Business Scorecards
Business Scorecards
Utah Symphony Balanced Scorecard
The vision for the Utah Symphony is to be a world-class symphony.
The business model is to provide sufficient high-quality concerts to sustain the 83 full-time musicians under contract.
Financial
• Strategic Goal: Being financially stable with sufficient annual profitability
• Critical Success Factor: Having fundraising sufficient to allow ticket prices to stay same as last year
• Measure: Having profitability increase in coming years (from $116K to $500K a year)
Customer
• Strategic Goal: Being attuned to their desires for world-class performances
• Critical Success Factor: Hiring top quality talent
• Measure: Receiving feedback from exiting patrons
Internal Process
• Strategic Goal: Having flexibility in decreasing expenses due to fundraising gaps
• Critical Success Factor: Renegotiating contracts with musicians
• Measure: Improving profitability
Learning and Growth
• Strategic Goal: Including a wider variety of symphonies offered to appeal to a more varied audience
• Critical Success Factor: Having a successful marketing campaign that advertises different symphonies to younger audience
• Measure: Having improved ticket sales and returning audience
Utah Opera Balanced Scorecard
The vision for the Utah Opera is to become a nationally renowned opera house.
The business model is to improve the quality of the performances and increase the endowment funds.
Financial
• Strategic Goal: Being financially stable with an increasing reserve fund
• Critical Success Factor: Raising additional funds and having endowments realized
• Measure: Improving reserve fund amount
Customer
• Strategic Goal: Having regionally and nationally acclaimed opera performances
• Critical Success Factor: Excelling in quality performances
• Measure: Having sold-out or near sold-out performances
Internal Process
• Strategic Goal: Maintaining financial stability and
Utah Symphony Balanced Scorecard
The vision for the Utah Symphony is to be a world-class symphony.
The business model is to provide sufficient high-quality concerts to sustain the 83 full-time musicians under contract.
Financial
• Strategic Goal: Being financially stable with sufficient annual profitability
• Critical Success Factor: Having fundraising sufficient to allow ticket prices to stay same as last year
• Measure: Having profitability increase in coming years (from $116K to $500K a year)
Customer
• Strategic Goal: Being attuned to their desires for world-class performances
• Critical Success Factor: Hiring top quality talent
• Measure: Receiving feedback from exiting patrons
Internal Process
• Strategic Goal: Having flexibility in decreasing expenses due to fundraising gaps
• Critical Success Factor: Renegotiating contracts with musicians
• Measure: Improving profitability
Learning and Growth
• Strategic Goal: Including a wider variety of symphonies offered to appeal to a more varied audience
• Critical Success Factor: Having a successful marketing campaign that advertises different symphonies to younger audience
• Measure: Having improved ticket sales and returning audience
Utah Opera Balanced Scorecard
The vision for the Utah Opera is to become a nationally renowned opera house.
The business model is to improve the quality of the performances and increase the endowment funds.
Financial
• Strategic Goal: Being financially stable with an increasing reserve fund
• Critical Success Factor: Raising additional funds and having endowments realized
• Measure: Improving reserve fund amount
Customer
• Strategic Goal: Having regionally and nationally acclaimed opera performances
• Critical Success Factor: Excelling in quality performances
• Measure: Having sold-out or near sold-out performances
Internal Process
• Strategic Goal: Maintaining financial stability and