Stills Gallery Marketing Plan

February – June 2015

Group 1 Hanna Kolbe 13007772 Stefano Modica Ragusa 13008948 Ming-Hsiang Wu 13007452 Laura Delahunt 12008764

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Table of Contents

Title Page ............................................................................................................ 1

Table of Contents............................................................................................... 2

I. Purpose of Marketing Plan................................................................................ 3

II. Situation Analysis .............................................................................................. 3

1. Market Overview .................................................................................................. 3

2. Target Market ....................................................................................................... 3

3. Competitor Analysis ............................................................................................. 3

4. SWOT Analysis .................................................................................................... 4

III. Vision & Mission and Objectives ..................................................................... 4

1. Vision.................................................................................................................... 4

2. Mission ................................................................................................................. 5

3. Aims ..................................................................................................................... 5

4. Marketing Objectives............................................................................................ 5

5. Key Messages...................................................................................................... 5

6. Features and Benefits .......................................................................................... 6

IV. Marketing Strategy ............................................................................................ 6

1. Managing Internal Resources .............................................................................. 6

2. Audience Analysis ............................................................................................... 6

3. Product ................................................................................................................. 7

4. Pricing Strategy .................................................................................................... 7

5. Promotion Strategy............................................................................................... 8

6. Timeline.............................................................................................................. 10

7. Budget ................................................................................................................ 11

V. Evaluation ........................................................................................................ 11

Appendix Press Release........................................................................................................ 12

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I. Purpose of Marketing Plan This marketing strategy is aimed at a new target market, professional photographers, in order to promote the current programme of courses and facilities of Stills. The idea for this approach has arisen from currently facing a difficult economic period, after failing to break even in 2013. In order to improve the situation, a new potential target market for courses and facilities has been identified. The focus was set on potential audiences, which have not yet been successfully reached and which possess the purchasing power required for repeat usage of facilities or attendance of classes. It has been identified that Stills has a unique opportunity to bring together two segments of the professional photographers group; fine art photographers and commercial photographers. The following pages will give an overview of the market and the strategy adopted to reach them and convert them into loyal audiences. The budget available for the marketing strategy is £10,000. II. Situation Analysis 1. Market Overview The photographic industry offers professional photography services to private and business consumers. According to Skillset, the industry is mainly made up of small companies and freelancers; 68% of the photographic industry workforce is freelance. Including the freelance photographers, more than nine over ten (93%) companies employ between 1 and 5 people. Around 43,700 people work in the photographic industry. The majority of the workforce operates within the area of photography(56%), which includes fine arts photographers and commercial photographers, or retail(30%) with the remainder employed in agencies(8%) or support services(7%). The majority of companies are based in England (7,900, with 3,100 in London). There is a significant base in Scotland (500 companies). According to IbisWorld, during the past five years the industry continued its long-term decline. Since the early 2000s, technology changes in photographic equipment have caused a shift from analogue to digital photography, and this has given everyone the possibility to capture easily high quality pictures. Therefore, for professional photographers the need to be highly specialized has become more important. A small-scale survey we conducted in Edinburgh shows that professional photographers desire further training in specific areas and networking events, but in most cases they are not aware of Stills’ courses or facilities. Through a demographic segmentation based on occupation, different audiences have been identified: art students, recently graduated art students, amateur photographers, professional photographers and fine arts photographers. 2. Target Market

Professional photographers and fine arts photographers, both working on a professional basis, have been chosen as the core audience of the Stills’ marketing plan. Market research shows the lack of support services (7%) provided to photographers, therefore the role of Stills has the potential to be significant on a national level and this marketing strategy aims to reach the target market in Scotland and United Kingdom.

3. Competitor Analysis In order to determine Stills’ position on the market, a competitor analysis in Edinburgh and its surroundings was conducted. It showed that Stills is the most accessible photography organisation regarding price and location. Furthermore, it is the only organisation which offers a gallery, a wide range of courses, the latest facilities and a variety of events, and which also facilitates the interaction between fine arts and commercial photographers.

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Competitor Value offered to customers Strengths Weaknesses

Edinburgh Photographic Society

Different photographic groups for people to network, improve their skills and techniques. Productive facilities like darkroom and digital suite.

It is the strongest competitor. It has almost the same facilities that we offer. Customers have discounts and benefits on services if they become members.

The productive facilities are not the newest and the workshops are only held two days a week for the beginners. Lack of the professional and experienced tutors.

Edinburgh Photography Workshop

Photographic workshops for landscape and portrait photography are designed for all levels of experience.

Workshops focused on specific issues. Professional and experienced tutors.

The lack of production facilities and venues for customers.

The Studio Agency Workshop of different levels on how to use DSLR camera are offered to customers.

Different level of a specific course (from beginner to advanced).

The offer is limited.

Meow Studios The Studios have a gallery, three studios and graphic design workshops.

High quality of studios and renowned professional lecturer. Affordable price of the graphic design courses.

Only few courses and they are held occasionally.

Amber Studios Various courses on commercial, portrait, night-time photography, and on how to use DSLR camera and Photoshop.

The high quality studios and the variety of the courses.

The price of the courses is expensive.

4. SWOT Analysis Strengths Weaknesses

-­‐ Central location -­‐ Motivated, highly trained staff -­‐ High quality and latest facilities -­‐ Broad range of courses -­‐ Affordable prices -­‐ Unique in Edinburgh for the variety of the offer

(gallery, courses, facilities) -­‐ Facilitates interaction between fine arts

photographers and commercial photographers

-­‐ Appearance (only the gallery is visible from outside)

-­‐ No packages (e.g. possibility to combine courses with the use of facilities)

-­‐ Unclear who the courses are targeted for -­‐ Economically weak (currently not

breaking even, according to 2013 accounts)

-­‐ Lack of public awareness of Stills

Opportunities Threats -­‐ Professional photographers as core audience

could increase revenue and build up Still’s reputation as a platform for professional development

-­‐ Edinburgh’s reputation as an ‘inspiring capital city’ might attract new audiences

-­‐ Reputable tutors can attract new audiences

-­‐ Photographers may be intimidated by appearance (only gallery space visible)

-­‐ Potential strong competitor in Glasgow, Street Level Photoworks.

III. Vision & Mission and Objectives 1. Our Vision To be the centre-point of a photography network built across the UK, we will be renowned for our ability to captivate audiences and create inspiration. We will facilitate learning and practice, as the stage to the unveiling of ideas through contemporary photography.

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2. Our Mission Stills’ mission as Scotland’s Centre for Photography is to support artists and photographers through offering the latest production facilities and organising contemporary exhibitions. We offer a unique environment in which people are inspired to engage and participate in the fascinating world of photography through courses, exhibitions, events and talks. 3. Aims Our marketing strategy aims to:

1. Expand our audience by reaching fine arts photographers and commercial photographers, which we are not yet involved in our activities or events;

2. Create unique opportunities for them to communicate, network and share knowledge and experience;

3. Communicate them the benefits which arise from the interaction between them; 4. Encourage professional photographers to further develop their career with an

attractive programme of courses, featuring highly trained tutors; 5. Exemplify to our audience the benefits of using the latest production facilities, and

the variety of equipment available at Stills; 6. Raise awareness of benefits which arise from the interaction between fine arts

photographers and commercial photographers; 7. Contribute to the increase of revenue by increasing course bookings and facilities

usage.

4. Marketing Objectives 1. To reach potential new audiences by increasing the number of professional

photographers, resident in Scotland and UK, listed in the database by 50% 2. To increase the number of course bookings by professional photographers by 15% 3. To increase the number of facilities usage by professional photographers by 25% 4. To increase the revenue from course bookings and facilities usage by professional

photographers 20% 5. To build a reputation as a professional platform by convincing at least 5 large scale

creative industries (i.e. photography or graphic design agencies) to let their employees attend Stills courses or use Stills facilities.

6. To organise 3 networking events/symposium between fine arts photographers and commercial photographers, each one of them attended by at least 30 people, with a mixed audience made up by 30% of artists and 70% commercial photographers.

7. To raise fine arts photographers and commercial photographers’ awareness of the benefits which arise from the interaction between them, by receiving 60% positive feedback about the networking events.

5. Key Messages The Still’s marketing campaign aims to communicate:

1. The opportunity to produce work using the highest quality and latest facilities available 2. The opportunity to deepen your knowledge and expertise through high quality courses 3. The opportunity to work or learn in an unique environment which allows the

interaction between fine arts photographers and commercial photographers

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6. Features & Benefits Stills’ features and benefits are as follows:

Features Benefits Coexistence of facilities and gallery for artists and professionals.

Exchange of information, ideas and advice through collaboration of artists and professionals

High quality and latest facilities (software and equipment).

Photographers can work in a high quality working environment without having to purchase expensive software and equipment for themselves.

Range of facilities which cover all stages of the production process in one place (darkroom, equipments, software and other facilities).

Photographers can go through all processes of photography in one location, saving time and money.

Experienced and knowledgeable technicians available at all times for facilities usage.

Photographers are assisted in the use of unfamiliar facilities/equipment.

Highly trained and experienced tutors teaching the courses.

Photographers can further develop their career through being taught by highly trained tutors.

Variety of events (screenings, artists talks, reading groups and lectures).

Networking opportunities. Photographers can obtain further knowledge and inspiration.

Range of courses on specific topics and of different durations.

Photographers can diversify their portfolio, knowledge and skills. They can choose the course more suitable for them, in terms of time they want to spend.

IV. Marketing Strategy 1. Managing Internal Resources The current approach will include the consideration of the new customers that will be targeted, whilst retaining the values that appeal to existing audiences and stakeholders. The roles of staff will require change in the day-to-day tasks that they will encounter. Staff will engage with the importance of networking between UK photography agencies and the outreach for professional photographers.

-­‐ Staff will need thorough briefing on the new strategy and new clientele. -­‐ Staff will have allocated roles and responsibilities. It is important for staff to

understand what their role is in the strategy, the resources available and the tools they will be using. Knowing the marketing strategy is essential for staff in order to be able to communicate appropriately to our clientele.

-­‐ Promote lecturer and staff expertise through showing their profiles on the website in order to motivate them, and improve Stills’ profile and reputation.

2. Audience Analysis Professional photographers and fine arts photographers have been chosen as the target market of Stills’ marketing plan, in order to increase the number of course bookings, the usage of facilities and the revenue from both of these activities. Since photography is at the centre of their professional life, they are likely to be more willing to invest their time and money in our activities, designed for professional development or to assist professionals in realising their work. Professional photographers have a starting salary between £10,500 and £21,250. Salaries at the top end of the profession typically range from £25,000 to £65,000, much higher for the few who become famous (prospects.ac.uk). The marketing strategy aims to reach professional photographers UK-wide, but our main and most important target market is in Scotland. The professional photographers have in common the following needs and motivations:

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NEEDS

MOTIVATIONS

New inspiration and creativity.

The belief that inspiration arrives from the engagement with different points of view.

In order to produce high quality work that they can earn their living from, photographers need latest and high quality facilities to work with.

The belief that the quality used in the production process influences the quality of the work produced.

Deal more efficiently with limited resources, such as time and money, and find an affordable way of producing new work.

Requirements of a capitalist society motivate photographers to be efficient in order to survive within the market.

They need to be able to start a piece of work without knowing exactly where it will go and which resources it will involve, without worrying about additional costs caused by a change of equipment or approach.

The artistic integrity and beliefs will be retained in their work.

Photographers need support in order to use complex or unfamiliar facilities, in order to confidently use what is offered.

The belief that the support of technicians makes Stills a competent and credible place to choose to work at.

Photographers need to acquire additional skills and qualifications.

The belief that in order to obtain skills or qualification, one has to be taught by experts.

Photographers need better business opportunities. The belief that a larger network helps to improve business opportunities.

Photographers need new inspiration and knowledge to keep their products attractive to the market.

The belief that inspiration and further knowledge helps to improve the quality of work.

3. Product Product/Service Description Membership / The Stills Club

The membership is not mandatory, but the customers who will decide to be members will be provided with information about Stills’ exclusive activities and services, and with special discounts for courses.

Induction New customers must have half an hour induction about the use of production facilities at Stills.

Production Facilities Stills’ production facilities include a digital lab (with computers, printers and scanners), photographic darkrooms and a video-editing suite.

Courses

Daytime, Evening, Weekend and One-day courses. Three kinds of courses: 1. Photography skills (Digital SLR, Black& White and Photoshop) 2. Graphic design software (Dreamweaver, Illustrator, Wordpress.com and InDesign) 3. Film-related courses: software about editing films, compositing the video and sound recording.

Specialised Training

Stills offers tailored training sessions delivered by high-level professional tutors to customers who want to develop particular skills in one-to-one sessions or small groups. The date and the timescale can be arranged by customers or groups up to 8 people. The areas of specialised training are: Photography skills, Graphic design and Video-related training.

4. Pricing Strategy The pricing strategy for Stills’ courses and facilities, according to the objectives of the marketing plan, aims to increase the course bookings and facilities usage. To meet these objectives, this strategy tries to remove any price barrier for new customers, encourage a repeat usage of facilities and courses and build a loyal customer base. Detail and reasoning of the pricing strategy are as follows:

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Product/Service Price (£) Reasoning

Membership /

The Stills Club 49

Customers can decide to pay an annual membership fee of £49 and become part of the Stills Club. The membership includes: 10% discount on specific courses designed for professional development; 10% discount for one person specialised training session; regular information about Stills’ Club activities and networking events; news about the last photographic technology and significant exhibitions in UK; free induction to facilities. Membership is not mandatory to use the Stills’ facilities or attend one of the courses. The introduction of The Stills Club wants to build a repeat and loyal

Induction to facilities 0 or 10 New customer that want to use Stills’ facilities have to pay £10 for a 30 minutes induction. The induction will be free, if the new customer decides to be member of Stills. A cheaper and shorter induction (30 minutes instead of one hour) is meant to make Stills more accessible to new customers.

Production Facilities From 12 to 45 For the use of the production facilities Stills offers 3 types of pass. Day pass: £12. Week pass: £25. Month pass: £45. The new week pass is designed to encourage customers from other cities in Scotland or UK to come to Stills and use the facilities for 3, 4 or 5 days, without forcing them to pay 3 day passes or a month pass for such a short period.

Courses Evening Courses

Weekend Courses Day Courses

One Day Courses

From 109 up to 199 From 109 up to 199 From 90 up to 165 From 55 up to 66

The prices of the courses will depend on the level of each course (if for beginners or experienced photographers) and on fee which the tutor will ask.

Specialised Training Sessions

From 40 to 130 A training session of 3 hours on specific technical issues may be provided to one person or a group (8 people max). Prices from £40 each in 8 people group to £130 one-to-one session. Members have 10% discount on training sessions.

5. Promotion Strategy The Promotional Campaign for Stills' courses and facilities contains online as well as offline activities, as shown in the timeline (see below). Online Activities Channel Purpose Activity Facebook Contribute to create professional

network, establish relationship with new target audience, inform about events, courses and facilities. Stimulate curiosity around Stills’ activities.

-­‐ Offer to professional photographers to repost and share their content, if they do the same with Stills’ content.

-­‐ Post information about Stills’ offer -­‐ Post pictures and engage fans in conversations

Twitter Inform target audience, create awareness of our activities.

-­‐ Announce event dates -­‐ Talk about successful joint ventures

Online Mailing

Inform, promote and invite to Stills Club: target market (recipients from database).

-­‐ Email introducing courses, facilities -­‐ Promoting Stills Club networking event and

containing link to application

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Online Ads

Increasing awareness of courses, facilities and the benefits of a collaboration between fine arts photographers and commercial photographers.

Banners on the websites: http://www.ppmag.com www.ppmag.com, www.photopromagazine.com, www.pdnonlline.com, www.professionalphotographer.co.uk

Offline Activities: Channel Purpose Activity Press releases To be sent to Scottish newspapers, such as The Scotsman, The Herald, et al. and UK wide to photographic magazines, such as The Professional Photographer.

Attract media attention, inform journalists, generate media response.

-­‐ Release March: communicate key messages (courses and facilities also for professionals, collaboration of fine arts and commercial photographers is beneficial)

-­‐ Release May: announce symposium, communicate key messages.

Print Ad in magazine The professional Photographer

Inform target audience, create awareness.

Full page advertising in the April and May editions of the magazine. Content: key messages.

Brochure Inform about and promote courses, facilities, Stills Club, and symposium.

Design, generate content and print Brochure - A6, 6pp., 2000 pcs, full color, 170 g/m²

Offline Mailing

Inform about and promote general offer, invite to the Symposium. Communicate benefits of networking events.

Mails to all professional photographers in the database, includes brochure, cover letter that invites to Symposium and application form for Symposium.

Events

Create a loyal customer base, promote courses and facilities, facilitate interaction between fine arts photographers and commercial photographers.

-­‐ Stills Club networking events: for Stills Club members only, free, monthly (ongoing), 50 participants, in the gallery space, one speaker, topic connected to collaboration between FAPs and CPs, courses and facilities will be promoted, free wine and canapés.

-­‐ Symposium at the end of campaign: 150 participants, free event, introductory speech by Ben Harmann, 6 guest speakers (3 artists, 3 commercial photographers), will present case studies of successful joint ventures in the gallery space, round table at the end, free food and drinks.

Example Facebook post: Example Tweet: “[insert picture] Need some inspiration? Collaborations have been happening at Stills today between [fine arts

photographer name] and [commercial photographer name]. For instant access to all of our networking

events, join the Stills Club here (Link to sign up form on website). First 20 to respond to this link will receive a

free day pass to Stills!”

“Save the date! Our one-off symposium is on the 31st of May! More info: #StillsEdinburgh www.stills.org”

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7. Budget

VI. Evaluation Marketing Objectives Evaluation Framework

1 Data collection: (Quantitative) Database entries Monitoring: New database entries to be recorded by staff (using Excel), including the date that these were entered. Updated and checked by staff on a weekly basis.

2 Data collection: (Quantitative) Tracking course bookings including details of participants regarding their occupation. Booking form asks for details. Monitoring: Staff keeps track of course bookings and compare the numbers with the bookings of the same time period of the previous year.

3 Data collection method: (Quantitative) Facility users will be asked to fill in feedback sheets containing questions regarding occupation. Monitoring: This will be recorded by staff. The questions asked will be re-evaluated if the turn-around of surveys is low, which will also be recorded by staff.

4 Data collection method: (Quantitative) Staff keeps track of monthly income by bookings of professional photographers. Monitoring: Comparing data with income of same time period in the previous year.

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Data collection method: (Quantitative and qualitative). The number of large scale industries and number of staff attending will be recorded. The opinions of their employees, attendees of events, will be collected through a questionnaire to determine the quality of the reputation that is being built. Monitoring: This will be done through creating a database of the industries approached and keeping record of their response to our proposition for future collaboration (if currently a negative response). The responses given will be used to re-evaluate the method of our approach.

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Data collection method: (Quantitative) Data to be collected in short survey format, after attending the event. The number of attendees will be recorded and their status of a fine art photographer and commercial photographer will be stated in the short survey. Monitoring: This will be monitored on a monthly basis, through the separation of the fine art photographers and commercial photographers.

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Data collection method: (Qualitative and quantitative) A questionnaire will be filled out after the event in paper format. Quantitative data will already have been asked for in the survey part of the feedback form for the networking events. Monitoring: This will be done by, after each event, taking into account how many filled out the feedback form. Common opinions will be categorised together and both positive and negative feedback will be taken into account. This will be reported back in order to improve the awareness of interaction between the fine art photographers and commercial photographers in the next event.

Appendix Press Release FOR IMMEDIATE RELEASE

Press Release Issued April 2015 Stills host symposium for artist and commercial photographer collaboration On the 31st of May 2015 a symposium held at Stills, Edinburgh, will bring together professional photographers from both artistic and commercial based backgrounds to show the benefits of networking and collaboration. Stills will welcome 6 guest speakers to talk about their papers. Speakers will highlight the importance of networking and connections made between artistic and commercial photographers, in their gallery in Cockburn Street. The list of speakers will include high profile personalities from the field such as artist Roderick Buchanan and CEO of Lewis Photography, London, David Lewis. The symposium will provide insight via case studies of successful joint ventures and will also address challenges around collaboration between photographers. There will be a round table at the end of the event. David Lewis, CEO of Lewis Photography, London, and speaker at the symposium, said: “It is important to be able to speak to a high profile audience about the challenges that such a cooperation entails, which for future photographers will have unique gains it brings for both sides”. In accordance with the ongoing course-program of the gallery that supports photographers in their professional development, the Edinburgh-based gallery aims to diminish the often perceived division line between the arts and commerce in the field of photography and set itself up as a facilitator of productive cooperation. Ben Harmann, Director of the Stills Gallery said: “Our high quality courses and latest facilities have benefited photographers from all fields, for many years. We now think it is time to let more people know about the potential for productive cooperation that lies in the liaison of the two ends of the spectrum of professional photography”. The high-profile event expects to see a turnout of 300 professionals interested in this field at the event. Registration for the symposium is open for professional photographers until the 10th of May 2015. For further press information please contact: Jane Doe 0131 622 6200 janedoe@stills.org 23 Cockburn Street Edinburgh, EH1 1BP http://www.stills.org