FIVE-YEAR PROPOSAL FOR ADVANCEMENT AND EXPANSION OF

AN EXISTING DINNER THEATRE ENTERPRISE

Establish and Publish a Mission Statement

Acknowledge the unique cultural value of the Dinner Theatre Concept and utilize all
communicative, technological, artistic and industry devices to develop an innovative and
immersive theatrical environment never before experienced.

The present Dinner Theatre experience is an antiquated, vaudevillian, melodramatic, slapstick-

loaded evening with skirt-lifting production numbers and at best mediocre dinner fare.

Successful entertainment reinvention can be achieved. What Cirque did for the traditional three
ring circus… developing into a uniquely theatrical acrobatic form…. Can be done in taking the
theatrical standard book musical fare and offering a more contemporary approach to audiences
with new product, more immersive pre and post show experiences and unconventional and
innovative business models that entice patron engagement and long term commitment as a
valued element of the quality of life in the patron community.

CHALLENGES

• RETAIN THE CORE VALUE OF A THEATRICAL FAMILY.

The traditional actor as waiter relationship invites the development of the immersion concept.
Develop new ways in which to engage the audience into being part of this theatrical family.
Support programs that teach production disciplines can allow for more intimate interaction with
the public and provide a free labor source while providing a satisfying sense of accomplishment
to the patron.

• ESTABLISH A RESIDENT ACTING COMPANY.

In keeping with the current tradition of a close knit labor pool; formulate a true resident acting
company; where workshops are conducted to hone acting talent. Engage audience presence for
a premium…a “backstage” look at how it’s done.

• DEVELOP NEW WORKS

Create a theatrical industry destination by premiering new works never before mounted.
A “World Premiere” program with media visibility. Negotiate development agreements that will
provide ROI for subsequent editions of these new works

• CREATE NEW PERFORMER OPTIONS

Allow resident actors to remain with productions that continue past the BDT run with the
requirement that they return to negotiate their continued commitment to BDT. This will allow the
resident actor more out-of-the-box experiences that will enhance their expertise and sharpen the
value of the theatrical product the dinner theatre is producing outside of the venue.
 • MONITOR GROWTH

Develop audience-building strategies that service established patrons by creating programs that
provide traditional fare and introduce new works to them that entice their curiosity as well.

Nurture the next generation theatregoer with contemporary works that are provocative and
thought provoking.

Redefine the dining experience by separating the financial structure and establishing a chef
centered forum for new menus sponsored by local restaurants. They will "compete" and have the
opportunity to display their offerings to potential customers for their own restaurants.

• BRANDING PLACEMENT

Establish ongoing visibility in all traditional and internet publicity devices: newspaper, radio,
social; media, with a dedicated staff that aggressively seeks visibility in new areas of exposure:
colleges; human resource centers of corporations, and all internet platforms.

• FINDING THE NICHE

Create and identify the excitement of a new direction for the theatre. For example, how are we
unlike the competition and all other theatrical venues?

Competing performance organizations operate with a standard non-profit business model. They
have ever changing compliance issues that involve labor relations, budgetary restrictions that
affect their artistic choices.

The dinner theatre is a truly home grown effort that allows interaction with the ticket paying public
to engage, assist and suggest the direction of the organization so that it serves their common
good.

Community engagement of general interest

Local outreach of nursing homes, hospitals, schools.
Enfranchisement of local interest groups
Public events (like classic car exhibitions in parking lot)
Local TV station coverage of special events at theatre
A “Farmer’s Market” with retail opportunities that are served up that evening by a local chef.
Audience Engagement
Patrons become producers, critics, engage in seminars. Be on a “Board of Suggestors”.

• FINANCIAL DEVICES

Subscription
Create additional “skybox” seating with premier pricing at upper level in line with control booth
Aggressive patron development program to establish returning clientele.
Develop distinctive merchandising line that includes apparel, stationery, and jewelry.
Create holiday events that extend beyond the performance experience.
Campaign to announce and publicize unique new programs to first time subscribers.
Explore HR programs of major local companies to provide subscriber incentive among
employees.
Capital builders -Long range development plan for expansion and new concept execution.
Sponsorship
Local product placement