Case Study of Two

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  • Topic: Opera, Plácido Domingo, San Francisco Opera
  • Pages : 7 (2482 words )
  • Download(s) : 159
  • Published : January 21, 2013
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Pre-MBA/MSc Programme
UNIVERSITY OF BATH
CASE STUDY ANALYSIS
THE WASHIONGTON OPERA: THE “HIGH-GROWTH WORLD-CLASS” STRATEGY EVALUATION

Team Members: Arin, Cathey, Erica, Kai

Word counts: 2181

Contents

Abstract…………………………………………………………………….…...2 Introduction…………………………………………………………………….3 Background…………………………………………………………………….3 Methodology……………………………………………………………………4 Findings…………………………………………………………………………4 Recommendations……………………………………………………………...10 Conclusion………………………………………………………………………11 References……………………………………………………………………….12

Abstract
This report is based on the development of The Washington Opera especially its “world-class” strategy. Between 1995 and 1998, the trustees of TWO established three steps. This case analyzes its “world-class” strategy and problems it brings. It appears that TWO’s first two steps were almost successful, but its ambitious developments resulted in financial problems when processing the third step. In order to make it a world-class opera, this report recommends TWO extend additional services and publish show records or videotapes to raise money and balance expense and income firstly; secondly, focus on budget-led strategy and try to build a new opera facility; thirdly, concern inside organization issue and adopt the steady moderate expansion to solve human resources problems.

Introduction
The Washington Opera was hoped to become a world-class opera company between 1995 and 1998. Its trustees developed three ambitious steps during three years: they recruited Placido Domingo as the artistic director; they doubled their operating budget; they planned to build a new opera house. However, the high speed of developments resulted in many problems. This case study aims to evaluate the realistic and problems of the TWO’s world-class strategy, to analyze its financial and human resources issue, and then try to find some recommendations on how to replan their steps to be a world-class opera and give some possible strategies to increase their finance income. Background

Opera is a traditional art form with “an aristocratic ancestry” (Salzman, 1991) and was gradually growing to be one of the most popular performing arts in the US. Many factors could affect the financial success of an opera production. TWO was founded in 1956 with just two operas each season in the beginning and rose to 79 performances over 26-week season by 1998-99. It had a high rate of audience attendance with an average of 98 percent since 1985-86 and 60 percent in 1998-99 with the balance came from individuals, corporations, and foundations. The number of its involved staff each season ranged from 65 to a total of 600. Moreover, TWO had set a home at The Kennedy Center for the Performing Arts with the commitment to develop local singers and enlarge its size.

Methodology
Both quantitative and quantitative data will be used in this case study. On the qualitative side, the finding will focus on its world-class strategy and human resources problems. References from journals and websites related to the recommendations will be used as supports; on the quantitative side, data about its own finance and the competitive companies’ will be collected and analyzed from the provided academic documentation. Findings

1. “High-Growth World-Class” strategy
This strategy included three steps.
The first step within the process was hiring Domingo as their new artistic director. The board was looking for a broader vision and aimed to divide the artistic work from general tasks. Art could bring a fresh perspective to operations (Murphy, 1997). It seemed as if Domingo was an appropriate option for TWO due to his artistic background. This step was successfully completed while Domingo arrived TWO in 1996. The second step was to fulfill Domingo’s plans. TWO and Domingo believed that they could create a win-win situation based on Domingo’s experiences. However, he might not be a competent artistic manager due to the fact that he had not learned...
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