Broach Theater Case Sample
Broach Theater Case Analysis
The Broach Theater which was originally a Salvation Army location was transformed into a theater in 1987. Broach Theater’s current customer base in an aging population that has caused revenues to steadily decline in the recent years. Stephen Gee, manager and creative director, is responsible for many of the business functions which has led to inefficiencies and lost profit potential. Not only was Gee responsible for all of the marketing efforts, he also cleaned the theater, chose the plays, did the books, and handled the actors. The major problems of the Broach Theater is poor marketing efforts, new competition, and a declining financial situation. I believe that a change in marketing efforts and attracting a younger crowd are two things that could help save the future of the Broach Theater.
Poor Marketing Techniques Hurts Broach Theater Brand Awareness
Broach Theater’s marketing efforts are conducted mainly by Stephen Gee, causing inconstancies that has led to poor brand awareness. Gee and other employees never made recording information of their customers a practice. Gee believes his audience is almost entirely in the 55-74, but the lack of recording customer demographics has most likely caused his target audience to be off. The Broach Theater website itself has been maintained by four or five different people, most of whom had little to no programing knowledge. Additionally people who work for Broach Theater have mentioned the website was poorly designed, web developers with other responsibilities have affected timely updating of the website. Customers often remarked “I never knew this place existed”, or “I would have never known the theater was there if not for the line out front”. Beside the mat right out front of the theater, there was nothing else that told customers that it was the Broach Theater. Other concerns include mailers filled with grammatical errors that were almost identical to the E-Newsletter, inconsistent poster
The Broach Theater which was originally a Salvation Army location was transformed into a theater in 1987. Broach Theater’s current customer base in an aging population that has caused revenues to steadily decline in the recent years. Stephen Gee, manager and creative director, is responsible for many of the business functions which has led to inefficiencies and lost profit potential. Not only was Gee responsible for all of the marketing efforts, he also cleaned the theater, chose the plays, did the books, and handled the actors. The major problems of the Broach Theater is poor marketing efforts, new competition, and a declining financial situation. I believe that a change in marketing efforts and attracting a younger crowd are two things that could help save the future of the Broach Theater.
Poor Marketing Techniques Hurts Broach Theater Brand Awareness
Broach Theater’s marketing efforts are conducted mainly by Stephen Gee, causing inconstancies that has led to poor brand awareness. Gee and other employees never made recording information of their customers a practice. Gee believes his audience is almost entirely in the 55-74, but the lack of recording customer demographics has most likely caused his target audience to be off. The Broach Theater website itself has been maintained by four or five different people, most of whom had little to no programing knowledge. Additionally people who work for Broach Theater have mentioned the website was poorly designed, web developers with other responsibilities have affected timely updating of the website. Customers often remarked “I never knew this place existed”, or “I would have never known the theater was there if not for the line out front”. Beside the mat right out front of the theater, there was nothing else that told customers that it was the Broach Theater. Other concerns include mailers filled with grammatical errors that were almost identical to the E-Newsletter, inconsistent poster