New Orleans Symphony Case Study

The problems that are responsible for this situation have a wide spectrum. The political and legal environment gives the NOSO the opportunity to attract large donators through the opportunity of tax deductibility. The economic climate is not promising. Due to an economic recession especially in this geographic area, companies are not willing and able to donate. 60% of NOSO’s income is dependant on donations. The local government has a limitation on financial grants. The city has a $30 million deficit, and the public opinion does not want to see the city giving public money to a private organization. On a socio-cultural level, the NOSO faces a decline in demand of 59.1% since 1973 for live performances. The bad neighborhood the NOSO is located is giving the organization’s reputation a negative touch. If people want to enjoy a performance, they are more likely to watch it on TV than live. This leads

In this industry the availability of substitutions is high through TV, CD, radio, videotapes as well as the possibility to visit any other of the 4 remaining symphonies in the state. The entry barrier is not high. You could easily rent a locality in the area and invite a well-known symphony for a guest appearance without having to have a high funding. A problem faced is the loss of character through loosing the NOSO’s star conductor Leonard Slatkin.

The people in New Orleans have a misconception of the NOSO. Many people see the symphony as an upscale event place, what is manly propelled through the glamorous opening acts the public sees only. Here is an opportunity to explicitly change this misconception and make the symphony known as a place for everyone.

The four main groups identifiable are the general audience, donators, government and other art institutions (symphonies, theatres, ballets, etc.). The general audience is only contributing 40% of the funds needed to the firm. Even though they are the smaller partition, their impact is not to be underestimated. They create and communicate the reputation the symphony has, which is vital for its existence. The art scene is highly reliable on reputation. The donators are basing their activity on reputation as well. At this weak time of the economy private donors play a bigger role. Companies cannot be as active as in better times and are therefore not expected to be active. The Government is a group that is supporting the scene financially as well. The remaining group of other art institutions is an important strategic group. In possible strategic alliances efforts could be joined to reduce overhead and create more revenue. Also comparison of the different businesses can be a measurement of performance.

A way to measure the effectiveness of this plan is to compare to other symphonies througho

Some topics in this essay:
Orchestra NOSO, Symphony Join, Audubon Zoo, Leonard Slatkin, Orpheum Theater, TV CD, Orchestra Decrease, Symphonies Louisiana, art institutions, shorten season cooperate, chapter 11 bankruptcy, shorten season, season cooperate, live performances, 11 bankruptcy, chapter 11, strategic alliances, financial plan,