Why do people go to performances and museums?


The title of this article refers to the practical use of data – of any dimension – to gain insight about your customers.  This is particularly useful in the performing and visual arts, where patrons “go” for a lot of reasons.  And most of them have nothing to do with price.  This serves as an overview of a recent consumer research piece I fielded.



Storytelling for arts organizations.

imagesPerforming and visual arts organizations have many audiences – visitors, patrons, funders, board members – to share the totality of their programs with.  This article suggests a couple of techniques that may simplify this important communications process.  My article was originally posted in Philanthropy Journal, and I was lucky enough to have it picked up by another statewide source.



Selling Opera.

Many people like opera, and others would like to – if they could only understand it.  My creative partner Don Pausback and I created this TV and web commercial to promote a performance of a Mozart opera in North Carolina.  As you watch the spot (click on the link below to YouTube), please note the concepts – typical opera themes.  And that’s the point.

Cosi fan Tutte

Peter Drucker, marketing guru.

Why is marketing so hard?  Probably because we make it that way.  Practitioners cloak it in jargon and mysticism, clients sense smokescreens.  When all that is cleared away, however, it comes down to some basic elements.  Peter Drucker saw this back in 1954 and included these in his influential book The Practice of Management.  I extracted these elements and tried to apply them to today’s world.  Read further:


Television for a nonprofit?

Absolutely. The Goodmon Awards celebrate excellence in leadership in central North Carolina, and is a key program for Leadership Triangle. This TV spot – which I produced with Capital Broadcasting in Raleigh, NC – is part of an integrated campaign to promote the awards event and support the LT brand. See the spot here:


Homage to Michael Porter.

Have you ever been in a meeting where someone mentioned “strategy” or “the strategic plan”?  It’s maddening:  some people don’t understand it, some who do keep it shrouded in some kind of mysticism.  If you could break it down into its basic elements, and employ simple language to describe it, more organizations would use it freely.  Michael Porter of Harvard is the leading theorist on this subject, and I have attempted to distill his work into a useful “how-to”.


Connecting customers to companies