| Budget Amount *help |
¥2,990,000 (Direct Cost: ¥2,300,000、Indirect Cost: ¥690,000)
Fiscal Year 2015: ¥260,000 (Direct Cost: ¥200,000、Indirect Cost: ¥60,000)
Fiscal Year 2014: ¥1,040,000 (Direct Cost: ¥800,000、Indirect Cost: ¥240,000)
Fiscal Year 2013: ¥1,690,000 (Direct Cost: ¥1,300,000、Indirect Cost: ¥390,000)
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| Outline of Final Research Achievements |
The purpose of this study is to reveal each customer retention rate which improves profitability in professional orchestras. This study tests the following two hypotheses. The first hypothesis is that the estimated values, by the NBD (Negative Binomial Distribution) Dirichlet Model, of attendance frequency and market penetration in Japanese professional orchestras as well as in credit cards will be similar to the actual values. The second hypothesis is that the profitability of the orchestra which achieves higher frequency of attendance in spite of lower market penetration will be higher. As a result, we found that the first hypothesis was supported but the second one was not supported. These results mean that the marketers of the orchestras should consider frequency of attendance as the value influenced by market penetration and should not consider improving frequency as the only factor of high profitability.
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