The income of cinemas comes from box office, sponsorship and finance. Among them, the box office depends on the audience's recognition of the repertoire; Sponsorship depends on the recognition of the brand by the enterprise; And finance is supported by government taxes.

Because box office and sponsorship are market-oriented operations, and marketization is the soil for data analysis, the management of theater box office and sponsorship is the value of data analysis.

Business problem 1: how to position the market? -Data value: market segmentation and target market selection

The orientation of cinema includes two aspects: professional orientation and market orientation. Professional positioning is the temple of performing elegant art, while market positioning requires careful market research and analysis, so as to understand the relevant information used for market segmentation and target market selection.

1. Can this play impress the audience?

2. How many people want to see this performance?

3. What percentage of people are willing to pay for tickets?

4. How much can I pay for the ticket?

5. How many classes should be arranged?

6. If too few people are willing to buy tickets at their own expense, should we continue to expand others?

For example, in the musical Les Miserables, Shanghai Grand Theatre experienced the process that many people went to the United States to watch the performance, and finally convinced that the play was a good play that could impress the audience. Then, through the analysis of the above information, it is clear to adopt a multi-game marketing strategy focusing on reducing fares.

Business question 2: How to accurately market the audience? -Data value: attendance analysis

The ideal state is that there are performances in the theater every day and there are people watching the performances. People who watch have to buy their own tickets, and the box office income and attendance rate are high. However, this is only an ideal. Because the audience has different tastes, it is necessary to accurately market according to the characteristics of different audiences. To accurately market, it is necessary to analyze the influencing factors of attendance.

For example, the Royal Shakespeare Company conducted a comprehensive analysis of the ticket sales data in the past seven years. After studying the data of customers' names, addresses, drama types and fares, the company made accurate sales plans for different customers, thus increasing the attendance rate of its Stratford Theatre by more than 70%.

Business question 3: how to reduce the audience turnover rate? -Data value: audience satisfaction analysis

The cost of developing a new customer is five times that of retaining an old customer, and retaining old customers is more effective than developing new customers. But low service experience and poor satisfaction will lead to the loss of customers.

I once heard a concert and the experience was very bad.

1, the sound is so loud that my heart is almost shaken out;

2, the host is too controlling, and always wants to be the master for the singer when the scarf is interactive;

3, the clothing grade is not high, and some singers' clothes are like stalls;

4, the stage effect is very poor, sometimes there are no subtitles, even if there are subtitles, they can't keep up with the rhythm of music.

I am very dissatisfied with this experience. I believe many people felt the same way at that time. If the concert organizer has an information feedback mechanism, we will find our dissatisfaction, find problems in time and make up for them in time. Although the art categories of theater and concert are different, the importance of audience experience is the same. To understand the audience experience and reduce the audience turnover rate, data analysis is needed.

Business question 4: Who are the big customers and how to manage them? -Data value: customer classification analysis

According to the 28 principle, 20% of customers contributed 80% of the profits to the enterprise. Therefore, it is necessary to classify customers and find out who are the big customers. In this process, customer classification analysis is needed.

After finding a big customer, it is necessary to manage the big customer and provide VIP service for the big customer. For example, efforts should be made in the convenience of ticket purchase, ticket prices, seats, repertoire information, complaint handling and other services, but data analysis is needed to determine whether these services are effective, whether major customers are satisfied, whether the transaction rate is high or not, and what other aspects need to be improved.

Business question 5: How to manage tickets and plays? -Data value: pricing analysis+track analysis

1, pricing analysis

Theater tickets include visiting tickets, group purchase tickets, retail tickets, etc. Retail tickets include official website ordering, on-site purchase and family package tickets. Therefore, ticket management is very complicated. Need to consider the pricing of various tickets.

There are many data analysis models in pricing. Such as gabor grager model and psm model. The principle of gabor grager model is that simulation gains the most; The PSM model considers the sensitivity of sales volume to price.

2, repertoire analysis

There are different plays in the theatre. The three classic plays are opera, ballet and symphony. When will these plays be staged? Where is it? How many games? What is the contribution rate? Who is the audience? These problems are related to repertoire management.

The data analysis involved in repertoire management is mainly repertoire performance analysis. You can monitor the performance of the repertoire through the ticketing network: for example, what kind of repertoire is the most neglected? What price is the most acceptable for the audience? What other performances might the audience watch? etc

For example, the Shanghai Grand Theatre found through the ticketing network that after arranging the performance schedule of the repertoire, it is best to sell tickets every six months. This is because it can leave a gap for the drama management team to find audiences and do publicity.

Business question 6: What is the effect of imported dramas? -Data value: evaluating the economic benefits of drama.

Because the theater and the repertoire are separated, the theater will always face the problem of introducing the repertoire. The introduction of drama can be regarded as an investment project. Whether to introduce or not depends not only on social benefits, but also on economic benefits. It is necessary to conduct a feasibility analysis.

Feasibility analysis is to judge whether the play is feasible from the perspective of risk and benefit. Specifically, the following contents should be analyzed:

1. What is the total investment of imported dramas? How much is your own money? How much is the loan fund?

2. How many years is the operation period? How many years is the payback period?

3. What is the total income? How much is the charge? How big is the net cash flow?

4. What is the net present value? Has it reached the expected level?

5. What is the break-even point of price, sales volume and cost? Who are the main risks? How big is the risk impact? How likely is it to happen? How to avoid it?

Business question 7: Optimal allocation of resources? -Data value: resource allocation from various sources of income

In addition to hosting plays, the theater will also have income from renting plays, visiting, popularizing art, holding training courses, catering and selling handicrafts. So what is the total income of the theater? What is the income contribution rate of various projects? How big is the resource occupation? How to realize the optimal allocation of resources for various projects requires data analysis.

In addition, data analysis can also be used to evaluate the advertising effect of cinemas and diagnose the brand equity of cinemas. Data analysis is a booster for the theater, an art palace, to keep its youth and vitality forever.