2. 1
TABLE OF CONTENTS
Executive Statement 2
Situation Analysis 3
Plan for Research 11
Strategy for Campaign 14
Detailed Plan 16
Plan for Evaluation 22
Appendices
Campaign Materials 24
Additional Reading 30
3. 2
Executive Statement: Campaign for Weathervane Playhouse
Weathervane Playhouse of Newark, Ohio is the oldest professional summer stock theatre company.
Since its beginning in 1969, Weathervane has grown through the support and engagement of its local
community. In the past 10 years, the theatrehas undergone internal renovations, hired a new
Managing Artistic Director, begun an addition of a new structure, and pushed forward into more
modern, shocking theatricalproductions.
As a result, Weathervane has started to outgrow its audience of older, returning patrons, and is
seeking to connect to younger potential audience members. A younger audience would improve
reception of the more contemporary and experimental productions Weathervane has taken interest
in, and help the organization start moving towards becoming a year-round regional performance
theater.
This campaign focused on three goals: 1) to bring in a larger population of younger audience
members, 2) to spread awareness of Weathervane Playhouse to a greater diversity of potential
audience members, and 3) to improve relationships with local colleges in order to grow student
engagement in Weathervane productions. Objectives developed to accomplished these goals
included measuring demographics of ticket sales, social media engagements, and ability to connect
with college faculty and administration to advertise the theater and its events.
A multimedia campaign was developed with the above intentions in mind, alongside research
obtained from nationwide trends of young audience attendance, and primary research initiatives.
Research included visiting campuses to speak to students about their knowledge of Weathervane
and interest in theatre; distributing an online survey to find out how much young adults are willing to
spend to see theatre, and utilizing Weathervane records of attendance.
The campaign itself involved a variety of tactics designed to generate awareness and interest in
Weathervane through interactive promotion. Social media, reduced ticket prices for students, a
refresh of the brand, and a live event were tailored to the purposes of this campaign. The estimated
budget for these engagements totaled $242.62.
Evaluation of the effectiveness of these efforts would involve measuring audience demographics
based on the type of ticket purchased (adult or student, etc.). Growth of Facebook followers would
be studied, as well as whether or not universities that were personally visited and engaged by
campaign programs saw greater attendance from its students.
As a mock-up of a potential campaign, there are no current plans for any of these activities to go into
effect. However, the experience can be considered a success based on the value of going through the
motions of the practice.
4. 3
Situation Analysis: Weathervane Playhouse Theater
Weathervane Playhouse is a professional theater in Newark, Ohio that features summer stock
mainstage productions alongside year-round education opportunities for children of all ages.
According to Adam Karsten, the theater’sManaging Artistic Director, “Weathervane prides itself
in producing quality theatre for its patrons and community, and has an obligation to
uphold this in the highest regard.” The theater’sslogan of “Summer Magic!” speaks to its
mission to provide 5 high-quality theatricalproductions every summer in the span of only 12 weeks.
This is done through stock casting, or hiring a single troupe of actors to stageall of the shows and
perform multiple roles across the season. By attending undergraduate and graduate roundtable
auditions nationwide, Weathervane provides a start to talented young performers and technicians.
While Weathervane’s summer seasons begin in May, the theater has presented a winter production
every year beginning in 2012. Tickets for mainstage shows are $32 for adults, $28 for seniors, $12 for
children 12 and under, and $121 for season ticket subscribers.
The website for WYART, the attachedWeathervane Young Artists Repertory Theatre, states that the
program, “provides young artists with a theatreeducation that will help them excel in the ever-
changing performing artsprofession.” The Children’s Theatre offers a variety of classes, workshops,
and performance opportunities for musical, theatrical, and technical development. While classes for
older children focus on cultivating performance ability, all classes aredesigned to “develop skills in
public speaking, critical thinking, self-confidence, and collaboration with others.” Classes arebroken
down into age groups: “Wiggle and Grow” parent-child activities classes begin for children as young
as six months, and advanced acting classes group students aged 13-18.
The promotional image of a crowing rooster and the theater’sbarn-like atmosphere are references
to its inception at a barn in Heath, Ohio, in 1969. According to its website, Weathervane is proud of
its status as the oldest professional summer stock in the state of Ohio, and has grown from those
humble beginnings to its permanent Newark location in 1976. After the structure burnt down in a
1987 fire, it was rebuilt in 1989 as the existing Mary A. Alford Memorial Theatre. In spring of 1999,
the Larry W. and Dawn Holt Anderson Children’s Theatrewas built onsite, and has since featured
classes for children preschool-age to 18.
In 2007, Weathervane began a “Next Stage” campaign that would add a new artistic wing to the
mainstage space with larger dressing rooms, a costume construction shop, rehearsal space,
classrooms for more children’s’ programming, a larger space for pit orchestra musicians, and a
climate-controlled basement to allow safe storage of vintage costumes. Construction of the Matthew
Trombetta Artistic Wing is underway, but unanticipated delays in construction have caused the
theater to cancel their 2015 winter show, Chess, and provide refunds to ticket pre-orders.
Like its tumultuous history, Weathervane’s current growth has fluctuated with blessings and curses.
Through the addition of a new lobby and more comfortable seating, and now the latest artistic wing,
5. 4
the theater has the potential to expand beyond its primarily older, local audience for its professional
productions.
Sponsors and donors
As a non-profit theater, Weathervane’s growth is almost entirely dependent on the help of business
sponsorships and local donors. The theater works to express gratitudeand produce shows that will
retain and encourage further sponsorship. Sponsor businesses have included the Ohio Arts Council,
Park National Bank, and the local Granville Inn.
Board of Directors
Through organizing sponsors and donations, this group determines the yearly budget granted to
Weathervane and its inner departments. They also provide volunteers and opportunities for
publicity. The year’s season is determined by the Managing Artistic Director, but must be approved
by the board in order to secure funding.
Directors
Besides the Managing Artistic Director, Weathervane contracts in directors from around the country
to produce their selected shows. These directors are not involved in casting, set design, or scheduling
the overall season, but dictatehow rehearsal time will be spent and are responsible for the creative
elements (lighting, sound, props, etc.)of a show. Some directors return consistently. After hiring,
Weathervane maintains contact through updates and schedules prior to the beginning of rehearsals,
then engageswith them throughout the show process to check progress, prepare and execute tech,
and solve any problems.
Technicians
Weathervane has maintained a consistent group of technical department heads over the last
decade. Older theater veterans are not paid significantly more than incoming amateur technicians
and performers, but feel a commitment to Weathervane that keeps them returning every summer.
Weathervane pays a stipend to these workers, and communicates with them through email
schedules and rehearsal and performance reports.
While department head positions tend to see the same handful of veterans, a variety of technical
positions beneath them aremore often than not filled by college and high school students with
interest and experience in some form of technical theatre. Those who are not local are housed at
Denison University and paid in a stipend.
Performers
Weathervane’s casts carry two types of performers: summer stock cast and local performers. Most
of the seasons’ performers are summer stock, cast through Weathervane casting calls and open
6. 5
roundtable auditions for young performers across the nation. These actors will produce all five of a
season’s shows. Usually college or graduate school age, they are most often intending to gain
experience through Weathervane for an eventual careerin theatre. The number of returning
performers to newly cast performers every season is split fairly evenly. The trend, and intention, is
that performers eventually “outgrow” summer stock at Weathervane and attempt to continue in the
profession.
Other older performers live and work in and nearby the Newark/Granville area, and commit to
productions as a hobby as opposed to a career. They are often board members. For those reasons,
the theater must communicate with these performers differently than they do with younger actors
seeking careers in theatre.
Weathervane alumni
Performers, technicians, and other staff who spent time at Weathervane arestill connected to the
theater by the returning staff they developed relationships with. Weathervane’s relationship with
these staff members includes reaching out to them at the start of a new season to gauge interest in
returning, and maintaining a happy relationship that encourages these alumni to advertise the
theater via word-of-mouth. Unhappy alumni could discourage attendance of shows and diminish the
theater’sreputation.
Newark and Granville schools
Middle and high schools in the area are drawn to Weathervane for a number of reasons: as potential
audience members, WYART class participators, and apprenticeship holders. Weathervane’s variety of
offered WYART courses attractsa diverse group. Apprenticeships with the mainstage productions
involve similar hours to paid positions, but arepaid instead in experience. Because of this, positive
and consistent communication with apprentices and their parents is crucial.
Parents
Whenever children are involved—in mainstage productions or in WYART classes—payment and
transportation is almost always dependent on parents. Therefore, communication on childrens’
programs and opportunities is gearedtoward enticing parents. Parents that Weathervane develops a
good relationship with can continue to register their children, seek volunteer and donation
opportunities, and generategood publicity among their friends and neighbors.
Denison University
Since Weathervane recruits nationwide, the majority of a summer season’s performers and staff are
housed in dorms at Denison University. Security, cleaning, and maintenance staff at Denison are in
constant communication with the theater. In order to continue to bring in the best young
performers, Weathervane must maintain a mutually beneficial working relationship with Denison.
Season Ticket Holders
7. 6
Weathervane grantsthese patrons benefits to encourage yearly purchase, such as first choice of
seating. Returning season ticket holders are able to purchase the next years’ tickets before the
general public.
Theater-goers
While much of Weathervane’s audience is local, or family of performers and technicians,
Weathervane aims to reach as much of the interested population as possible. Through earning
publicity in traditional news and web media, and generating a social media presence, the theater
hopes to attract its audiences from the immediate area and beyond.
EXPANS ION AND S E TBAC KS
Since the beginning of the “Next Stage” campaign in 2007, Weathervane has been seeing a period of
exponential growth and change in its facilities and practice. Orange, plastic bleacher seating became
velvet, folding armchairs; overhead floodlights because ambient, soothing houselights; a cramped,
unattractive lobby was torn down for a spacious, welcoming space. Technical elements have been
revitalized as well, with new LED lighting fixtures cutting the need for traditional lamps in half, and
new stereo speakers.
According to the Summer Stock TheatreSociety, most summer theaters areoutdoor and open-air
(Appendix A). Weathervane’s gradual development from an open-air barn to its airconditioned,
sealed space is indicative of its desire to push its way into the business of year-round regional
theatre.
Unfortunately as a direct result of this growth, Weathervane has hit a major setback. The
construction of the MatthewTrombetta Theatre Artistic Wing, named in honor of the previous
Managing Artistic Director, has caused Weathervane to cancel their 2015 winter production of the
musical Chess. In an interview with the Newark Advocate, theatre manager Kaitlin Brucker said that
“Delaying construction until after the winter show could affect the summer season if more delays
occurred.” She also described a concern that trying to present Chess could affect the lights, sound
system, and availability of comfortable heat during the show (Appendix B).
All patrons who purchased advance tickets for Chess are receiving a complete refund, and response
from the community has been positive thus far. Due to the length of time involved in promoting and
raising money for the construction, Brucker said that, “this has been a five-year campaign….people
want to have it come to fruition.” WYART classes have been scheduled to continue throughout the
construction in the Childrens’ Theatrespace that is unaffected by the development.
OLD E R AUDIENCE
The Newark and nearby Granville area that Weathervane operates in is skewed toward an older,
wealthier population. 2010 Census data for Newark estimates that the approximately 48,000
residents have an average age of 37.3, and 40.5% of the area is over the age of 45. The nearby village
of Granville, where Denison University is located, estimates a more humble population of 6,000 and
8. 7
a notable 91.9% Caucasian population. Home to a number of historic landmarks and New England
character, the area is cleanly split by young, first-home owners and retirees.
These wealthy, established older residents in both areas make up the Board of Directors guiding
Weathervane, and also the majority of the theater’saudience. The lack of diversity has restricted
Weathervane from taking risks in its shows, since approval by the Board of newer and lesser known
plays and musicals is challenging to obtain, and audiences are more difficult to attract. Despite its
proximity to Denison University and a much more substantial young population half an hour away in
Columbus, young people have not been a substantial audience presence.
This trend is true nationally. According to “Phantom of the Theater: Audience is Getting Older,” the
averageage of audiences attending touring Broadway productions is 53. Blame for this changing
trend has been placed on reducing art programs in schools, and lack of disposable income in
millennials (Appendix C).
RIS KIER PRODUCTIONS
Working against the constraints of an older, conservative, upper-middle-class audience, Adam
Karsten has been leading Weathervane into innovative and daring directions, not all of which have
been well accepted. The theater’s 2013 winter production of Jesus Christ Superstar, for example, was
more viscerally similar to Passion of the Christ than to the original, charming production. Audiences
left in shock and tears, and some complaints on the graphic performance reached the theater,
though not many.
However, the theater’s most recent 2015 summer season included a production of RENT that saw
approximately 20-30 members of the audience leaving prior to or at intermission every evening. The
content of RENT, designed to be racy, youthful, and shocking, upset audiences members and caused
some season ticket holders to drop subscriptions. Karsten continues to push for more innovative,
challenging productions. In one instance, he used 2015 summer stock performers to campaign for
Chess by learning and performing the music for the Board in order to reverse the decision to initially
deny it as the winter show. Had Chess been brought to the Weathervane stage, it would have been
the first staged production of the show’s UK adaptation on American soil.
POS IT IVE PUBLICITY
Weathervane has built a consistent relationship with the Newark Advocate, securing photos and
interviews for every production, and publicity on newsworthy events. These articles appear both in
the paper’s hard copy and through the Advocate’s website. Occasional coverage by the Columbus
Dispatch has generally been confined to yearly announcements for the shows to be featured in the
summer season.
Representatives of Broadway World, the country’s leading website on regional professional theatre,
have continually visited and written positive reviews of Weathervane productions. An article on
Jesus Christ Superstar highlights “outside the box thinking and dramaticturns” that have become
synonymous with Karsten’s directing style. Local Broadway World Columbus TheatreAwards
nominated Weathervane in 16 of 20 possible categories, including Theater of the Year.
9. 8
Beginning with its first review of the 2015 summer production, One Man, Two Guvnors, the
Columbus theatrereview blog “Life Full of Cheese” has directed its attention to Weathervane. The
blogger, Chuck Pennington does not shy away from harsher critiques such as his review of
Weathervane’s The Pajama Game: “A very mixed bag of both delights and coal, tough to take for
even the most diverse of palettes.” Overall, the blog’s approximately 300 followers see glowing
reviews of individual performers, and highlights of impressive technical elements such as the praise
for the sound composition in Dial M for Murder as “unforgettably tense.”
NE W S T AFF
While Weathervane’s nature as a summer stock theatrenaturally encourages turnover, the past
couple of years have seen greater influx of new technical and management staff. The overall quality
of shows took a slight hit as a result, and hiring decisions are being placed under greater scrutiny by
all departments in order to ensure that the best possible staff aresigned on. The most recent
summer faced problems with under-qualified hires and lack of work ethic, leading to some firing and
hiring mid-season.
INV E STED ALUMNI
The high turnover of performers and technicians creates a large“alumni” population of former
employees. Alumni seems an appropriate term for these individuals, who behave far more like
graduates of an alma mater than former employees of an organization. Former performers and
technicians tend to remain invested in Weathervane events and publicity long after leaving the
theater, and have happily kept in touch and spread positivity through social media.
COM PE TING AT T ENTION
As the Columbus theatrescene continues to grow with new troupes and companies, Weathervane
continues to compete for attention and audiences. While there are no other theaters of note in the
Newark and Granville area, Columbus is home to a largeyouth population that Weathervane is eager
to tap into, who must be drawn away from the theater offered in the capital city.
Weathervane is hindered particularly in its online presence by another Weathervane Playhouse in
Akron, Ohio, of no relation. Google searches bring up and mix the pages of both theaters to the point
that they appear as one. It has not been abnormal for Weathervane box office staff to receive calls
from people interested in an Akron Weathervane production. Both theaters areproducing
performances of The 25th Annual Putnam County Spelling Bee summer 2016, with Akron’s
premiering first. This could reduce Weathervane’s audience draw if people feel they have already
seen the show by the time Weathervane’s version hits the stage.
PROBLEMS
1. Older,lessdiversepopulationshave the mostpoweratWeathervane throughtheirpresence in
the Board of Directorsandas audience members.Thisrestrictsthe varietyof shows
Weathervane isable tosee approvedbythe board,andbindsthe theaterto an obligationto
10. 9
performolder,more familiarshowsfortheirprimaryaudiencepopulation. Youngeraudiences
fromthe nearbyareaand collegesare yettohave beenconsistentlyandsignificantlydrawnin.
2. The locationof the theaterat 100 Price Road ismidwaybetween Newarkroadsdedicatedtofast
foodand stripmalls,andlanesof suburbanhomes. While itisonly 45 minutestoan hourdrive
away fromthe maincity of Columbus,andhalf anhour away fromthe highlyyouth-populated
Gahanna area,the theateris notin a particularlyattractive locationtotake notice frompasserby
or individualswhoaren’t actively lookingforit.
3. As stated,highturnoverispartof the nature of summerstocktheaters,andWeathervane isno
exception.However,thispresentsachallenge forWeathervane tocontinuallyproduce the same
qualitylevelof showswhilethe best performersand employeesoutgrow the theaterandleave
to developprofessionalcareers.
4. Besidesthe occasional websiteandword-of-mouthmentionof “SummerMagic!”the theater
has no discernible sloganormissionstatement, leavingablackhole intheirmarketingand
advertisingefforts.
OPPORT UNITIE S
1. A benefitof Weathervane’shighturnoverof youngperformersandtechniciansisasubstantial
social mediapresence,asnewperformersandtechnicians—andtheirfriendsandfamily—
engage withWeathervane onlinemediaeachsummer.The Facebookpage hasalmost2,500
followers,and122 positive reviewsfora4.6 star rating.The Weathervane websitecontains
sidebariconsthat,whenclicked,insertlinksandinformationaboutWeathervane intoFacebook,
Twitter,Google Plus,andothermedia.Usersthenonly needtopress“Post”inorderto share
the page they’re visitingonthe website,andwhatthey’velearnedfromit. There isroomfor
these social mediaoutletstocontinue togrow and share more multimedia.
2. There are a numberof colleges inthe areawiththe demographicsWeathervane needstoattract
inorder to produce more modern,challengingproductions.There isopportunitytobuildamore
cooperative relationshipwithDenisonUniversity,andfindwaystoengage studentsof other
schoolsyear-roundtobuildtheirinterestinWeathervane productionsbefore returninghome
for the summer.
3. As of the winterof 2015, there isno opportunityforstudentticketpricing.$32 isrelativelysteep
for college students,whichismade clearerbythe wave of youngeraudience membersthat
populate everyWeathervane “TwoforTuesday”half-price ticketeventsthroughoutthe
summer.There isan opportunitytodevelopstudentpricingbesidesthe $12 studentrushthat
begins10 minutesbefore the startof anyshow,and potentiallyselloutthe theatereverynight.
11. 10
4. While Weathervane’sgrowthhascausedsome constructionsetbacks,the long-termgoal of
establishingitself asayear-roundregional theatregivesthe theaterreasonable roomtoexpand,
rebrand,andreinventtosuititschanges.
The intent of this campaign is to attract younger, college-agedpatrons to Weathervane
Playhouse. The benefits of this will be twofold: increase audience diversity, and provide greater freedom
for Weathervane to produce more modern, experimental shows.
In order to draw young adult audiences, this campaign will need to raise general awareness of
Weathervane beginning in local colleges, and expanding through social media and other outlets. Then, a
balance must be found between a reasonable price point and the ideal, affordable cost for young adults.
As the Managing Artistic Director, Adam Karsten makes all decisions for the theater. However, any
initiative that requires support or funding would be reliant upon the approval and aid of the Board of
Directors.
Anything involving direct campaigning or interacting with the public should go through Kaitlin Brucker,
theater manager and box office director. Kaitlin’s position as theater manager makes her the main
communication liaison between the theater and the public, and Weathervane’s box office staff operates
as a promotional and PR team by maintaining social media and producing video content.
For this campaign, the majority of direct communication will be with Kaitlin and Adam, who will
communicate to the board.
The campaign will begin with an initial client roundtable to fully address the theater’sdesires, budget
and current practices. This meeting will include Adam, Kaitlin, and Board President Mary Kay Booher.
Afterwards, weekly communication through email will touch base on the progress of the campaign.
As-necessary communication can occur throughout the process through phone and skype calls.
Preliminary campaign components will be presented to Adam and Kaitlin, then after receiving and
applying their edits, be communicated to Ms. Booher. Finalized campaign components will be
presented at a Board of Directors meeting with Weathervane executive staff present in order to
ensure unity and promotion of the campaign.
12. 11
Plan for Research
In the progress of expanding their summer stock
into a professional regional theater, Weathervane
Playhouseneeds to increaseits audience diversity.
To begin, Weathervane needs a campaign to
attractyoungeraudiences inorderto have greater
freedom in the productions they can present.
Problem:Investigate how interested young adults are in seeing theatre.
Method: Contact local colleges and obtain permission for Weathervane representatives to conduct
intercept surveys on campus.
This survey will involve Weathervane representatives, ideally a teamconsisting of a veteran in any
department and a box office team member, engaging students on campus while positioned at a table
with advertising and incentive materials. [Colleges should include, but not be limited to: Denison
University, Ohio State University, Ohio Dominican, Franklin University, Capital University, Columbus State,
and Columbus College of Art and Design.] These materials should include posters, flyers, brochures,
and a cost-effective bulk incentive, such as lanyards or cups.
Since the population of potential young theater-goers on college campuses is too ambiguous to be
well-estimated, representatives should aim to obtain at least 50 responses to a survey from the
variety of local colleges instead of securing a definite confidence level. The survey should ask a
number of barometer scale questions that ask the respondent’s interest in theatre, frequency of
attendance to any theatricalproductions, knowledge of Weathervane, and ideal cost they’d pay for a
professional show. There room will be left at the end for open-response comments, and anecdotal
evidence obtained while greeting and speaking to respondents should be considered valid research.
If obtaining 50 student responses proves impossible, whatever results that can be obtained should
be supplemented by secondary research into generalnationwide trends of young adults consuming
theatre.
Problem:Find out if and how young adults choose to spend money on theatre.
Method: Utilize Facebook and Weathervane staff and alumni to spread an online survey to as many
social media users as possible.
13. 12
Taking advantage of Weathervane’s subscription to SurveyMonkey, this campaign would develop a
survey of ranking-style questions to ascertain what makes young adults decide to spend money on
theatre. An example question could be:
When offered the following, rank from 1-5 what you would bemost likely to do with extra money.
___ See a movie
___Buy retail (clothes, electronics, etc.)
___See a play ormusical
___Go out to eat
___Invest (in stocks orin a big purchase, such as ahome orcar)
Other questions could break down how young adults choose which shows to see, and if their
decision is based on the theater’sproximity, cost, recognition of the show, etc.
This survey would be shared through Weathervane’s Facebook page, and emails would be sent to all
existing and former Weathervane contacts requesting that they share the survey with friends and
family through email and their own social media.
SurveyMonkey membership allows access to charts and analytics to collect answers, which will be
used to interpret survey results. A comparative column chart would be most useful to see which
responses were ranked highest with the greatest frequency.
Information directly related to cost should be compiled with research obtained from the college
campus intercept survey and interpreted in a listing of results highlights.
Problem: Have trendsof diversity and levels of attendance changed from past seasons?
Method: Utilize available records of audience demographics to try and find any noticeable changes
in audience diversity, and how it may relate to show selections for that season, ticket pricing, and
other possible affecting factors.
RE S EARCH TIM ELINE
College Campus Intercept Survey
January 4, 2016: Havedefinitive answers from local universities about Weathervane
representatives allowed on campus.
January 25, 2016: Obtain incentive supplies, brochures, and other promotional materials.
February 8, 2016: Finalize schedules for teams of representatives to visit university
campuses.
14. 13
Spend oneMonday from 10 a.m. to 4 p.m. at each interested college campus throughout
the months ofFebruary and March.
March 31, 2016: Compile and compare results into a listing of highlights.
SurveyMonkey Ranking
January 1, 2016: Complete draft of survey after questions have been reviewed and
approved by client.
January 8, 2016: Share survey through Weathervane Facebook page; send emails to all
contacts about sharing the survey through Facebook, email, and other web media.
January 31, 2016: Compile and compare results into comparative column charts; join
research into ticket pricing with research on cost from Campus Intercept Surveys.
Historical Evidence
December 31, 2016: Examination of any evidence related to audience demographics from
past seasons has been completed. Organizeresults into a listing of highlights.
15. 14
Strategy for Campaign
Goal1: Bring in a larger population of young adult audience members.
Objective: See 15% of total season audience utilize student discount tickets by August 15,
2016.
Goal2: Spread awareness of Weathervane Playhouse to a greater audience diversity.
Objective: Measure 10% of a seasons’ audience members as first-time visitors to
Weathervane by August 15, 2016.
Objective: Obtain 100 new Facebook page follows by January 1, 2017.
Goal3: Improve relationships with local colleges.
Objective: Over the course of the summer season, see 30 students use student IDs from
local universities to obtain ticket discount.
The strategies in this campaign are aimed to communicate that Weathervane is a worthwhile,
unforgettable theatreexperience that is an escape from constraints of time and money—as opposed
to a frivolous cost.
The majority of these strategies should be organized to take place throughout the late winter and
early spring in order to encourage new, younger audience members to attend the 2016 summer
season. Others should take the 2016 to plan and organizefor 2017 implementation.
1. Social media campaign
Young adults, college students in particular, utilize Facebook as a means of consistent
communication. Utilizing Facebook to spread awareness of and interest in Weathervane
Playhouse allows information to spread beyond physical constraints of distance and location.
This campaign activity would be targetedtowards attracting new potential audience members to
resources on Weathervane, particularly the website. The intention is that engaging these
potential audience members with the spirit and unique attractionthat Weathervane offers will
increase ticket sales.
Targeted public: Young adults fluent in Facebook, interested theater-goers not immediately local
to Weathervane
Typeof communication: Social media
16. 15
2. Interactive collegiate event
Creating a live, interactive event that targetslocal college students will secure lasting
relationships and help build a younger audience. This event would aim to take college students
behind the scenes, or otherwise involve them in some element of Weathervane’s creative
process to let them connect to the personality of the theater.
Targeted publics: College students local to Weathervane’s area, students interested in theatre,
students without awareness of or experience in theatre.
Typeof communication: Live event
3. Rebranding initiative
An opportunity to raise awareness at Weathervane is its current lack of visible mission
statement and slogan. Due to the theater’s recent construction, an overall brand refresh would
connect well with its growth and innovations. A rebranding would involve fresher colors in a
more dramatic logo, and the development of an advertising slogan.
Targetedpublics: All Weathervane publics
Type of communication: Branding, brand messages
Strategy package
These strategies aredesigned to generateinterest in Weathervane, each aiming to achieve at least
one goal and measurable objective. Reaching the desired audience by directly engaging face-to-face,
spreading awareness through social media, and drawing them in with an exclusive live event is a
broad application of communication tactics to reach as many potential audience members as
possible.
17. 16
Detailed Plan
The theme of this campaign is that Weathervane productions are uniquely special, and that the
once-in-a-lifetime experience of a live show is worth spending on.
Key messages:
1. “See magic made real.” This more interactive call to action will be integrated as
Weathervane’s new slogan.
2. “Why Weathervane.” This message will be a hashtag used throughout social media to
highlight how Weathervane is special and different from other theaters and forms of
entertainment.
#WhyWeathervane Social MediaCampaign
Goals/objectives addressed: 1, 2
Plan: Take advantage of Weathervane’s vast network of connections—current employees, Newark
and Granville community leaders, Weathervane alumni, and past audience members—to implement
a social media campaign in which Facebook users will describe how their time at Weathervane has
been so special, and why it keeps them coming back. Multimedia will be used throughout the course
of the month to draw continuous attention to the Weathervane Facebook.
Video: A video will be released and shared with the campaign, using cast, crew, and patron’s
personal stories on what makes Weathervane special. The video should feature footage of
the construction of the Matthew Trombetta Artistic wing, along with images of
Weathervane’s progression as a theater to where it is today.
Images: Box office staff will feature photos and brief articles on Mondays and Fridays
designed to emulate the style of popular social media channel, “Humans of New York,” but
call it instead “Magic of Weathervane.” This element of the plan will involve sharing a
picture of a cast or staff member, whether a returning veteran or an alumni, and how
Weathervane has helped them progress in their career or why they enjoy the experience
there.
Target audience: Social media users who are not already following Weathervane’s Facebook page
Communication: Video, photography, social media platforms
Reasoning: Creating a consistent series of post engagements will refresh Weathervane news on the
main pagefeed of users already following the Facebook page. Spreading the hashtag is a form of free
publicity that utilizes the pride and excitement of current and former Weathervane employees to
share their feelings with their Facebook contacts. Modeling after “Humans of New York” and
creating a shareable video subconsciously connects Weathervane with other successful social media
programs and campaigns, which will draw more users due to the comfort of familiarity.
18. 17
“What Weathervane Show Should You See?”Buzzfeed Quiz
Goals/objectives addressed: 1, 2
Plan: This simple tacticcreates an interactive communication event connected to a popular website
for young adults. According to Buzzfeed’swebsite, their most frequent site visitation comes from
users taking personality quizzes that use a variety of questions to get a result about the person’s
tastes, interests, and more. Buzzfeed quizzes allow users to share their results through many
different social media forms, allowing a second social media campaign to cooperate on top of the
#WhyWeathervane campaign.
Target audience: Social media users, Buzzfeed users, users who follow and do not follow
Weathervane on Facebook
Communication: Interactive web media
Reasoning: Aquiz with a tailored result will make each user who takes it feel more unique and
special, and increase their awareness of Weathervane’s offered shows. As a result, users may takean
interest based on a recognizable name, or interesting description.
One Act Festival withStudent Directors:Name Your Price Event
Goals/objectives addressed: 1, 2, 3
This tacticwill serve as both an ongoing research study and an opportunity to reach out and engage
with local colleges that will take place in 2017. When casting for the 2017 summer season,
Weathervane should select a small pool of their performers to arrive early for the season to
participate in a series of one act plays that would be directed by theatre students at local colleges.
Plan: The campaign would begin with announcing the student and professional one act play festival
at the end of the summer 2016 season, while announcing the rest of the season’s shows. In the
winter, theatreprofessors will be contacted and asked if they had any talented, interested students
for a directing opportunity. Permission from universities should be obtained to have posters
requesting applications around campus. These posters should advertise the festival and theater as
well as call for directors, so that posters can remain up for advertising the One Acts throughout the
year. Interested student directors should apply like any traditional job opening, and after reviewing
and interviewing the selection of applicants, narrow down to 3-4 directors to present shows in a one
act festival with two other professionals. Student directors would select a handful of shows, and
Weathervane would createa program with their selections, assigning shows and casts to each
student.
Based on the selected productions, the festival will be named and advertised through the website,
social media, and all other yearly materials.
19. 18
The event itself would take place in the first week of May, 2017, and feature four performances.
Anyone wishing to attend would name their own price for entry.
Target audience: Theatrestudents, local students, Weathervane patrons
Communication: Print (posters), live event
Reasoning: This event would allow the summer season to start a couple weeks early, which would
attract the interest of returning patrons who are used to attending the first show of the year.
Students involved in the production would inform friends and family that they are involved, and
encourage attendance. Keeping in mind that audiences are likely to pay less for a series of one acts
as opposed to a well-known Broadway title, research can still be obtained from the price attendants
are willing to pay to see the event.
“See Magic Made Real”Slogan and Rebrand
Goals/objectives addressed: 2
Creating a slogan and mission statement to be included on the Weathervane website, Facebook
page, and other future publications will refresh and reinvigorate interest in the brand to those who
are familiar with it, and draw in those who may not be familiar with Weathervane.
Plan: The slogan used will be, “See Magic Made Real,” and the newly adopted mission statement
should read as follows:
Through celebrating and cultivating young talent in performance, technical art,
and design, we have dedicated ourselves to providing unforgettable live theatre,
entertaining and enriching patrons with magical productions since 1969.
A more vibrant version of the existing color palate of earthy, rustic tones will be implemented in
materials and a new logo design.
Target audience: All Weathervane Theatrepublics
Communication: Mission statement, branding
Reasoning: While the theatre’sroots are in its humble beginnings, it is reaching for a bigger, more
modern future. An updated logo, colors, slogan and mission statement will reflect those ideals while
still staying true to the organization’s original message of “Summer Magic” and rustic atmosphere.
Student Ticket Pricing
Goals/objectives addressed: 1, 2, 3
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The plan: Add a $17 student ticket pricing to every performance, instead of just “Two for Tuesday”
special performance days.
Target audience: Students, local university students
Communication: Incentive
Reasoning: Bylowering the cost for students, Weathervane can not only welcome in a younger
audience, but can also sell out more performances. Bringing down the price should not cause the
theater to lose significant money if the benefit is filling seats every night, and seeing no more
performance nights with only half of the theatre’s500+ seats filled.
Date Tactic Task
Week of March 6, 2016 #whyweathervane Campaign 1. Obtain interviews from Weathervane
cast and crew to be featured in “Magic
of Weathervane”
2. Film #whyweathervane PSA
Week of March 13, 2016 #whyweathervane Campaign
“See Magic Made Real” Rebrand
1. Edit and get approval for
#whyweathervane PSA
2. Complete posts for “Magicof
Weathervane” with photos and get
approval
3. Finalized logo, mission statement,
slogan, colors, and mock-up of their
incorporation into the website and
other materials for approval
4. Investigate if, and how long, website
will need to be shut down for changes
5. Send email blast to former patrons,
post on the website date and time of
temporary shutdown for updates
Week of March 20, 2016 #whyweathervane Campaign
“See Magic Made Real” Rebrand
Student ticket pricing
1. Email active and former staff asking
them to use the #whyweathervane
hashtag for a chance to be shared and
featured on the Facebook page
2. Shut down website and update
revisions overnight beginning at 12am.
3. Update ticket purchase page with
student ticket costs
March 31, 2016 #whyweathervane Campaign 1. Begin campaign tacticby posting the
video and initiating use of the hashtag
Every Monday and Friday
of April, 2016
#whyweathervane Campaign 1. Post “Magicof Weathervane”
April 24, 2016 “What Show…” Buzzfeed Quiz 1. Create and get approval for Buzzfeed
Quiz
May 2, 2016 “What Show…” Buzzfeed Quiz 1. Share quiz on Facebook page
Week of November 22, One Act Festival 1. Contact local college professors about
21. 20
2016 interested students
2. Design poster, get approval
3. Contact universities about hanging the
posters
Week of November 29,
2016
One Act Festival 1. Hang posters on college campuses
Week of December 11,
2016
One Act Festival 1. Confirm two professional directors
Week of January 3, 2017 One Act Festival 1. Complete interview process for college
directors
January 13, 2017 One Act Festival 1. Contact 3-4 student directors to
participate
Week of January 22, 2017 One Act Festival 1. Obtain rights to shows
February 12, 2017 One Act Festival 1. Inform directors of their cast; inform
cast of their shows
2. Announce shows, festival name on
website and social media
May 4-7, 2017 One Act Festival 1. Present festival
Tactic Situation Solution
“#whyweathervane” Campaign
#whyweathervane video is not
working on YouTube or Facebook
Purchase a temporary Vimeo
subscription, host there until
situation is resolved.
“#whyweathervane” is somehow
not working, or associated with
bad publicity
Begin using
“magicatweathervane.”
“What Show…” Buzzfeed Quiz Buzzfeed is not working Quizlet will be used.
“See Magic Made Real” Rebrand
Website cannot be edited Look into an alternate hosting site.
Transfer information and use new
branding on the new host. When
complete, redirect old link to new
host.
Website must be shut down for
considerable time
Use social media to connect
website reconstruction with
Matthew Trombetta artistic wing
construction, show progress
images. Email and post to
Facebook letting patrons know to
call the box office instead of
visiting the website. Temporarily
remove website URL from web
media.
One Act Festival
Student directors do not take
interest
Contact university professors
about visiting classes to petition
in-person; contact current and
former Weathervane for
recommendations of amateur
directors that arefriends or
22. 21
family.
Posters cannot be hung up at
universities
Contact university directors and
professors about placing posters
on or near their office doors.
Cannot obtain two professional
directors
Have Adam and Kirsten Upchurch,
Production Manager, fill in.
Student Ticket Pricing Board does not agreewith change Negotiatea compromise.
*Due to inabilityto obtain accurate informationonorganization’s rate of pay, budget for the cost of professional directors and
cast involved inthe One Act Festival is not calculated.
Tactic Estimated Cost
Intercept Survey Research Custom silicone wristband (incentive)
$0.23/each x 500
$115.00
#whyweathervane Campaign 0.00 0.00
“What Show…” Buzzfeed Quiz 0.00 0.00
“See Magic Made Real” Rebrand 0.00 0.00
One Act Festival Posters(UPrinting) $0.41/each x 250 $101.62
Student Ticket Pricing N/A N/A
Miscellaneous/Contingency Costs $25.00 $25.00
Total AnticipatedCost $241.62
23. 22
Plan for Evaluation
Goal1: Bring in a larger population of young adult audience members.
Objective: See 15% of total season audience utilize student discount tickets by August 15,
2016.
Evaluation: Throughout the summer season, maintain a program that measures number of
tickets purchased in the different levels of cost (adult, student, senior, etc). At the
conclusion of the season, compile results into a spreadsheet. Determine if 15% of total ticket
purchases for the season were on student discount. If so, the objective and goal will be
considered successful.
For formative purposes, have separate spreadsheets detailing which productions and nights
of the week featured more purchases of student tickets.
Goal2: Spread awareness of Weathervane Playhouse to a greater audience diversity.
Objective: Measure 5% of a seasons’ audience members as first-time visitors to
Weathervane by August 15, 2016.
Objective: Obtain 100 new Facebook page follows by January 1, 2017.
Evaluation: Have a program or spreadsheet keep count of all new names that appear in
online and phone ticket reservations, and ask all who purchase tickets at the box office if it is
their first time at Weathervane to keep tally.
At the end of the season, compile these numbers and examine them against total
performance attendance across the summer. If these numbers show that at least 5% of the
season’s audience were newcomers to Weathervane, this element of the campaign can be
judged as effective.
Secondly, take note of the total number of Facebook followers on the Weathervane page on
March 30, 2016, the day before the “#whyweathervane Campaign” is scheduled to take
place. If by January 1, 2017, the number of Facebook followers has risen by 100 as a result of
increased social media presence and outreach to universities, the second objective can be
considered a success.
Goal3: Improve relationships with local colleges.
Objective: Over the course of the summer season, see 30 students use student IDs from
local universities to obtain ticket discount.
Evaluation: Ask all students who purchase tickets through the box office to present a
Student ID in order to receive the discount. Keep tally of which school the IDs are associated
with, and compare by the end of the summer. It would be beneficial to evaluate how many
24. 23
campaign tactics were able to take place on a university as compared to how frequently that
schools’ student IDs were used for tickets.
To evaluate the completion of the objective, count at least 30 student IDsused to obtain
student discounts by the conclusion of the summer season.
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“SE E MAG IC MADE RE AL” RE BRANDING MAT ERIALS
28. 27
“WHIC H WE ATHERVANE PLAYHOUSE 2016 SHOW SHOULD YOU S E E ?”
*The following is an example for the general format of the Buzzfeed Quiz. The entire quiz would feature 10
questions including: “What’s the best song of 2016; Who is your celebrity crush?; What dessert are you
craving?; Pick a pair of shoes for a night out; Pick a favorite TV show; Pick a movie musical; Pick a place to
live; Which cat looks like you at the theater?; What’s the best theater snack?”
