Boston Lyric Opera Print
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Transcript of Boston Lyric Opera Print
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BOSTON LYRIC OPERA
PRATIWIWIDYA 041314353038 | NIRWANADINUGROHO 041314353045 | GIOVANI 041314353020
ANDIKAPRATAMA 041314353011 | EVIUMRAH WIDYANA 041314353018
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Background
Its mission:
to produce high-quality professional opera productions
develop future opera talent, and
promote opera appreciation through educational andcommunity outreach
1995 and 2000: subscribers more than doubled, number of
performances increased by 50 percent
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SITUATIONIn 2000, the company faced the challenge
Even with thehigher audiencebase, revenuesfrom ticketsales remained less than 40
percentof operatingexpenses.
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THE STRATEGY MAPS
Ticket sale revenues covered less than 35 % of annual expenses.
Subscribers who were willing to pay amounts over and above the high
ticket were critical for long-term success.
The BLO needed extensive, ongoing support from donors, foundations,and the community.
Customer objectives for this strategic theme included:- attracting new donors,
- increasing support from existing donors,
- recruiting new board members
Loyal and generous supporters:
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BLO could not to compete with theworld's great opera houses, but wanted
to differentiateitself from the manyregional companies in North America.
The customer objectives strategic themeincluded :
- attracting the best young talent who
become future performers with theworld's most prestigious opera
companies
- developing a unique BLO style: crisp,simple, and elegant productions of
popular, lesser known, and
contemporary works.
National and international opera scene:
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To attract new generations of audiences, the BLO
would build support for opera in the greaterBoston community and develop opera education
programsfor children, their families, and theirschools.
Community:
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With the customer objectives defined for the three high-levelconstituents, the project team could drill down to defining
objectives for the three strategic themes.
1. Enhancing customer relationships largely drove customerobjectives for loyal and generous supporters,
2. processes in the operational excellence theme largely drove the
production of innovative, quality performances that would berecognized nationally and internationally
3. innovation or increase brand awareness theme pointed atenhanced education, awareness, and support in the broader
Boston-area community.
The three strategic themes enabled tight linkages between the
internal and customer perspectives on the BLO strategy map.
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Learning and growthobjectives related to human
capital development,
organizational alignment,and technology
deployment that would
enhance the performance
of its critical internalprocesses.
And the financial
perspective, with objectivesfor fiscal health and growthplanning, anchored the
foundation of the BLO
strategy map.
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