02/27/1984 Meeting - Laserfiche WebLink

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e e - appears to be important because the other centers either have or desire a full-time marketing position. He strongly questioned the recommendation to eliminate the marketing positions. He requested that information be provided on the actual marketing effort in terms of sales and advertising. Mr. Baer responded that the one-person Marketing staff of the Madison Performing Arts Center contracts everything out and serves as a coordinator for marketing and coordinating activities. The center also has a volunteer Outreach Program to deal with local community organizations and a Community Relations Director who develops the regional audience for the center. He stressed that the role of the marketing person is different from the present Hult Center configuration. Clarifying the organization of the other centers, he stated that the Peoria Center is a three-facility complex managed by an outside firm, with the theater being the disaster of the complex with only 50 events per year. At the Marin Center, only four-wall events are scheduled and the advertising allocation is only approximately $25,000 per year. Mr. Fredrickson added that the Orlando complex has no in-house events; therefore, marketing is not required. The booking is done through the city's system for the entire complex. At the Ohio Center, the Marketing Director is paid only $16,000, while the Executive Director conceptualizes and performs the marketing program. He stated that one must be careful with the semantic difficulties because his firm was not suggesting that the marketing effort be reduced, rather that there should be a change in its execution. Mr. Baer added that the City must determine its focus for the center. While an international program is exciting, he stressed that the majority of the audience is within the region and must be developed. Mr. Holmer temporarily left the meeting at this time. In response to a question, Mr. Fredrickson stated that the Hult Center must produce more shows per year, otherwise the center will atrophy. He emphasized that outside promoters will not use the facility unless a sufficient profit is present. Mr. Baer stated that the center only has a population of approximately 100,000 to fill its 3,000 seats; therefore the center must look to the region for its audience and support. He said the center must be responsible to the local users and then add a national and international programming. In response to a question, Mr. Baer felt the national reputation of the center has developed from the organizations performing there and that staff was spending minimal time on marketing the hall for a national reputation. He assumed that the Executive Director will book the national events and oversee advertising operations. He explained that the study was recommending separating booking from what is currently a combined activity and that the marketing functions would be performed by the Executive Director and the Community Relations Director. In regard to scheduling, Mr. Baer stated this function will take on a different aspect if performed by computer. He stated that scheduling would be accomplished in a more efficient manner by the Administrative Assistant and the Technical Director. Referring to the organizational charts, Ms. Weston asked for clarifications on the assumptions made in the roles of the Administrative Aide. Mr. Baer explained that the Office Manager/Administrative Aide would perform the contract work after the event has been scheduled by the Executive Director. He added that MINUTES--Eugene City Council/Performing Arts Commission Feb. 27, 1984 Page 6