Chip's Theater Co. intends to further local artists in the Denver area through variety-style shows featuring different types of art. The shows will target younger audiences to expose them to diverse art forms. The company goals are to feature local artists, broaden audiences' perspectives on art, and involve the community. Venues being considered include theaters in Boulder and Denver that can hold 150-700 people. The staffing plan outlines roles for a board of trustees, programming manager to book artists, production manager, and other positions to put on the shows.
UX Australia 2017 - Culturally Inclusive Design - Adam FaulknerAdam Faulkner
Australia is a multicultural country, and home to many multinational brands. Sadly, many websites, mobile apps and other digital touch points often overlook the significance of catering for multicultural backgrounds. With different cultures come different expectations of usability, language, design, interactions and affordances.
Culturally insensitive mistakes equate to exit points on the customer journey, lost sales, and a negative customer experience.
Using in person as well as new qualitative video techniques we are making culturally inclusive design a reality for innovative brands like online travel booking service, HotelsCombined. blueegg used mobile video technology as well as face to face interviews for its quantitative and qualitative surveys of 40 participants in Sydney and Korea as part of its research-based approach to culturally inclusive design for HotelsCombined recently.
As experience designers, it's time we recognise cultural differences as a key part of the research process and my talk aims to provide you with a framework based on direct experience into how this can be achieved.
UX Australia 2017 - Culturally Inclusive Design - Adam FaulknerAdam Faulkner
Australia is a multicultural country, and home to many multinational brands. Sadly, many websites, mobile apps and other digital touch points often overlook the significance of catering for multicultural backgrounds. With different cultures come different expectations of usability, language, design, interactions and affordances.
Culturally insensitive mistakes equate to exit points on the customer journey, lost sales, and a negative customer experience.
Using in person as well as new qualitative video techniques we are making culturally inclusive design a reality for innovative brands like online travel booking service, HotelsCombined. blueegg used mobile video technology as well as face to face interviews for its quantitative and qualitative surveys of 40 participants in Sydney and Korea as part of its research-based approach to culturally inclusive design for HotelsCombined recently.
As experience designers, it's time we recognise cultural differences as a key part of the research process and my talk aims to provide you with a framework based on direct experience into how this can be achieved.
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Central City MuseumThe recently completed new building to hous.docxsleeperharwell
Central City Museum
The recently completed new building to house the exhibits and staff of the Central City Museum was located adjacent to the campus of a private university. The new building was financed by the generosity of local donors. The university provided the land and would cover the annual operating expenses with the understanding that the museum would provide a resource for student education. The new governing board would be made up of key donors, as well as selected university administrators and faculty members. The planning committee of the governing board hired two business students to interview various stakeholders about the future direction of the museum in its new relationship with the university. These interviews were conducted in person, and the interviewees seemed uniformly interested and eager to help. The major questions pertained to the future mission and goals of the museum. Some excerpts from the interviews are listed here: A major donor: I think the museum should be a major community resource. My wife and I gave money for the new building with the expectation that the museum would promote visits from the public schools in the area, and particularly serve the inner-city children who don’t have access to art exhibits. We don’t want the museum to be snobbish or elitist. The focus should definitely be local. A university administrator: The important thing is to have lively contemporary exhibits that will attract both university students and community adults and provide new insight and dialogue about current events. We can bring attention to the museum by having an occasional controversial exhibit, such as on Islamic art, and exhibits that appeal to Hispanics and African Americans. This approach would entail bringing in traveling exhibitions from major museums, which would save the administrative costs and overhead of producing our own exhibits. Head of the art history department: The key thing is that the museum will not have the artistic resources or the financial resources to serve the community at large. We have a wonderful opportunity to integrate the museum with the academic faculty and make it a teaching institution. It can be a major resource for both undergraduate and graduate students in art education and art history. We can also work with engineering students, architecture students, and liberal arts students. This is a unique opportunity that will distinguish our art history department’s teaching mission from others in the country. A faculty member in the art history department: The best use of the museum’s relationship with the university is to concentrate on training Ph.D.-level students in art history and to support scholarly research. I strongly urge the museum to focus on graduate education, which would increase the stature of the university nationally. Graduate students would be involved in the design of exhibits that would fit their research. Trying to make the museum popular on campus or in the communit.
The report is based on the assignment topic, "To organize an inter-collegiate management event". It mentions and includes brief details regarding the following:
1) Goals and objectives (SMART Objectives);
2) Details of event branding-concept, theme & design of the event;
3) Storyline for the concept;
4) Plan for staging the event;
5) Number of colleges to be invited and number of participants from each college;
6) Details of sub-events: names, number of rounds, participation & evaluation criteria, and any other relevant information;
7) Staffing, Financial and Promotional plans;
8) Job description for each position.
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Central City MuseumThe recently completed new building to hous.docxsleeperharwell
Central City Museum
The recently completed new building to house the exhibits and staff of the Central City Museum was located adjacent to the campus of a private university. The new building was financed by the generosity of local donors. The university provided the land and would cover the annual operating expenses with the understanding that the museum would provide a resource for student education. The new governing board would be made up of key donors, as well as selected university administrators and faculty members. The planning committee of the governing board hired two business students to interview various stakeholders about the future direction of the museum in its new relationship with the university. These interviews were conducted in person, and the interviewees seemed uniformly interested and eager to help. The major questions pertained to the future mission and goals of the museum. Some excerpts from the interviews are listed here: A major donor: I think the museum should be a major community resource. My wife and I gave money for the new building with the expectation that the museum would promote visits from the public schools in the area, and particularly serve the inner-city children who don’t have access to art exhibits. We don’t want the museum to be snobbish or elitist. The focus should definitely be local. A university administrator: The important thing is to have lively contemporary exhibits that will attract both university students and community adults and provide new insight and dialogue about current events. We can bring attention to the museum by having an occasional controversial exhibit, such as on Islamic art, and exhibits that appeal to Hispanics and African Americans. This approach would entail bringing in traveling exhibitions from major museums, which would save the administrative costs and overhead of producing our own exhibits. Head of the art history department: The key thing is that the museum will not have the artistic resources or the financial resources to serve the community at large. We have a wonderful opportunity to integrate the museum with the academic faculty and make it a teaching institution. It can be a major resource for both undergraduate and graduate students in art education and art history. We can also work with engineering students, architecture students, and liberal arts students. This is a unique opportunity that will distinguish our art history department’s teaching mission from others in the country. A faculty member in the art history department: The best use of the museum’s relationship with the university is to concentrate on training Ph.D.-level students in art history and to support scholarly research. I strongly urge the museum to focus on graduate education, which would increase the stature of the university nationally. Graduate students would be involved in the design of exhibits that would fit their research. Trying to make the museum popular on campus or in the communit.
The report is based on the assignment topic, "To organize an inter-collegiate management event". It mentions and includes brief details regarding the following:
1) Goals and objectives (SMART Objectives);
2) Details of event branding-concept, theme & design of the event;
3) Storyline for the concept;
4) Plan for staging the event;
5) Number of colleges to be invited and number of participants from each college;
6) Details of sub-events: names, number of rounds, participation & evaluation criteria, and any other relevant information;
7) Staffing, Financial and Promotional plans;
8) Job description for each position.
The Theory Of Demand And Supply Free Essay Example. Economics - supply and demand - A-Level Media Studies - Marked by .... Supply and Demand Essay | Economics - Year 11 HSC | Thinkswap. Demand and Supply Paper Essay Example | Topics and Well Written Essays .... Demand and Supply Sample Essay - AYE Essay Trove. Supply and Demand Essay Example | Topics and Well Written Essays - 750 .... Sample Essay on Demand-Supply (KK) | Demand | Supply And Demand. Economics Essay | Supply And Demand | Price Elasticity Of Demand. SUPPLY AND DEMAND Essay Example | Topics and Well Written Essays - 1000 .... 4 THE MARKET FORCES OF SUPPLY AND DEMAND. (PDF) The effect of supply and demand on market price and equilibrium ....
1. chips theater co.
Prepared For: Rand Harmon, Connie Lane
University of Colorado at Boulder
Prepared By: Michael Bateman, Sarah Baughman, Jake
Cahill, Katherine C. McManus
4 May 2013
[THTR 4085] Theater Management, MWF
2. mission statement
The Chip’s Ensemble intends to further local artists of the Denver-Metro Area by
offering a sampling of numerous types of art and shows in a variety-vaudeville
style production on a weekly basis. The Ensemble targets a younger
demographic with the intention of broadening the horizons and widening the
scope of vision toward the diverse and cultured art available in the area
through these small samplings of art. We hope to heighten our public’s
awareness to the art that is readily available and provide opportunities for the
demographic to enjoy artistic expression. Chip’s intends to allow these various
acts an opportunity to realize the full versions of what they are performing at the
variety shows. This project intends to incorporate the community through
sourcing acts from the surrounding region of Boulder which allows our company
to interact directly with the public which we will be performing to. This
simultaneous system intends to create a communal appreciation of the arts.
company goals and objectives
1. Intends to further local artists of the Denver-Metro Area by offering a sampling
of numerous types of art and shows in a variety-vaudeville style productions.
2. Intends to broaden the horizons and widen the scope of vision towards the
diverse and cultured art available in the area.
3. Intends to incorporate the community through sourcing acts from the
surroundings region of Boulder which allows our company to interact directly
with the public.
3. target audience demographics:
(Large, Public) Demographics of the University of Colorado at Boulder (2004):
✤ In Fall 2004, student enrollment at the University of Colorado at Boulder was
29,258 (including graduates).
✤ 4,548 Graduate Students
✤ 47% Women
✤ 53% Men
✤ 67% Colorado Residents
✤ 33% Non-Residents
✤ 4% International Students
✤13% Students of Color (4,043)
(Small, Private) Demographics of the University of Denver (2013):
✤ In Fall 2013, student enrollment at the University of Denver was 11,476
(including graduates).
✤ 6,389 Graduate Students
✤ Females: 54% Women
✤ Males: 46% Men
✤ 37% Colorado Residents
✤ 63% Non-Residents
✤ 9% International Students
✤15% Students of Color (1,721)
Social Media Statistics / Demographics for College Students:
✤ 71% of women use social media.
✤ 62% of men use social media.
✤ 83% of American citizens, ages 18-29 use social media.
Household Income:
✤ >30K per year: 72%
✤ 30K-49K per year: 65%
✤ 50-74K per year: 66%
✤ 75K + per year: 66%
By Population Density:
4. ✤ Urban Location: 70%
✤ Suburban Location: 67%
✤ Location: 61%
By Education Level:
✤ High School or Less: 66%
✤ Some College: 69%
✤ College Degree: 65%
By Race:
✤ White / Caucasian: 65%
✤ African-American: 68%
✤ Hispanic: 72%
Which networking sites are more appealing to specific demographics?
✤ Pinterest: Rural residents, women, whites, some level of college
education or higher, middle to higher income.
✤ Instagram: African-Americans, Hispanics, urban residents, 18-29 year
olds, women.
✤ Facebook: Women, 18-29 year olds
✤ Twitter: 18-29 year olds, African-Americans, urban residents.
5. venue plans
✤ Fox Theater [Boulder, CO] - Premiere Shows: This would be a prime location for
2 out of the 4 planned shows for the start-up season - see attached forms...
✤ Capacity: 625 people.
✤ Price: $3,000 / night, with utilities (the board, the lights, and other such
technological awesomeness).
✤ Seating Allocation / Plan: The Fox Theatre is standing room only. We do
have bench seating available on the outer walls of the room - however
these are first come, first serve.
✤ Other / Miscellaneous: ... The Fox Theatre is standing room only. We do
have bench seating available on the outer walls of the room - however
these are first come, first serve.
✤ BlackBox Theater [ATLAS, Boulder CO] - Teaser Shows: This would be a
secondary location for different “teasers” in regards to the 2 out of 4 shows that
would be performed during the start-up season - see attached forms...
✤ Capacity: 150-200 people (with thrust theater).
✤ Price: Free for University of Colorado at Boulder students...
✤ Seating Allocation / Plan: There are fold-out / extendable seats in the
ATLAS building that create a thrust-esque set up.
✤ Other / Miscellaneous: “The two-story, 2,700- square-foot Black Box
Studio performance space, located in the basement level 2 of the ATLAS
Building, is designed to provide digital technology for interdisciplinary
performances that combine musicians, dancers, visual artists and
technology, visiting artists, Web casts, interactive audio and visual
performances, student and faculty video production, and creative digital
cinema... In this state-of-the art environment, students and faculty can
seamlessly merge creative endeavors with the latest in digital
technology.”
✤ Bluebird Theater [Denver, CO] - Premiere Shows: This would be a prime
location for 2 out of the 4 planned shows for the start-up season - see attached
forms...
6. ✤ Capacity: 700
✤ Price: $3,000 / night, with utilities (the board, the lights, and other such
technological awesomeness).
✤ Seating Allocation / Plan: The seating consists of flat as well as balcony
seating.
✤ University Theater [Boulder, CO] - Teaser / Fundraising Fun Show: This would be
a good location for a fundraising show, or a fun preview to get the word out
about the company; this can work with films as well - summer movies are shown
there, as well, so that technology is available.
✤ Capacity: 400ish people...?
✤ Price: $0; this is a free admission kind of thing...
✤ Seating Allocation / Plan: Is is a round-esque auditorium with seating
locations, as well as a “pit” esque area for standing around the stage.
✤ Bandshell Auditorium [Boulder, CO] - Teaser Show: This would be a good
location for teaser shows, for 2 out of the 4 planned shows for the start-up
season - see attached forms...
✤ Capacity: 400
✤ Price: $300 / night,
7. staffing / salary plans:
Staffing Plan: This staff / organization is completely student run, so it involves
many, well, students. Some University staff may be involved, as well, as part of
an administrative or counseling sort of board (see below).
✤ Board of Trustees: If at all possible, this organization will be a non-profit (it is
student run, for humanistic reasons - the promotion of local, student art through
a “vaudevillian style variety show”); thus, it will be produced by a Board of
Trustees (who could potentially be professors at the University of Colorado at
Boulder in the School of Arts and Sciences).
✤ Programming Manager: This person is in charge of finding and booking
the various talents from around the area, through use of an Assistant
Programming Director and some Booking Agents. However, as this is an
extremely personal public-relations sort of position, it’s crucial that the
guest talents have a very personal relationship with the Programming
Manager, as it is they who are running the entire gig, and the guest artists
want to feel as though they belong and are welcome. It’s important to
keep good relationships with guest artists so that they will return or speak
highly of the organization. This role, therefore, is crucial for the growth of
the company. From booking the talent, this position is also responsible for
passing along any crucial information about specific guest artists to the
Production Manager, who will “handle” the artists accordingly during the
dress rehearsal and show time; their job is the keep the clients happy!
✤ Their bookings are important, as they are the closest thing to
“artistic direction” that the company will have - who they book will
decide the “flavor” of the show.
✤ Assistant Programming Director: A potential assistant for the
Programming Manager - although the Programming Manager job is
ultimately up to them, it’s important that they have an assistant to help
out in any sticky situations - it’s a very important job, and they need
assistance! This could potentially be an internship-esque position for any
student interested in producing.
8. ✤ Booking Agents: Maybe 2-3 at most, but potentially people who go out
in the region and actively search out talent in the various areas around
the county or town. They report their findings to the Programming
Manager (in accordance to what the Programming Manager is looking
for).
✤ Financial Director / Accountant: This person will be in charge of anything
involved financially with the company, including accounting, donations (if
given), grants, etc...
✤ Production Manager: This person will act as a talent liaison between the guests
and the Programming Manager, along with the rest of the Production Staff -
whatever information the Programming Manager passes along is implemented
and fully communicated with the rest of the production staff. They are in charge
of any aspect of the production regarding the “putting up of the show” - stage
managing staff, guest comfort, etc...
✤ Facilities Manager / Liaison: This person facilitates any communication
between the company and the facility in which the company is using for
this particular show (in the company’s infancy, renting a location is the
cheapest and easiest way to use a space). This person does not have
anyone working underneath them as this position requires a great mount
of personal relationships between the person and the facilities in which
the company intends to rent for specific reasons.
✤ Because the company is renting, the facilities management -
such as box office sales, security, etc... will all, potentially, be
available. If not, other arrangements can and will be made by the
Production Manager and Programming Manager (see below.).
✤ Stage Manager: This person is the company’s own personal Stage
Manager that oversees all operations during the production. They are the
show manager - they run the show during dress rehearsals and the actual
performance; handle all of the shows and make sure that they run
smoothly.
9. ✤ Assistant / Apprentice Stage Manager: This is another internship-
esque position that is the assistant in any way possible to the stage
manager him/herself.
✤ Stage Hands / Technicians: Most of these positions are on
an on-call basis only, as - depending on the venue and scale
of production - the amount of assistance needed may vary.
There can be 2-3 permanent stage hands that will be on duty
during every performance, but only if the facility that the
company rents does not provide staff.
✤ Marketing Director: This person is in charge of all aspects of marketing,
publicity and promotion, overseeing such aspects such as social media,
publications and guest and public relations. This person must be well versed in all
aspects of marketing, as this is one of the most crucial aspects of the entire
operation - marketing to the right audience.
✤ Social Media Consultant / Director: In charge of all aspects of the world-
wide-web and social media outlets, including but not limited to
Facebook, Twitter, Instagram, etc... this may also make this person the
company’s official website’s web master. Any marketing strategies utilized
on any of these technology-based aspects, therefore, is up to this person.
✤ Publicist: This person is in charge of anything relating to print for the
company, including but not limited to flyers, posters, articles and anything
with text (including anything put on the internet - so, they work in
coordination with the Social Media Consultant / Director, as well). They
also write / proofread any press releases that may got out to the public.
✤ Guest-Public Relations / Promotions: This person is in charge of
marketing in regards to any of the offers or promotions that are offered
through the company, which include promotions and offers in
conjunction with other local companies (i.e. a deal made with Cosmo’s
Pizza for a free slice of pizza with proof of purchase of a company ticket
to a company event). They facilitate these promotions and also
coordinate with other marketing directors to make such promotions well
known.
10. ✤ “Worker Bee” Marketing Interns: Ideally, from 3-4 people who run
around chalking campus, dropping fliers, etc... this is an internship-
like experience for those looking for any marketing experience.
Salaries: With a company such as this one, finances are constantly fluctuating,
and how much people get paid is really dependent upon whether or not the
company is successful, what kind of audience the company expects to have
each week, how much revenue comes in, and how much overhead cost there
is (facility renting, food, promotions, marketing, etc...). However, because this
would hopefully qualify as a non-profit organization, grants may be available to
help alleviate some of the overhead cost...
The following salary descriptions are assuming that the budgetary plan of
“Chips” is successful...
✤ Board of Trustees: unpaid, volunteer work.
✤ Financial Director / Accountant: $500/show, for 4-5 hours of work, on a show-
per-show basis, just to solidify finances and to keep the company financially
current.
✤ Production Manager: $3,000/season (four season).
✤ Facilities Manager / Liason: $1,000/show - $4,000/season.
✤ Stage Manager: $500/show - 3 day commitment per show.
✤ Assistant Stage Manager: Intern / volunteer / unpaid work.
✤ Stage Hands: come with the facility - we don’t pay them!
✤ Marketing Director: $2,000/season - produce / make flyers, etc... 3 weeks of
marketing before each show, 12 days of work.
✤ Publicist: unpaid / internship work / not necessary.
✤ Guest Promotions: unpaid internship work / not necessary.
✤ Social Media Consultant / Webmaster: internship / unpaid.
✤ “Worker Bee” Marketing Interns: unpaid, volunteer interns.
✤ Programming Director: $1,000/season.
✤ Assistant Programming Director: unpaid internship / volunteer.
✤ Booking Agents: unpaid internship / volunteer.
12. marketing / promotional statistics
✤ Social Media Statistics:
✤ Pinterest:
✤Over 80 percent of pins are re-pins.
✤Pinterest referrals spend 70 percent more money than visitors referred
from non-social channels.
✤Out of 17 million brand engagements, 15 percent occurred on the
brand’s boards and 85 percent occurred elsewhere on Pinterest.
✤ Instagram:
✤Users on Instagram spend 257 minutes using the app, as opposed to
the 169.9 minutes spent on Twitter in August 2012.
✤40 percent of brands have adopted Instagram for marketing.
✤Of the top brands, 20 percent surveyed had 10,000 or more followers.
✤Top 5 Hashtags on Instagram: #love #instagood #me #tbt #cute
✤ Facebook:
✤77 percent of B2C companies and 43 percent of B2B companies
acquired customers from Facebook.
✤80 percent of social media users prefer to connect with brands
through Facebook.
✤25 percent of users on Facebook don’t bother with any kind of
privacy control.
✤1,000,000 websites had integrated with Facebook.
✤23% of users check their accounts 5x or more every day.
✤80% of users prefer to connect with brands on Facebook.
✤210,000 years of music have been played on Facebook.
✤ Twitter:
✤56 percent of customer tweets to companies are being ignored.
✤34 percent of marketers have generated leads using Twitter.
✤The average Twitter use has tweeted 307 times.
✤ 69% of follows are suggested by friends.
✤56% of customer tweets to companies are being ignored.
13. ✤34$ of marketers have generated leads using Twitter.
✤ Google +
✤Google+ pages appear in search results for 30 percent of brand term
searches for brands with G+ pages, up from 5 percent in February
2012.
✤Websites using the +1 button generate 3.5x the Google+ visits than
sites without the button.
✤Only 8 percent of Americans 12+ have a Google+ profile page.
✤40% of Marketers use Google +
✤Websites using the “+1” button increase page traffic by 350%.
Marketing Strategy Statistics:
The most popular content marketing tactics employed by B2B marketers are...
✤Article Posting: 79%
✤Social Media (Excluding Blogs): 74%
✤Blogs: 65%
✤eNewsletters: 63%
✤Case Studies: 58%
✤In-Person Events: 56%
✤Videos: 52%
✤White Papers: 51%
✤Traditional Media: 30%
✤Print Newsletters: 20%
✤Podcasts: 16%
✤Mobile Content: 15%
Outbound vs. Inbound Marketing Strategies:
✤78% of Internet users conduct product research online.
✤In 2011, Web-based email usage dropped a staggering 59% among 12-17
year olds.
✤78% of business people use their mobile device to check mail.
✤Companies that blog get 55% more web traffic (Google has more to index,
and the more inbound links you’re likely to have).
14. ✤Inbound marketing costs 62% less per lead than traditional, outbound
marketing.
marketing / promotional plan
✤Social Media
✤Utilize all different aspects of the social media world, especially
FaceBook but not limited to FaceBook, Twitter, Instagram and Youtube -
make sure that all accounts are easily linked, and are updated
constantly.
✤Updates including special deals, upcoming events, contests for
fans, give aways, etc...
✤Keep updated constantly with videos, pictures, etc...
✤Get a BarCode for the ScanApp that people have, so they can be directed
straight to the FaceBook...!
✤When it comes to staying current, memes are always a good thing, along with
videos. Even though the “Harlem Shake” fad is getting a little old, making a
Harlem shake video with the employees of “Chips” is a cool video to put online
to get people excited.
✤Memes and photos to get people to share...!
✤When it comes to graphic design, therefore, we want students to be the
main people who make the art involved with “Chips.” There are a lot of
talented students who can do artwork - why not let them make the logo /
make the posters?
✤It sticks with our values of wanting to be a student based
organization, and helps them build up a portfolio? Making start up
logos or making flyers for a start up entrepreneur business is always
good looking on a resumé.
✤People have an incentives to make logos and poster and such -
collaboration!
✤ Contests, Giveaways, Offers, etc...
15. ✤ Do special giveaways with sponsors (local companies such as RushBowl,
Cosmo’s Pizza, etc... partnership with them, work out something where a
giveaway product involving sponsors can be included to give them
publicity and give people an incentive to like our FaceBook page / be
updated / even come to the show!
✤ Giveaway Example: “Share this photo and be entered into a chance to
get one free large Cosmo’s Pizza!” “Come to a show and bring a few
friends - wear green (in honor of St. Patrick’s Day), and be entered in a
chance to win two free burritos at Illegal Pete’s!”
✤ Grassroots Marketing
✤ Flyers, campus chalking, chalking inside of classrooms, etc...
✤ NOTE: Even though social media has become a great way to connect
with people, the current generation - especially in regards to college
students - has become desensitized to social media. You get invited to
Program Council stuff all of the time.
✤ The big key in regards to “Chips,” therefore would be bringing the
“product” to the audience, putting it in their face.
✤ We already have a bunch of cool acts lined up - if there’s a
dance group that’s performing this upcoming Saturday, have them
do a little flash mob or two the week leading up.
✤ Same with a cappella groups - these are ready made flash
mobs that get people excited and interested!
✤ We can use headline names such as “Left Right Tim” to
make people already invested / interested in different
student groups want to come.
✤ Non-electronic media outlets can include posters - grassroots advertising, with
basic posters and little fliers left in classrooms on desks, or left in dorm rooms on
campus (through the proper, appropriate university channels).
✤ Also, depending on the location / university...
✤ Newspaper outlets, such as the Colorado Daily? The CU Independent? Radio
outlets (Radio 1190 - CU Boulder).
16. fundraising plan
✤ In order to raise money for our startup we will be relying heavily on sponsorship
money from companies in return for positive advertising to a young crowd:
✤ For example we would be looking for about $5,000-$7,000 from a beer
company such as Coors or Budweiser. Preferably we would like some of
this in actual beer donations and some of it in capital to provide
concessions or money to rent the space.
✤ A big project for our fundraising campaign would be a street campaign
where we would ask people outside of local concert venues or patrons at other
arts functions if they would donate $5.00 - $20.00 for our project to be
recognized as a member (possibly getting to do something on stage if they
donate enough).
✤ This could be enhanced through the use of our performers giving
impromptu performances on the street to attempt to raise some money.
✤ Ultimately we would not rely on Arts Commissions as we are not well
enough established to get grants on that magnitude; a not-for-profit
would, however, be a possibility.
✤Another area to attempt to fundraise through sponsorships could be through
music vendors (radio stations, guitar shops, etc.) or through a kick starter as we
believe we have an extremely unique idea that others will enjoy.
✤ A kick starter website would be a fantastic way to fundraise - indiego!
✤ Also, there can be fun little things such as tip jars that we could use to gain
funds. In New York City, the Jamba Juice on Times Square has a fun ritual that
encourages people to tip - every time they get a tip in the tip jar, the staff all
yells, “Tip, tip - HOORAY!” in unison! Fun things to get money...
✤ Also, as this is a company that invests in the college atmosphere, connections
with local Denver-Boulder-Metro area universities may grow and expand, thus
possibly allowing Chips to receive university funding and grants.
17. outreach / educational programs
✤ Chips intends to partner with local, artistic educational programs with the
intention of furthering developing art and inspiring creativity in the youth of the
Denver-Metro area.
✤ Promote education and creativity through donations, fundraisers and
cooperative workshops with student organizations throughout the area.
✤ In example: Arts Street [Arts-Street.org], is a Denver-based arts organization
that “cultivates low-income and under-served youth into a creative and
culturally competent workforce. We use the power of the arts and arts
professionals to nurture leadership and engage youth in learning.”
✤ We would work with these organizations to present / create an
act that we would be able to put into a “Chips” show.
✤ Others may include... “The Arts Students League of Denver,” “Platte
Forum,” “Denver Young Artists Orchestra,” and the youth programs at
the “Denver Center of Performing Arts.”
✤ Promote “student nights,” or “student days,” where students can come
in (maybe on Sunday matinees, or Monday matinees) where students
can come in and experience the process of putting on a Chips show,
and meet with guest artists during dress / tech rehearsals.
✤ Chips intends to also promote local businesses through promotions, deals,
advertisements, etc... all allocated and publicized through marketing means!
✤ “Chips” is an outreach program in it of itself - we’re extending ourselves to the
community, taking local artists that are not necessarily recognized and putting
them into a spotlight so that people recognize and appreciate them... over all,
“Chips” is an outreach program anyway!
18. first season outline
✤ The first season is going to be four shows - two teaser shows and then two
premiere, large shows... Because the different acts will not be solidified until
before the actual production, the actual “season” outline is impossible to make.
However, the following is an example of an ideal start-up show that we would
like to put on - an example, first show, as you will...
✤ Headliner Act... Left Right Tim (professional improvisational comedy)
✤ Other potential headliners... Rocktin Grove (local Boulder band).
✤ Supporting Acts...
✤ Secret Recipe Sketch Comedy: local, University of Colorado
sketch comedy show.
✤ Buffoons Male A Cappella: University’s only sponsored a cappella
group - all male, university, locally located.
✤ Film Series: 2-3 short films from the University of Colorado at
Boulder film students.
✤ Dream Project Dance Company: Boulder local dance company;
contemporary and modern.
✤ Other Acts Researched... Logo Ligi (Boulder-based African Dance
troupe); On That Note Co-Ed A Cappella group (Boulder, University
student-based a cappella group) [other a cappella groups: Extreme
Measures, On the Rocks, Mile 21, In the Buff...].
✤ Potential Show Line-Up:
✤ Minutes 0 -10: Buffoons Perform 3 Songs
✤ Minutes 10 -15: Short Film
✤ Minutes 15 -17: Mc Presents... (Crowd Interaction)
✤ Minutes 17 - 25: Left Right Tim (Teaser) / Other Group / Film...?
✤ Minutes 26 - 35: Dream Project Dance Company
✤ Minutes 35 - 55: Stand-Up Comedy Act
✤ Minutes 55 - 60: MC Presents... “Left Right Tim”
✤ Minutes 60 - 70: Introduction Film for “Left Right Tim”
✤ Minutes 70 -125: “Left Right Tim” Improv Comedy