Public communication in theatre x and comparison of subscription prices in the EU

Slovensko narodno gledališče Maribor, as the largest cultural institution in Slovenia, is specific in that it unites three organisational units (hereinafter OU) under one roof: OU Drama, OU Opera and Ballet, and OU Technical Services. The theatre's activity is non-profit and is entirely financed by the state, which is also the owner of SNG Maribor. She chose the diploma thesis entitled Public Communication in Maribor Theatre and Comparison of Subscription Prices in the EU because she herself communicates extensively with employees and clients. At the end, she presented a survey and results from random visitors to drama performances, as demand for drama performances declined in 2008, and ticket sales also decreased.

Problem

Slovensko narodno gledališče Maribor, as the largest cultural institution in Slovenia, is specific in that it unites three organisational units (hereinafter OU) under one roof: OU Drama, OU Opera and Ballet, and OU Technical Services. The theatre's activity is non-profit and is entirely financed by the state, which is also the owner of SNG Maribor. A smaller portion of revenue comes from ticket sales for various performances, renting out halls to external users, donations, and sponsorships.

She has been employed at Slovensko narodno gledališče Maribor as an accounting clerk in the accounting department since 1980. Throughout all these years at the theatre, she has performed various tasks: calculation of author fees, cash desk management, issued invoices, received invoices, all accounting work for the Borštnik Festival, and payroll calculation for all their employees. The number of permanent employees at SNG Maribor is currently 327.

Solution and method

She chose the diploma thesis entitled Public Communication in Maribor Theatre and Comparison of Subscription Prices in the EU because she herself communicates extensively with employees and clients. Communication represents a very important link in the chain of sales and marketing of their performances. The author presented the SNG Maribor institution in the diploma thesis, described communication, generation of own revenue, sales, and marketing.

She presented theatre subscriptions and performances for the 2008/2009 season for Drama, Opera and Ballet, and concert activities. She conducted an analysis of the structure of their subscribers, where she was surprised that the largest number of subscribers were pensioners. She also conducted a comparative analysis of ticket and subscription prices at opera houses in Italy, Austria, Germany, Hungary, and Slovenia – SNG Maribor.

Results

At the end, she presented a survey and results from random visitors to drama performances, as demand for drama performances declined in 2008, and ticket sales also decreased. SNG Maribor is the largest cultural institution in Slovenia, uniting Drama, Opera and Ballet, and Technical Services under one roof. Financing is provided by the state, which owns their institution, but this financing is insufficient to achieve set objectives.

Therefore, considerable attention is devoted to generating own revenue – sales, which consequently also affects communication with their clients or buyers of their performances. In the statistical overview of Drama production and number of performances, she reached the conclusion that the fewest drama performances were staged precisely in 2008 under the leadership of the new artistic director of Drama. In 2008, seventy fewer performances were staged, or 26% fewer performances compared to 2007, which naturally also means 2,443 fewer visitors.

Management will also need to examine in this area why the number of performances and visitors in Drama is declining, whilst in Opera the number of visitors increases every year. In generating own revenue, more could be earned, given that two large halls and a casino hall are available, particularly by renting out halls to companies and singers who would like to hire the hall for their concerts. At a time when Slovenia is already feeling the recession, it will be difficult to obtain new sponsors and donors.

The next finding is that the majority of visitors still decide to purchase tickets from their box office staff. She believes that there are too few visitors from the younger generation, who regularly use the internet, which is why ticket purchases via the internet are extremely low in this era of advanced technology. According to data on subscriber structure, she established that the largest number of subscribers are pensioners.

The age structure of visitors means in the long term that there will be fewer and fewer visitors if provision is not made for younger visitors. Particularly younger people, especially students, need to be introduced to their programmes and motivated to attend performances. The results of subscriber structure show that the most work will need to be done in the area of student subscriptions.

Universities do not respond in recruiting student subscriptions, as they claim they have neither mentors nor sufficient employees. Her personal opinion, however, is that through reorganisation in marketing, the theatre could find an employee who would focus primarily on student subscriptions and simultaneously act as a mentor at universities. By comparing ticket and subscription prices at opera houses among EU member states, she already stated in the disposition that Slovenia has the lowest prices, which also proved to be the case.

It is true that Maribor is much smaller in terms of population compared to other cities, but she is of the opinion that Maribor theatre can be compared equally with the mentioned theatres in terms of professional and quality artistic production. Successful business is strongly connected with successful communication. This begins with people.

They must be able to convince their customers that they are a quality theatre, which is why they must offer their performance in the right way. Through the conducted survey, she established that they succeed in this to a large extent, as the theatre devotes considerable attention to its recognisability. Through analysis of the survey, she also established that their communication between sales staff and buyers of their performances often does not follow the established communication path and that there were quite a few dissatisfied customers, primarily due to the attitude of their box office staff towards them.

They must be aware that visitors to their performances are the most important, which is why everything within their power must be provided to ensure they feel comfortable. Only then will the visitor leave satisfied, which is a guarantee that they will return. Perhaps this visitor will pass on a recommendation orally to their acquaintances and friends, and this will also contribute to even greater attendance at their theatre and acquisition of a new customer – a satisfied customer, with whom own revenue will also increase.