Case Study:
Isabel Bader Centre for The Performing Arts
The Isabel Bader Centre for the Performing Arts is a premier cultural venue owned and operated by Queen’s University in Kingston, Ontario, Canada. The facility features a 567-seat world-class performance hall, an acclaimed recital hall, a screening room, a black box theatre, dedicated art and media exhibition spaces, and an expansive lobby and event area. Marketing services for this venue were provided under a one-year term contract with Queen’s University, in the role of Senior Marketing Officer for The Isabel.
Core Marketing & Communications Services
1. Sales Strategy
Development and implementation of comprehensive sales strategies designed to drive revenue growth, strengthen customer relationships, and align marketing initiatives with organizational goals.
2. Graphic Design
Creation of high-quality visual assets, including branding materials, promotional graphics, and digital content, ensuring consistency and alignment with the organization’s visual identity and messaging standards.
3. Email Marketing
Design and execution of targeted email campaigns focused on audience engagement, lead nurturing, and conversion optimization, supported by data-driven performance tracking and analytics.
4. Website Management
Oversight of website content, functionality, and user experience to ensure an engaging, accessible, and brand-consistent digital presence. Includes performance monitoring, content updates, and SEO optimization.
5. Media Relations
Development and maintenance of positive relationships with media outlets and journalists to secure earned media coverage, manage press communications, and enhance public visibility.
6. Social Media Management
Strategic planning, content creation, and community engagement across social media platforms to increase brand awareness, audience interaction, and campaign performance.
7. Advertising Strategy
Planning and execution of paid advertising campaigns across print, digital, and broadcast media to maximize reach, brand recognition, and return on investment.
8. On-Site Advertising
Management of venue-based advertising opportunities, including signage, digital displays, and promotional installations, to enhance the customer experience and highlight key campaigns.
9. Print Material Management
Coordination of all printed marketing materials—from design and production to distribution—ensuring quality, timeliness, and consistency across all physical touchpoints.
Budget: Salary and Advertising budget are confidential.
Project Date: May 2024-May 2025
The Problem
The Isabel’s regular Senior Marketing Officer was on maternal leave, and the venue needed an interim SMO. The job required a delicate approach, in that new ideas and fresh perspectives were welcome, but the reality of the return of the former SMO needed to be top of mind. No dramatic changes to marketing processes could be effected, but sales needed to be exceptionally strong: it was the Isabel’s 10th Anniversary season, and the programming was more ambitious than ever before.
The Solution
One of my key strengths is the ability to develop effective marketing strategies that align with available resources. This included carefully considering labour capacity—not only during my tenure, but also in preparation for the return of The Isabel’s primary Senior Marketing Officer.
However, the sales goals for the Isabel’s 10th Anniversary year were unusually high. I decided to take on some of the graphic design myself, thus freeing up more of the budget for expanded advertising. Some backlit posters were placed in concourse halls in the community, a billboard was purchased to exhibit Isabel signage and advertising to commuters on the transnational highway, and I introduced the concept of standalone banners in the main entryway of the Isabel.
Other than these three changes, all processes were the same for the returning SMO so there would be no disruption to workflow upon my exit.
The Outcome
Personally and professionally, this was a brilliant year. I learned a great deal about marketing for a venue of this caliber, and very much enjoyed the rush of music marketing.
According to all reports, this was a successful year for the Isabel. Sales were strong, and where sales were not strong, the timing of the show or the programming played equally into the size of the audience. The Director of the Isabel expressed great appreciation for the dedication and creativity I exhibited throughout my year-long tenure.
Key Performance Indicators:
Increased email list by 33%
Increased Facebook followers by 20%
Increased Instagram followers by 14%