Boston Lyric Opera
1. BLO’s eight customer objectives
The first objective is to gain generous contributions. The amount per donator, ration between new donators and new contacts (collection rate) and the total amount of the donators and contributions are ways to measure how this aspect is doing. Incentives for the staff should also be incorporated into these objectives, especially ones that steer the process towards multi-year support programs.
To measure the board involvement and recruitment, it is important that the reputation of the new board member is blameless and since operating in Boston, a local person with strong ties to the community would be better. To measure involvement the easiest way is to look the member’s activity, how many times they’ve been in meetings and how they’ve acted to build strategy. For example number of new initiatives. Also hours spent educating the board members about strategy and vision could be one measurement.
Building an artistic reputation is hard and so is measuring it. Reviews on papers give a sight how the opera is doing, but the best way to know is to make a consumer survey for example once a month. Also comparing the growth in visitors between BLO and other operas gives an idea. Rating different aspects is another way to measure the artistic view. Giving value for example to the lead singer or the orchestra will help to understand how the opera is doing on its main field. These measures aren’t very proactive though, but helpful anyway.
One objective is to launch a residency program. Its success can be measured by the amount of acceptances to invites and by comparing the audience amounts to normal.
Like when measuring artistic reputation, the best way to measure how exciting and diverse opera’s repertories are is to see reviews and audience amounts. The grading system works when the given grades are compared to the rivals’ same grades and the shows are compared. These are of course not proactive measures.
BLO wants to
The first objective is to gain generous contributions. The amount per donator, ration between new donators and new contacts (collection rate) and the total amount of the donators and contributions are ways to measure how this aspect is doing. Incentives for the staff should also be incorporated into these objectives, especially ones that steer the process towards multi-year support programs.
To measure the board involvement and recruitment, it is important that the reputation of the new board member is blameless and since operating in Boston, a local person with strong ties to the community would be better. To measure involvement the easiest way is to look the member’s activity, how many times they’ve been in meetings and how they’ve acted to build strategy. For example number of new initiatives. Also hours spent educating the board members about strategy and vision could be one measurement.
Building an artistic reputation is hard and so is measuring it. Reviews on papers give a sight how the opera is doing, but the best way to know is to make a consumer survey for example once a month. Also comparing the growth in visitors between BLO and other operas gives an idea. Rating different aspects is another way to measure the artistic view. Giving value for example to the lead singer or the orchestra will help to understand how the opera is doing on its main field. These measures aren’t very proactive though, but helpful anyway.
One objective is to launch a residency program. Its success can be measured by the amount of acceptances to invites and by comparing the audience amounts to normal.
Like when measuring artistic reputation, the best way to measure how exciting and diverse opera’s repertories are is to see reviews and audience amounts. The grading system works when the given grades are compared to the rivals’ same grades and the shows are compared. These are of course not proactive measures.
BLO wants to