In the previous entry, we discussed Jay Conrad Levinson’s book Guerrilla Marketing, and the innovative marketing concept behind it. Now we’ll plunge into how it can be applied to a theatrical company. 
It must be stated that theatre is a terrific source of education and emotional fulfillment. A theatre company, on the other hand, is a business. Sadly, many theatre companies are not treated as such, and as a result, are doomed to failure. There are three elements to theatre that everyone should know:
Performance-the performance.
Space-where the performance takes place.
Audience-people who witness the performance.
Other businesses have similar comparisons: a product (the performance), a location (the venue), and a consumer to buy the product (audience). With the exception of first class production houses, theatres are considered small businesses, in the sense that relationships plays a more integral role in the company’s growth, rather than tallying up the box office receipts. These comparisons also reveal how theatre companies should employ guerilla marketing, as the its success rides on how well it connects with the local community.
Guerrilla marketing teaches that small business owners must have clear short-term and long-term goals. Marketing for theatre is no different, as the plan should not cease to be in action when all the seats for a performance, or as season, have been sold. For theatre, long range marketing should instill into consumers’ minds the concept of theatre, the habit of theatre-going, and the need for supporting theatre beyond buying tickets.
As Stephen Langley points out in his book, Theatre Management and Production in America, the effectiveness of a theatre’s management will be reflected in the performances on stage, due to theatre’s personal nature. While we’re on personal matters, it can not be stressed enough how theatre companies benefit by showing special consideration towards potential audience members – even when it’s unexpected. Small gifts or even a simple thank-you letter are fine examples how to mix marketing with relationships.
Positioning itself as a viable source of information is vital to a theatre’s success. Theatres should be regarded as a place where public opinion can be heard. Not only can this be charitable towards the community, but it also assists the local media, which devours massive amounts of content that must be replenished daily. The crux of the matter is that the media alone is unable to generate all the content it needs, so it must rely on outside sources – such as the theatre – to supply material. Giving the media an announcement or service greatly aids a theatre company. This eases their burden and earns their gratitude. And if there’s someone you want in your corner as a theatre company, it’s the media.
I am of the opinion that a marketing plan should not merely be an addition to a theatre company, but a synthesized part of its anatomy. Since a theatre company is a service for a community, the marketing plan must be geared towards the community. And in that setting, the more people outside of your organization who are spreading the word about you, the better. It’s at this point when success is realized, because the theatre company is no longer alone in wanting to see the performing arts thrive and make a powerful impact in its community.