DANC E LaVerne Meier School of
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MN Michelle Niewald Senior Capstone Prof. Laura Flacks-Narrol
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CONT EN T S Executive Summary Research Objectives Strategies Tactics Budget Timeline Evaluation
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M U M A RY S Purpose The purpose of this marketing plan is to enhance the overall business operations of LaVerne Meier School of Dance. By enhancing community-facing communication, LMSD will experience an increased student retention and gain new, loyal students. LaVerne Meier currently pays for newspaper and yearbook advertisements and marches in two parades per year to “get their name out there.� These tactics produce inconsistent results from year to year. By creating a finite communication plan with a method for evaluation, LMSD will save time and money while growing business.
Research Primary Research will include information gathered directly from former Laverne Meier students, parents of former students, and parents with experience selecting venues for their children to attend. Surveys of former students will determine the strengths and weaknesses of LMSD educationally and socially. Those surveyed will answer questions regarding their experience to help tailor the needs to current students to the demands of the professional or collegiate environment. Parents of former students can give critical insight into the decision making process for switching business providers. Questions regarding structure and operations will be addressed by these individuals. Lastly, to understand the decision making process held by parents, surveys will be distributed to a convenience sample of parents throughout the community. To successfully target parents, LMSD must understand how decisions are made-especially when money and child safety are involved.
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Recommendations Based on my research, LaVerne Meier School of Dance should consider the following: 1. Utilize a promotion system, such as referrals and community classes, to attract new business and encourage retention. 2. Integrate digital and social components into their current marketing strategy. 3. Encourage long-term commitment from students and their families with a loyalty program and more stream-lined operations.
Budget
The budget for LaVerne Meier School of Dance will not exceed $1,500 per calendar year. After adding up all collateral and execution cost, the total marketing cost per year equals $1,280, leaving $320 to reinvest in the organization or spend on additional marketing costs.
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Situational
A N LYSI S A The purpose of this communication plan is to build brand prestige, increase retention and gain new students by highlighting LaVerne Meier’s community support, dedication to local business and investment in students of all skill levels.
Company Analysis Background It started out as a hobby in 1958, and now it has grown into a successful studio 50 years later. LaVerne Meier began with two dance classes a week in the basement of her home. Her first students were her two daughters, and she invited neighborhood children to join their classes for 25 cents per lesson. She soon experienced a tremendous demand for classes, and the school steadily grew. In 1966, she moved out of the basement and into her first commerical space at 3821 Woodson Road in Woodson Terace. As the studio grew, she moved it to a larger location on Woodson Road. In 1981, LaVerne purchased the building at 2729 Brown Road. The studio is currently located on Woodson Road in Downtown Overland. 2014 marks the studio’s 56th year in business, making it the oldest studio in Overland, MO.
Mission The mission of LaVerne Meier School of Dance is to provide a safe, fun environment to educate students in proper technique and to cultivate a passion for dance.
Goals LaVerne Meier School of Dance has many goals as a dance studio, including: 1. To increase student retention across all ages, especially ages 13-18. 2. To attract new, loyal students for the dance studio. 3. To continue investing in the business as technology changes. LMSD | 6
Target Audience Key Audiences Target Market A: Current LMSD Students • Mostly female, ages 3-17 • Middle Class Income Status • Students/Depedents • Participate in events at local high schools • Potentially work a part-time job for spending money • Enjoys spending time with friends Target Market B: Potential LMSD Students • Mostly female, ages 3-17 • Middle Class Income Status • Students/Depedents • Participate in events at local high schools • Potentially work a part-time job for spending money • Enjoys spending time with friends • Currently enrolled at a dance studio or has an interest in participating in dance classes Target Market C: Parents • Both male and female, ages 20-55 • Middle Class Income Status • Average Household Size: 3-5 • Possesses some disposable income for recreation • Enjoys watching their child excel in their given field • Potentially would like to participate in dance as well • Motivated by financial security and their child’s future in this given activity.
Audience Analysis These key audiences determine the messaging strategies. Target Market A and B are very similar. They are not necessarily concerned with the financial side of recreation, but are smart enough to see if their parents have a concern. Tone must be youthful and genuine, but must also be in a format that they understand. Target Market C holds the financial power. An individual fitting this demographic can decide, at any point, to pull their dependent out of classes. They need the most convincing and a lot of customer support. They potentially spend over $1,500 per year on dance alone, not including other child-related expenses.
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SWOT Analysis
S W O
Strengths • Tradition: LMSD has been a prominent business in • • • •
Weaknesses • Demographic income level prevents competition on the • • • •
• New auditorium at Ritenour High School means less • • •
expensive recital tickets and more convenient venue Overland’s investment in local business Local event opportunities for public relations are vast Local colleges with dance programs could mean recruitment opportunities for studio Social media promotion in the digital age
Threats • Urban sprawl: Families are moving to St. Charles County, • • • •
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same level as other St. Louis studios No accountability in billing; studio loses out on money Lack of discipline in classes since everyone is so close No clear direction from teachers Few teachers with formal dance education past high school
Opportunities
•
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Overland for 56 years, longer than most others Supportive staff who attended the studio Most affordable prices in St. Louis County Relaxed atmosphere and dress code Convenient location with plenty to do while waiting
and so are dance studios Prestige from other studios attract current LMSD students Financial strain on families Young students often change their minds because of what their friends think Involvement in other activities often leads to lack of interest
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R E S E AR C H Parents are critical to the success of LaVerne Meier School of Dance. They hold the power of the purse and can decide, at any time, to pull their child out of dance. Those surveyed will answer questions regarding their experience to help tailor the needs to current students to the demands of the professional or collegiate environment. Parents of former students can give critical insight into the decision making process for switching business providers.
Questions regarding structure and operations will be addressed by these individuals. Lastly, to understand the decision making process held by parents, surveys will be distributed to a convenience sample of parents throughout the community. To successfully target parents, LMSD must understand how decisions are made-especially when money and child safety are involved.
Research Goals The goals of conducting research for LaVerne Meier School of Dance are as follows: 1. To gain key insight into understanding parents’ decision making process. • How do parents decide which activities their child participates in? • How much is a middle class family willing to invest in their child’s activities? • What organizational behavior impacts this decision making process? 2. To understand why students of all ages choose to participate in specific activities. • What role does the child, ages 4-17, play in choosing a venue? • What role does this play in gaining new students? 3. What makes a family decide to transfer or stop activities? • What can an organization do to increase retention? • What role does the organization play in retaining current students?
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Industry Analysis LaVerne Meier School of Dance is in the recreation and athletics industry. Businesses in this industry market primarily to children and young adults, with the adult fitness industry acting as outliers in this category. The reputation of a studio is often determined by the potential customers’ interest in the dance studio and the diversity of classes, in addition to the amount of required fees associated with taking the classes, such as the tuition, performance fees and dance wear. SimplyHired reports that the average salary for a dance studio owner is $38,000 per year, but there are some studios located in larger cities whose owners earn over $100,000 per year (Rubenstein, 2010). Dance studios do not just earn money from tuition. In fact, participating in other activities to earn money allows students to take a more relaxed number of classes if they choose. Many studios charge yearly registration fees, accept donations and gifts, and charge fees for community members or studio patrons to host birthday parties or other events during hours that the studio is not in session. While the primary marketing tactics will revolve around the class offerings, these are supplemental campaigns beneficial to the long-term success of LMSD. One challenge the dance industry has faced has come about in the past decade. Economic downturn meant that some studios had to close their doors or lower prices. Parents were forced to stop sending their child to dance because it is expensive. Dance is not a necessity and does take financial resources. For this reason, the industry is somewhat sensitive to the economic atmosphere, like many other recreational businesses. Considering this also will assist in marketing efforts throughout tumultuous times.
Target Market Research According to the U.S. Census Bureau, the following are true of the target market for LMSD: Business Location: Downtown Overland Census Information as of 2012: • Population: .27% of Missouri population; 16,006 people • Population Shrinkage: -0.3% • 7.3% under 5 years of age • 22.4% under 18 years • 51% of population female • White alone 73.3% • African American alone 16.4% • American Indian/Alaskan .3% • English is a second language for 8.6% • 85% with diploma • 14.7% with Bachelors Degree • 67% homeownership rate • $99,000 median home value • 20.5 minute drive to work • 14.5% below poverty line
St. Louis County Census Information as of 2012: • 1,000,438 • grew 0.1% from 2010 • 5.7% under 5 • 22.7% under 18 • 52.7% female • White Alone-70.5% • Black alone-23.6% • 92% with Diploma • 40% with Bachelor’s Degree • 71.4% homeownership rate • $177,400 median home value • Average income: $34,531 • Average household income: $58,485 • Below poverty line: 10.5% LMSD | 11
Industry Trends Twenty years ago, dancers were simply focused on learning ballet, jazz, tap and acrobatics. Today, dance is much more appealing and, therefore, more expensive. Pop culture accounts for a large shift in this market. Television shows such as So You Think You Can Dance and America’s Best Dance Crew make dance a commodity, as at any time, the underdog can rise above the rest even if their training hasn’t been as long as competitors. Dancers are expected to learn and perform dances in ten minutes or less. This technique prepares dancers to audition for a real company in the future. Another interesting trend is the development of various styles across training. Dancers are now being trained in Latin, ballroom and hip hop, among many others. Dance studios compete with routines combining various styles, taking choreography to a new level. Many must bring in outside industry professionals to get quality choreography.
Secondary Research Online billing: mindbodyonline.com St. Louis Studios: City Voter http://stlouis.cityvoter.com/best/dance-studio/health-and-fitness/st-louis Demographic information: U.S. Census Bureau https://www.census.gov/
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• • • • • • • • • • • • • • • • • •
Direct competition includes: YMCA COCA On Your Toes New Era Charmette DeNoyer St. Louis Academy of Dance Dimensions Dance Studio Excel Performing Arts The Underground at CAC Dance Elite Rene Johnson’s GSPDC Priscilla and Dana’s Dance Productions Unlimited Brentwood Dance U Can Dance Wildwood Dance and Arts
Competitive Analysis • • • • • • • • • • • • • • • •
Caston’s Motion Express Miss Kim’s Dance Class The Dance Floor Tammy’s Tumbling and Dance Center Metro Arts Exchange Dance Pizazz Arches Academy St. Louis Ballet School To The Pointe Dance Studio Dance Factory Studio C Krupinski’s Dance Incorporated Just Dancing The Movement Arts Center
Design/Analysis Parent Research
I chose to survey parents because, while they may or may not be key decision makers, they have the power of the purse. Parents can decide to invest their financial resources in an expense studio or a more conservatively priced venue. Sample: Parents with one or more child who currently reside in St. Louis or St. Charles Counties.
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Former Student Survey
Former students provide valuable insight into the strengths and weaknesses of LMSD. The positive experiences shared in this survey will assist with message strategies, whereas the negative experiences provide owners with an opportunity for growth. Sample: Former students of LaVerne Meier School of Dance.
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Former Attendees’ Parent Survey
This survey was unique. Only two parents of former students were surveyed. These women chose to pull their daughters out of the dance studio, and the reasons why provide the organization with a way to improve operations. Sample: Two former parents of transfer students.
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Key Findings
The various surveys show a number of interesting opportunities, including:
• Students care about growing their skills and competing, but they also want to have fun with their friends.
The Former Student Survey shows that the average length of time students attended LaVerne Meier was 15 years. It may be implied that students made lifelong friends who made dance much more enjoyable. One former student surveyed reports that, “We all stayed at Laverne because it’s where our friends were. We didn’t want to start all over at a new studio. We came to class to goof around while doing something we loved.” Although some students did report that they wanted more of a challenge, the general responses conclude that the experience prepared them for the next step in their life, both including and not including professional dance. The friendly atmosphere certainly presents a leverage point for marketing strategies. • Above all, parents want their child to have the best experience possible on a budget. 51.83% of those surveyed report that finance is their number one motivator when choosing a recreational venue. Location and comfortability were the next top decision-making drivers. Interestingly, competitive success and opportunity for a potential return on investment came in last. While these two factors were close behind comfortability, it shows that while it may be important to students, it is not as important to parents. • When parents chose to remove their students from LMSD, it was driven by change and shift in leadership, not necessarily anything that the studio was doing right or wrong. Each parent also wanted a different experience for their child, not necessarily a better one. This information is vital for building retention.
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S T R AT E G I E S Objectives Objective 1: Build brand prestige and community awareness Objective 2: Increase student enrollment 15% by 2015 Objective 3: Increase student retention rate by 25% by 2016
Strategy A message strategy’s purpose is to tell the target market why they should care about a product. Families should choose to attend LaVerne Meier School of Dance because for two reasons: The safe, fun, educational atmosphere and the potential for development and growth. 100% of those surveyed expressed that a safe environment is a critical component of choosing where to send their child for activities. To build a stronger, more consistent and wider customer base, all advertising components will include an emphasis on the environment. Other studios have a safe environment as well, but LaVerne Meier is more centrally located and provides a better price. Because LaVerne Meier’s current student base is very young, there is room for growth and development. Older students can leave their current studios and move to this location without sacrificing their love of dance or compromising their parents’ financial position. The marketing will entice young men and women to help build a competitive team who’s reputation will last for years to come. With the addition of community style classes, the student base will continue to grow and show a commitment to never stop learning new things. By offering more unique classes, a more organized business structure, and a variety of other conveniences, students will be more likely to stay through high school graduation and not transfer studios or quit for other activities. Attracting new young students is critical in growing the business from the ground up. By targeting current non-dancers who would like to try it out and their parents, more individuals will come through the door for class and will ideally stay due to internal marketing and the environment. Current dancers may not be satisfied with their studios but don’t want to quit dancing. LaVerne Meier is a fun alternative that has the skills for dance without the harsh competitive attitudes of larger studios. Much of the marketing is in their core values.
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Key Messages
Objective 1:
• Build brand prestige and community awareness
Target Market A, B, C:
• Current LMSD Students, their families, and potential studio members
Tactics
• Volunteer Opportunities provide an excellent opportunity to gain exposure in the community
and give back. Participate in community volunteer events, such as Overland Beautification Day or host fundraisers for a local charity. The small business sector of Overland is weak, but in St. Louis as a whole, it is very strong. Doing this will show key stakeholders that LMSD will not only build dance skills, but will also build character. • Social Media Outreach has the potential to build a large following online. Large studios show off dancers and talent on Instagram and Facebook. By recording and photographing dancers doing tumbling or dance routines in class and reference various hash tags, such as #stl and #dance to allow others to search for them, LMSD is boosting their online presence and connecting with others in the industry. • Becoming the brand’s biggest cheerleader means being taken seriously at competitions. When competing, dancers should wear their matching track suits and perhaps even carry banners on stage during dances. This will not only make community dance committees recognize LMSD as being a “studio to watch,” but will also catch the attention of students potentially looking to transfer (Beckford, 2009). • Membership brochures and building signage promote curb appeal and tangible reminders of the studio. Building signage must promote the accomplishments of the organization. All of the top studios in St. Louis proudly display their trophies in the front window and update their signage to include the most recent information about their success. Membership brochures featuring information regarding all business operations, from competition to apparel to pricing, will also help boost prestige.
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Objective 2:
• Increase enrollment 15% by 2015
Target Market B:
• Potential LMSD students
Tactics
• Referral program. Laverne Meier School of Dance currently offers a parent watch night once
a semester. Offer the opportunity for students to bring a friend for a class. If the friend decides to commit for lessons, give both students a discount off one month of tuition (conditions may apply). By using this referral program, current students and their parents will be more inclined to convince friends to come to classes with them. • Community classes. Community class set up is split into two categories: adult and current students/open to the public. For current students or anyone wanting to take these classes, they can simply pay a set fee at the door and take the class. Once a month an industry professional will come, which will attract even more dancers from other studios because this will be the only time they have an opportunity to take a master class with a certain teacher. For adults, classes could range from hip hop classes to a fitness class. Either way, it will bring in revenue and encourage more active participation from parents. If the studio charges $7 for one session, more people will be apt to visit and take a class. Low commitment can turn into long-term commitment if the stakes aren’t as high. • Market on social media. Following a brand on Facebook or Twitter is one of the easiest ways to engage. By promoting upcoming events through graphics on these platforms, LMSD can boost their brand awareness throughout the community. Promotions through social media can apply, such as “Bring in this ad from Facebook and receive 10% off your first month of tuition.” Additionally, “Did you know?” campaigns informing the community of the points of difference between LMSD and other studios. Since this target market is young and always connected, they will consistently see posts and want to become a part of the organization. • Direct mail brochures or postcards. Sending direct mail will initiate the next steps in the registration process. When a potential parents receive mail, it will serve as a reminder of what their child wants to be doing. Parents get busy and caught up in work and family life that they often forget less important things, such as signing up for dance classes or going through the motions of finding a dance studio.
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Objective 3:
Increase retention 25% by 2016
Target Market A&C:
• Parents of LMSD Students and current LMSD students
Tactics
• Make the business more convenient by offering on-site apparel. There is no convenient loca-
• •
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tion for dance apparel in St. Louis, so selling it at the studio will offer incentive for students and parents to stay with the business. There are two ways to potentially offer this setup. LMSD can place a bulk order of apparel for wholesale price and only add a small markup, or get specific sizes from students and order retail price plus shipping and earn no money. This is not a tactic with the focus of earning profits. The priority is retaining students by making life easier for students and families. Send thank you and happy danciversary cards each year to students and their families thanking them for their business throughout the years. For significant milestones, like 5 or 10 years, offer $5 per month off tuition or another token of appreciation. Offer an online billing system to eliminate frustration. Dance studio industry experts suggest using an online billing system as a customer service tool and as a means to streamline business operations. Using MindBodyOnline will add a monthly fee of 1.27% each month for each user, so LMSD will have to include this fee in their markup. However, if this increases retention and new students begin registering, the fee may not make a difference long-term. Host a yearly block party before fall registration. This will make registration an event that can’t be missed. Party components include free food, live music, raffle and door prizes, games, and alcohol for parents or attendees of age. This event can be hosted through sponsorships and promoted on social media and direct mail. Direct mail reminder to register. Sending direct mail will initiate the next steps in the registration process. When a potential parents receive mail, it will serve as a reminder of what their child wants to be doing. Parents get busy and caught up in work and family life that they often forget less important things, such as signing up for dance classes or going through the motions of finding a dance studio. Classes hosted by industry professionals. This is an increasing trend is the studio world and LMSD would greatly benefit from bringing in industry professionals to teach master classes (Beckford, 2009).
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Creative Brief
Target Market Parents and children residing St. Louis County. Parents ages 22-55, children/young adults ages 4-17. Parents possess discretionary income that can be spent on their child’s activities and are generally considered middle class.
Problem LaVerne Meier School of Dance’s current enrollment is down and retention rates are suffering for various reasons, including lack of brand prestige to the community.
Purpose of Collateral The overarching goal of all marketing collateral is to boost current retention rates, attract new students and build brand prestige. There is a communication gap between the studio and stakeholders, so by making communication more modern, user-friendly and sustainable, business operations will run more smoothly and marketing objectives will be met.
What the Audience Should Believe The audience should believe that LaVerne Meier School of Dance is the best value dance studio in St. Louis. Students can learn to dance, build lifelong friendships and excel in a competitive environment without breaking the bank for their parents.
Mandatories • LaVerne Meier branding elements, such as logo and supplementary business information, must stay consistent throughout all collateral.
• All important dates per appropriate collateral, with deadlines and late fee information included up front
Key Messages • Fun, family-friendly environment to allow social growth and development • Valuable education at an affordable price • Unique, collaborative dance environment with opportunity to grow as an athlete
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OB J E C T I VE S
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B UDGE T
• • • • • •
Updated signage: $60 4-Color brochures: $200 1-Color flyers: $20 Freelance designer: $100 Awning depreciation: $100 Thank You cards: $100
Rationale: This budget is ongoing and will probably not vary much from year to year. These costs seem low, but that is due to heavy reliance on social media and reputation marketing. Many traditional marketing tactics will not work for dance studios, because they are very personal and for a niche market. In today’s world, it is more cost-effective to use social and online strategies because an organization can directly track success.
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T I ME L I NE Overview Client Intake: Monday, April 14, 2014. At this point, business owners will sit down with one another to discuss marketing problems and objectives. At this point, the project budget and final deadlines will be discussed. All marketing materials must be completed by June 16, which gives parents and students time to consider their options with LaVerne Meier School of Dance. Research: April 14-April 18. Throughout the week, the marketing manager will evaluate former case studies, analyzing success and failures of similarly situated studios. Objectives, Strategies and Tactics: Presented to Client April 28. Feedback must be provided and set plans made for implementing social strategy and design work. May 12: By May 12, all information for “Did You Know?� Facebook campaign gathered, designed and ready to post. This campaign will last from May 13-August 1, with one graphic being posted per day leading up until registration. June 1: New signage in stock, competition trophies placed in window, and brochures printed and ready to hand out. Flyers must also be done at this point. Brochures will be passed out at their yearly recital. Signage will announce the success of the season and will market their annual recital. Flyers will provide contact information for the dance studio to inquire more information. June 15: Social media marketing for summer program begins. Summer classes begin July 15. July 15-18: Meetings with current students and their families as a needs assessment for the upcoming year. There will also be information sessions/open house for potential students. Friday, August 1: Registration begins followed by an all-studio block party event to kick off the season. New merchandise will be available, as well as free food, drinks (alcoholic beverages and soda alike), and a raffle/door prize for those attending. Block party will also be held this day. Friday, August 1: All danceiversary cards sent out August 25: Bring a buddy to dance day-last chance to refer a friend for discounted tuition. November 15: Happy Holiday signage announcing holiday show and holiday party displayed Ongoing: Social media efforts, outreach
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E V AL UA T I ON Tactics Social media
Volunteer Outreach
Membership Brochures
Brand Hype
Referral Program Thank You Cards
LMSD should keep a monthly spreadsheet of following on social media. Once a monthly campaign is launched, owners should tally the engagement rating and growth. Because Overland and St. Louis are both huge supporters of press coverage, there will be many opportunities to be featured in local publications. New customers vocalize they saw the studio in the paper and information will be recorded in a spreadsheet. Membership brochures will only be sent to potential clients, so registration staff will ask new clients and record information in a spreadsheet. As with previous examples, LMSD will simply ask where new students heard of the business and record information. Team morale will also be indicative of this success. The success of the referral program will be judged by how many new students come to class vs. how many register.
Block Party
Average attendance may be shaky at first, but when the event becomes common, the success can be measured year-to-year.
Apparel
Success of apparel offerings will be measured by number of orders, average sale amount, and various surveys to evaluate product offerings.
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Evaluation Method
Amount of revenue brought in per class vs. how many become repeat customers.
F U T UR E Once LMSD kicks off these initial marketing tactics and grows business, the organization could potentially move to a more prominent part of town-still centrally located, but with more curb appeal. LMSD could also begin to market events such as birthday parties. While this service is currently offered, it is not the main priority in building business and investing in the dance education aspect. Due to the unique nature of dance studios and this entire industry, LMSD must remain flexible to changes in marketing and social media to maintain a sustainable business and promotion plan. In the future, LMSD could invest more resources into marketing, such as hosting more events for students and more giveaways for things such as great attendance. This organization is relatively new to modern advertising techniques, so after these tactics are a well-established part of the routine, the studio can consider a potential move or expanding operations.
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Collateral Instagram
LMSD: Our pre-pointe students are workin’ it in class this week! #lmsd #stl #dance
LMSD: On stage and ready to take home the gold! Can you spot the LaVerne Meier School of Dance gals? #lmsd #HallOfFameDanceChallenge
DANC E LaVerne Meier School of
Don’t forget!
Pre-Registration Block Party Saturday, 8/1 3-5 PM LMSD | 30
LMSD: Forget us not! Remember to save your spot at the LMSD Pre-Registration Block Party on 8/1! #lmsd
Cards
THANKS Thank you note Anniversary
Happy Dance-iversary! Dear student, We appreciate your business over the past five years. As a token of our appreciation, you are rewarded with $10 off per month this year. Sincerely,
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DANC E LaVerne Meier School of
Registration for Fall Classes: August 1, 2014
Postcard mailer-current students
DANC E LaVerne Meier School of
Join the LaVerne Meier School of Dance for fall classes. Registration begins August 1st after our annual summer block party. For more information, visit www.lmdance.com. See you there! Postcard mailer-prospective students LMSD | 32
Facebook Promotions
Did You Know? LaVerne Meier School of Dance is one of the oldest small businesses in Overland. What began as a woman teaching ballet classes for a quarter in her basement has now grown into one of the most esteemed businesses in Overland.
DANC E LaVerne Meier School of
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DA NC E LaVerne Meier School of
Join the LMSD Family!
Membership FAQs
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References Beckford, S. (2009). How to make a six figure income from your dance studio and still having a life. Retrieved from https:// www.danceseminarpreview.com/4-Secrets-To-Making-A-Six-Figure-Income.pdf Excel Performing Arts. (2014). Retrieved from http://www.excelperformingarts.com/ Laverne Meier School of Dance. (2014). Retrieved from www.lmdance.com Maier, M. (2013). Top 5 dance studios across the country. Retrieved from http://www.backstage.com/advice-for-actors/dancers/5-top-dance-schools-across-country/ MindBodyOnline. (2014). Online Billing FAQs. Retrieved from https://www.mindbodyonline.com/ Rubenstein, S. (2012). How to choose a dance studio. Retrieved from http://www.wikihow.com/Choose-a-Dance-Studio U.S. Census Bureau. (2014). St. Louis County. Retrieved from http://quickfacts.census.gov/qfd/states/29/29189.html
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