“I think that playing the same music over and over again is irresponsible, uninteresting, and somewhat immoral.”  This morning I caught an interview with Gil Rose, the Artistic Director of BMOP, on WGBH.  I could not resist quoting him.  The interview mentioned that BMOP has started an independent record label, BMOP Sound, for their recordings.  It seems slightly quaint to be starting a record label when consumers are buying downloads rather than compact discs.   However, vertical integration, in this case expanding into the business of recording and distributing music, makes sense.  They want to create awareness both of the music they champion and their brand.  Most record labels are unlikely to be interested in their music or be willing to invest in it or them.  In addition, vertical integration enables them to reap more of the benefits from each compact disc.  They can also leverage their concerts and subscriber base to promote or sell compact discs.  It is yet another innovative way that BMOP is addressing the challenges of the music industry.  An earlier post dealt with an inventive approach BMOP has adopted to market itself.

I have been thinking about a conversation I had recently.  I was talking to someone from a prestigious Boston cultural organization about her subscriber base and the catch 22 they are facing.  The subscriber base is aging so the organization needs to bring in new, younger subscribers.  However, younger subscribers do not like the repertoire favored by the existing subscriber base.  She described a challenge that companies face all the time.  How do you acquire new customers while retaining loyal customers?

In this difficult economic environment, it is hard not to focus on protecting and defending your most loyal customers. They represent the life blood of your company. However, they will not be there forever. You need to balance acquisition and retention efforts.

In the case of the cultural organization, I think she has at least three options:

1. Focus on the loyal customers for now. Once the economic climate improves and budgets ease, begin courting high potential prospects. For example, a local opera company performed Carmen on the Boston Common and used the opportunity to collect lead information from attendees. In this case, they collected information on cards distributed before the performance and then sent a targeted follow up mailing about their upcoming season. 
2. Create a new sub-brand. The organization could develop a sub-brand that would leverage their considerable name recognition and reputation. For example, Boston Modern Orchestra Project (BMOP) has concerts at the Jordan Hall in Boston as well as concerts some Tuesday nights at Club Café. They may play Elliot Carter at both types of venue but the club concerts are in a more intimate and less intimidating space. I imagine that they attract a different crowd as a result - probably younger and less well-versed in classical music. I haven’t yet made it to a club concert but the next one is February 3! By providing an alternate venue and experience, BMOP caters to their current subscribers and reaches out to new customers who will become future subscribers.
3. Try to please to both segments. It can be hard to meet the needs of both new and loyal customers. James Levine caused a stir in Boston by including new and contemporary compositions with traditional stalwarts of the repertoire at the Boston Symphony Orchestra (BSO). However, the BSO did not give up. A new program provides $20 tickets for those under 40; it is another innovative way to bring a younger demographic to the symphony.

These are my thoughts. Is there anything you would suggest?