City Symphony Orchestra
Case: City Symphony Orchestra
The City Symphony Orchestra is a branch of the Center for Performing Arts. It performs regular concerts throughout the year and has been reasonably profitable in the past. However, in recent years, concert attendance has been declining and the Orchestra is looking for ways to boost attendance.
The traditional customers of the Orchestra have been the older and more affluent segment of the population that live in the suburbs. The recent boom in the high-tech sector, however, has created an affluent population that is younger and has different musical tastes. This younger affluent group prefers to live in the city rather than commute from the suburbs. Older people concerned about crime in the downtown district do not like attending evening concerts. Increased traffic congestion also discourages them from driving into the city’s downtown cultural district. These are some of the main reasons why attendance has declined.
To reach its traditional audience and to attract the younger audience, the
Orchestra has decided to perform outdoor concerts in parks during the summer. It is in the process of selecting its mix of concerts for the upcoming summer. The summer season consists of 90 concerts given once per evening.
When concerts are offered outside the Symphony Hall, the home base for the
Orchestra, musicians are hired and paid on a per concert or nightly basis. The Orchestra contracts with private firms for services such as ticket sales, transportation of equipment, sound technicians, and security. These too are paid on a per concert or per night basis.
The Orchestra has a full-time permanent staff of a musical program director, box - office manager, administrative staff, and a director. These administrators are on salary.
Other costs include office space rental, equipment, and utilities.
The Orchestra is considering three types of concerts for the next season:
a. Classical selections from Beethoven and Brahms
b.
The City Symphony Orchestra is a branch of the Center for Performing Arts. It performs regular concerts throughout the year and has been reasonably profitable in the past. However, in recent years, concert attendance has been declining and the Orchestra is looking for ways to boost attendance.
The traditional customers of the Orchestra have been the older and more affluent segment of the population that live in the suburbs. The recent boom in the high-tech sector, however, has created an affluent population that is younger and has different musical tastes. This younger affluent group prefers to live in the city rather than commute from the suburbs. Older people concerned about crime in the downtown district do not like attending evening concerts. Increased traffic congestion also discourages them from driving into the city’s downtown cultural district. These are some of the main reasons why attendance has declined.
To reach its traditional audience and to attract the younger audience, the
Orchestra has decided to perform outdoor concerts in parks during the summer. It is in the process of selecting its mix of concerts for the upcoming summer. The summer season consists of 90 concerts given once per evening.
When concerts are offered outside the Symphony Hall, the home base for the
Orchestra, musicians are hired and paid on a per concert or nightly basis. The Orchestra contracts with private firms for services such as ticket sales, transportation of equipment, sound technicians, and security. These too are paid on a per concert or per night basis.
The Orchestra has a full-time permanent staff of a musical program director, box - office manager, administrative staff, and a director. These administrators are on salary.
Other costs include office space rental, equipment, and utilities.
The Orchestra is considering three types of concerts for the next season:
a. Classical selections from Beethoven and Brahms
b.