ............................................................................................................................... 6

5.2.1. Enrich the quality of life in the community through music ................................................ 6

5.2.2. Operate in a fiscally responsible manner .............................................................................. 6

5.2.3. Be responsible to all our stakeholders ................................................................................... 6

5.2.4. Demonstrate commitment and accountability throughout the organization..................... 6

5.3. Market Trends ................................................................................................................................ 7

5.4. Competitive Analysis .................................................................................................................. 7

6. Market Research Study ...................................................................................................................... 8

6.1. Market Research Introduction .................................................................................................. 8

6.2. Market Research Findings ....................................................................................................... 10

7. SWOT Analysis ................................................................................................................................. 12

7.1. Strength ...................................................................................................................................... 13

7.2. Weaknesses ................................................................................................................................ 14

7.3. Opportunities ............................................................................................................................. 14

7.4. Threats ....................................................................................................................................... 15

8. Mission ............................................................................................................................................... 15

9. Positioning ......................................................................................................................................... 16

10. Critical Success .............................................................................................................................. 16

11. Action Plan .................................................................................................................................... 17

12. Conclusion ..................................................................................................................................... 18

References .................................................................................................................................................. 19

Appendix A .................................................................................................................................................. 20

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1. Executive Summary

The Kamloops Symphony Society (KSO) is the major symphony in the city of Kamloops.

Its core competency includes offering live orchestral music performance and music

education programs for the residents of Kamloops. Besides the wide array of shows

performed throughout the year, the KSO holds a good reputation, such that it is positions

itself as a leading cultural institution in the city of Kamloops. The Kamloops symphony is a

not for profit organization. It receives financial support from corporate sponsor’s as well as

grants from three levels of government, consisting of the municipal, provincial and the

federal government.

Presently, it attracts 300 to 400 audiences per show and is categorized by a number of

additional strengths including loyal members, strong customer service and moderate ticket

prices. However, the KSO is also situated in a time of rapidly evolving environmental

factors that potentially threaten its performance. On the other hand, with many opportunities

on the horizon, the KSO will actively effectively manage target marketing, meaningful

partnerships, “Word of Mouth” marketing, and loyalty.

2. Introduction

The purpose of this marketing plan is to aid the KSO in realising its purpose, directive and

vision, as the prominent orchestral society in Kamloops and surrounding area. Through

marketing research data provided, thus serve as basis for confirming prior assumptions and

offering recommendations, which can create feasible and assessable goals for the benefit of

the KSO and the citizens of Kamloops. Primarily a marketing research survey is conducted

in order to grasp an idea of the attitudes and perceptions of audience and the public (citizens

of Kamloops).

In addition, SWOT analysis is used to observe internal strength and weakness as well as

external threats and opportunities that the symphony orchestra may face in the long and

short-run.

Additionally, market trends, market needs and competitive analysis were also recognized

and analysed, in order to address the needs of current and potential audience members as

well as subscribers. Lastly, the thorough recommendations report offer solutions and an

action plan that the KSO could adopt, to increase awareness, ticket sales and overall

satisfaction of current and potential audience.

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3. Situational Analysis

The Kamloops Symphony is a community resource providing live orchestral music

performances, music education programs and related music services for the citizens of the

Kamloops region. The Kamloops symphony Music School is a non-profit music school

operated by the Kamloops symphony society which offers private lessons, group lessons,

and student recitals to all levels and ages. The Kamloops symphony students take lessons to

meet requirements for post-secondary entrance exams, festivals, to develop career skills and

for personal enjoyment and growth. In 2002, the Kamloops Symphony music school opened

its door, providing a facility for members of the Kamloops Symphony and others in the

community to share their knowledge. Our faculty members are highly qualified, well-

educated and experienced. The KSO strives to enrich the quality of life in the community

through music and strive for the highest quality throughout the organization.

4. Product Offering / Market Mix

4.1. Product

These are the physical features of a product and how they are differentiated from their

competitors (Kotler et al., 2013). The Kamloops symphony orchestra host various musical

events and there are various music series available which include the prestige series, classic

series, pops series and chamber music series. There are numerous performances under the

various series and the customers/audience have the option to either subscribe one or more of

the series or non subscribers can pay as the event comes up. A huge number of special

events and programs are also held throughout the year which includes just cruising raffle,

free pre-concert chats with Ray Chatelin, culture days, Barb’s used books and music sale,

mayors gala for the arts and fundraising events (kamloopssymphony.com). They provide

orchestral music performances, music education programs and related music services for the

citizens of Kamloops.

4.2. Price

This refers to the value of a product or service. The Kamloops symphony orchestra (KSO)

offers numerous admission prices and discounted prices for subscribers and non subscribers

(refer to appendix A)

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4.3. Place

This simply means where the potential buyers look for a company’s product and how to

access the right distribution channel. The KSO office is located in Lorne street downtown

city of Kamloops. This is where the musical lessons, registrations and music services

relating to the KSO is carried out. However, the musical events do not hold here, they are

held in the sagebrush theatre. The sagebrush theatre is a 706-seat proscenium theatre located

at 1300 9th avenue and jointly owned by the city of Kamloops/Thompson school district.

Western Canada theatre acts as the management company for the sagebrush theatre and is

responsible for its day-to-day operation. Sagebrush theatre is the home to western Canada

theatre and the Kamloops symphony orchestra as well as operating as a roadhouse for many

local and national performances.

4.4. Promotion

This means making the customers aware of a product, it can be done through mass selling, sales

promotion and personal selling (Kotler et al., 2013). There are various special offers associated with

the Kamloops symphony, which includes the TRUSU pass, Kamloops chamber coupon, youth ticket,

culture days, free open dress rehearsal, and free pre-concert chats. It offers their subscribers various

benefits such as first choice of available seats, ticket exchange privileges, 10% discount on extra

tickets all season and ticket replacement service.

5. Market Analysis

The main part of a marketing plan is the market analysis because it gives a company’s plan

direction by identifying and profiling the target market and its needs

(investopedia.chron.com).

5.1. Target market

This is the part of the qualified available market that a company decides to pursue or to

whom the company directs its marketing efforts (investopedia.com). The KSO target market

does not seem to be defined specifically; rather the target audience comprises a broad

continuum of individuals mainly old and some few young ones. The inclusion of various

genre of music such as classical, opera, country, Folk in their product offering allows it to be

relevant to a broader audience which includes teachers, government workers, children,

youths families and adults. Emphasis can be made on maintaining the retention of visitors

through subscriptions because subscribers are prioritized and also receive supplementary

benefits, which are not available to the general audience or non-subscribers.

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5.2. Market needs

This tells the feature of a product which will appeal to the target customer and this helps to

frame the marketing message to emphasize these features. This is usually part of the

marketing plan and it simply means what the consumers in a market require or need in a

product. The KSO provides their visitors and the local community with high quality services

which is unique to its competitors. And according to Kamloops symphony, the core value or

competencies they seek to fulfill include:

5.2.1. Enrich the quality of life in the community through music

The KSO aims to enrich the life of the people in the community by linking them to

diverse musical heritages, transforming children lives by restoring and revitalizing music

education. They also provide a balance of life- enriching activities for all individuals who

encourage lifelong hobbies and nurture each individual’s physical intellectual and social

needs.

5.2.2. Operate in a fiscally responsible manner

The KSO is determined to operate in a fiscally responsible manner by ensuring their

audience receive essential and well-deserved service in a timely and efficient manner and

ensure their subscribers receive maximum benefit for their subscriptions.

5.2.3. Be responsible to all our stakeholders

The stakeholders are an important part of an organization; they influence and impact an

organization policy development.

5.2.4. Demonstrate commitment and accountability throughout the organization

The KSO demonstrate huge commitment and accountability because it is the guiding

principle that defines how they make commitment to one another and their customers,

how they measure and report progress and how they interact when things go wrong.

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5.3. Market Trends

Public Involvement

“The number of people attending live performances has been growing consistently over

the years. This distinction is important because lower population growth and shifts in the

population may weaken attendance levels. Additionally, baby boomers will gradually be

replaced by a younger generation that appears less inclined to attend live performances

and is more comfortable with entertainment provided through the Internet and other

emerging.”

Musicians

“Overall, three broad trends characterize the population of a musician. First, their

numbers have been growing dramatically. Second, performing musicians continue to

dedicate themselves to their art even though their pay and job security have scarcely

improved since the 1970s. Third, the presence of superstars continues to tilt the arts

market toward a select few.”

Organizational Finances

“The revenues of nonprofits music organizations fall into three main categories: earned

income (ticket sales, other business activities, and investment income), philanthropic

contributions (from individuals, foundations, and businesses), and direct government

subsidies.”

A Vision of the Future

“If the trends of the past 20 years continue, the authors envision a fundamental shift in

the performing arts system. Instead of a sharp demarcation between a nonprofits sector

producing the live high arts and a for-profit sector producing mass entertainment, major

divisions in the future will be along the lines of big versus small arts organizations, or

firms that cater to broad versus niche markets.”

Implications for the Music

“The quantity of performances will increase in some areas and decrease in others,

depending on whether they are live or recorded, and whether they involve the high, folk,

or popular music. Professional live performances of music, for example, will be

increasingly concentrated in big cities and provided by high- budget nonprofits

organizations. Touring musicians and performing groups will bring the live professional

music to audiences in smaller cities and towns that are not able to sustain top-level

performing music.”

(RAND Enterprise Analysis, 2001).

5.4. Competitive Analysis

The KSO is the only symphony organization of its kind in the city. Hence, it doesn’t face

any major competition in the city.

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However, KSO performances faces minor competitive threats from other Kamloops events

and activities like Live Theatre, The Blazer Games and the Operas. These events pose

themselves as competition during the clash in the timings of these events with the KSO

performance timings.

6. Market Research Study

6.1. Market Research Introduction

A marketing research survey was conducted to provide evidence-supported findings and

behaviour patterns across a sample population. Specifically, three objectives were taken into

consideration:

Market-sensing

Information was gathered to observe the market needs as well as the audience

behavior.

Customer acquisition

Mostly the younger market segment was examined and compared with the current

audience in order to identify target market needs.

Stage of AIDA Model

The stage of awareness, interest, desire and action was examined.

Two kinds of surveys, i.e. the Audience Survey and the Public Survey, were conducted to

compare the current audience behaviour and the prospective audience. The first kind of

survey was administered at one of the performances to gather information about the current

audience. A total of 386 individuals had participated in the Audience survey. Fig. 1

illustrates the gender distribution of audience.

Fig. 1: Audience Gender Distribution

296 of the total audience respondents were ages 55 years or older and constituted the

majority of the respondents. Fig. 2 illustrates the age distribution of the audience.

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Fig. 2: Audience Age Distribution

Out of the 386 respondents, 54% were retired professionals. Moreover, the higher proportion

(17%) of respondents belong(ed) to the education field in terms of occupation.

The Public Survey was conducted after the audience survey, mainly among the younger

population, consisting of even number of males (49%) and females (51%). Fig. 3 illustrates

the Public Age Distribution.

Fig. 3: Public Age Distribution

43 of the 99 respondents of the Public Survey were Caucasians and constituted of 43% of

the sample. The ethnic distribution is illustrated in Fig. 4.

Fig. 4: Public Ethnic Distribution

3%

2%

4%

14%

29%

48%

0% 10% 20% 30% 40% 50%

Under 18

18 - 24

25-34

35-54

55-64

65 or older

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6.2. Market Research Findings

Additional findings from the Public Survey analysis indicate that only 34% of respondents

have heard of the Kamloops Symphony Society, of which only 29% are highly interested in

attending the Kamloops Symphony performance. The mean level of interest in attending of

the sample was 3.02 out of 5 (on the scale of 1 to 5 with 1 being the highly interested and 5

the not at interested). These findings are summarized in Table 1.

Table 1: Comparison of Awareness and Desire Proportions

There is an indication of significantly lower desire (i.e. interest) relative to awareness.

Furthermore, analysis of the AIDA’s awareness component in Audience Survey indicates

that 22% of respondents were informed about the Kamloops Symphony Orchestra

performances through Kamloops Symphony Brochure as illustrated in Fig. 6.

Fig. 6: Distribution of Awareness Means

Moreover, the reason for low interest in attending the performances by the respondents of

the Public survey can be attributed to the Lack of Knowledge of Classical Music (with mean

response of 2.73 on the scale of 1 to 5 with 1 being the most important and 5 the least

important). Table 2 displays the mean responses of importance of various causes for low

interest.

Yes No

34% 66%

Yes No Maybe

26% 31% 42%

Heard of Kamloops Symphony

Interested in attending Kamloops

Symphony performances

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Table 2: Causes for low interest mean responses

In terms of genre preference, the respondents of both, Public Survey and Audience survey,

showed a combined highest preference for Rock music. Fig. 7 illustrates the genre

preference distribution.

Fig.7: Genre Preference

Among other Kamloops activities and events, major proportion (48%) of the respondents of

the Public Survey attend the Blazers Hockey games. On the other hand, major proportion

(34%) of the respondents attend Live Theatres. Fig. 8 illustrates proportion of respondents

attending various Kamloops activities and events apart from Kamloops Symphony

performances.

Fig. 8: Proportion Distribution among various Kamloops Activities

Ticket PriceLack of Knowledge

of Classical Music

Lack of Knowledge of

Concert EtiquetteVenue

Don't recognize

Performance programOther

3.34 2.73 3.29 4.04 3.41 2.5

15%

6% 7%2%

10%8%

16%

23%

12%

18%

14% 10%

6%

12%

11%

11%

14%

4%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Classical MusicalTheatre

Jazz Opera Folk Blues Country Rock Other

Public Audience

15%

48%

18%

6%2%

12%

34%

17%16% 17%

8% 8%

0%

10%

20%

30%

40%

50%

Live Theatres Blazers HockeyGames

Museum Art Galleries Operas Other

Public Audience

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Among the various factors that influence the decision of attending, it was found that the

respondents of the Public Survey rated Entertainment Value as the most important factor

(mean response of 5.36 on the scale of 1 to 5 with 1 being the least important and 5 the more

important). Whereas, the respondents of the Audience Survey rated Programs as the most

important factor (mean response of 6.24). Fig.9 displays the various influencing factors and

their mean responses.

Fig. 9: Importance of factors influence decision to attend

While analysing the ticket price assessment of the audience, it was interesting to find that

75% of the respondents considered the ticket prices to be moderate, i.e. neither too low nor

too high (with a mean response of 2.87 on the scale of 1 to 5 with 1 being the most

important and 5 the least important). Hence, this explains the reason for price being the least

important factor that influenced the decision of the respondents of the audiences to attend

program.

Furthermore, out of all the students surveyed while conducting the Public Survey, only 30%

of them had heard about the TRUSU Student Voucher, which is one of the special offers

offered by the Kamloops Symphony.

7. SWOT Analysis

This would be used to analyze and provide an in-depth view of the Kamloops symphony orchestra.

The following SWOT Analysis examines strengths, weaknesses opportunities and threats relating to

the Kamloops symphony orchestra.

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7.1. Strength

Engaged and involved audience

The KSO audiences are involved and engaged with the product; price, participation and

community are important factors in audience experiences.

Location/venue

The main factor to consider for any company products is its location, which could pose as

strength. The location of the KSO main office is downtown Kamloops with access to the

main bus stops and commune area. The Sagebrush theatre where the main events happen is

located in 1300 9th avenue beside various houses with parking spots.

Advertising channel

The KSO employs various means of advertising channels in sync with recent trends. The

KSO maintains a frequently updated website with dynamic content, elegant layout with

relevant information. The KSO advertises on most of the newspapers and radio channels.

Furthermore, it makes use of social media such as Facebook and twitter with over 500 and

200 followers respectively. The social media pages are updated regularly and it demonstrates

a variety of styles and content.

Membership

A huge number of annual customer subscription opportunities have been presented which

comes with added benefits in order to increase retention and customer value. Subscribers also

receive added value such as ticket exchange privileges, discount on extra ticket and ticket

replacement service which are readily available.

Sponsorship:

The KSO enjoys a lot of sponsorship. They are sponsored by a lot of organizations for the

various series they have. They have sponsors from the government grants such as

Tournament Capital Centre, British Columbia arts council. Kamloops season sponsors such

as; Accent inns, Noran printing, Radio NL, at your service event/catering, performance pops

series sponsors such as; Kelgon group (KG), performance classic and pops series sponsors

such as; BCLC, best western plus, double tree by Hilton and new gold idea lever.

Performance chamber series sponsors such as; coopers foods, the mortgage Centre,

Thompson Rivers University and salmon arm sponsors such as; salmon arm observer,

Shuswap community foundation and EZ rock 91.5. The KSO gets almost $80,000 in cash and

kind.

Additional services

The KSO is well known and respected for its musical performance event, educational and

public programs through the activities organized and presented to the Kamloops community.

A huge number of events and programs are held all through the year which includes free pre-

concert chats with Chatelin, culture days mayors gala for the arts and just cruising raffle with

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various prices to be won which includes but not limited to a Holland America cruise for two,

two night stay at sun peaks, sun peaks resort lift passes.

7.2. Weaknesses

Awareness

The public survey carried out shows that a large proportion of people have not heard

about the KSO. This pose as a weakness as less awareness leads to lesser audience.

Number of events

The KSO holds their concert once a month; this could be a weakness because the

more concerts held, the more revenue they collect. But this could be more difficult

because most of the musicians do not live in Kamloops.

Understaffed

The KSO has very small staff because there is no sufficient fund to hire a huge

position. An organization like the KSO needs to have a lot of staff in order to get the

work done at the right time because if a work that ought to be done by 5 people is

carried out by just one person, that one person could miss some huge important

aspects.

Communication

The Kamloops symphony orchestra does not do a good job in communicating their

offers to their audience. From the survey carried out, it shows that most of the

audience are not aware of the offers.

7.3. Opportunities

Targeted market to tourism, visitors and students

In a year, Kamloops receives a huge number of tourist and visitors mainly because of

its tourist attractions. The KSO has opportunity to collaborate with tourism

organizations, visitor Centre and other tourist attractions. Kamloops city is also

populated with a huge number of students in the University which is almost 20,000

who come from around the world; this is a big opportunity to also target the students.

Technology

With the pace of change in technology, KSO has the ability to reach a greater

audience with the use of Internet and social media. Market trend does not demonstrate

a wide use of technology by the KSO and even though they update on their social

media platforms. They need to incorporate the use of social media technology

because most youths who could also be a part of the target audience make use of

these social media platforms.

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7.4. Threats

Economic instability

Due to the economic downfall in 2008, ticket sales for the Kamloops symphony

orchestra went down drastically. The KSO does not seem to have fully recovered

from this as they still have empty seats during their musical performances.

Competition

A major threat for any organization is its competitors. Competition from other

cultural events or activities such as the hockey games, art galleries, museum, live

theatre and operas represent a major threat. Although the KSO is mainly for musical

performances and music schools, it is still very important for them to distinguish

themselves from all these cultural events people participate in. Furthermore, there

could be a clash between the other cultural events such as the live theatre, opera,

hockey games and the Kamloops symphony performance.

Demographic

The individuals that constitute the current market are the ageing demographic

generation. The KSO needs to position itself better in the market so as to ensure

greater audience or attendance from the younger generation.

8. Mission

The Kamloops Symphony’s mission is “The Kamloops Symphony Society is a community

resource providing live orchestral music performances, music education programs and

related music services for the citizens of the Kamloops Region” (Our Mission, 2014).

According to Kotler (2013) a good mission statement should clearly describe how an

organization defines itself by stating the goals and stressing the policies and values to the

customers. It also should be clear and easy to remember, and should be good to be used for a

long time (Kotler, 2013). The Kamloops Symphony defines itself as “a community

resource”; and its goals are “providing live orchestral music performances, education

programs and related music services”; It has also stated the target for which this service is

provided to “the citizens of the Kamloops Region” (Our Mission, 2014). This statement

takes a long term view, focuses on three goals and defines the geographical area where it

operates.

The Kamloops Symphony Society strives to adhere to its core values which states that “The

Kamloops Symphony Society will endeavour, in all its programs and services, to enrich the

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quality of life in our community through music; strive for the highest quality throughout our

organization; operate in a fiscally responsible manner; be responsive to all our stakeholder

groups and demonstrate commitment and accountability throughout our organization” (Our

Mission, 2014).

9. Positioning

The Kamloops Symphony Society has positioned itself as an organization that is planning to

improve the quality of life in the Kamloops region through music. It is working on

increasing its programs and demonstrating high value to the community by educational and

musical events (Our Mission, 2014). KSO held its events at various locations: The

Sagebrush Theatre, The TRU Alumni Theatre and The Salmon Arm Recreation Centre. This

makes it convenient for the audience (Concerts and Special Events, 2014).

10. Critical Success

The KSO offers music education for all ages and public programs related to its performance,

for example the free cultural day performance each year. It is working to expand its reach to

new audiences, including youth. Increasing ticket sales would be of benefit to the KSO as it

would aid in covering the cost of the performances. There are several factors that will be

paramount to the marketing plans’ success. The plan will need to be implemented and

followed through in the below areas to achieve success:

Increased Visitor Value

Visitors expect ease of access to the venue, ease in navigating the website, access to

information and regular updates on social media in addition to good customer service.

Target Marketing

Market Segments exhibit heterogeneous behaviors and have different values. The KSO

must understand these markets and target them appropriately.

Magnify visual presence and personality

Strong visual presence is an important aspect in marketing, as it has the effect of luring

audiences’ in. it is crucial that the KSO improve their visual presence as it could

improve ticket sales as well as augmenting the benefits of customer referrals

Development of methods of assessment and control

The KSO must establish benchmark figures for comparison and control methods after

assessment.

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11. Action Plan

Shuttle services

It is a long walk from the bus station to Sagebrush Theatre, where most of Kamloops

events are held. It would be a great idea to provide a shuttle service on the same days of

the events, or maybe try to communicate with BC Transit to put a special route on the

days of the events. Some of the audience requested for the Handy Dart to be more

frequent and have better connectivity.

Servicing more food and beverages

The Kamloops Symphony should have a wider spread of sandwiches, snacks and drinks.

Also should service alcohol beverages such as wine and beer. This will make the visit

more enjoyable, thus attracting more audience for the Kamloops Symphony

performances.

Partnership

We suggest that KSO should make a partnership with businesses, Tourism Kamloops,

restaurants, schools, hotels, Kamloops Wildlife Park, sport events, museums, art

galleries and other events providers.

Awareness of promotions

After conducting the survey at TRU, we found out that most students had no idea about

the TRUSU discount. We suggest that you contact TRUSU, and have them spread the

word about KSO. There were a big number of students interested in visiting The

Kamloops Symphony, but they have not heard of it before conducting the survey.

Advertise more on social media

Focus on advertising on “Kamloops This Week”. It would also be a good idea to

advertise on TripAdvisor, because many people look for attractions on it.

Put signs to show your exact location

It is difficult to find your location by GPS since you are located behind the building.

New concert hall

Some of the audience have asked for a new hall, some asked for more parking space,

some complained about the seating (not enough room), some complained about the

sound system (drums should be in the back), and others have complained about the heat

(no air condition, or lower the heat). Some asked for it to be at TRU.

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More performances

KSO should think to hold more even specially the POP series such as the Beatles. It

should also consider Latin, or Tango events, and popular cinematic music of the year

such as the Hobbit and Lord of Rings to attract more audience.

Promoting the event

At least a week before the performance, some people need to be reminded.

12. Conclusion

In conclusion, the results of the marketing research study shed light on the hypotheses

originally introduced. There is a lack of awareness of the KSO performances and promotions,

especially amongst students and younger audiences. The majority of the current audience are

over 50 years old, and they account for more than half of the performance venue which

makes it difficult to cover the cost of the events. One way to increase tickets sales is by

attracting younger audience; KSO should take steps that focus a bit more on the younger

audience through offers and promotions like the TRUSU discount; also ensure that this target

audience is aware of the benefits and promotions that are available for them.

By implementing the action plan, the KSO can foster high interest, desire and awareness;

ultimately leading to higher attendance.

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References About Sage Theatre (N.D) Retrieved November 21, 2014 from

http://www.sagebrushtheatre.ca/aboutus.html

Background Information. (2014) Retrieved November 20, 2014 from Kamloops Symphony:

http://www.kamloopssymphony.com

Concerts and Special Events. (2014). Retrieved Nov. 20, 2014, from Kamloops Symphony:

http://www.kamloopssymphony.com/concerts.htm

Definition of target market (N.D) Investopedia website Retrieved November 23, 2014 from

http://www.investopedia.com/terms/t/target-market.asp

Kotler, P. K. (2013). Marketing Management. Toronto: Pearson.

Our Mission. (2014). Retrieved Nov. 20, 2014, from Kamloops Symphony:

http://www.kamloopssymphony.com/aboutus_mission.htm

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Appendix A

Regular Prices

Classic and pops

series $

Chamber series

$

Salmon arm series

$

Adult 40 25 30

Senior 37 25 30

Student/youth 10 10 10

Subscription Prices (for extra tickets)

Classic and pop

series $

Chamber series

$

Salmon arm series

$

Adult 36 22 27

Senior 33 22 27

Student/youth 9 9 9

Subscription Ticket Prices

Prestige

series

30% off

$

Classic

and pops

series

20% off

$

Classic

series

20% off

$

Pops

series

20% off

$

Chamber

series

20% off

$

Salmon

arm series

20% off

$

Adult 525 400 280 200 125 90

Senior 495 370 259 185

Student/youth 150 100 70 50 50 30