NOT-FOR-PROFIT THEATRE: A STUDY IN PROMOTION by DENISE MICHELLE KRAUS, B.F.A.

A THESIS IN THEATRE ARTS

Submitted to the Graduate Faculty of Texas Tech University in Partial Fulfillment of the Requirements for the Degree of MASTER OF FINE ARTS

Approved

Accepted

December, 1992 ACKNOWLEDGEMENTS

I would like to thank my father, Dennis Kraus, for "letting me do my own thing," and my grandmother, Fannie Mae Gibson. Without her financial support, my education would not have been possible. I would also like to thank Dr. Richard Weaver for his belief in me and my abilities. And a special thanks to my fiance', Matthew Janysek, who finally said, "Sit down and write that thesis. Now!"

11 TABLE OF CONTENTS

ACKNOWLEDGEMENTS ...... n ABSTRACT ...... iv LIST OF FIGURES ...... v CHAPTER I. INTRODUCTION ...... 1 II. HISTORICAL OVERVIEW: THE OUTDOOR DRAMA ASSOCIATION ...... 3 The Birth ofNMODA ...... 3 NMODA: Patron Evaluation ...... 7 III. THE MARKETING PLAN ...... 15 NMODA Marketing Plan ...... 15 IV. SUMMARY OF THE CAMPAIGN ...... 22 The Four Target Areas ...... 22 The Campaign Strategy ...... 22 V. CONCLUSION ...... 30 ENDNOTES ...... 31 REFERENCES ...... 32 APPENDIX A. GLOSSARY ...... 33 B. MEDIA ADVERTISEMENT ...... 34 C. PUBLIC SERVICE ANNOUNCEMENT ...... 36 D. NEWS RELEASES ...... 38 E. LETTERS WITH FLYERS ...... 40 F. PURCHASED ADVERTISING ...... 44

lll ABSTRACT

This work is based upon a five -month internship designed by Dr. Richard Weaver with the New Mexico Outdoor Drama Association. It was a means to allow for direct application of ideas and strategies for promotion of the arts in a carefully monitored educational environment. Therefore, this thesis is not a work of research. Instead it is a review of actual work and application of acquired information and theory.

IV LIST OF FIGURES

I. NMODA Organizational Chart ...... 4 2. Map Of Amphitheatre Location 6 3. Map Of Audience Distribution ...... 8 4. Map Of Audience Frequency ...... 9 5. Home State Distribution ...... 11 6. Audience Age Distribution ...... 12 7. Advertisement Percentage Breakdown ...... 13 8. Primary Audience ...... 23 9. Secondary Audience ...... 24 10. Extended Audience ...... 25 11. Coast To Coast Audience ...... 26 12. Total Audience ...... 27 13. The Brochure ...... in pocket 14. The Public Service Announcement ...... 36 15. The News Release ...... 38 16. The Letter ...... 42 17. The Flyer ...... in pocket 18. The Print Advertisement ...... in pocket

v CHAPTER I

INTRODUCTION

The Promotion of the Arts has evolved rapidly in the past several years. It is only recently that those individuals and organizations, which are involved in the Arts, have realized the potential involved in applying basic principles and strategies of marketing towards the promotion of the Arts. These ideas, from the business world, have helped to develop the Arts into self-supporting, and often profit making organizations. In January of 1991, Dr. Richard Weaver approached the author of this thesis concerning the possibility of accepting an internship with the New Mexico Outdoor Drama Association. During the course of this discussion, Dr. Weaver stated that the internship would be set up with Dr. Waite of University. Dr. Waite is a former student of Dr. Weaver's, who at the time, was both the Chairman of the Department of Theatre at ENMU and a member of the NMODA Board of Directors. Also discussed was the possibility of using the internship for fulfillment of the author's thesis requirement. On January 27, 1991 Dr. Weaver and Michelle Kraus traveled to Portales, New Mexico to meet with members of the NMODA Board of Directors. Dr. Waite, Dr. Edwin Dowlin, and Rev. Farrell Odom were present. At this meeting, Weaver and Kraus were given information about NMODA. The Board members were up front in addressing several existing problems within the organization such as the ongoing struggle between some ofNMODA's founders and newer members of the board for control. The attending members stated that they wished to have Kraus review the existing information concerning past attendance at NMODA productions. Once she had studied this information, she was to both design and implement a

I 2 promotion campaign for the 1991 summer season. All monetary transactions were subject to board approval. Kraus was to report to Dr. Dowlin on a weekly basis. And most transactions could be approved by Dowlin without a discussion with the rest of the NMODA Board members. The New Mexico Outdoor Drama Association, like many other theatrical organizations, has existed due to the support of a few members of its surrounding community. Before the 1991 season, all advertising was done either by word of mouth or within the immediate community. When the NMODA Board of Directors hired Michelle Kraus to design and carry out a promotion campaign for they were taking their first step towards realizing how much was required when attempting to sell the arts. It is not enough to offer a product to the people. It is necessary to first gain the attention of the public. This may be done by implementing one or more gimmicks or by the use of advertising. Once the attention of a potential audience member is captivated, one must provide motivation for him or her to purchase a ticket or to complete whatever action which is desired. This is usually done by promising the consumer fulfillment of some sort if he or she attends the performance. The final step in selling the arts is to deliver satisfaction. One must be careful not to oversell the production. Instead let the patron enjoy what he or she observes for himself or herself. When an audience member leaves the theatre satisfied, they will return. CHAPTERll

HISTORICAL OVERVIEW:

THE NEW MEXICO

OUTDOOR DRAMA

ASSOCIATION

The Birth of New Mexico Outdoor Drama Association

The roots of the New Mexico Outdoor Drama Association can be traced to 1975 when Betty Philley, a resident of San Jon, New Mexico, sought to bring a childhood dream to life. As a child, Ms. Philley attended an outdoor Easter pageant presented at the Caprock. She remarked that, "The beauty of being outdoors and seeing such a wonderful play... , " inspired her dream of building an outdoor amphitheatre. She saw such a project as a great asset to her community. In January of 1977, Betty Philley and her friend, Ida Fellers, also of San Jon, wrote to the Institute of Outdoor Drama in North Carolina. At the request of Philley and Fellers, Mark Sumner, the director of the Institute of Outdoor Drama, came to New Mexico. Upon his arrival, he studied both the proposed sight and the traffic flow along Interstate 40. He concluded that the project was feasible. The two women then began to organize what was to become the New Mexico Outdoor Drama Association (NMODA). They began by forming a board of directors from the surrounding communities (Figure 1). NMODA was incorporated and then acquired not-for-profit status. The board of directors began to sell the idea to the community; they spoke to Chambers of Commerce, servtce clubs, both city and county government officials and key members of the community. Soon, a group, which called themselves the Caprock Club was

3 4

Caprock Club

Board of Directors

Promotion Production Committee Committee

General Mana er

Director Promotions Mana er

Cast

Figure I NMODA Organizational Chart 5 established. The Caprock Club provided start-up funds in the form of charter membership fees. In 1977, an eighty-acre piece of land on the Caprock, divided by Highway thirty-nine, south of San Jon was selected (Figure 2). This site was federal land, under the Bureau of Land Management (BLM), which had been turned over to Quay County for use as a Boy Scout camp. The camp was never constructed, and NMODA's request for the land was approved by the Quay County Commissioners. The first of many obstacles was faced when an architect was hired, by the board of directors, to examine the chosen sight and design a preliminary plan for construction of the amphitheatre. The estimate of 2.5 million dollars was much higher than the board of directors had anticipated; they soon realized that their prior fund raising efforts would no longer be enough. In 1979, NMODA financed a feasibility study to be conducted by the University of New Mexico Research Center. The results of the study indicated that the project was of merit and worthy of state support. Two board members, who were state senators, and area state representatives brought a bill to the state legislature for funding. After three years, the legislature ruled that the State Parks and Recreation Deparbnent would be given 1.6 million dollars for the construction of the Caprock Amphitheatre. Construction was begun on September 1, 1983, by Weldon Bauske Construction Company of Clovis, New Mexico. The completion date was estimated to April 15, 1985. Prior to construction of the amphitheatre, a playwright search had been initiated (1977). After reviewing many scripts, NMODA board members chose a play based on the life of , Billy the Kid, written by Kermit H\Dlter. The board planned to produce Mr. Hunter's play in 1985, but was unable to do so due to lack of funding for such a large production. As there was no guarantee that construction of the amphitheatre would be complete, Hunter's play was postponed. Instead, four smaller productions were planned to test the facility. 6

NORTH +

s: ""' +

• " MllePoet330

+ u.s. 60-84

WEST +

To Tucumc11ri..

Ph. 355-2555 • Taiban, ~ NM 88134 EAST\_ + • SOMiles • To 1-40 • Clovis 10 mllea HWY209 Billy the Kid Country"

Figure 2 Map Showing Amphitheatre Location 7

In 1987, two years after the opening of The Caprock Amphitheatre, the New Mexico Outdoor Drama Association's board of directors decided to produce Billy the Kid. Instead of Kermit Hunter's script, the board chose a script written by board member, Don McAlavy. McAlavy's Billy the Kid has been produced each summer since and has received much local success.

NMODA: Patron Evaluation

During its sixth year at the Caprock Amphitheatre, the NMODA Board members distributed survey cards to audience members. These cards were designed to answer three important questions: 1. Where does our audience come from? 2. What age is our audience? 3. Where does our audience hear about us? Five hundred cards were placed on a table during the intermission of one performance. Of the two hundred and thirty surveys that were returned, two had to be discarded due to erroneous names given (Bruce Wayne and Robin and "We 'R' Pigs"). The remaining two hundred and twenty-eight survey cards were then sorted and examined. The analysis of the responses to the three questions follows:

I. Where does our audience come from? As Figure 3 shows, there is a widely dispersed pattern of national distribution. Further findings indicated the frequency of respondents from each area (Figure 4). Figure 4 shows that a large percentage of audience members, 61 %, come to the Caprock Amphitheatre from no farther away than Amarillo, Texas with the majority coming from the Clovis/Portales, New Mexico area. Results stated that 46.5% of respondents were from the state of New Mexico, 30.0% were from Texas, 4.2% were from Oklahoma, 3.3% were from Colorado, 8 9

••

Figure 4 Map of Audience Frequency 10 2.3% were from California, and 13.6% were from states other than those listed above (Figure 5).

2. What age is our audience? An Evaluation of the survey cards showed that audience ages are weighted towards groups which traditionally have more time available to travel. Of the two hundred and twenty-eight respondents, I 0.4% were between the ages of zero and twelve years of age, 3.1% were between the ages ofthirteen and seventeen, 3.8% were between the ages of eighteen and twenty-four, I 0.4% were between the ages of twenty-five and thirty-four, 23.5% were between the ages of thirty-five and forty-nine, 25.3% between the ages of fifty and sixty-five and 23.5% were sixty-five years old or older (Figure 6).

3. Where does our audience hear about us? The evaluation of answers regarding how people heard about the Caprock Amphitheatre showed that most advertising for Billy the Kid occurred by word of mouth. Of the two hundred and twenty-eight respondents, 46.0% were told by friends or family about the Amphitheatre. Furthermore, 21.8% learned of the Amphitheatre from the newspaper, 11.9% from tract, 8.4% from the radio, 6.3% read about it in magazines and the final 5.6% saw advertisements on television or billboards (Figure 7). It must be noted that this was not a scientific survey. The survey was only performed once; therefore it may not be considered a complete sample of the audience. However, this information is the only data the author was given with which to determine the target markets for her promotion campaign. The author summarized that the typical audience at the Caprock Amphitheatre consists of patrons, over the age of fifty, who live within a one hundred miles of the 11

2.30% 13.61%

California •II Texas II Oklahoma lZ:I New Mexico 0 Colorado • Other

Figure 5 Home State Distribution 12

13.59%

4.97%

30.72%

0- 17 ll• 18-24 II 25-34 ~ 35-49 D 50-64 • 65+

Figure 6 Audience Age Distribution 13

5.60%

8.40%

Newspaper II• Radio II Magazines ~ Told 0 Tract • TV& BB

Figure 7 Advertisement Percentage Breakdown 14

Amphitheatre who learned about the production from a friend. CHAPTER III THE MARKETING PLAN

Before the actual designing of a promotional strategy begins, all theatre organizations, regardless of their size or financial situation, should prepare a written marketing plan. This plan should include as much information as possible concerning past sales, past marketing campaigns and an analysis of the organization and its place in the community. The author chose to write Chapter III by following an outline marketing plan designed by Steven Langley. Langley's outline marketing plan was designed with the pwpose of helping its user to fully understand his or her own organization. It helps an organization to realize its own strengths and weaknesses. Mr. Langley's plan is both recognized and utilized by many in the American theatre community.

NMODA Marketing Plan

The marketing plan which the author prepared consisted of the following information: (I) the marketing universe, (2) marketing history and audience profile, (3) opportunities and problems, (4) marketing goals and objectives, (5) marketing strategies, and ( 6) the marketing budget. Each of these areas will be explored in order in the remainder of this chapter. The marketing universe is make up of both the external environment of the organization and the internal environment of the organization. When considering the external environment, it is necessary to examine the economic circumstances of the community, the education level within the community, the social structure of the community, and any possible sources of competition from other organizations within the community.

15 16

At the same time, when examining the internal environment it is necessary to take into account the organization's mission and objectives, organizational structure, the organizational structure and staff as it is related to marketing, the problems and shortcomings of the organization and its strengths and accomplishments. While examining the external environment, the author observed that the economy in the area surrounding the Caprock Amphitheatre is not very strong. The small community, San Jon, in which the theatre is located, consists of farmers and a few small businesses. This, however, is not of major importance due to the fact that the livelihood of the theatre is not dependent upon the patronages of the residents of San Jon. The majority of support for the amphitheatre comes from other communities in the area such as Clovis (which has a large Air Force base) and Portales (which has a state university). It may also be noted that the education level in the community of San Jon is typically that of a high school graduate. But the other communities surrounding the amphitheatre are made up of a more educated population (many with more than one degree from institutions of higher education). Furthermore, one may observe that the communities surrounding the Caprock are small and "close knit." Many community members have lived there their entire lives. There is a strong religious network in these communities. And finally, the author noted that the only theatrical competition in the area is the theatre department at Eastern New Mexico University. The two theatres appear to share the same patrons, but there has been no conflict between the two. The Internal Environment of NMODA may be defined, in part, by the organization's mission and objectives. As stated in NMODA's bylaws, the goal of the New Mexico Outdoor Drama Association is to become recognized as a regional pageant and to compete with Texas and other attractions of the Southwest. The following objectives will enable NMODA to reach its goal: 17

1. The Board will hire a combination of part-time and full-time personnel to oversee general operations and coordinate promotional efforts. 2. The Board will double paid attendance at the pageant. 3. The Board will attract and retain high quality staff and acting personnel from the regional market. 4. The Board will develop and institute a system for budget projection and develop a long- range support system to make up shortfalls in income. The Organizational Structure (Figure 1) is also useful in determining the internal environment of the organization as is the organizational structure and staff as they are related to marketing. In the past, all members of the board promotion tasks as each saw fit with no definite marketing plan or strategy. For the purpose of this thesis, a Director of Promotion, Michelle Kraus, was hired. This promotion director was to answer directly to the president of the board. The problems and shortcomings of the organization also contributed to the internal environment. The main problem with the organization as it exists now is that its founding members have kept such tight control, that they have, without realizing it, stunted the growth of the organization. In fairness it may be stated that NMODA's strengths and accomplishments added to its internal environment. The founders of the New Mexico Outdoor Drama Association are to be commended for their incredible accomplishments. It is difficult to raise the amount of capital required to fund a project of the amphitheatre size. It is equally challenging to maintain such an endeavor. The second item in the marketing plan is the marketing history and audience profile. This consists of the five-year season ticket sales history, the five-year single ticket sales history, the single ticket audience profile and the marketing analysis of the last season. In examining the five-year season ticket sales history, the author determined that there have been nine performances since 1985, and there have been no 18 attempts at season ticket sales due to the fact that since 1987 there has been only one show performed each season, Billy the Kid. Until the 1991 , season the average ticket price at the Caprock Amphitheatre was seven dollars. The author also noted that past audiences at the amphitheatre have run at approximately 200 people per performance, or 20 percent. She also discovered past promotional expenditures (approximately $5,000 to $8,000 a year) have been geared towards newspapers' advertising space and radio spots. First, her analysis shows that in the five-year single ticket sales history there have been nine performances since 1985 and that approximately twenty-four thousand tickets were sold in the past five years with the average ticket price at the amphitheatre being seven dollars. NMODA has estimated that past audiences at the amphitheatre have been approximately 200 people per performance, or 20 percent, while past promotional expenditures (approximately $5,000 to $8,000 a year) have been geared towards newspapers advertising space and radio spots. The final component of the marketing history and audience profile is the marketing analysis of last season. The 1990 promotion campaign did not reach its goal. Ticket sales did not show any substantial increase over the 1989 ticket sales. The unsuccessfulness of the 1990 campaign, which was started by the NMODA Board of Directors, may be attributed to its lack of organization. Due to carte blanche of the founding members and other board members, there was a hodge podge of unplanned spending with no targeted market or purpose. The next item for examination in the marketing plan consists of both opportunities for promotion which may be of benefit to the organization and problems, many internal, which may have the ability to be destructive to the organization. Of the opportunities available to NMODA, some of the most beneficial on the promotion of the 1991 season areas follows: (I) cooperative advertising with other pageants and outdoor theatres; (2) personal appearances or performances by 19 cast members at area festivities; (3) speaking engagements at local clubs and organizations; (4) expanded advertising possibilities within the state such as placing brochures in tourist attraction areas; (5) expanded advertising possibilities, nationwide, along Interstate 40; (6) use of the NMODA board members influence in the community to foster support; (7) free access to the media services of Eastern New Mexico University; and (8) advice and guidance from Dr. Richard Weaver of the Texas Tech University Theatre Department. On the opposite end, some possible problems which might interfere with the promotion ofthe 1991 season are: (1) carte blanche ofthe Board ofDirectors; (2) lack of funding; (3) refusal of founding members to give up some control; (4) no prior organized marketing plans to examine; and (5) out- of -the- way location of the amphitheatre. The fourth area in the marketing plan is marketing goals and objectives. These were stated by the NMODA Board of Directors. The long-term goal of the New Mexico Outdoor Drama Association is to be recognized as a regional pageant and to compete with Texas and other attractions of the Southwest. The short- term objectives of the organization are to: (1) increase ticket sales one hundred percent, thus, doubling attendance at each performance; (2) establish good relations with the surrounding communities; and (3) attract and hire outstanding personnel for the association. Another area of the marketing plan consists of marketing strategies. For the formulation of the marketing strategies, target markets must be determined and the proper use of the marketing mix must be established. After examining information about NMODA, the author decided to target older patrons with both disposable income and an excess of time, families traveling along Interstate 40, tour groups, and clubs and organizations from within the community. The marketing mix consists of the product, packaging, pricing, promotion, place and distribution. In establishing the proper use of the marketing mix, the 20 product is defined as adventure and romance through the experience of live theatre. The package offered for Billy the Kid consists of an evening of dinner and theatre in the out-of-doors. Finally, the ticket price for Billy the Kid is seven dollars. This amount is slightly more than an individual would pay to see a movie. The author determined that the promotion campaign for Billy the Kid will consist of a mixture of advertising, publicity, public relations, personal sales, and promotions. These are utilized as follows: (I) advertising - The advertising campaign for the 1991 season at the Caprock Amphitheatre will consist of flyers, brochures, billboards, radio air time, television air time, magazine advertisements, and newsprint; (2) publicity - Publicity for the 1991 season at the Caprock Amphitheatre should consist of Public service announcements on both radio and television and articles and interviews in local newspapers and on radio and television; (3) public relations- Public relations for the 1991 season at the Caprock Amphitheatre should consist of personal appearances by cast members and members of the Board of Directors and other forms of contact with community clubs and organizations; ( 4) personal sales - Personal sales should include a direct mail campaign to key state and local clubs and organizations; and ( 5) promotions - Promotion for the 1991 season at the Caprock Amphitheatre should consist of flyers and brochures which carry the NMODA logo. When examining place and distribution, consideration must be made for the amphitheatre. Although the amphitheatre's location is scenic, it is out-of-the-way for most people. Distribution is aided by the fact that reservations may be made over the telephone. 21

The final part of the marketing plan is the marketing budget. The budget consists of projected expenses and available funds. Projected expenses which for promoting the 1991 season at the Caprock Amphitheatre should run close to nine thousand dollars. There is approximately ten thousand dollars available for the marketing campaign. CHAPTER IV SUMMARY OF THE CAMPAIGN

The Four Tar~:et Areas

Upon reviewing the available information, the author decided upon five target areas for advertisement. The saturation of advertisement would be strongest in the areas closest to the amphitheatre and become less saturated as the distance from the amphitheatre became greater. 1. The Primazy Audience- (Approx. 100 miles) The reach ofthis audience is: Clovis, Amarillo, Portales, Ft. Sumner, etc. (Figure 8). 2. The Secondaty Audience- (Approx. 200 miles) The reach of this audience is: Santa Fe, Albuquerque, and Lubbock (Figure 9). 3. The Extended Audience- (Approx. 500 miles) The reach of this audience is: , Ft. Worth, El Paso, , Tulsa, Wichita, Flagstaff, and (Figure 10). 4. The Coast To Coast Audience- (Extends from North Carolina to California) The reach of this Audience is: Greensboro, NC, Knoxville, TN, Nashville, TN, Memphis, TN, Little Rock, AK, Oklahoma City, OK, Amarillo, TX, Albuquerque, NM, and Flagstaff, AZ (Figure 11 ). 5. The Total Audience - Includes all of the above (Figure 12).

The Campaign StrateiO' As earlier stated, each audience area in the campaign strategy would receive a different amount of media and advertisement saturation. Each area is listed below with the forms of media and advertisement utilized. 1. Primary Campaign- a. Personal appearances by cast or spokesperson, b. Public service announcements on local television and radio stations,

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Q < 9 z.. 0.... b z: ~ 28 c. Detailed flyers to be distributed to hotels, motels, tourist information centers, chambers of commerce, restaurants, tourist attractions, church groups, civic groups, and social groups, d. Contest I Performance night with local story tellers, square dancers, cloggers, etc., e. News releases, f. Interviews, g. Articles; 2. Secondary Campaign- a. Detailed flyers to be distributed to the above mentioned locations, b. Press releases, c. Contact tour directors to work out package deals (possible with local hotels); 3. Extended Campaign- a. Detailed flyers to be distributed to the above mentioned locations, b. Contact tour directors to work out package deals (possibly with local hotels); 4. Coast-to-Coast Campaign- a. General flyer to be distributed along 1-40. This will be a simple flyer; it will be the consumers' first introduction to Billy the Kid, b. Contact tour directors to work out package deals (possibly with local hotels). There will be a series of four flyers. The first or initial flyer, which will be distributed along 1-40, intercepts the extended audience areas. At this point, the second flyer will be more detailed and will cover the area until the secondary audience area is reached. The third flyer will encompass the secondary area, and the fourth flyer will be distributed in the primary area. 29

The lists and examples of the publicity used are illustrated in Appendices B-F. ChapterV Conclusion

The 1991 season at the Caprock Amphitheatre showed some growth from its previous seasons. Despite the self-destructive practices of several board members, the board president was able to maintain order and enforce compliance with the preset plan for marketing Billy the Kid. However, the promotions director suggested that NMODA should hire someone to complete a strategic planning session to evaluate the organization and to determine a new path of action. Without reorganization and a new direction, NMODA will not realize further growth. Figures for attendance are not available for the 1991 season, but revenue appeared to be up. Records were not kept of actual figures, but one might surmise that carefully planned application of marketing principles can be used for a successful promotion of the arts.

30 ENDNOTES

1Moore, Thomas Gale. The Economics of the American Theatre. p, vi. 2Langley, Stephen. Theatre Management in America. pp, 290-291. 3Langley, Stephen. Theatre Management and Production in America. p, 432.

31 REFERENCES

Baumal, Hilda and William J. Inflation and the Performing Arts. New York, NY: New York University Press, 1981.

Conditions and Needs of the Professional American Theatre. Washington, DC: National Endowment for the Arts, 1981.

Langley, Stephen. Theatre Management in America. New York, NY: Drama Book Publishers, 1974.

Langley, Stephen. Theatre Management and Production in America. New York, NY: Drama Book Publishers, 1990.

Moore, Thomas Gale. The Economics ofthe American Theatre. Durham, NC: Duke University Press, 1968.

Publicity Handbook: A Guide for Publicity Chairmen. Ft. Worth, TX: The Sperry and Hutchinson Company, 1972.

32 APPENDIX A

GLOSSARY1

Advertising - Any type of promotion that is paid for by the second, by the line, or by the service

Personal Sales - All non-media contact.

Promotions - All non-personal communications.

Publicity - any mention or coverage about an organization or its products in the media that is not paid for.

Public Relations - General efforts over a period of time that attempt to increase public awareness, interest, and support for an organization and its products.

33 APPENDIX B

MEDIA AND ADVERTISEMENT

Brochures (Figure 13) were sent to the following tourist bureaus, visitor centers, theatre organizations, chambers of commerce and businesses:

Theatre West Virginia, Looney's Tavern, Strike At The Wind!, National Cowgirl Hall of Fame, Glorieta Baptist Conference Center, Clayton-Union County Chamber of Commerce, The Sword of Peace, Snow Camp, NC, Texas The Stephen Foster Story, Bardstown, KY, Unto These Hills, Cherokee, NC, McNeil's Rangers, Keyer, WV, Trailways Tours, Inc., Convention and Visitors Bureau, Las Cruces, NM, Los Alamos Chamber of Commerce, Espanola Valley Chamber of Commerce, Callup Convention and Visitors Bureau, Farmington Convention and Visitors Bureau, Alamogordo Chamber of Commerce, Las Vegas/San Miguel Chamber of Commerce, Ruidosa Valley Chamber of Commerce, Angel Fire Chamber of Commerce, Hobbs Chamber of Commerce, Clovis Chamber of Commerce, I-40 West Visitors Center, West Memphis, AK, I-40 Traveler Information Center, Sallisaw, OK, Dora Visitors Center, Van Buren, AK, Carlsbad Chamber of Commerce, Buena Park Convention/Visitors Office, Buena Park, CA, Anaheim Visitor Bureau, Anaheim, CA, Central Texas Children's Theatre Festival, San Marcos, TX, Thunder Mountain Productions, Delta, CO, Ft. Sumner Chamber of Commerce,

34 35 Logan-Ute Lake Chamber of Commerce, Santa Rosa Chamber of Commerce, Billy the Kid Museum, Glenrio Welcome Center. APPENDIXC

PUBLIC SERVICE ANNOUNCEMENT

Public Service Announcements (Figure 14) were sent to the following radio and television stations:

KLMX Radio, Clayton, KCLV Radio, Clovis, KLZK Radio, Clovis, KTQM Radio, Clovis, KWKA Radio, Clovis, KZZO Radio, Clovis, KIJN Radio, Farwell, KSEL Radio, Portales, Route 66 Broadcasting, Santa Rosa, Cable Systems, Inc., Clayton, TCA Cable TV of Clovis, United Video Cablevision, Melrose, Century Cable TV, Tucumcari, United Video Cablevision, Inc., Santa Rosa, Century Cable TV, Portales, KLBK TV (13), Lubbock, KAMC TV (8), Lubbock, KAMR TV (4), Amarillo, KFDA TV (10), Amarillo.

36 37 DATE: 6/11191

FOR IMMEDIATE ANNOUNCEMENT!

RE: BILLY THE KID

(30 seconds)

THE NEW MEXICO OUTDOOR DRAMA ASSOCIATION OPENS ITS FIFTH SEASON OF BILLY THE KID, DON MCALAVY'S HISTORICAL DRAMA ABOUT LOVE AND HATE, ON THURSDAY, JUNE 13TH. PERFORMANCES WILL TAKE PLACE AT THE CAPROCK AMPHITHEATRE THROUGH AUGUST 17TH. CURTAIN TIMES ARE 8PM THURSDAY THROUGH SUNDAY. THE AMPHITHEATRE IS ON HIGHWAY 469 CLOSE TO SAN JON, TEN MILES SOUTH OF I-40. CALL (505) 576-2279 FOR RESERVATIONS.

-end-

CONTACT: D. MICHELLE KRAUS PROMOTIONS DIRECTOR (806) 792-5190

Figure 14

The Public Service Announcement APPENDIXD

NEWS RELEASES

News releases were sent to the following newspapers (Figure 15).

1. Union County Leader, Clayton 2. Clovis News- Journal, Clovis 3. State Line Tribune, Farwell 4. Ft. Sumner - De Baca County News, Ft. Sumner 5. Portales news Tribune, Portales 6. Communicator, Santa Rosa 7. Santa Rosa News, Santa Rosa 8. Quay County Sun, Tucumcari 9. Lubbock Avalanche - Journal, Lubbock 10. Amarillo Globe News, Amarillo

38 39 Date: 6/3/91

For Immediate Release!

The New Mexico Outdoor Drama Association will celebrate the opening of its 5th season of BILLY THE KID, Don McAlavy's historical musical based on the life of the legendary Billy the Kid, on June 13th. Presented at the Caprock Ampitheatre on Highway 469 ten miles south ofi-40, performances are scheduled through August 17th on Thursday through Saturday evenings at 8 PM. BBQ is available at 6:30 PM. Information may be obtained by calling the Box Office at (505) 576-2779.

Produced by the New Mexico Drama Association, BILLY THE KID features a cast of actors from the local community as well as actors from throughout the country. The cast is headed by Brian Joseph Hardin of Shawnee, OK who portrays Billy and David G. Sears of Hot Springs, AK who portrays .

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Contact: D. Michelle Kraus Promotions Director (806) 792-5190

Figure 15

The News Release APPENDIXE

LETTERS~THFLYERS

Letters with flyers were sent to the following clubs, organizations, and civic groups and businesses (Figured 16 and 17).

1. All churches in Roosevelt County 2. Boots & Saddles Horse Club, Portales 3. Boy Scouts of America, Clovis 4. Campfrre Council, Portales 5. Cannon Officers Wives Club, Clovis 6. Dora Homemakers Club, Rogers 7. El Portal Daughters of The American Revolution, Portales 8. 4-H Club, & Show, Portales 9. Girl Scouts of America, Portales 10. High Plains Rodeo Assn., Clovis 11. Little League, Portales 12. Little Wranglers, Portales 13. Portales Garden Club 14. Retired Teachers Assn., Portales 15. Portales Woman's Club 16. Ruidoso Valley Greeters 17. Starlight Swingers, Portales 18. AARP, Portales 19. The Book Comer, Clovis . 20. Book Peddler of The Southwest, Portales 21. Faith Temple Day Care, Portales 22. Rocking Horse Ranch Child Care Center, Clovis 23. Sandia Baptist Child Care Center, Clovis 24. Toriland Child Care Center, Portland 25. Clayton Public Library 26. Clovis Carver Public Library 27. Ft. Sumner Public Library 28. Portales Public Library 29. Moise Memorial Library 30. New Mexico State Government Rural Bookmobile East 31. Tucumcari City Library 32. Billy the Kid Museum, Ft. Sumner 33. Ft. Sumner State Monument 40 41 34. Donnie's RV Park, Santa Rosa 35. Rolling Hills Recreation, La Lorna 36. Bison RV Center, Clovis 37. Smith RV & Marine, Clovis 38. Lawrence Boot & Saddle Shop, Santa Rosa 39. Parker Shane Saddle Shop, Santa Rosa 40. Billy the Kid & Outlaw Gang, Taiban 41. Ferguson Store & Livestock, Clayton 42. I 0 I , Clayton 43. Clovis Western Wear 44. Cribbs Western Wear, Clovis 45. Bar G. Western Wear, Portales 46. Oscar's Western Apparel, Portales 47. Rip's Western Wear, Texico 48. Crossroads Western Wear, Tucumcari 49. Denmor's Corral, Tucumcari 50. Campfrre Council, Portales 51. Emmaus Center, Clovis 52. Play Inc., Clovis 53. Air Force Assn., Clovis 54. American Society of Women, Clovis 55. Area Special Olympics, Clovis 56. Biker's Tour Guide, Clovis 57. Bruce's Home, Clovis 58. Cattle Capitol Cowbells, Clovis 59. Christian Women's 60. Circle Eight Squares, Clovis 61. Clovis Bowhunters 62. Clovis Evening Lions Club 63. Clovis Girls Athletic 64. Clovis Gun Club 65. Clovis I Portales Kennel Club 66. Clovis Senior Citizens 67. Clovis Shrine Club 68. Clovis Soccer Assoc. 69. Clovis Softball Assoc. 70. Clovis Women's Club 71. Cruzers Unlimited, Clovis 72. Curry County 4-H Clubs, Clovis 73. Eagles, Clovis 74. Encanto Garden Club, Clovis 75. Friends of The Library, Clovis 42 76. Girl Scouts of USA, Clovis 77. Hart Youth Ranch, Melrose 78. Historical Foundation, Clovis 79. Jaycees, Clovis 80. Junior Women's Club, Clovis 81. Kiwanis, Clovis, 82. Knights of Columbus, Clovis 83. New Mexico Senior Coalition, Clovis 84. Retired Public Employees, Clovis ~etings • . 43

•SEE THE BEST KEPT SECRET IN NEW MEXICO!•

Make your summer plans now to attend the 5th Season of JLY THE KID, the exciting outdoor drama. Come as you are - you have house guests, or are a member of a club - invite !m to live the adventure of outdoor drama with us. Many ~urn again and again for this rewarding experience.

The season begins June 13 and plays each Thursday, Friday, ' Saturday night, through August 17, starting at 8 p.m.

We are located on the bluffs of the Llano Estacada (the ~rock) overlooking the beautiful San Jon valley. The 1000- ~t Caprock Amphitheatre is 10 miles south of San Jon, New ~ico on Highway 469. San Jon is 19 miles east of Tucumcari heavily traveled Interstate 40 and 90 miles west of Amarillo, ~as. For those traveling from the south we are 49 miles north Clovis, New Mexico.

Artistic director, Dr. J. Richard Waite of Eastern New xico University, always keeps this fast-paced drama exciting th unique innovations. The romantic hour and 55 minute drama s over 30 characters telling the story of Billy the Kid and s conflict with Pat Garrett and his love for Abrana. Lively ncing and original music enhance the drama of this bygone era.

Adults (13-64) $8 ($7 if $6 barbecue dinner purchased), nior citizens and members of a group of 20 or more $7 (bus iver free), Children (5-12) $2.50 ($1.50 if $4.50 BBQ rchased). BBQ available from 6:30 to 8. RV overnight ectric hookups $6. Write to Caprock Amphitheatre, PO Box 337, n Jon, NM 88434, phone 505-576-2455.

Hope to see you this summer, New Mexico Outdoor Drama Association Rev. Farrell Odom, President (San Jon) Dr. Ed Dowlin, V-Pres. (Eastern New Mexico University) Stanley Frost, Treasurer (District Judge, Tucumcari) Dorothy Kvols, Secretary (Manager, Chamber of Commerce, Tucumcari) Betty Philley, Founder (San Jon) Ralph Stanfield, Farmer (Grady) Don McAlavy, Printer/Historian, Playwright (Clovis) William Brummund, Travel Center (Clovis) Vern Finnell, retired Motel owner (Tucumcari) Carolyn Pressley, Information Officer, (Clovis Community College) Dr. Pat Rucker, Director of Theater (Eastern New Mexico University) D. Michelle Kraus, Promotions Director (Texas Tech University, Lubb

Figure 16

The Letter APPENDIX F

PURCHASED ADVERTISING

The following purchased advertising was used (Figure 18).

1. Clovis News- Journal, 114 page First Sunday (June, July, August) $362. 67 2. City Printing, 100,000 Black and White Flyers $816.30 3. Amarillo Globe - news, five consecutive Thursdays in the Entertainment Section Beginning 6-13. $595.00 4. Your Host ... New Mexico, Spring 1991 Issue 116 Page $130.00 5. Lubbock Avalanche- Journal, 118 page Around Town section June 14. $330.75 6. The Quay County Sun, 1/2 page late May edition of Sun Scape. $300.00 7. New Mexico Law Enforcement Vacation Directory, 118 page $95.00 8. New Mexico Magazine, 1/6 page One Color for June and July. $1240.00 9. New Mexico Stockman, 114 page June 1991 $205.00 10. Donrey Outdoor Advertising Co., one Illuminated Billboard May, June, July. $1230.00 11. The New Mexico Senior Citizen, 114 page June issue. $259.09 12. New Mexico Teacher's Digest, 1/4 page May issue. $259.09 13. KFDA TV (10) Amarillo, 35 thirty second spots. $775.00 14. KWKA Radio, 60 thirty second spots over a six week period for $543.00 15. KSEL Radio, 40 thirty second spots over an eight week period for $200.00 16. KTQM Radio, 60 thirty second spots over a six week period for $240.00

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