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 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. .
Possible opportunities can be seen in widening up the target audience through activities like the "Kinderkonzerts", the Young People's Concerts, the Audubon Zoo performance and the Saturday morning visual and audio journal for families the NOSO is performing. By enforcing the marketing on these events higher audience participation could be achieved. Opening up the rehearsals for the public is under-priced. These tickets should be raised at least to half-price level.
