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A strategic market analysis prepared for Underwood Symphony Orchestra

Prepared by

Ruth Hartt

www.cultureforhire.com

Prepared on Friday, October 25, 2024

This report and its content are protected by copyright law. Unauthorized reproduction, distribution, or use of any part of this report without prior written permission from Culture for Hire is strictly prohibited.

The information contained in this report is for the sole use of Underwood Symphony Orchestra and is not to be shared with or distributed to any third party.

This market analysis has been prepared for informational purposes only. While every effort has been made to ensure the accuracy of the data and analysis presented, Culture for Hire makes no warranties, express or implied, regarding the completeness or reliability of the information. Culture for Hire shall not be held responsible for any decisions made based on the content of this report.

Table of Contents

Introduction..................................................................... page 4

Your Market Position....................................................... page 7

7 New Market Opportunities........................................... page 10

A. Wellness

B. Social Connection

C. Stress Management

D. Alternatives to AI

E. The Digital Detox

F. The Antidote to Online Dating

G. Support for Parents

Findings in Brief............................................................... page 16

Methodology.................................................................... page 17

3 Case Studies................................................................ page 18

Next Steps: The G-O-L-D Framework............................. page 25

Conclusion....................................................................... page 28

Introduction

New Audiences: The Key to Sustainability

Understanding your current market dynamics, future market potential, and new market opportunities is essential for driving growth and ensuring sustainability at Underwood Symphony Orchestra.

Your AUDIENCE UNLOCKED report provides a comprehensive evaluation of the existing market position for Underwood Symphony Orchestra, alongside future projections based on sector-wide trends.

Additionally, it offers an in-depth analysis of potential growth opportunities across seven promising market segments that arts organizations have traditionally ignored, with actionable insights to help Underwood Symphony Orchestra embrace a more sustainable strategy for audience development.

Because despite our best efforts, the arts sector has been fighting a losing battle with the internet, social media, and streaming, seeing a steady decline in attendance since the 1980s.

According to the National Endowment for the Arts, classical music audiences have declined 65% since 1982, and opera audiences down a staggering 77%. Most disciplines aren't far behind:

These trends highlight the the urgency of reaching new audiences to ensure sustainability. Adopting customer-centric methods can reverse this trajectory, re-engaging lost audiences and reaching highly profitable new market segments.

From Products to Outcomes: The Key to Customer Centricity

This diversified approach draws on an innovation framework from the business world that illuminates what drives consumers: People don’t buy products; they buy outcomes.

By shifting from product-centric to outcome-centric strategies—focusing on the results their customers seek—countless organizations across industries have tapped into new market segments and significantly grown engagement and revenue. Arts organizations can do the same.

Take a look in Figure B at how many Americans are prioritizing outcomes like wellness, social connection, and stress relief. These figures reveal the strong demand for experiences that address these needs, offering organizations the chance to connect with new audiences through customer-centric strategies.

Here's the good news: The arts offer powerful solutions to these needs—we just need to frame our offerings around the outcomes people are seeking.

Item - Culture for Hire Image-2 1

How impactful is this outcome-focused approach in practice? According to a recent Deloitte report¹, companies that prioritize customer-centric strategies are 60% more profitable than those that don’t.

This imperative is underscored by the Institute for Corporate Productivity, which has closely studied high-performance organizations—those that consistently outperform their peers in key areas like revenue, profitability, and customer satisfaction. Their study² confirms that a primary driver of success is a deeply embedded customer-centric culture.

Arts organizations have traditionally centered the product and the artist in their strategy. But as the sector faces steep declines, adopting these customer-centric methods can provide a significant advantage with a simple pivot: Keep the product—but start highlighting the outcomes it provides.

Here’s the bottom line: Aligning your strategies with your target audience’s needs and desires drives substantial financial rewards. Let’s explore how Underwood Symphony Orchestra can harness these insights to secure its future success, grow audience engagement, and increase revenue.

Your Market Position

The following analysis draws on data from the National Endowment for the Arts' Survey for Public Participation in the Arts, as well as negative substitution data from IMPACTS Experience.

Your Share of the Market

Based on the NEA's 2022 Survey for Public Participation in the Arts, the estimated market size for the classical music experience in Greater New York City is 161,000 people (that's 4.60% of your 3,500,000 population.) With 12,000 annual attendees, Underwood Symphony Orchestra has captured 7.45% of this market.

Your region's population

Participation rate for classical music

Market size for classical music in Greater New York City

Your total annual attendees

Your market share

3,500,000

4.60%

161,000

12,000

7.45%

You're operating in a high-density market with numerous competitors. This suggests that there may be limited potential to grow your market share in the traditional sense—by appealing to the consumers in Greater New York City who are already interested in the classical music experience.

Market density in Greater New York City

Number of competitors

Your market share

Growth potential

high-density

7-9+

7.45%

limited

Negative Substitution: Forecasting the Tipping Point for Your Sector

While it may be tempting to focus on capturing more of the existing classical music market, it’s crucial to recognize that industry trends indicate a shift in audience preferences and behaviors that could undermine traditional strategies.

The truth is, your sector has long been losing patrons faster than they can be replaced. Research at IMPACTS Experience shows negative substitution³ across all disciplines, underscoring the urgent need to cultivate new audiences who are vital for sustainability.

For performance-based organizations across the U.S., the current negative substitution rate stands at 0.904. That’s a 9.60% annual reduction. At this rate, the sector is projected to lose 50% of its patron base in approximately 7 years. (See Figures B and C.)

Negative subsitution rate for performance-based sector

Annual reduction rate for performance-based sector

50% patron base loss forecast for performance-based sector

0.904

9.60%

7 years from now

While this projection seems dire, it offers Underwood Symphony Orchestra a powerful opportunity to innovate, adapt, and emerge stronger than ever.

A New Approach

Like most arts organizations, you are likely restricting your reach to Insiders with traditional, product-centric marketing. Meaning, you're primarily targeting individuals who already have a strong interest in the classical music experience, rather than expanding your outreach to new audiences who may not yet realize the relevance your organization can offer.

This represents a missed opportunity to capitalize on new revenue streams and engage broader audiences. Showcasing the tangible outcomes that the classical music experience offers widens your market, revealing an entirely different set of competitors and a totally new segment of consumers to pursue.

Seven New Market Opportunities

The following analysis draws on research from McKinsey, the American Psychiatric Association, Pew Research, the American Psychological Association, and YouGov.

While this report highlights significant audience growth opportunities, realizing these outcomes will depend on your organization’s ability to implement customer-centric strategies, alongside factors like market conditions and audience engagement. These projections should be seen as part of a larger strategic initiative, not as guarantees.

It's Time

to Diver

sify

The customer-centric approach is based o

n the principle that people don't buy pr

oducts; they buy outcomes. In this secti

on we'll explore seven promising market

segments that Underwood Symphony Orchest

ra can tap into by shifting their focus

to the outcomes that the classical music

experience provides. These opportunitie

s are rooted in growing trends like well

ness, social connection, and stress mana

gement, which resonate deeply with moder

n audiences.

By targeting these areas, Underwood Symp

hony Orchestra can reach new, diverse gr

oups who may not have engaged with opera

before but are seeking the outcomes tha

t the opera experience can deliver.

Let's explore these opportunities and

examine how they might help you broade

n your impact, engage new audiences, a

nd grow more revenue.

Projected Market

Capture Rate

The market capture rate of

just 1% has been chosen a

s a conservative estimate

for the new market opportu

nities below. This modest

target allows Underwood Sy

mphony Orchestra to envisi

on growth while acknowledg

ing that expanding into a

new market takes time and

effort.

NEW MARKET #1:

WELLNESS

As consumers increasingly prioritize ment

al and physical well-being, the arts prov

ide a unique opportunity to support this

trend. By framing the classical music exp

erience as a powerful solution that contr

ibutes to wellbeing, Underwood Symphony O

rchestra can attract individuals seeking

new and better ways to achieve wellness o

utcomes.

82% of the population says that wellness

is a top priority for them, according t

o a recent McKinsey report. In Greater N

ew York City , that 82% adds up to 2,870

,000 people.

If you were able to capture just 1% of

that segment by marketing the wellness

outcomes the the classical music experi

ence offers,

you could potentially a
dd 28,700 attendees annu
ally.

With an average ticket price of $40, gai

ning 28,700 new attendees could generate

approximately $861,000 in additional an

nual revenue.

Wellne
ss mar
ket in
Great
er New
York
City

Potential
new patron
s seeking
wellness o
utcomes

(1% mark
et share
)

Your a
verage
ticke
t pric
e

Potenti
al new
revenue

2,870

,000

28,

700

861,

000

NEW MARKET #2: SOCI

AL CONNECTION

In a world where traditional institution

s have eroded, online friends have repla

ced real-world interactions, and social

isolation is on the rise, the arts have

the ability to foster meaningful connect

ions—not to mention the magic of collect

ive effervescence! By framing the classi

cal music experience as a powerful solut

ion that brings people together, Underwo

od Symphony Orchestra can attract those

looking for ways to strengthen social bo

nds and build community.

30% of the population experiences lonelin

ess at least once a week, according to a

recent American Psychiatric Association p

oll. In Greater New York City , that 30%

adds up to 1,050,000 people.

With a 1% capture of this segment throu

gh targeted marketing of the connection

and belonging outcomes that the classi

cal music experience provides,

you could potentially add 10,500 att
endees annually.

With an average ticket price of $40, gai

ning 10,500 new attendees could generate

approximately $315,000 in additional an

nual revenue.

Social co
nnection
market in
Greater
New York
City

Potential
new patron
s seeking
social con
nection ou
tcomes

(1% mark
et share
)

Your a
verage
ticke
t pric
e

Potenti
al new
revenue

1,050

,000

10,

500

$315

,000

NEW MARKET #3: STRE

SS MANAGEMENT

As the demands of modern life increase

, consumers are experiencing more stre

ss than ever before. By framing the cl

assical music experience as a powerful

solution that provides an immersive e

scape from daily pressures, Underwood

Symphony Orchestra can appeal to consu

mers seeking new and more effective wa

ys to achieve relaxation and stress re

lief.

24% of US adults rate their average stres

s between 8 and 10, according to the Amer

ican Psychological Association. In Greate

r New York City , that 24% adds up to 840

,000 super stressed people!

By reaching just 1% of this market segmen

t with messaging that highlights the stre

ss reduction and relaxation outcomes that

the classical music experience provides,

you could potentially add 8,400 attend
ees annually.

With an average ticket price of $40, ga

ining 8,400 new attendees could generat

e approximately $336,000 in additional

annual revenue.

Stress r
eduction
market
in Great
er New Y
ork City

Potential
new patr
ons seeki
ng stress
reductio
n outcome
s

(1% mark
et share
)

Your aver
age ticke
t price

Potenti
al new
revenue

840,

000

8,4

$336

,000

NEW MARKET #4: ALT

ERNATIVES TO AI

With growing concerns about artificial i

ntelligence and the future of creativity

, consumers are increasingly drawn to hu

man-driven art forms. By framing the cla

ssical music experience as a uniquely hu

man experience that AI simply cannot rep

licate, Underwood Symphony Orchestra can

attract those looking for authentic, hu

man-centered cultural experiences.

52% of Americans say they are concerne

d about the increased use of AI, accor

ding to Pew Research. In Greater New Y

ork City , that 52% adds up to 1,820,0

00 people.

If just 1% of this segment were engaged w

ith your offerings through messaging that

focused on the uniquely human aspect of

the classical music experience,

you could potentially add 18,200 atte
ndees annually.

With an average ticket price of $40, gai

ning 18,200 new attendees could generate

approximately $728,000 in additional an

nual revenue.

Alterna
tives t
o AI ma
rket in
Greate
r New Y
ork Cit
y

Potential
new patron
s seeking
alternativ
es to AI

(1% mark
et share
)

Your aver
age ticke
t price

Potenti
al new
revenue

1,820

,000

18,

200

$728

,000

NEW MARKET #5: THE

DIGITAL DETOX

In a world dominated by smart phones, ip

ads, and laptops, consumers are looking

for screen-free activities that provide

a break from technology. In fact, accord

ing to Keywords Everywhere, searches for

"digital detox" more than tripled in 20

24 compared to 2023. By framing the clas

sical music experience as a powerful sol

ution that offers a screen-free digital

detox, Underwood Symphony Orchestra can

appeal to individuals and families eager

to reconnect with the world beyond thei

r devices.

A full 31% of Americans say they’re ma

king efforts to reduce their screen ti

me, according to YouGov. In Greater Ne

w York City , that 31% adds up to 1,08

5,000 people.

Attracting just 1% of this audience segm

ent by focusing on the screen-free, unpl

ugged aspect of the classical music expe

rience,

you could potentially a
dd 10,850 attendees annu
ally.

With an average ticket price of $40, gai

ning 10,850 new attendees could generate

approximately $434,000 in additional an

nual revenue.

Digita
l deto
x mark
et in
Greate
r New
York C
ity

Potentia
l new pa
trons se
eking di
gital de
tox

(1% mark
et share
)

Your averag
e ticket pr
ice

Potenti
al new
revenue

1,085

,000

10,8

$434

,000

NEW MARKET #6: THE ANTID

OTE TO ONLINE DATING

In today’s dating landscape, consumers l

ooking for love are overwhelmed by the a

bundance of choices on dating apps and f

atigued by the impersonal nature of onli

ne interactions. They want authentic, fa

ce-to-face experiences that foster meani

ngful connections. By framing the classi

cal music experience as an alternative s

olution that provides a unique, memorabl

e, and/or romantic dating experience, Un

derwood Symphony Orchestra can attract i

ndividuals who are ready to try somethin

g new.

Nearly half of Americans report being st

ressed about their love life and say dat

ing is difficult, says Pew Research. (An

d according to the U.S. Census Bureau, a

lmost half of the U.S. population are cu

rrently single.) In Greater New York Cit

y , that 50% adds up to 1,750,000 people

If you were able to capture just 1% of

that segment by marketing the relatio

nship-building opportunities that clas

sical music events offer,

you could potentially add 17,500 atte
ndees annually.

With an average ticket price of $40, gai

ning 17,500 new attendees could generate

approximately $700,000 in additional an

nual revenue.

Alternat
ive to o
nline da
ting mar
ket in G
reater N
ew York
City

Potential
new patron
s seeking
dating alt
ernatives

(1% mark
et share
)

Your averag
e ticket pr
ice

Potenti
al new
revenue

1,750

,000

17,

500

$700

,000

NEW MARKET #7: SUPPO

RT FOR PARENTS

Many young parents feel isolated and over

whelmed by the lack of community and supp

ort networks. Without the traditional “vi

llage” of family or local connections, th

ey face the challenges of parenting large

ly on their own, which contributes to hig

h levels of stress and burnout. By framin

g the classical music experience as a pow

erful solution that provides a family-fri

endly and enriching experience, Underwood

Symphony Orchestra can provide parents w

ith much-needed moments of connection and

relaxation, while offering a cultural ac

tivity that engages and benefits the enti

re family.

29% of parents say parenting is stressf

ul all or most of the time, according t

o Pew Research. In Greater New York Cit

y , that 29% adds up to 1,015,000 peopl

If you were able to capture just 1% of t

hat segment by marketing the family-frie

ndly benefits that classical music event

s offer,

you could potentially a
dd 10,150 attendees annu
ally.

With an average ticket price of $40, gai

ning 10,150 new attendees could generate

approximately $406,000 in additional an

nual revenue.

Parent a
nd famil
y suppor
t market
in Grea
ter New
York Cit
y

Potentia
l new pa
trons se
eking fa
mily-fri
endly ac
tivities

(1% mark
et share
)

Your averag
e ticket pr
ice

Potenti
al new
revenue

1,015

,000

10,1

$406

,000

Findings in Brief

Your Marke

t Position

Market

7.4

Market

densi

high-

densi

Growth potential in the tra

ditional, product-centric c

lassical music market*

lim

ite

Annual rate of decline

in the performance-base

d sector~

60%

Forecasted tipping point

(50% loss of patron bas

e) in the performance-ba

sed sector

7 years

from now

* According to the National End

owment for the Arts; based on y

our market share and density

~According to

IMPACTS Expe

rience

Your Growth Potential i

n Outcome-Focused Marke

Market Opp
ortunities
⁺

New Attendees

at 1% Market

Share

New Reven

ue at 1%

Market Sh

are^

Well

ness

28,

700

$861

,000

Social C

onnectio

10,

500

$315

,000

Stress Ma

nagement

8,4

$336

,000

Alterna

tives t

o AI

18,

200

$728

,000

Digita

l Deto

10,

850

$434

,000

Antidote to

Online Dat

ing

17,

500

$700

,000

Parent

Support

10,

150

$406

,000

^With your av

erage ticket

price of $40

+According to McKinsey, the American Psy

chiatric Association, Pew Research, the

American Psychological Association, YouG

Recommend

ations

With a forecasted tipping point of just

7 years in the performance-based sector,

it's clear that the traditional product

-centric approach isn't enough. In order

to create a sustainable future, Underwo

od Symphony Orchestra must break free of

outdated, product-centric thinking and

embrace the customer centric approach, w

hich showcases the tangible outcomes art

provides—in particular, the outcomes co

nsumers are actively seeking.

This means broadening your perception of

the market you’re competing in, letting g

o of your loyalty to your Insider patrons

, and pursuing a whole new segment of con

sumers: The Outsiders. To reach them, tap

into the outcomes that they care deeply

about: wellness, social connection, stres

s management, and more.

Where to F

ocus First

Don’t try to expand in multiple segments

all at once. Start with just one new ma

rket to focus your resources, messaging,

and efforts on understanding and engagi

ng a specific audience segment deeply.

By dedicating time to learn what resonate

s most with this group, you can tailor yo

ur programs and marketing strategies to m

eet their unique needs and expectations.

This focused approach will help you track

progress, measure impact, and make adjus

tments as needed, creating a sustainable

model for future growth. Once you achieve

success in one new market, you’ll be rea

dy to expand confidently into additional

segments with proven strategies in place.

With your organization already committed

to offering family-friendly programs, t

he Parent Support market represents a lo

gical extension of your efforts. By expa

nding your reach here, you can engage ev

en more parents looking for enriching, s

tress-relieving activities that benefit

both them and their children.

By building on your existing initiatives

, and rigorously applying customer-centr

ic strategies to your marketing and prog

ramming, you’ll be able to deepen engage

ment and increase the effectiveness of y

our efforts, maximizing your impact on y

our community.

Methodology

AUDIENCE UNLOCKED is grounded in a rigorous data-driven approach. To estimate the market size in your region, discipline-specific participation rates derived from the National Endowment for the Arts were multiplied by the total population in the region you serve, yielding a clear picture of your potential audience.

To determine the current market share, the proportion of the total market represented by annual attendance figures was calculated. For each new market opportunity (such as wellness, social connection, and stress management), data from highly reputable sources—including McKinsey, Pew Research, and other industry benchmarks—was leveraged to estimate total market size.

The 1% market capture rate was employed as a conservative projection, offering a cautious yet realistic estimate of the audience you could potentially engage. This figure was calculated by taking 1% of the total market size for each new opportunity.

Finally, potential additional revenue was estimated by multiplying your average ticket price by the 1% market capture.

Key Assumptions

I assumed a stable market environment and consistent audience behavior over the coming year, with no significant disruptions such as economic downturns or major shifts in consumer preferences.

The average ticket price of $30 reflects a baseline benchmark, with the understanding that organizations may adjust based on their own ticketing strategies.

Limitations

This analysis is based on currently available data and trends, and while I have taken steps to ensure the accuracy of these projections, actual outcomes may vary based on regional differences, changing market conditions, or shifts in audience preferences.

Footnotes

1. https://www.deloittedigital.com/mt/en/insights/perspective/Personalising-The-Customer-Experience.html

2. https://www.i4cp.com/productivity-blog/2014/10/17/winning-through-customer-focus

3. https://www.colleendilen.com/2022/03/02/cultural-entities-are-not-expanding-audiences-fast-enough-to-sustain-attendance-heres-what-this-means-data/

Three Case Studies

In the following section, we’ll explore case studies from organizations that have applied these principles to real-world challenges, demonstrating how aligning with audience needs and delivering meaningful experiences can lead to significant growth and sustainability.

Case Study: Ballet Austin

Background

Ballet Austin, founded in 1956, is renowned for its mission of providing innovation and excellence in performance and education. In 2007, they moved into a new home with eight studios, doubling their original space, which required the exploration of new revenue streams to sustain operations.

The Challenge

The expanded facilities left Ballet Austin with off-hours during which their studios were underutilized, and they needed to find a way to generate revenue to offset the costs of the additional space.

The Solution

Ballet Austin experimented with offering adult dance classes during off-hours, which quickly sold out. Based on this success, they expanded their class offerings to include ballet, barre, tap, hip-hop, and Pilates. Currently, they host 60 adult dance and fitness classes per week, attracting over 12,000 adults annually. Recognizing a community need for well-being, they further developed initiatives like Pink Pilates for breast cancer survivors, monthly food drives, and B-Well, an online well-being toolkit. This focus on well-being prompted a mission update to include fostering health and well-being through dance.

The Results

This strategic pivot created a virtuous circle, combining both social and economic value. By aligning their offerings with the well-being needs of their community, Ballet Austin achieved the highest revenue and attendance in their 65-year history. Their emphasis on health and well-being has become central to their identity, solidifying their role as both a cultural and wellness resource.

Source: “Be Well”, a keynote address given by Tessitura Network’s Andrew Recinos. Watch here.

Case Study: Princeton University Concerts

Backgr

ound

Princeton University Concerts (PUC) has a

long history of bringing classical music

to diverse audiences. However, like many

arts organizations, it faced significant

challenges during and after the pandemic

. The leadership at PUC recognized that t

he traditional concert model might no lon

ger fully serve post-pandemic audiences,

whose needs had evolved. Embracing a cust

omer-centric approach, PUC began explorin

g new ways to connect people with classic

al music, far beyond the standard concert

experience.

The Cha

llenge

The pandemic highlighted a stark realit

y: both classical music and its audienc

es were changing. The traditional model

s that once worked were not as effectiv

e at bringing in new, younger, and more

diverse audiences. Audiences were seek

ing experiences that resonated more dee

ply with their personal lives, particul

arly as they emerged from the isolation

and challenges of the pandemic. The le

adership at PUC knew that returning to

“business as usual” was not an option.

They needed to rethink their approach t

o remain relevant and sustainable.

The So

lution

PUC adopted a customer-centric mindset, r

ecognizing the urgent need to meet audien

ces where they are by offering more immer

sive, personalized experiences. This led

to the development of new programs that r

esponded to contemporary needs, including

Music & Meditation Series: Combining live

classical music with meditation sessions

, this innovative series tapped into the

growing wellness movement. Held over lunc

h hours, these events were designed for e

ase of access, attracting both serious me

ditators and casual concertgoers looking

for moments of reflection and calm during

their day.

Healing with Music: This series was born

from the pandemic, recognizing music's pr

ofound impact on mental and emotional wel

l-being. The series included performances

intertwined with personal stories from m

usicians, like Joshua Roman, a cellist wh

o shared his battle with long COVID. Thes

e deeply personal experiences created a s

pace where music and healing converged, o

ffering audiences an experience that went

far beyond the typical concert hall sett

ing.

DoReMeet: Speed Dating and Social Events:

Recognizing that many people attend conc

erts alone because they lack a companion,

PUC introduced speed dating and social e

vents before concerts. These events, desi

gned for people of all ages, allowed atte

ndees to bond over a shared love of music

before enjoying the performance together

. It also fostered a greater sense of com

munity among audience members.

The Re

sults

These customer-centric initiatives helped

PUC attract new audiences and deepen eng

agement with existing ones. The Music & M

editation series, for example, brought a

wide range of participants into the conce

rt hall, from seasoned concertgoers to in

dividuals looking for a wellness-focused

break. Similarly, the Healing with Music

series provided an intensely personal and

relevant experience that drew in people

seeking both emotional and cultural enric

hment.

PUC also saw success with DoReMeet, which

brought in both younger audiences and ol

der patrons who often struggle to find so

meone to attend concerts with. These init

iatives broadened the demographic reach o

f the organization and helped foster a st

ronger sense of community among attendees

Key Tak

eaways

PUC’s customer-centric programming demons

trates the power of aligning art with the

evolving needs of modern audiences. By a

ddressing key consumer trends such as wel

lness, mental health, and social connecti

on, PUC has expanded its reach and deepen

ed its relevance in the lives of concertg

oers. The organization’s focus on creatin

g experiences that resonate with contempo

rary challenges—from isolation to stress

to a desire for community—positions it as

a leader in the field of classical music

PUC’s innovative, consumer-focused appro

ach offers a model for other arts organi

zations seeking to re-engage lost audien

ces and tap into new, diverse market seg

ments.

Source: Leading the Way with Jill S. Robi

nson (TRG Arts) Episode 10: New Models fo

r Connection in Classical Music with Marn

a Seltzer and Dasha Koltunyuk. Listen

he
re
.

Case Study: Calgary Public Library

Backgr

ound

Founded in 1912, the Calgary Public Libra

ry serves as a vital resource for its com

munity, offering access to books, informa

tion, and educational programs. In 2016,

the library decided to make a bold shift

in how it engaged with its visitors by fo

cusing on creating a more dynamic and inc

lusive space for the community. This tran

sformation represented a break from the t

raditional library model, emphasizing its

role as a vibrant hub for learning, crea

tivity, and community engagement.

The Cha

llenge

Historically, libraries were seen as tr

ansactional spaces focused on lending b

ooks, with an emphasis on silence and i

ndividual study. For the Calgary Public

Library, this traditional model limite

d its ability to engage a wider, more d

iverse audience, particularly families

with children.

The library recognized that it needed t

o reinvent itself to become a place whe

re all generations could interact, lear

n, and connect, while keeping up with c

hanging community needs and digital tre

nds. The challenge was to transform int

o a vibrant community hub that attracte

d broader engagement and remained relev

ant in a digital world.

The So

lution

As part of its transformation, Calgary Pu

blic Library installed a decommissioned f

ire truck, Engine 23, inside its largest

location in 2016. Engine 23 served as a p

layscape, offering a hands-on, interactiv

e experience for children and families. T

his initiative aimed to break down the tr

aditional "quiet library" atmosphere and

reposition the library as a welcoming, cr

eative, and engaging space for the whole

community.

The fire truck symbolized the library’s

broader efforts to prioritize community

needs and foster interaction. In additio

n to this innovative play structure, the

library expanded its offerings to meet

the diverse needs of its patrons, includ

ing increased access to digital resource

s and community-focused services such as

meeting rooms and educational programs.

The Re

sults

Engine 23 became an immediate success, at

tracting over one million visitors in its

first seven months. The fire truck not o

nly increased foot traffic but also helpe

d reframe the public's perception of what

a library could be—a center for engageme

nt, learning, and fun. The initiative rei

nforced Calgary Public Library’s mission

to serve the community, increasing its re

levance and drawing in new audiences, par

ticularly families and children.

In 2023, Calgary Public Library recorded

more than 6.7 million visitors and 7 mi

llion items in circulation, showing sust

ained interest in the library's expanded

services. The library also added 150,00

0 new members over the year, a record-br

eaking number that surpassed membership

additions during the opening of the Cent

ral Library in 2018.

The library’s digital and in-person prog

rams thrived, with more than 230,000 sch

ool-aged students attending programs, 64

,000 students participating in virtual l

earning sessions, and more than 14,000 p

rograms delivered to patrons of all ages

Additionally, the library's 90 meeting ro

oms were booked over 84,000 times in 2023

, demonstrating its role as a community s

pace where people meet for everything fro

m birthday parties and study groups to st

arting new businesses. The library’s abil

ity to engage 55% of Calgarians with libr

ary cards, and its capture of 750,000 act

ive users, highlights its success as a dy

namic community resource.

Continue

d Growth

The growing demand for the library’s serv

ices has led to the planning of four new

library locations in Calgary, further exp

anding access to community services. Thes

e new libraries, located in various neigh

borhoods, reflect the library’s commitmen

t to meeting the needs of a rapidly growi

ng city.

With 123 new residents arriving in Calga

ry each day, the library has become a cr

itical resource for newcomers, particula

rly refugees and immigrants, who often u

se their library card as their first pie

ce of Canadian identification.

The Calgary Public Library's transforma

tion is an inspiring case study in how

traditional cultural institutions can a

dapt and thrive by embracing community

needs and offering services that go bey

ond their original purpose. The success

of initiatives like Engine 23, coupled

with expanded digital and physical off

erings, serves as a model for other org

anizations looking to reinvent themselv

es and remain relevant in an ever-chang

ing landscape.

Sources: The Audacity of Relevance by A

lex Sarian and

https://livewirecalgary.com/2024/01/14/
calgary-public-library-2023-attendance-
circulation/

Next Steps

From Insight to Action

The G-O-L-D framework is my step-by-step guide to help arts organizations align strategies with audience needs, driving sustainable growth and a customer-centric transformation. These strategic actions guide audience-centered decisions for growth in a changing arts landscape.

Cultivate Alignment on

Customer Centric Princi

ples

But first, aligning your team on customer

-centric principles is crucial for ensuri

ng a unified approach to organizational s

trategy. This alignment helps break down

silos, encourages collaboration, and ensu

res that all team members are working tow

ards the same goal.

Start by leading a book club, working t

hrough Clayton Christensen’s best-selli

Competing Against Luck

together. This is a valuable exercise t

hat can help your team develop a custom

er-focused mindset that drives decision

-making.

Once your team has embraced a shared un

derstanding of customer-centricity and

developed a common language around it,

it's time to implement the four steps o

f the G-O-L-D framework:

GATHER Custom

er Insights

Conduct a thorough analysis to identify w

hich specific consumer needs resonate mos

t with your community. Using patron inter

views, surveys, and focus groups (I recom

mend one-on-one patron interviews for bes

t results), determine which consumer need

your organization is best positioned to

address through your programs and offerin

gs—and start acting on it to create marke

ting and programs that resonate.

OPTIMIZE Your V

alue Propositio

Craft a clear, customer-focused value p

roposition that speaks directly to your

audience’s most pressing questions:

What problem ca

n you solve for

me?

How will

you solve

it?

How will my life

be better after

wards?

How are you different from o
thers who promise this same
outcome?

What evidence do you have to

prove you can provide this

outcome?

LEVERAGE the Cus

tomer Journey

Ensure your team understands every phase

of the customer journey, from Unaware to

Loyal Patron, and how it informs an effec

tive marketing funnel. Make a commitment

to stop treating all potential patrons as

Insiders. Develop targeted engagement st

rategies for each phase, guiding new audi

ences through a journey that feels intent

ional and seamless.

DELIVER Customer

-Focused Value

Creating meaningful events is not just ab

out delivering a great performance or pro

gram. It’s about helping our patrons achi

eve the outcome they’re looking for. Whet

her it’s wellbeing, or social connection,

or a break from stress, you can’t just p

romise it and hope they magically find it

on their own. Keep the outcome central t

o your planning. Your new value propositi

on gives you the freedom to rethink tradi

tions—don’t be afraid to innovate. When y

ou help patrons achieve the outcome they

seek, you’ll create experiences that they

’ll want to return to, time and again.

Need Customiz

ed Support?

If you’re looking for personalized

guidance to help your organization

make the most of these strategies,

I offer several ways we can work to

gether:

Audience Alchemy –
A six-week online c
ourse
À La Carte Feedback – Targ
eted feedback on specific
initiatives
SoundingBoard – Ongoing thou
ght partnership and strategi
c support
Bespoke Workshops – Cus
tom workshops and webin
ars
The Audience Development
Project – Full strategi
c support

For details, check out Seven Ways to W

ork with Me:

https://www.cult

ureforhire.com/7

ways

You'll also find a variety of free s

elf-guided tools for learning and im

plementation in my Tools & Resources

hub:

https://www.cul

tureforhire.com

/tools

A bold future awaits

Unity,

It’s natural to feel some concern in this rapidly changing landscape, but there’s also great potential to seize new opportunities. Your awareness of these shifts puts you in a strong position to make informed decisions and guide your organization toward stability.

Your market analysis highlights the significant opportunities that exist for expanding Underwood Symphony Orchestra's audience base by shifting to outcome-focused, customer-centric strategies. Each of these areas represents a unique opportunity to align your offerings with the outcomes that people value most in their lives.

This is your chance to rewrite the narrative of what Underwood Symphony Orchestra can be. Use this report as inspiration to start getting to know your target audiences better, and start positioning your classical music offerings as a powerful solution in their lives.

I salute your dedication to the arts and your openness to exploring a bold new approach to audience building. Let's unlock Underwood Symphony Orchestra's full potential and ensure its lasting success!

Warm regards,

Ruth Hartt

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