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Executive Benchmark
ABA Research Team
Earned Revenue Sources- F&B and Rentals

Our latest ABA Executive Benchmark explored earned revenue sources outside of ticket sales, with a special focus on food and beverage services and rental opportunities.

Executive Benchmark
ABA Research Team
AI & Digital Usage

Our latest ABA Executive Benchmark explored the Digital and AI usage in the arts and cultural sectors.

Executive Benchmark
ABA Research Team
Financial Health, Budgets & Operating Costs

Our latest ABA Executive Benchmark explored the financial health of organizations, looking back at operating costs and budgets for 2024 compared to the previous year, and projections for 2025.

Signature Study
ABA Research Team
The Compelling Employer: Attracting and ...

This season ABA is launching The Compelling Employer, a groundbreaking research initiative examining the employment preferences of arts and culture employees across genres and geographies. This work will build on ABA’s 2022 work on The Compelling Offer. The pandemic may be behind us, but staff acquisition and retention remain core industry-wide concerns. ABA is revisiting this initiative to understand how staff preferences have changed and what organizations can do to attract and retain high performers.

Our Compelling Employer survey uses conjoint analysis (also known as trade-off analysis) to give arts and culture leaders a much clearer picture of what employees want in a job, and what they are willing to trade off to get it. This newly updated survey will seek to understand what staff value in their managers, pay structures, culture and office environments. In addition, we will profile best practices in improving manager quality, shifting to pay for performance, and cultivating culture change from both inside and outside the arts and culture industry.

The Compelling Employer: Attracting and Retaining Arts and Culture Professionals
Signature Study
ABA Research Team
Driving Attendance Post Pandemic: Marketing ...

In our post-pandemic arts world, many arts organizations are discovering that most of the patrons that are going to come back have come back already. Even organizations with healthy audiences right now are facing challenging budgeting environments, so the need to build a new base of customers and to increase attendance by casual audiences and visitors is acute.

ABA is deploying a survey of marketing resource deployment, activities and other behaviors in order to assess quantitatively the marketing drivers behind healthy attendance.

Driving Attendance Post Pandemic: Marketing Practices that Accelerate Audience Growth

Audience

Driving Attendance Post Pandemic: Marketing Practices that Accelerate Audience Growth

Driving Attendance Post Pandemic: Marketing Practices that Accelerate Audience Growth

In our post-pandemic arts world, many arts organizations are discovering that most of the patrons that are going to come back have come back already. Even organizations with healthy audiences right now are facing challenging budgeting environments, so the need to build a new base of customers and to increase attendance by casual audiences and visitors is acute.

ABA is deploying a survey of marketing resource deployment, activities and other behaviors in order to assess quantitatively the marketing drivers behind healthy attendance.

Marketing Pulse Survey

As many organizations finalize their upcoming fiscal year budgets, we wanted to learn about how organizations are planning their marketing budgets - looking across overall budgetary spends, and specific areas of investment such as digital marketing efforts. Our latest ABA Executive Benchmark asked arts leaders about marketing budgets and changes due to the increased importance of digital.

Marketing and Sales

Since reopening from the closures of the pandemic, arts and cultural organizations have stayed vigilant in assessing the state of their recovery and sales. Our latest Arts Leader Survey asked arts leaders to benchmark themselves about the current state of single ticket sales, filled hall capacities, subscriptions, and no-show rates across the performing arts sector today compared to 2019 (pre-pandemic).

2023 Marketing and Subscriptions

As we enter spring months, arts organizations want to take stock of how their marketing efforts and subscriptions are performing this year. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on new to file audiences, subscription packages and renewal rates, marketing budgets and staff trends, as well as any recent innovations and changes to enhance the audience experience.

Ticket Discount Programs

As we finalize plans for a new year of arts and programming, many organizations are reviewing their ticket promotions and packages to see what opportunities there may be in engaging returning and new target audiences. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on the kinds of tickets schemes and discounts they currently have, as well as those which are under consideration or even discontinuing. We are also interested in particular efforts to engage with young adults across the sector.

Ticket Sales/Revenues & Marketing Tactics

As we return after the New Year, we want to take a quick moment to look back on the previous season in order to set a baseline for overall organizational performance and ticket sales, as well as the industry’s strategic outlook for the coming year. Our latest Arts Leader Survey asked arts leaders to benchmark themselves on the past year's attendance, ticket and subscription sales, and how performance on these factors has impacted future strategies. We also wanted to learn about priorities, and the greatest concerns and opportunities in the months to come.