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NEWCASTLE UNIVERSITY THEATRE SOCIETY
‘NUTS about theatre’INTRODUCTION AND MISSION STATEMENTProposed Mission Statementaihuau.com“Deliver quality theatrical performances to the student market in Newcastle-Upon-Tyne” We have reformulated the mission statement using ten words to emphasise the new strategy that we propose for NUTS.Role of the BusinessFrom the information session in class and follow up questions presented to representatives of NUTS the role of the organisation (according to the mission statement) is three fold:1. To encourage and develop innovative and dramatic theatrical productions, ideas and inpiduals.2. To culturally enrich and entertain the University community.3. To culturally enrich and entertain the wider community.In the mission statement there were no business objectives given regarding profit, however the NUTS executive did state in their interview that they would like to increase their market share by broadening their appeal in the hope of breaking into some untapped market segments.Definition of the businessThe society’s core business is theatrical productions. It is a student society composed of voluntary student members (around 400) with an interest in theatre, performing up to four plays at the end of both the Christmas and Easter terms. NUTS is funded via: a “match funding” scheme whereby students pay a membership fee to join which is matched pound for pound by the Student’s Union, occasional (but infrequent sponsorship), sale of tickets both in advance and on the day of performance.NUTS operates on a rolling roles basis whereby each year the membership changes including perhaps most importantly the executive team who are charged with the running of the organisation and are voted into their roles by the society’s members. The turbulent nature of this constant change poses significant problems for continuity and the transfer of intellectual property.Distinctive CompetenceNUTS’ unique selling point is that it is the only Student Theatrical Society in the immediate area. It offers professional and innovative performances to a standard which competes with other full time professional theatre groups at a considerably lower price (which is perhaps detrimental to the value of its brand but is in keeping with the needs of its preferred target market).Indications for Future DirectionNUTS wishes to continue in its current vein however would like to progress towards the future goal of being regarded along side theatrical societies such as the revered Cambridge Footlights Society.In immediate terms there are a number of issues which have been outlined which require to be addressed:
8226; Improve the cash flow of the society to prevent the necessity for temporary funding by society members. This would require some means of advance ticket sales (and a greater promotional lead time) with efforts being made to fill the seats at the earlier performances of the runs. 8226; To improve the awareness among the core market; 19-25 year old students from both Newcastle and Northumbria Universities. Via a brief analysis of the target markets awareness of the society it has become apparent that the current promotional tools are not effective. Therefore the limited promotional budget is not even satisfying its core objective.8226; To broaden NUTS’ customer base by developing new potential market segments. NUTS would not like to modify their product however would like to offer it in other underdeveloped markets.8226; To attract some form of long-term sponsorship which would align with the product (and prove to be mutually beneficial for both parties). This would enable NUTS to purchase equipment and remove their current outlays for expensive equipment hire.8226; It may also be a consideration for NUTS to negotiate a permanent venue where they would be recognised. The venue would have to be chosen carefully to optimise sales. NUTS are limited in the number of performance they can put on due to the time constraints of their volunteer members, therefore venue size is crucial to maximise potential returns. Currently a range of venues are being used, this can lead to confusion amongst consumers when some kind of consolidation is required.
