Balboa Village Theatre campaign book

MARKETING CAMPAIGN JAMIE CARROLL CAROLYN CROCE LEAH MILLER CHARLOTTE SILVERSTEIN CRISTOPHER SIMONSON AMY WILLIAMS

TABLE OF CONTENTS PART I CAMPAIGN PLAN: Executive Summary Background Analysis Situation Analysis Core Problem Goal & Objectives Theme Key Publics Strategies & Tactics Communication ConďŹ rmation Table Calendar Budget

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PART II CAMPAIGN TACTICS: 4 5 - 8 9 - 10 11 11 12 13 - 18 19 - 22 23 - 26 27 - 31 32 - 33

Events Poster Media Alert Email Pitch Radio Pitch Newsletter Feature Article Brochure Press Release Website Twitter Account Direct Mailer Biography

35 36 37 38 39 40 41 - 42 43 44 45 46 47

PART IV BIBLIOGRAPHY:

PART III CAMPAIGN RESEARCH: Venue Fieldtrip Board Member Interviews Focus Groups Survey Analysis Survey Questions Survey Results Trend Research Competitive Literature Analysis Evaluation Criteria and Tactics Preliminary Analysis of Publics

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Bibliography Thank You Page

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PART I CAMPAIGN PLAN

EXECUTIVE SUMMARY The Balboa Village Theatre is an arts venue focused on providing entertainment and support for the surrounding community of Newport Beach. This venue’s existence will financially create stability for the surrounding local businesses in Balboa, offer exciting opportunities in the realm of music and film, and work on giving back to the local community at large. The Balboa Village Theatre’s success will stem from its unique vision, prime location, and public support.

CAMPAIGN THEME

Combining Entertainment and Community into Something Unique.

PRIMARY GOAL

To raise awareness of the Balboa Village Theatre and sustain awareness until the opening of the theatre in January 2015.

KEY PUBLICS 1. Balboa Village business owners 2. Newport Beach residents 3. Booking agents/Managers

4. 18-26 Demographic in Orange County 5. 40+ Demographic in Newport Beach 6. Board of directors

STRATEGIES

TACTICS

• Establish an official Facebook page for the Balboa Village Theatre and obtain 3,000 followers by December 2014.

• Establish an official Twitter account for the Balboa Village Theatre and obtain 3,000 followers by December 2014.

• Invite a minimum of five Southern California reporters and bloggers to cover the Balboa Village Theatre grand opening party on New Year’s Eve of 2014.

• Begin the promotion of the programming in October 2014 through email blasts, social media and local news coverage.

• Creative Event Planning. Heavy Social Media Networking.

Third-Party Media. Literature.

• To establish the Balboa Village Theatre as a competitor in the musical landscape of Southern California, we have devised a plan which takes traditional venue marketing and pushes it to the forefront of people’s minds. The promotional campaign has media savvy intentions to connect with younger audiences, but communicates that the theatre distinctly belongs to the Balboa community.

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BACKGROUND ANALYSIS Founded originally as the Ritz Theater in 1928 by J.P. Greeley, the Balboa Theatre served as a performance center for vaudeville and small theater productions. In 1939, the theatre changed its gears, turned to Hollywood classic films, and was renamed the Balboa Theatre. The historical theatre “continued to serve as a focal point for the community until its 1992 closing” (Balboa Theatre).

The closing of the theatre was not the end. In 1996, the Balboa Theatre Performing Arts Foundation was formed bringing hope for the revival of the theater (Balboa Theatre). The Foundation has the goal to renovate the theatre incorporating the historical aspect with state of the art equipment and modern twists. The man for the job is Steve Beazley, who was appointed CEO of the Foundation (Trela). Beazley previously worked as President and CEO of the Orange County Fair and Events Center (Trela). The city of Newport Beach has given the Foundation 25 years of free lease and time to restore the theater (Balboa Theatre). Once a popular place for the community to gather, the theater will be a central hub of the Balboa Village once more, it is “a real golden opportunity for the community to have a wonderful little theater,” said Kris Elftmann, president of Noelle Marketing Group (Balboa Theater). The foundation has a concrete plan to restore and reopen the once successful theatre and the Balboa Village Theatre is in the process of overcoming a reversal.

“Bigger musicians, i.e. Lady Gaga, get paid a flat rate to tour a certain number of dates while smaller artists are touring and having to prove their worth night after night and likely struggle financially... some venues are owned by a private promoter, some are owned by an industry type promoter, and the difference between the two can often change the amount of money a band can make.”

The foundation should know that they are coming into existence at either the perfect time or the worst time. This is the mentality that anyone looking to evolve into the music industry has to realize. There is a simple fact that has been widely reported on and discussed at length, and that fact is that the music industry is dying. Artists, record labels, and venues are at a disadvantage in the time of fast growing technology and the internet. The gamble for many comes in the form of a simple question: “When will someone fix it?”

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The music industry’s future is bleak, but the safest aspect of the industry is that of live music. Whilst technology continues to outgrow traditional means of recording and marketing, the live music arena has fortunately figured out a way to adapt. There are steps in a process that begin with recording music, later follow to marketing the music, and finally lead to a tour, which is where the music venue industry comes into play. Because the money made by venues and the money made by artists and labels remain largely separate prior to touring, many of the failing aspects of the industry (pirating of music, a wide independent industry which does not cross into the mainstream, online streaming) do not affect music venues directly.

The industry’s market share for smaller venues is where the two collide. A 2011 NPR article broke down the dilemmas that exist in touring for smaller musicians. Bigger musicians, i.e. Lady Gaga, get paid a flat rate to tour a certain number of dates while smaller artists are touring and having to prove their worth night after night and likely struggle financially.

Consequently, some venues are owned by a private promoter, some are owned by an industry type promoter, and the difference between the two can often change the amount of money a band can make.

In the NPR article, they use indie rock giants The National as an example. While they could play larger venues in the New York City area, they choose to play Terminal 5, a 3,000 person capacity venue that offers amenities that aren’t offered elsewhere in New York. “...even if your favorite mid-sized band would prefer to play a larger venue, one with different acoustics, or one in a different part of town, (financial incentive) can be difficult to resist” (Ganz).

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BACKGROUND ANALYSIS (CONT.) This public relations conundrum is a less obvious one: How can a venue seem appealing to artists? This is perhaps the biggest issue that faces the Balboa Village Theatre in the immediate future. There are three speciďŹ c issues the theatre will face durings its realization: 1. Location, 2. Amenities, 3. Size.

Location is perhaps the biggest non-issue on the list, however it is not something to be neglected when it comes to planning ahead of time. The Balboa Village Theatre is taking a variety of different artists: local bands and performers, national acts, and potentially theater and orchestral groups.

For the orchestral groups and local acts, location does not factor in as a potential issue. If a group has draw, it will tour everywhere in Southern California regardless of proximity of tour dates and venue distance. For mainstream acts, you are not so much competing with Los Angeles as you are competing with the rest of Southern California, which brings us to the following issues.

While 300 seats is not substantial, between 600 and 650 standing room is a fair size for the average touring independent musician, which the Balboa Theater will likely be dominated by. Size also plays less of a factor if a venue offers its own personal amenities, which makes the theater more appealing to touring acts. The fact that it is in a downtown area near the beach is an obvious plus, but technical appeal is important to, and that can come from on-site stage managers or band promotion. The sizing is only an issue if talent begins to select other venues instead of Balboa, and this is directly linked to the ďŹ nancial perks your venue allows over others.

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As the Balboa Theatre prepares to reinvent itself, it falls right into today’s difficult trend of small music venues and movie theaters closing and reopening months to years later to fit in with the norms of modern culture. Many older and historical venues have been shutting down for renovations, followed by a reopening to fit the needs and desires of current audiences. For example, Station 4 in Minneapolis closed its doors this year to renovate “in a move to make future club-goers breathe better in the future” (Fischer).

This venue has historical feel and community support, and can thus be compared to the Balboa Theatre and its remodeling as well. The Boot and Saddle in Philadelphia did the same as both Station 4 and the Balboa Theatre. Once a country and western music venue, The Boot and Saddle closed and reopened recently as a more modern venue featuring national artists from all genres. However, “there will also be some live country music in an effort to retain a piece of the original country and western theme” (Keller).

“The music industry’s future is bleak, but the safest aspect of the industry is that of live music. Whilst technology continues to outgrow traditional means of recording and marketing, the live music arena has fortunately figured out a way to adapt.”

In addition, since the Balboa Theatre plans to show films as well, when looking at movie theaters across the country that have been reinvented, one can see similarities. These theaters teamed up with the local businesses, “It creates synergy between the restaurants and other businesses and the theater,” said Leslie Little, director of development services for the city of Alameda. (Jacobs). This synergy is something the Balboa Theatre plans to create with the Balboa Village and its surrounding businesses, which will help to propel the theater to ultimate success.

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SITUATION ANALYSIS As of the Balboa Theatre’s current situation, it is in the process of total transformation from its past use as an entertainment venue featuring predominately vaudeville and theater. As illustrated in the background analysis, the growing trend and general inclination towards live music has provided the Balboa Theatre with a promising opportunity to penetrate the competitive venue market. Although this has full potential to be a highly lucrative opportunity, it may face challenges within the industry.

As touched on previously, attracting desired music artists and performers may be the Balboa Theatre’s largest concern. However, luckily it has geographic location and laid back vacation vibe on its side. Not only is it surrounded by a rapidly expanding downtown, but chances are, often artists would rather spend a night out of their demanding schedules or tours by the relaxing beachfront of Newport Harbor. As far as booking artists, the size of the Balboa Theatre may serve as both an opportunity and a potential challenge. Once it is reopened, it will offer an intimate performance venue with a fresh and hip appeal to rising artists, however since it is on the smaller music venue size, prominent artists may prefer to book larger, more wellknown spaces to cater to their vast audiences and fan base.

“Due to the diversity of programming that will be offered, the theater has the potential to serve a wide variety of audiences ranging from young music enthusiasts to an older crowd looking for a more traditional music outing.”

In terms of fundraising, a difficulty the Balboa Theatre may encounter is competition with other local art-based organizations for attracting donors and collecting funds. “Beazley said he was aware of the ups and downs of the theater’s fundraising attempts” (Trela).

As the Balboa Theatre prepares to present its business plan to the Newport Beach city council, John Forstyle, president of Pacific Symphony said, “it’s difficult to raise money without the perception of activity and promise, but as the theater begins to take shape, that’s when fundraising will take plce. Orange County is prolific in raising money” (Trela).

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On the other hand, the theatre is unique and its reformation will most likely benefit the community by not only contributing to arts and business education, with the possibility of internships, but help revamp the Balboa Village as a whole and offer a new channel of entertainment.

Due to the diversity of programming that will be offered, the theatre has the potential to serve a wide variety of audiences ranging from young music enthusiasts to an older crowd looking for a more traditional music outing. For historical theaters such as this, it is about pulling at the comunity and its heart strings to remind them what great times were had at the theater, and that historical aspects should be preserved to be enjoyed by younger generations to come.

One of the more complicated aspects of marketing for the theatre is that there will not actually be any programming until January 2015, therefore it is important to maintain audience, community member, and potential contributor awareness and excitement as well as continue to inform new potential theater-goers. While this sounds difficult, its complete reinvention also provides many opportunities for original marketing campaigns, which, if executed correctly, could build consistent anticipation leading up to the theater’s opening. The Balboa Theatre’s restoration and long overdue reintegration into the community will thrill those who already know of the theater’s rich historical past, while also filling the ever changing needs and desires of modern audiences today.

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CORE PROBLEM If the Balboa Village Theatre does not gain awareness leading up to its opening, then there is a high risk of failure in regards to programming, support in revitalizing the village, and providing community support.

GOAL & OBJECTIVES GOAL To raise awareness of the Balboa Village Theatre and sustain awareness until the opening of the theatre in January 2015.

OBJECTIVES 1. Establish an official Facebook page for the Balboa Village Theatre and obtain 3,000 followers by December 2014.

2. Establish an official Twitter account for the Balboa Village Theatre and obtain 3,000 followers by December 2014.

3. Invite a minimum of five Southern California reporters and bloggers to cover the Balboa Village Theatre grand opening party on New Year’s Eve of 2014.

4. Begin the promotion of the programming in October 2014 through email blasts, social media and local news coverage.

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THEME

Combining Entertainment and Community into Something Unique.

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KEY PUBLICS BALBOA VILLAGE BUSINESS OWNERS This public encompasses the business owners of the Balboa Village area of Newport Beach. The products and services represented include restaurants, a bike shop, a liquor store, art galleries, a museum, arcades, candy stores, a real estate firm, boat rentals, a window washing service, retail stores, bars, tattoo shops, nail salons, a surf shop, advisors, an inn and tourist attractions among others. This public embodies a significant part of the community that supports the renovation of the Balboa Village Theatre. The businesses in Balboa Village will profit from the customers who come to the theater. When going to see a show, people typically like to grab dinner before and go out for drinks after. The restaurants and bars in Balboa Village will especially profit from the theater’s reopening. In addition, the theater will offer guests with dinner and lodging options when purchasing a ticket for a show, another benefit for businesses. The customers coming from out of town to see a show can easily make it a one or two-day trip. The retail stores and tourist attractions will flourish when a big name act plays at the theater and out-of-towners attend. Not only will the theater promote the other businesses in Balboa Village, but the business owners will advertise the theater, making this a community effort benefiting everyone involved.

SELF-INTERESTS More consumer traffic in the village, advertising and promotions, and profits.

INFLUENTIALS Community Leaders, various business owners, board members of the Balboa Performing Arts Foundation, The Newport Beach Chamber of Commerce.

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NEWPORT BEACH RESIDENTS This public is especially important because, as the name “Balboa Village Theatre” implies, the village and therefore the members that make up the village and surrounding area, are an extremely valued element of the theater itself. “Newport beach residents” encompass a rather broad spectrum of people. It includes families, students, young adults, business owners, and more. While there are very affluent residents that live nearby, there is also a range of socioeconomic levels as well, such as struggling college students for example. The fact that the group is diverse plays well to the mission of the theatre as it will offer a wide variety of events.

SELF-INTERESTS Good for the local economy, great source of entertainment, raises property values

INFLUENTIALS Promotions and frequent updates on the happenings of the theatre will be the most important. This will be done through an email list, announcements in the local paper and even through showcasing upcoming events out side the theatre as most likely residents will pass by frequently.

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KEY PUBLICS (CONT.) BOOKING AGENTS/MANAGERS This public, while maybe less important than day-to-day ticket buyers for the venue, dictates the ultimate success of the venue. Without winning over booking agents, managers, and in turn the bands themselves, you will not pull in ticket buyers. On paper, managers and agents should be drawn to the Balboa Village Theatre for several reasons. The first is the location. Bands are looking to hit venues that make the most logistical tour sense. Coming from Los Angeles to somewhere in Southern California makes not only logistical sense but also financial sense. The second is the amenities. The fact that close hotels are walking distance from the venue make it even more of a fiscal draw for bands and managers. These first two points are completely in favor of the venue, as they require no extra effort on the part of the venue. The third way the Balboa Theatre needs to appeal to booking agents is through developing an established scene. While fans of a band traditionally follow that group wherever they may go, if a target demographic for the venue is established and mostly followed out through the shows they book it can help establish credibility for a band and let managers know what size bands play there. It is important to realize how important pitching your venue to agents and managers is. If a negative stigma surrounds a venue, it could be very difficult to attract artists and thus, make money.

SELF-INTERESTS Higher financial gain, better performance experience than other venues in the area, most self-promotion and exposure for the bands or artists.

INFLUENTIALS Music industry representatives (i.e. other bands, managers and agents), venue managers and staff.

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16-26 YEAR OLDS IN ORANGE COUNTY This public is the primary target audience for the Balboa Theatre. After discussing with Steve Beazley the main performances that will take place at the Balboa Theatre, we came to the consensus that the average attendee at the Balboa Theatre would be a young adult, male or female, between the ages of 16 and 26 years old. Genres of music that Beazley is hoping to bring to Balboa attract young adults in this age range. These genres of music include indie, R&B, folk, and EDM, which are popular genres at concerts and music festivals.

This target audience will most likely be in high school, college, or have completed their college education.

In a city surrounded by many schools, the Balboa Theatre will have a lot of potential guests from OCC, UC Irvine, Vanguard, Chapman, CSU Fullerton, CSU Long Beach, and many more. This public is attracted to Balboa because concerts and performing arts are common social events that young adults go to with their friends to socialize and feel “in the know”. Music is a huge cultural value to young adults in Orange County, which is why this target audience will be the most common guest at the Balboa Theatre. Young adults will come from surrounding cities, including Laguna, Costa Mesa, Huntington, Orange, Yorba Linda, and so on. These cities are heavily populated with young adults. Specifically, this public will be coming from middle to upper class socioeconomic background, seeing as concerts and performances add up financially.

SELF-INTERESTS Attend concerts at a local and accessible venue, have a social scene to hangout with friends at, become more aware of artists and music, have leisure time.

INFLUENTIALS Peers, music artists, friends, celebrities, pop culture, family.

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KEY PUBLICS (CONT.) 40+ AGE GROUP NEWPORT LOCALS Although not necessarily the primary target market for the Balboa Theatre’s repositioning, this public is key because it makes up a significant portion of the surrounding community and the support of the 40+ age group is important for the theatre’s future success. The Newport area has a very active 40+ public. A majority of these residents are involved in the community and has helped to establish Newport as a prosperous, tasteful yet laid back, and overall enjoyable paradise-esque locale. In general, they are affluent, family oriented, take pride in education, the arts, and of course the beach. They are middle to upper class, most often from Orange County or Southern California region. After talking with Beazley, we came to the conclusion that although the Balboa Theater’s programming will be more directed at the younger generations, those 40+ are still an important audience to appeal to. Not only do they have prominence in the community, but they too enjoy a night out on the town. This public enjoys to socialize and utilize their affluence to attend new and exciting events, which is why the Balboa Theater will be of interest to them.

The theatre’s special events programming, such as live traditional jazz bands and music, live dancing, movie screenings, and anything involving a cocktail party, for example, will tailor to the 40+ age group, draw their attendance, and hopefully yield their support.

SELF-INTERESTS Community involvement, attending special events, balancing work and enjoyment, socializing, family, community beautification and improvement.

INFLUENTIALS Community and business leaders, socialites, peers, family and coworkers.

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BOARD MEMBERS The board of directors is an important key public because it is legally and financially responsible for the decisions of the organization. The Balboa Village Theatre’s board of directors consists of the Chairman, Vice Chair Board Governance, Treasurer & Secretary, Capital Campaign Committee Liaison, Vice Chair Board Development, City Council Liaison, and a Support Group Liaison. They are responsible for securing the support of the city and ensuring that the Balboa Theatre receives the adequate resources it needs. With so much influence, they have the ability to undermine any of the director’s decisions or long-term objectives if they do not uphold the initial mission of the organization. This is why it is so important to gain their support and establish them as a key public. The theatre may get carried away with the potential it holds for the younger demographic, however with a board that is most likely more traditional, it is imperative to find a middle ground. The members’ judgments and opinions assist in making certain that the theatre is still somewhat grounded in its original state, so as to appeal to the older demographic. Lastly, the board of directors focuses a lot of their attention on the education side of the nonprofit, which makes them a key audience on that aspect of the organization. Since education is being utilized within the renovation of the theatre, it is important to show board members that their insight is both wanted and needed.

SELF-INTERESTS Making certain that the new theatre still meets the original mission it stated when it was first built and that the focus still remains on the community.

INFLUENTIALS Other organization boards and how they are run, the demands of the city and the community, budget.

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STRATEGIES & TACTICS BOOKING AGENT/MANAGERS STRATEGIES: Alert members of the entertainment community of the theatre’s opening; make personal connections with promoters and managers so connections can form and potential scheduling and promoting can begin.

TACTICS: 1) Send out an initial email to make contact with booking agents, music labels, other music promoters as well as movie studio exhibitors and local talent agents.

• Email Ideas: o Make personal connections, no mass emailing. o Send specs of what the theatre has to offer in regards to performance and amenities. o Begin to inquire about upcoming tours or performances.

2) Begin offering tours of the venue as soon as possible.

3) For local artists and groups, send out personal letters thanking them for their support of the theatre.

• Remind them of the opening date of the theatre.

• Give them all of the contact info for booking inquiries.

4) Contact local universities, organizations, and businesses.

• Remind them that the Balboa Theatre has the ability to host private events.

• Give them all the contact info for booking private events.

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NEWPORT BEACH COMMUNITY (PATRONS AND RESIDENTS) STRATEGIES: Emphasize the benefits the Balboa Village Theatre will bring to the community at large and influence community members to lend their support.

TACTICS: 1) Reach out to Newport community members through emails notifying them of the theatre’s progress, benefits and upcoming happenings.

2) Secure an appearance in a featured article in local newspaper or publication.

3) Create an informative yet compelling brochure to place throughout the Newport region.

4) Host a community event celebrating the reopening of the theater.

5) Offer incentive to community members to subscribe to the Balboa Theatre’s email list and/or newsletter.

6) Engage community on social media including Facebook, Twitter, and Instagram to maintain and raise awareness.

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STRATEGIES & TACTICS (CONT.) TICKET BUYERS STRATEGIES: Demonstrate to ticket buyers that the Balboa Village Theatre is a fun and engaging venue to attend concerts and performances. Motivate them to frequently attend the various events the theatre puts on.

TACTICS: 1) Create an interactive website that lists the various performances and concerts the Balboa Village Theatre is showcasing throughout the season with easy accessibility for purchasing tickets.

• Include photographs of artists performing with details on each performance so the viewers are well informed.

2) Host a kick-off event for the Balboa Village Theatre’s grand opening with a red carpet, special guests, food, drinks, and live entertainment. Event will take place on New Year’s Eve of 2014 but will be publicized in early fall.

3) Advertise and promote various upcoming performances on a YouTube channel. This will excite ticket buyers and demonstrates the talents of the performers and artists showcasing their talents at the theatre.

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TACTICS CONT. : 4) Create and maintain extremely interactive social media websites, specifically Twitter, Tumblr, and Facebook. Interact with followers and fans by favoriting, retweeting, and replying. Constantly update the Facebook page and Tumblr with exclusive photos from each performance.

5) Create an e-mail list for fans with guests who sign up for the exclusive mailing list that sends out discounts and special offers to loyal guests. Special offers include invitations to special events with artists’ and performers’ signings, backstage, interviews, etc. For individuals who are the Balboa Village Theatre’s most loyal guests, offer pre-sale tickets.

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COMMUNICATION CONFIRMATION TABLE

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COMMUNICATION CONFIRMATION TABLE

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CALENDAR JANUARY: 06 10 20 27 31

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Design Brochure, Website, and Social Media Outlets Begin Printing Brochures Launch Website Distribute Brochures Through Local Mailers All Social Media Outlets Up and Running

FEBRUARY: 03 - Begin Establishing Email List Through Website, Order Venue Merchandise (Pens, Beer Koozies, T-Shirts, Stickers) 07 - Campaign in Balboa Area To Get Social Media Follows For Cheap Giveaways 12 - Begin Designing and Compiling Industry Mailers (Brochure, Letter of Intent, Balboa Pens) To Labels and Studios 17 - Begin Design of Balboa Village Theatre Flyers To Post Around Town and Keep The Venue Relevant Until Programming Comes Later In the Year 24 - Send Industry Mailers 31 - Release Balboa Village Theatre Flyers

MARCH: 07 - Campaign in Orange Area To Get Social Media Follows For Cheap Giveaways 10 - Begin Process Of Locking Down Newport Beach For Summer Movie Night, Follow Up On Industry Mailers 19 - Make Contact With Potential Movies (Family Driven) and Studio Representatives

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MARCH CONT. : 26 - Begin Design of Balboa Village Theatre Summer Movie Night Flyers 31 - Lock down Beach Location and Movies For Summer Movie Night

APRIL: 07 09 14 21 28 30

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Campaign in the LA Area To Get Social Media Follows For Cheap Giveaways Begin Process Of Designing Email Blast Template Make Contact With Local Bands and Artists For Fall Beach Concerts Approach Food Trucks and Local Restaurants About Food For Fall Beach Concerts Release Summer Movie Night Flyers Send Out Media Alert About Summer Movie Nights

MAY: 01 - Acquire Projector, Screen, and Equipment For Summer Movie Nights 05 - Begin Design On First Email Blast - Give Update on Theatre’s Process - Hit on Social Media Links - Alert Everyone to the Summer Movie Nights Series 07 - Send Out Pitch Letters Regarding Summer Movie Night 12 - Begin Contacting Labels, Artists, Studios and Executives Regarding 2015 Programming 14 - Release Email Blast 19 - Send Out Contracts For Local Bands and Artists For Fall Beach Concerts 24 - First Summer Movie Night

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CALENDAR (CONT.) JUNE: 09 19 21 25 30

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Begin Process Of Locking Down Newport Beach For Fall Concert Series Have Contracts For Local Bands Signed Second Summer Movie Night Begin Design of Fall Concert Series Flyer Begin Design of Next Email Blast Last Summer Movie Night Hit On Social Media Give Another Update On Theatre Progress Alert Everyone To Fall Concert Series

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Release Fall Concert Series Flyers Begin Process of Acquiring Staging and Equipment for Fall Concert Series Send Out Media Alert About Fall Concert Series Release Email Blast Send Pitch Letters Regarding Fall Concert Series Third Summer Movie Night Lock down Staging and Equipment for Fall Concert Series Send Contracts to RJD2 and Aquabats For NYE 2015

JULY: 02 04 07 09 14 19 23 30

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AUGUST: 07 - First Fall Concert 15 – Have Research For Q1 Programming Completed 24 – Begin Legal Preparation For Artist Riders

SEPTEMBER: 01 04 08 15

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Have January Programming Booked Second Fall Concert Begin Design of January Schedule Flyer, Begin Design of NYE Flyer Begin Design of Email Blast Third and Fourth Fall Concerts Hit on Social Media Have January Schedule Included Have NYE Announcement Tease Have RJD2 and Aquabats Under Contract Release January Schedule, Release NYE Teaser (Online)

OCTOBER: 02 - Third Fall Concert 08 - Release Schedule Flyer, Release NYE Artists and Flyer, Release Media Alert for NYE Event, Send Out Pitch Letter for NYE Event, Release Email Blast 10 - Tickets On Sale for NYE Event

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CALENDAR (CONT.) OCTOBER CONT. : 13 - Contact Balboa Restaurants for NYE Event 15 - Contact Local Businesses For Gift Baskets For NYE Event 22 - Contact Bartenders and Servers for NYE Event

NOVEMBER: 06 12 17 26

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Fourth Fall Concert Design and Print VIP Invitations for NYE Event Send VIP Invitations to Important Community Members Hire Photographers, Secure Bartenders for NYE Event

DECEMBER: 01 - Order Decorations for NYE Event, Order Disco Ball/ Ball Drop for NYE 15 - Campaign in Balboa Area To Get Social Media Follows For Cheap Giveaways and Promote Upcoming Events (Release of Theatre, Entertainment) 17 - Campaign in Orange County Area To Get Social Media Follows For Cheap Giveaways and Promote Upcoming Events (Release of Theatre, Entertainment) 19 - Campaign in L.A. Area To Get Social Media Follows For Cheap Giveaways and Promote Upcoming Events (Release of Theatre, Entertainment) 29 - Ribbon Cutting For Theatre 31 - NYE 2015 Event

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BUDGET

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BUDGET (CONT.)

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PART II CAMPAIGN TACTICS

EVENTS POSTER

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MEDIA ALERT

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EMAIL PITCH

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RADIO PITCH

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NEWSLETTER

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FEATURE ARTICLE Right Time, Right Place: The Balboa Village Theatre Is Capitalizing On The Times

by CJ Simonson

It’s hard to say it’s the right time and the right place for anything. Inevitably, life happens. But after twenty years, the people of Newport can definitively say it seems like the right time, and the right place, for the re-opening of the Balboa Village Theatre.

Much has been said about the vision behind the theatre, and the catalyst for the theatre’s re-opening, Steve Beazly, and even the location of the theatre itself, Balboa. But the revitalization of the theatre, with the vision Beazly has for it, feels almost too perfect. Like a singular moment standing still, waiting for the doors to open and performers to take the stage.

With a 70% focus on live music and entertainment, and a 25% focus on movies, the style of programming combined with the oversaturation of event production in Southern California could easily have failed ten, even five, years ago.

On the film side of things, never in the history of film distribution has one-night-only screenings of films been so popular. Music documentaries and live streams of operas have never been more popular, or more accessible. Re-releases of older classics have been very successful with brands like Cinemark, or the Alamo City Drafthouse. And being in the Los Angeles area, Q&A’s with industry leaders run rampant.

The goal of the Balboa Village Theatre, as it has been laid out in the month leading up to its release on January 1st, 2015, has been to provide something more unique in regards to the way movies are approached. And if their ambitions are able to match their output, it will be not only an arts mecca in Newport for film distribution, but also a unique experience for this area of Southern California. The first month of the theatre’s opening includes forward thinking programming, including a live podcast taping with comedian Marc Maron, Doug Benson’s Movie Interruptions, and a sing-along to R. Kelly’s Trapped in the Closet.

Musically a grey area exists in the industry, but not for the theatre itself. Consider this: The exposure of bands due to the internet has never been greater. Shows that would have been legitimately underground 15 years ago, i.e. the house parties and basement clubs that exist only in punk rock lore, were hard to capitalize on. While the grey area only gets bleaker, it keeps bands on the road more frequently, and what will be the result? A thriving independent scene in Balboa.

Bands that once only had an appropriate home in Los Angeles playing The Echo and the Echoplex, among other tiny less notable venues, now have a place to stop. Groups like Screamin’ Females or Hindu Pirates or even older, less prevalent acts like the Gin Blossoms, dominate the beginning slate of musical acts for the theatre, and it’s a thriving market to attract, not in regards to record sales but certainly with ticket purchases.

With an opening lineup that skews various demographics, from internet dwellers (WTF with Marc Maron) to old fogies (Gin Blossoms) to once-in-alifetime screening events (The Black Lips documentary Kids Like You And Me), it is easy to see how the time and the place of the Balboa Village Theatre’s resurgence fit together.

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BROCHURE

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PRESS RELEASE

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WEBSITE

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TWITTER ACCOUNT

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DIRECT MAILER

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BIOGRAPHY “This really is the opportunity of a lifetime. I’ve been blessed with some great opportunities, but never one that’s so poignant. The sky’s the limit.”

Steve Beazley, newly appointed CEO of the Balboa Performing Arts Theater Foundation, is a man of unstoppable insight and drive.

Beazley’s interest in performing arts has been a common thread throughout the entirety of his life beginning with his membership in the South Coast Repertory’s acting company in the early 1980s and his work for many years as a seasonal employee at the OC Fair & Event Center. His hard work and dedication to the fair paid off as he moved on to hold a 10-year position on the fair’s board as senior vice president, followed by fairgrounds president and CEO from 2008 to 2012. Since then, Beazley has overseen the renovation and reopening of Costa Mesa’s Pacific Amphitheater, becoming one of Southern California’s more popular outdoor venues, and has consulted with Pacific Symphony, OC Great Park, and the Simon Foundation for Education and Housing. Beazley, a Costa Mesa resident, also holds a doctorate in clinical psychology from Pepperdine University, with which he served four years as a professor at Pepperdine’s Graduate School of Education.

To the casual eye, Beazley may seem like any other qualified member of the arts field, that is, until his enthusiasm and passion for his work is revealed. He shows commitment to his career, approaches opportunity with insatiable ambition, and leaves a lasting impression on those around him. Moreover, even after all of his years of work, Beazley’s success has not slowed. On September 1, 2013, due to his visionary leadership and strong history with the Orange County community, Beazley was chosen from nearly 100 candidates for the position of CEO of the Balboa Performing Arts Theater Foundation. As Board Chair Todd Pennington states, “we couldn’t be more excited. He’s extremely passionate and has a great track record of success and working with boards, and we look forward to working with him.”

With his newly appointed position, Beazley was tasked with heading the revival of the 86 year-old Balboa Theater. Before its close in 1992, the theater was a stage for vaudeville, silent movies, an art house, and adult theater, however for the past 20 years it has been left dark and unused. When Beazley stepped on the scene, it became his mission to restore the venue to its former glory, as he notes, “we’re in the process of turning skeptics into optimists again”. Beazley sees the theater as a means for community growth and feels that this is the right time for the theater to make its best effort. As Pennington agrees, “we know his energy and enthusiasm will help us transform this long dormant community asset into a popular gathering place for outstanding arts experiences that will form the centerpiece of the continued revitalization of the Balboa Village.” Steve Beazley is no doubt, Orange County’s man of the hour.

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PART III CAMPAIGNRESEARCH

VENUE FIELDTRIP The Balboa Village Theatre is not putting on any events yet as it is in the middle of renovation plans.

Our team chose to meet with Steve Beazley, CEO of the Balboa Performing Arts Foundation, on site at the theatre to get a real idea of what everything would look like and what the ambiance would feel like in and around the theatre. Beazley first took us through the renovation plans: 300 retractable seats, a roof-top entertainment deck, a lobby, offices and facilities on the second floor, all creating an ideal multi-purpose venue. Beazley also explained the main purposes of the venue; it will first and foremost be a music venue, then come comedy acts and theatrical performances followed by film and private rentals. In addition, the theatre will promote education in the arts by holding acting classes as well as internships for college students.

After the meeting at the theatre, we walked around Balboa Village to get an idea of what businesses surround the Balboa Village Theatre. Beazley had explained that partnerships with the restaurant, bars and the inn were going to be beneficial to the theatre. We realized that the ambiance around the theatre is what really sets it apart from other venues in Orange County that do not have nearby dining and entertainment options. The location will not only appeal to customers, but also to the performers who will be provided with lodging in the inn directly behind the theatre and two steps away from the beach.

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BOARD MEMBER INTERVIEWS TODD PENNINGTON (BOARD CHAIR) As Board Chair of the foundation, Todd Pennington is in charge of running the meetings, going over the agenda, and making sure that the organization stays true to its overall mission. After having the opportunity to talk with Pennington over the phone, we gained a little more insight on the Balboa Theatre project. Right now, their main focus and drive of every meeting is fundraising and building a diverse board that represents the Newport community. This allows them to expand the depth of the board which he believes is one of the biggest changes from the way it was ran in the past (when it really only consisted of 4 members). In addition, some of the other changes between this time and last is the renewed commitment with the city, the construction that is taking place currently, and most importantly the hiring of Beazley in September 2013. With Beazley spearheading the organization, they have already begun implementing community alliances with businesses and neighboring hotels.

Although it is important that they gain local support from the city, Pennington also talked about their goal of making the theatre a destination. Not only do they want the surrounding community to attend events, but they also want it to be on the radar of all Orange County residents. The intimacy and modernization of the theatre is what he believes will differentiate them from other large venues and performing arts theatres in the area. According to Pennington, the theatre has been in need of renovation for years and has lost almost all of its modern elements as well as safety features. With the help of an award-winning architect and a construction plan for the next year, the Balboa Village Theatre is well on its way of becoming “the next big thing.” “It has always been a great location and a great idea, it just needed a new beginning,” said Pennington.

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BOARD MEMBER INTERVIEWS JANET RAY (VICE CHAIR) After speaking with Janet Ray, we were able to understand a little bit more about plans for what the new Balboa Village Theatre will entail. Ray has been on the board for about 6 to 7 years now and has been a key component in getting the theatre back on its feet. Although she was not actually on the board when the theatre was open over a decade ago, she believes that this time will be different because they have the most important element: city support. After the city of Newport Beach bought the theatre back in 1998, it has taken leaps and bounds toward revitalization. Ray said not only is the mayor of Newport very supportive of the arts, but that there is also a lot more city and community support now then there ever was in the past.

The theatre will maintain keep its traditional emphasis on ďŹ lm but will also focus on music, some theatre and various other educational components.

In regards to fundraising, Ray talked about how imperative it is for the board to constantly be thinking of creative ways to bring in funds. This includes cultivation techniques like holding donor receptions. When asked about their main goal in the reopening of the theatre, Ray spoke about the importance of bringing the city back to its previous state as an entertainment hub. They believe that the theatre can aid in making downtown more appealing with a focus on culture and entertainment. In addition, the theatre plans on building relationships and collaborations with surrounding businesses and organizations like Explore Ocean.

She also agreed with Todd Pennington that the new CEO, Steve Beazley, has taken on the role of making sure that this becomes a matter of importance. The theatre has been in the dark for over 20 years, but Ray and other board members believe that with the leadership of Beazley and the newly gained support from the city, the Balboa Village Theatre will thrive after its grand opening in January of 2015.

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STEVE BEAZLEY (CEO) Much of the interview with Steve Beazley played out similarly to our visit to the actual Balboa Village Theatre but it was a wealth of information. Beazley helped to clarify a couple of marketing points, including what in a campaign they are looking to highlight. More specifically, he wants to focus on the intimacy of the theatre and wants to get the community involved. Also we know more specifically their approach for film, which will focus on independent films and not first run pictures, which gives us a better idea of the types of mock programming and audiences to focus on. Lots of the questions it appears are still being fleshed out for answers, but the picture is mostly formed on our end and we think we can make assumptions about what creative liberties the theatre will assume.

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FOCUS GROUPS We set out to Newport Beach to conduct our research in a downtown area that is considered a hub of Newport activity, roughly ten minutes driving to the heart of the Balboa Village area. We went on a Saturday afternoon and interviewed people inside of local shops and bars, approaching groups of between two to four people in our target age group of young adults. One of our main goals was to measure the current awareness and to gauge potential interest in the Balboa Village Theatre. We started by asking more generalized questions about nightlife, music interest, and entertainment ventures. At the end of our conversations we asked how often they visited the Balboa Village, and finally if they had heard of the Balboa Theatre in its past, or of its reopening.

The age demographic of our participants was between 19 and 32. Prior to conducting the focus group, we ensured that all of them were Newport residents. This was important as it is our goal to better our understanding of the local demand for nightlife and entertainment. We spoke with a total of 12 people, eight of which were males and four females. The participants included Chase age 26, Tim age 28, Rachel age 19, Michaela age 19, Courtney age 22, Eric age 32, Darren age 24, John age 24, Thomas age 23, Sean age 23, Alicia age 22, and John age 22. The participants we chose were out and about enjoying the freedom of the weekend.

We conducted interviews in a local juice bar, Rudy’s Pub and Grill, and Bear Flag restaurant. We chose these three different locales because we wanted to ensure a social market sample. The public we used is our primary target market for the Balboa Theatre’s reopening, because they are least likely to have heard about the Theatre’s history, and most likely to be interested in the Theatre’s new take on programming and renovation.

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From the answers of our participants, we gathered that the most desired genre of music is a combination of rock and alternative, a little county, and with surprisingly only one person favoring hip-hop and pop.

When discussing how much they were willing to pay for a ticket to see a favorite artist of theirs, the answers varied. It ranged from 20-25 dollars ideally, but more realistically 40-120 dollars. They said this was dependent on primarily the artist performing, as well as the venue itself, more specifically its size and standing versus sitting arrangement. Our participants expressed an interest in going out once or twice a week, but did not find nightlife in Newport to be of key importance. As participant Chase age 26 expressed, “I wouldn’t say Newport is the hub of night life, but I guess in this area it’s got enough going on that it has the potential to be fun”. Besides nightlife the other interests of the participants included surfing, sports, spearfishing, camping, the beach, and as some mentioned, music. Of all participants asked, people admitted to rarely visiting the Balboa Village area, apart from Michaela and Courtney ages 19 and 22, who said they made it out there once every two to three weeks.

In general, the Balboa Village was largely unfamiliar and undesirable to this demographic, and in addition twelve out of twelve participants answered no to if they had heard of the Balboa Theatre. Following the conclusion of our questioning, we explained our motive behind the interviews and a brief overview of the Balboa Village Theatre’s plans for reopening. Upon our explanation, every participant expressed enthusiasm in the project, and said it would be something they would be interested in. Ultimately, we gathered that this public is particularly interested in the theatre’s reopening, however this specific demographic currently lacks interest in the Balboa Village and awareness of the theatre itself. The theatre’s reopening brings a strong potential to attract this demographic to the area, however it will require extensive efforts in the pursuit of awareness.

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SURVEY ANALYSIS The survey of 100 Chapman students was conducted with the primary goal to assess college students’ priorities when it comes to performing arts venues.

Out of the 100 respondents, 20% are male and 80% are female. All respondents reside within the Orange County area, making them a prime target audience for the Balboa Village Theatre. When ranking the different types of performing arts that will be showcased at the Balboa Theatre, including music, dance, theater arts, film, and comedy, 56.57% ranked music as number one, 11.11% ranked dance as number one, 11.11% ranked theater arts as number one, 14.14% ranked film as number one, and 7.07% ranked comedy as number one. On average, music was the respondents’ first choice, film was their second, comedy was their third, dance was their fourth and theater arts as their fifth. The popular music genre preferences among respondents are alternative, R&B, pop, country, EDM, reggae, rock and hip hop.

When asked how much they would be willing to pay for concert tickets, 53.54% said that would pay $50 or higher. Decreasing from there, 34.34% said they would pay $30-40, 26.26% said they would pay $20-30, and 12.12% said they would pay $10-20. This information suggests that Balboa will be able to maximize their profits by charging higher prices for tickets. 80.61% of respondents said they prefer an open floor, meaning the seats are pushed back completely so there is room to dance and stand. Contrastingly, 19.39% of respondents said they prefer to be seated. From this information, we can gather that, depending on the performance, the Balboa Theatre should offer both seating and an open floor for its guests. However, this is also dependent on the type of performance taking place. Concerts typically call for an open floor, where as theater arts and dance shows require seating because these performances are not as interactive. One

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question of the survey was an open-ended question that asked respondents to list preforming artists they would like to see in a small concert venue. Although there were hundreds, some popular choices include Mumford and Sons, The Neighbourhood. Imagine Dragons, Lorde, Cherub, RAC, and many more. Lastly, when asked to rank ticket prices, accessible parking, location of the venue, artist performing, and food and alcohol options from 1 to 5, a majority, 89.09%, ranked artist performing as their top priority. Ticket prices were on average ranked as number two, location of the venue was ranked as number three, alcohol and food options was ranked as number 4, and accessible parking was ranked as number 5.

The conclusions drawn from this survey accurately portray the desires of The Balboa Village Theatre’s primary target audience. Responses were in multiple choice, ranking, and open answer form, allowing for variation in respondent’s answers. Although this survey was only open to young adults at Chapman University, it still appropriately reects how other young adults and college students feel in the Orange County area.

From these responses, we can conclude that Balboa Village Theatre should prioritize having music artists perform over other types of performing arts. We can also conclude that the artist performing is the most important factor young adults will look into when deciding to purchase tickets. We can also utilize our list of suggested artists that young adults would like to see at the concert and contact their booking agents in order to generate buzz and hype about the Balboa Theatre. Questions that we would like to explore further include what days and times young adults would prefer to attend a performance.

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SURVEY QUESTIONS

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SURVEY RESULTS

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TREND RESEARCH ORANGE COUNTY

In the ever-evolving field of entertainment, keeping up with the times and current trends is crucial for staying relevant. Especially pertaining to music and other live performance venues, in order to maintain a steady clientele adapting to developing trends is key. With over 25 theater and entertainment venues in the Orange County area alone, the need for live performance is competitive, yet it continues to grow.

In order for the live entertainment field, music in particular, to cater to younger generations, it is important for venues to think ahead before competitors catch on to successful ideas. Being original is important, as success has been shown to lie in unconventional venues that draw consumer interest. Some of these include pool decks, rooftops, and other outdoor venues. Especially being so close to Los Angeles, people who attend live entertainment venues are excited by distinctiveness and are drawn to places that will give them a new and unique experience. It provides an escape from reality as there is a certain magic about live venue performances, which is why it will never go out of style.

Another trend in this industry is the dependence on viral marketing. Word of mouth is the most cost and result effective in this digital world. Performers can create their own buzz through the use of social media, which not only assists venues in filling seats, but excites artists about performing at live venues.

For most of the similar organizations in Orange County, non-profit theaters and performance venues rely heavily on volunteers.

The Segerstrom Center of the Arts as well as the Laguna Playhouse for example, accept volunteers to assist with special events, to be a docent or usher during performances, to help with mailings and promotional materials, and even to be interns.

In addition, although some theater companies get creative with fundraising, most often through gift planning and large donations they offer benefits including special access to shows. Overall, live venues in Orange County are still largely relevant and my guess is they remain that way with proper adaptation to the current live entertainment industry trends.

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CALIFORNIA California, a major influencer in the music scene, is home to many well-known concert venues. Ranging from large amphitheaters that entertain hundreds of concert-goers a night, to small intimate venues that provide a more personal experience, California has a wide selection of venues to choose from. San Francisco and Los Angeles are two of California’s music hot spots, with dozens of venues in each city. In San Francisco, music venues include the Great American Music Hall, the Independent, the Fillmore, and the Saloon. Each of these venues welcomes a variety of musical genres and caters to a multitude of people. Similarly, Los Angeles has a wide array of concert venues, including the Hollywood Bowl, the Fonda, and the Gibson Amphitheater. These popular venues feature big artists, seeing as San Francisco and Los Angeles are desired music destinations.

The music scene is rapidly growing statewide, thus growing the demand for concert venues.

Although smaller-scale venues are common, California prides itself on concert venues that don’t only showcase great artists, but intricate architecture and classy dining as well. This goes to prove that concert-goers don’t only go to venues to satisfy their ears, but their eyes, and possibly taste buds as well. For example, the Great American Music Hall in San Francisco features marble columns, rich aged wood, and a contemporary kitchen.

However, music festivals, a trend taking over the music scene, have been favored over one-night concerts. Instead of enclosed walls and permanent stages showcasing artists, open land and transportable stages and tents are now attracting artists and fans alike. In California, Outside Lands and Coachella are up and coming music festivals that are taking the place of stationary venues. Coachella Music Festival, residing in Indio, attracted approximately 90,000 people. Outside Lands Music Festival, in San Francisco, reigned in approximately 65,000 people. With these big-name music festivals, consumers now find themselves spending more money on weekend passes, rather than one night tickets at stationary concert venues, such as the Wiltern Theater in Los Angeles. Regardless, the upward trends in the music industry signify that music is an undying entertainment service that will only call for more venues in the future.

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TREND RESEARCH (CONT.) NATIONAL

With the Balboa Village Theatre still unsure of its course of action as either a music venue or a performing arts theatre, we have focused the national research primarily on music venue trends. The trends in music venues and performing arts centers are very similar.

One trend we noticed through our research was that a music venue can help many local businesses thrive. Whether it is located in a small town, or a big city, restaurants, hotels, bars and clubs located within close proximity to the music venue have seen their profits rise. Businesses on Balboa Island will likely grow in popularity with a music venue being close by. This music venue could bring more people from out of towner’s as well, which benefit the neighboring area. A common business plan for music venues is to pair up with local restaurants and bars, which generates a larger turnout for each.

Trends show that many bands and musicians owe their music careers to smaller music venues. For example, Simple Plan started off opening for Bowling for Soup at a small theater in Denton, Texas. The day after the show, Simple Plan blew up and now they are superstars. These success stories out of small venues bring in more and more artists and put the venue on the map.

With the location of Balboa Theatre close to the Los Angeles area, a lot of music producers are likely to check out these smaller bands to sign them if they have the talent. We believe that the Balboa Theatre would be a good starting point for a lot of artists. In return that will help the theatre become a popular venue to play at.

Overall, on a national level music venues are most successful when they have the support of the local community, bands and artists. Throughout our research, we have discovered that as long as competing music venues book different types of genres of artists, they can be successful. A common trend is to have a venue pair up with a restaurant or bar. This generates a larger crowd for both. In addition, opening night for venues are crucial. Showcasing artists and the type of music the venue will focus on will set the stage for the concerts to come. With the Balboa Theatre competing with venues such as the Yost Theatre, which promotes more club DJs, it should book music for a different audience in order to be successful.

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INTERNATIONAL International trends in music venues and performing arts centers are beginning to become more well known as international and national trends are merging together with the unifying nature of current technology, word of mouth, and social media. With this technology comes a recent trend of individuals in the newer generations less interested in going to live performances, and more attracted to the idea of watching performances and listening to music in their own time. This means a recent increase in the value of recorded performances, but it does not mean live venues are going anywhere anytime soon. It implies that audiences are becoming more choosy with where they want to spend their time, and it means that venues need to provide a special experience in order to make it worth the viewer’s time.

Internationally, more and more concert venues are becoming multi-purpose and provide both musical, theatrical, and dance performances in one venue. It is also a current trend abroad for cafes and bars to turn into venues at night, often offering cheaper prices, drink specials, etc. International articles also highlighted the importance of emphasizing the unique architecture of a building to clients, and the successful trend of tying natural elements into live performances, such as strategically timing the beginning of a show in order for viewers to watch the sunset. Overall, the most important trends all revolved around making audiences feel special, and giving them a worthwhile reason to want to leave the comfort of their homes to see something special.

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TREND RESEARCH (CONT.) SOCIAL MEDIA

With our client’s desire to establish a name among performing arts theatres and music venues, we decided to focus our research on how social media is used by competitors in Orange County as well as how it intertwines with the performing arts in general. Social media is being used more and more by the performing arts to increase the number of attendees as well as generate buzz. According to musicalamerica.com, 30% of ticket buyers are influenced by a Facebook post to attend a concert and 30% of buyers use social media to invite friends to attend with them. In addition, buyers using social media links tend to buy their seats earlier than all other buyers.

Theatres and venues are starting to get more creative as social media becomes one of their primary sources of marketing.

Instead of focusing solely on ticket sales, they are also focusing on engaging the community and building a following. Using platforms like Twitter, Facebook and YouTube, arts organizations provide information regarding interesting or educational facts, upcoming events, behind the scenes looks, or discount codes for tickets. Some theatres and venues are even setting aside “tweet seats,” which allow patrons to live-tweet during performances using the show’s specialized hash tag.

Venues, like The Roxy Theatre in West Hollywood, started out with a blog to gain an online community and quickly transitioned to Facebook and Twitter to keep their audience updated about performances and other club news. It also uses Twitter to help other businesses in the community by using shout outs to support local venues and gain followers in return. In addition to Facebook and Twitter, The Yost Theatre in Santa Ana has also turned to Instagram where it can post videos and photos everyday to keep followers interested and updated.

Overall, the most important trend we found in our research was consistency and creativity. Competing organizations like the Laguna Playhouse, the Segerstrom Center of the Arts, and The Yost Theatre are consistently active on various platforms to promote and entertain, each one posting or tweeting at least every day if not a few times a day. We found that it is important to stay relevant and stand out creatively as well as be personable with your followers.

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TRADE PUBLICATIONS/PROFESSIONAL PUBLICATIONS The Balboa Theatre seems to be making moves at the right time for the right audience.

During the initial pitch, artists like Capital Cities and Portugal the Man were getting thrown around for a venue that was described as 600 seats, and later confirmed was around 1100-1200 person standing room capacity. According to Pollstar, both bands mentioned have been playing similar size clubs like the 9:30 Club in Washington, DC (1200 person capacity), The Rave/Eagles Club in Wisconsin (1500 capacity), The Observatory in Santa Ana, CA (1100 capacity) and the Ogden Theater in Colorado (1500 capacity). While the highest grossing tours of any given year are traditionally arena sized, when the indie crowd comes out to shows they generally commit. The trick, as articles have proven, is getting those people to come out for concerts.

Lists of the best venues in California or Southern California tend to mostly focus on the Los Angeles/Hollywood area, and while most bands elect to hit Los Angeles rather than Anaheim, the number of midlevel venues in the Anaheim area is limited. In fact, The Balboa Village Theatre truly only has 3-4 direct competitors, namely the Grove of Anaheim, House of Blues Anaheim, The Observatory, and potentially several Pomona venues.

Industry information would indicate that The Balboa Theatre’s existence is reason enough for promotion. People in truly the Anaheim/Santa Ana/Long Beach areas lack a place to see bands like Portugal the Man and Capital Cities. From a public relations standpoint, the biggest obstacle will come from what types of artists the venue wants to book and finding an effective niche; one that does not include older acts (The Grove) and isn’t an indie/younger punk scene (The Observatory), but rather existing somewhere ideally in the middle.

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COMPETITIVE LITERATURE ANALYSIS THE BALBOA VILLAGE THEATRE At the current time, the Balboa Village Theatre has virtually no information online, which puts it at a disadvantage. Granted the project is still in the developmental phases and little can be expected while details are in flux, information on the village itself does exist and a site needs to be devoted to the progress of the project and the history of the theatre. The current site for the village itself very nicely combines information on the various establishments that dwell in the Long Beach/Balboa area.

The Balboa Village Theatre’s lack of current literature and information is both a minus and a plus from a public relations standpoint. It has all of the pieces in place on their website, including prominent links to an Instagram feed, a Facebook page, as well as Twitter and Google+. This foundation is a huge plus on any level; even without any type of content or direction, building followers is great on social media because you don’t lose them. This also creates a blank slate. Because there is no built-in direction already established, you can take time to build whatever content and voice you want.

The downfalls of all this is that content has to be prepared by someone and in the early planning phases of any social media push, someone needs to be present to constantly update. With the construction and other planning that had to be going on during the early phases of the project, applying content would be difficult. Maintaining interest through Twitter and Instagram for example will be a hurdle that it needs to tackle in order to accurately communicate to its audiences and achieve its end goal. This is particularly since social media is so key to the arts industry.

From discussions with Steve Beazley as well as an analysis of the Balboa Theatre website page and social networking, it would appear that they want to combine both the theatre and the surrounding community (the village) into one entity. This also has its own setbacks. The general public is very media savvy, and knowing that they are not subscribing specifically to the venue but rather the venue AND the neighboring bars, restaurants and stores have the potential to scare off users from social media and website information.

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With this said, if all the content is manageable and the ratio to theatre information to general village information is equal, then its a perfect pairing for everyone involved. The packages that could potentially be built into the ticket prices are a huge plus to driving internet trafďŹ c.

Information on the Balboa Village Theatre should target two things right now: development and construction of the theatre itself and history of the theatre. It is important to establish how important the theatre once was and build hype on what it could potentially be simultaneously.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) THE IRVINE BARCLAY THEATER An entertainment hotspot located in Irvine, the Irvine Barclay Theater, features a wide array of performances, from contemporary dance, to music, to theater arts. With a unique collaboration between UC Irvine (UCI), the city of Irvine, and a private sector, this non-profit organization has provided Irvine with twenty years of “imaginative performing art showcases”.

The Barclay’s goals are to showcase top artists, provide a venue for local and regional art groups, and to improve UCI’s education mission in its School of the Arts. Its national reputation for phenomenal acoustics and intimate vibe can cater up to 750 guests a night.

There is a consistent use of geometric shapes and colors in the Irvine Barclay’s literature, tying together the overall theme of the Irvine Barclay and bringing about an overall aesthetic appeal to viewers. The Balboa Theatre should adopt the Barclay’s creative use of color scheme and shapes. This will enable it to find a common theme in its literature and build a cohesive message for its viewers. Seeing as the Balboa Theatre is attempting to cater to a younger audience, its use of modern style in their graphics and text will allow them to better reach its target audience.

BROCHURE Irvine Barclay’s thirty-one paged brochure highlighting the scheduled performances of the season, displays every performance on separate pages. The introduction of the brochure reveals the scheduled performances and what page their description is on.

As you flip through the brochure, you can read about each performance in greater detail. Every page consists of the name of the performance, the date it will be taking place, and a paragraphlong description of the background of the performance. Near the bottom of each page, you can find ticket prices and a website address to visit if you’re looking for further information.

The context of the brochure is a call to action for viewers to attend the listed shows. Each performance’s detailed description makes the reader grow an interest in the performance and grow a desire to go to the show.

The brochure uses multiple colors and simple shapes to catch the reader’s eye. Each page displays a scheduled performance, with a consistent use of black text and font. A large photo of the performer is also displayed on each page so the reader can put a face to a name. A variety of colors are utilized throughout the brochure, complementing the aesthetic appeal. For example, one page uses shades of pink, orange, red, and blue. Although these colors don’t necessarily complement each other, they bring

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a light, modern, and creative vibe to the text. There is a consistent use of geometric shapes including triangles, squares, and lines. The use of colors and shapes reminds us, as a reader, of modern art, which is a theme Barclay is attempting to portray.

WEBSITE The Irvine Barclay’s website provides readers with information on the Barclay, scheduled performances, how to purchase tickets, how to rent the space, and how to support the Barclay. Each tab on the website invites readers to take action and involve themselves in the Barclay community. The content on the homepage constantly changes, showcasing upcoming events and news happening at the venue. It encourages you to click on different links and interact with the website. Viewers can find the whole schedule online, and can even go as far as purchasing tickets for shows online. The easy accessibility of the Barclay’s website allows viewers to immediately show support by purchasing tickets or donating.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) THE IRVINE BARCLAY THEATER (CONT.) WEBSITE CONT. Black, orange, and white, three contrasting colors, are used throughout the website. Similar to the brochure, geometric shapes are consistent throughout the site. However, unlike the brochure, the website’s aesthetic is not as enticing or exciting to the viewer’s eye. The moving graphics and photos engage viewers to stay on the homepage and see what upcoming events are taking place. Photos of the venue itself illustrates how appealing and fun it is to attend performances there.

PROGRAM BOOK The Irvine Barclay’s program book is a twenty-paged information guide on the organization as a whole. It goes into depth on the background of the theatre, the staff, their donors, and various advertisements, including a Chapman University advertisement. This program is intended to keep viewers informed and shed light on the foundation of the Irvine Barclay. As viewers, we do not feel as if there is a call to action. Although the program is informative and the text and content is descriptive, it does not engage the reader and entice them to support or visit the theatre.

The cover page of the program book is very inviting by using an eye-catching photo of the theater. However, for the rest of the program, the visual aesthetic consists of mainly black text and white background. Including the Barclay advertisements, white and black are the main colors used, with the exception of the advertisements from outside parties. Unlike Barclay’s brochure and website, the program does not have a modern, captivating style. This lack of visual appeal conveys a dull impression of the Barclay to viewers and seems to serve more of an informational purpose.

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THE GROVE OF ANAHEIM The City National Grove of Anaheim, most often referred to as the Grove, is a well-known indoor venue located in the city of Anaheim. It hosts more than 250 various events throughout the year ranging from concerts to comedy shows to live theatre and private events. Its success can be widely contributed to the consistency and easy accessibility of its literature.

The Grove has established a clear brand and theme throughout its various types of literature. It stays consistent with the orange and grey color scheme and each item is easy to read and easy to access. One thing we noticed was that a lot of the venue’s literature could only be found online. Newsletters no longer exist in paper form but instead as an email that can be sent to subscribers and brochures are typically replaced by information found on the website or social media platforms. This access to online information becomes a lot quicker, easier, and more strategic way of conveying content.

WEBSITE The Grove’s website is a great example of how content should be clearly laid out and easy to navigate. The first thing you see when entering their site is a list of upcoming and “just added” events. It also provides a place for the reader to “get social with us” and follow them on Twitter and Facebook. This allows readers to form an online community and support system for the venue. The site also provides information about the different ways to buy tickets making it simple and straightforward for a reader to make their purchase. There is also a place to find directions, create a route planner, and find information on parking. We think this is clever because it makes the website a one-stop shop where you can find everything you need to know to make your experience run perfectly. By taking the time to provide extra information, it shows that they care about their customers.

In addition to well-written and informative content, the visual appeal of the website is also very well done. All photos look professionally done and are consistent with size and framing. The banner photos that are placed at the top when you enter the homepage are not only aesthetically pleasing, but they are also current and relevant to the time. The overall gold/orange coloring found throughout the site gives a prestigious and professional feel toward the venue. The text throughout the site is also clear and consistent. The fonts are all the same and content that is important is primarily bolded or in caps, making it easy to see and read.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) THE GROVE OF ANAHEIM (CONT.) CALENDAR OF EVENTS The calendar of events is an important piece of content for performing arts theaters or venues because it is the best way of displaying upcoming performances to your readers. We have seen some calendars that are poorly laid out and it can become both confusing and overwhelming to view. The Grove’s calendar is organized by month, date, and time allowing people to plan what they want to attend during the next three months. It also provides a place to purchase tickets immediately or check out the Facebook event for that specific show. When you click on the event it gives you everything you need to know about what it is, how the seating is arranged, and whether or not it is a dinner show. The simplicity and organization of the calendar overall makes it that much more appealing to buy a ticket.

The aesthetics of the calendar are once again consistent with the theme and color scheme of the Grove. It provides a highquality photo next to each performer so that you can put a face to the name. It is one of the more professional looking and organized calendars we have seen during our research.

NEWSLETTER We were not able to find a concrete newsletter, however there is something known as the “all access pass” which allows you to receive updates, ticket specials, pre-sales, and information on upcoming events. We felt like this has become their alternative newsletter that they are able to send directly to anyone who wants access to it. This not only gauges the interest in the venue, but also allows for a quick and speedy update to your readers. More often than not, these will be the people buying tickets anyways, so it is important to keep them in the loop and wanting to come back for more.

Although it is a great idea to do a newsletter like this, when we went to test the signup process, we found a slight issue.

Once you sign up for the all access pass, you are supposed to get a verification email that you must confirm. When we received this I clicked on the link and it brought us to a page separate from the Grove and unclear as to what we were supposed to do. This is a huge issue because people rely on “newsletters” like this to hear about upcoming events at the Grove. With this inhibition, they may lose a large percentage of ticket buyers and readers.

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GREEN CITY NATIONAL GROVE One last type of literature that we wanted to mention because we found it interesting was their page on “Green City National Grove.� This is a prime example of using literature to stand out among competitors. If we had not stumbled upon this, we would have never known that the Grove prides itself on honoring the environment through various eco-friendly practices and partnerships. We feel like this could give them a slight edge over competitors, as people like to support those that support a cause.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) YOST THEATER A registered historical landmark located in Santa Ana, the Yost Theater is the oldest theater in Orange County. It features live music, DJ and club nights, corporate and private rentals, a studio space, theater performances, comedy nights, mixed martial arts and sport events and soon a “balcony” and gourmet dining. These different features and the historical aspect of the theater makes it a competitor to the Balboa Village Theater, which also holds historical value and plans to feature many of the same events.

The literature the Yost Theater presents is colorful, yet simple and informative. A website, flyers for each upcoming event and a weekly emailed newsletter intend to attract customers to the venue. The design of each piece of literature conveys a sense of old and new intertwined together to represent the story of the theater while presenting the events in a modern light.

We recommend that the Balboa Village Theatre use the historical aspect to its advantage in each of its pieces of literature along with modern twists (photos and videos) as the Yost Theater does. We also think that a clear layout with all necessary information like the one on the Yost website attracts to all kinds of patrons. Handing out flyers around college campuses will attract many for club nights. However, the Balboa Village Theatre will need to come up with ways to appeal to older audiences through literature as well. A newsletter that reminds patrons of future events seems a good idea, but we would recommend it to provide clientele with in-house information that may not be available on the website: comments, stories, etc.

WEBSITE The website fits the historical aspect of the theater while providing a modern twist that will attract guests of all ages.

The layout of the website as well as the colors (purple, gold, and black background) conveys a classy message to the audience while reminding them of the theater history. However, the posters announcing upcoming events and the information on each event present a modern twist with colors as well as videos of past events. Each poster is surrounded by a gold frame, which still stays true to the historical theme. The photo gallery includes many photos of patrons which gives a good sense of the atmosphere at the Yost Theater and shows the hip modern side of the venue.

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Overall the website is easy to navigate and provides all the necessary information. Viewers will find what they are looking for: directions and parking, calendar grid, a “10 Interesting Facts about the Yost,” etc. It also includes an A/V Specs section, a must for potential artists and promoters. Each feature of the Yost Theater is well documented. One can also find links to the different social media. There is also a newsletter sign up box on each page of the website, which encourages viewers to receive information on upcoming events each week. The website is geared towards all ages. Whether it be the ages of 18+ wanting to attend a club night, or 30+ wanting to attend a theater performance or a live band, the design and balance of modern and historical feelings the website sends out a positive message to all targeted audiences.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) YOST THEATER (CONT.) FLYERS The flyers at the Yost Theater are an exact replica of the posters of each upcoming event on the website without the golden frame. There is a picture of the performer, a title and date. This is a bit repetitive of the website, yet still informative at the same time. The flyers are often handed out to guests after they exit an event at the theater. This is a good tactic because it invites guests to return. These flyers are directed towards a younger crowd, specifically on club nights. Some promoters will come to college campuses and hand out flyers, which is also a good way to bring the information directly to the targeted audience.

NEWSLETTER The Yost Theater emails out a newsletter to its customers each week. The newsletter simply conveys the same information the website does, and encourages viewers to buy tickets. If you purchase a ticket online, you are automatically signed up on the news list. The website encourages viewers to sign up for the newsletter by stating, “Join our Yost Theater mailing list for complimentary admission and updates on upcoming club nights, concerts, events, and news.” However, a member of our team has been on this news list for three years now and has not received complimentary admission or any information other than the one available on the website. This is a good reminder for upcoming events, but it does not convey any new information about the theater to the audience. It suggests some laziness on the part of the theater. One could just look up this information directly on the website. However, one can easily purchase a ticket to an event through the links on the newsletter which is an appealing aspect.

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SEGERSTROM CENTER OF THE ARTS Orange County’s largest non-profit arts organization, Segerstrom Center for the Arts presents an extensive variety of masterfully crafted performances of live theater, music and dance in state of the art facilities. The Segerstrom Center has been growing tremendously since its start in Costa Mesa, California in 1986 and has shown no sign of slowing down. “By 2025, the world’s finest artists and companies will seek to perform first on our stages because we have cultivated the nation’s most enthusiastic, loyal and knowledgeable audiences for important music, dance and theater.” The Segerstrom presents ballet and dance, top Broadway shows that tour cross-country, jazz and cabaret music performances, free public showcases, festivals and special events. Prided on its well roundedness, it also offers educational programs in order to teach Orange County’s youth the inspiration of art. This may pose competition to The Balboa Theatre as it too aims to incorporate youth oriented education programs to teach hands on the trade of the music and performing arts industry. It has four performance halls total holding up to 3,000 seats with its most intimate spaces of 250 and 500 seats of which most closely resemble that of The Balboa Theatre. Despite the difference in The Balboa Theatre’s new target market and contemporary spin, The Segerstrom’s broad range of programming, particularly pertaining to music, as well as its prominence in the community sets this center as a viable competitor to the Balboa Theatre.

WEBSITE The Segerstrom Center for the Arts website offers extensive and well-organized information. The introductory sections including the mission statement, background, and history are constructed in an articulate yet clear and concise manner, leaving the reader with a substantial overview of the center. In addition, the site also presents a virtual tour of the center highlighting each hall as well as artists in action, detailed images and features of each performing arts venue, tour information, how to connect on social media, shopping, dining, and hotel recommendations in the area, and much more. Its clear and consistent content give it a great competitive advantage over others that are less expertly developed, as websites are often the first go-to platform.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) SEGERSTROM CENTER OF THE ARTS (CONT.) Visually, the website is well designed. The color scheme of orange, black and white with brown accents is easy on the eyes and reflects the center well, as these colors can also be found within the venues themselves. Each page is consistent with its layout and the site is exceptionally easy to navigate. In addition, the images included on the site are of great quality, which adds to the credibility of Segerstrom’s site. With the cohesive color scheme and user-friendly interface, the site is ultimately effective.

THE SEGERSTROM REVUE The Segerstrom Revue is the center’s weekly publication similar to a newsletter. It keeps its viewers and subscribers updated on current information, events, and featured guests, and has each month’s publication archived back until the Revue’s creation in May 2009. It also presents a photo feed of the center and its recent highlights as well as a detailed event calendar and most importantly, well-crafted articles sharing Segerstrom’s latest and greatest works of the month.

The same color scheme of the website is carried through to the Revue and the design is sharp and modern. The use of boxes and square images keeps the page uncluttered and directs your eyes effortlessly across its entirety. This is essential for online publications as maintaining reader interest is key in an era of over saturation of media content.

VIRTUAL BROCHURE Segerstrom has a virtual brochure featuring mainly their prestige in the field of dance. Although it consists of less written content than Segerstrom’s other platforms, it illustrates well the power of dance and the importance the center places on this area of performing art. It highlights dancers and choreographers appearing at their World Premier Events and shows, quotes performance reviews, and uses inspirational verbiage to excite the reader about their dance in general.

When initially viewing the brochure, the dynamic aesthetics caught our eye immediately. Strong and vibrant images, intriguing text alignment, and great contrast made us want to keep browsing. The brochure is of professional quality and effective in a visual sense, however most often brochures are meant to contain important information so we do not think competitively, this would be an effective means of disseminating information compared to potential competitors

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THE LAGUNA PLAYHOUSE The Laguna Playhouse is a theater located in Laguna Beach, California. Founded in 1920, this 93 year old theater is “a cultural treasure for all of California”. The Laguna Playhouse features live theatre events. It also provides educational programs and outreach to the community. Its mission statement is, “To enrich lives through the magic of live theatre, to provide educational opportunities for children and adults, and to create experiences that stimulate cultural and social interaction and inspire our community”. The literature and writing on the website centers around the idea of creating a special and unique experience for the customer that will “keep you coming back again and again”. It also plays up the fact that it has indeed been around for a long time, giving it a rich and credible history. Much of the writing on the website speaks directly to the reader; “How fortunate for you to have a place where you can retreat for such experiences. How lucky we all are to have the Laguna Playhouse. It’s your theatre”.

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COMPETITIVE LITERATURE ANALYSIS (CONT.) THE LAGUNA PLAYHOUSE (CONT.) The Laguna Playhouse is a 420-seat theatre, making it a close competitor to The Balboa Village Theatre, size-wise. According to the FAQ sheet, the Laguna Playhouse typically holds five full-scale productions throughout the year, including approximately 36 performances. Monday nights are known as “dark” nights”, meaning the regularly scheduled shows do not play, and they often hold separate events instead. This aspect is similar to the Balboa Village Theatre, in that it will have different types of shows each night. It is not as much a competitor because the Laguna Playhouse focuses primarily on live theatre events, whereas the Balboa Village Theatre plans on showing a diverse range of performances.

The Laguna Playhouse offers many opportunities for education in the arts, which could be a competitive factor toward the Balboa Village Theatre, as that is something it is hoping to focus on as well. Education opportunities include, The Laguna Playhouse Youth Conservatory, a Youth Theatre, Classes and Workshops, and a program called TheatreReach: Bringing Books to Life. Perhaps the Balboa Village Theatre could set itself apart from the Laguna Playhouse education programs, through offering educational programs in fields other than the performing theatrical arts.

The most impressive marketing strategy the Laguna Playhouse offers in our opinion, is its website, which has thorough facts on the history, specific programs, and information on dining and other recreational venues surrounding the theatre. The design technique is simple, yet easy to navigate and portrays a classy and elegant ambiance. The Ticketing link even includes an option to purchase gift certificates, a ticket exchange, and group sales, all of which are customer friendly. There are two links standing alone in the right hand corner, one of which is a contact button, and the other, a link to join a mailing list and electronic Newsletter. This is a very smart move on the theatres part, because it automatically sets up a list of people that you know have a current interest in attending events at the theatre. It offers, “Behind-the-scene, special offers, and more!”, which further entices the customer to sign up. Once the customer has signed up, they will be easier to market to, and the website makes sure to also include that anyone can be taken off the list if so desired.

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WEBSITE

THE LAGUNA PLAYHOUSE

The Laguna Playhouse also offers its own YouTube channel with a link embedded on their website directing customers to YouTube.

There are currently thirty clips on its own channel, all of which portray some aspect of either a play or the production of a play. The most recent clip is from one month ago. A YouTube channel would be a very smart tool for the Balboa Village Theatre to utilize. We believe that it could increase views on its clips, because it could offer variety of performances, not solely theatrical clips. Viral videos are huge these days, and with the right montage of performances and enticing videos, a YouTube channel has the potential to be an extremely cost effective marketing opportunity.

YOUTUBE Many of the flyers we were able to find on the Laguna Playhouse were about workshops and educational opportunities for youth.

The flyers were fairly simple with a photo of children, contact information, a brief description of the workshop or event, and a sheet to fill out and send in/bring in, to sign up. The Balboa Village Theatre could make its flyers look more appealing, through including a photo of the prime location, perhaps a beach shot since after all, who doesn’t love the beach? The idea of including a section for people to sign up right away for the event, is a very strategic idea the theatre could utilize in order to get people on board right away.

FLYERS Overall, the Laguna Playhouse does a fairly thorough job of marketing, mainly through its website and online tools. The main emphasis for marketing focuses on its history, education programs, and providing a classy and worthwhile experience. We believe they could improve their YouTube channel by showing more diverse types of clips. One main competitive advantage The Laguna Playhouse has over The Balboa Village Theatre is that they have been in operation for longer. An advantage that the Balboa Village Theatre will have, on the other hand, is that it will have a variety of performances rather than solely live theatre. This will allow for a more interesting and entertaining marketing campaign.

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EVALUATION CRITERIA AND TACTICS Objective 1: Establish an official Facebook page for the Balboa Village Theatre and obtain 3,000 followers by December 2014.

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Track the number of Facebook fans three months prior to December 2014.

Track comments, likes and shares on the Facebook page on the first day of each month prior to December 2014.

Objective 2: Establish an official Twitter account for the Balboa Village Theatre and obtain 3,000 followers by December 2014.

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Track the number of Twitter followers three months prior to December 2014.

Track the number of favorites, retweets and replies on the Twitter account on the first day of each month prior to December 2014.

Objective 3: Invite a minimum of Southern California reporters and bloggers to cover the Balboa Village Theatre grand opening party on New Years Eve of 2014.

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Track the number of responses to grand opening party invites.

Record the names of the reporters and bloggers unable to attend the party and offer them alternate dates to tour the theatre.

Objective 4: Begin the promotion of the programming in October 2014 through email blasts, social media and local news coverage.

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Track number of media hits each week starting October 2014.

Track the number of Twitter followers, favorites, retweets and replies starting October 2014.

Track the number of Facebook fans, comments, likes and shares starting October 2014.

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LIST OF PUBLICS LIST OF PUBLICS: 1. Current donors 2. Potential donors 3. Young people (18-26) 4. Independent education productions 5. Board of directors 6. Newport Beach residents 7. Balboa Village business owners 8. 40+ age group 9. Current Volunteers 10. Potential Volunteers 11. Booking agents/Managers 12. Local government ofďŹ cials 13. Performers 14. Local performing arts centers

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PART IV BIBLIOGRAPHY

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Trela, Christopher, « Balboa Theater Hires Steve Beazley as new CEO », Newport Beach Independent, Sept. 13, 2013. Print. http:// www.newportbeachindy.com/balboa-theater-hires-steve-beazley-new-ceo/

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Thank You To: Christopher Trela Steve Beazley Todd Pennington Janet Ray The Newport Beach Community Chapman University Dodge College of Film and Media Arts Book By: Jamie Carroll Carolyn Croce Leah Miller Charlotte Silverstein Cristopher Simonson Amy Williams 2013

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