BOSTON LYRIC OPERA
PRATIWI PRATIWI WIDYA WIDYA 041314353038 | NIRWAN ADINUGROHO NIRWAN ADINUGROHO 041314353045 | GIOVANI GIOVANI 041314353020 041314353020
Background
Its mission: •
to produce high-quality professional opera productions
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develop future opera talent, and
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promote opera appreciation through educational and community outreach
1995 and 2000: subscribers more than doubled, number of performances increased by 50 percent
SITUATION In 2000, the company faced the challenge
Even with the higher audience base, revenues from ticket sales remained less than 40 percent of operating expenses.
THE STRATEGY MAPS Loyal and generous supporters: •
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Ticket sale revenues covered less than 35 % of annual expenses. Subscribers who were willing to pay amounts over and above the high ticket were critical for long-term success. The BLO needed extensive, ongoing support from donors, foundations, and the community. Customer objectives for this strategic theme included: - attracting new donors, - increasing support from existing donors, - recruiting new board members
National and international opera scene: •
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BLO could not to compete with the world's great opera houses, but wanted to differentiate itself from the many regional companies in North America. The customer objectives strategic theme included :
- attracting the best young talent who become future performers with the world's most prestigious opera companies - developing a unique BLO style: crisp, simple, and elegant productions of popular, lesser known, and contemporary works.
Community: To attract new generations of audiences, the BLO would build support for opera in the greater Boston community and develop opera education programs for children, their families, and their schools.
With the customer objectives defined for the three high-level constituents, the project team could drill down to defining objectives for the three strategic themes. 1. Enhancing customer relationships largely drove customer objectives for loyal and generous supporters, 2. processes in the operational excellence theme largely drove the production of innovative, quality performances that would be recognized nationally and internationally 3. innovation or increase brand awareness theme pointed at enhanced education, awareness, and support in the broader Boston-area community.
The three strategic themes enabled tight linkages between the internal and customer perspectives on the BLO strategy map.
Learning and growth objectives related to human capital development, organizational alignment, and technology deployment that would enhance the performance of its critical internal processes. And the financial perspective, with objectives for fiscal health and growth planning, anchored the foundation of the BLO strategy map.
