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The Washington National Opera - overview and recommendations

Extracts from this document...

Introduction

CONTENT EXECUTIVE SUMMARY INTRODUCTION ANALYSIS MISSION STATEMENT Conclusion: That mission statement shows us that the company has made one big mistake. They neglect one of their mane resources: the actors and employees. This caused big troubles because they risked loosing this important resource, which also concerns the quality of the opera. Further more the whole communication isn't clear. That makes it difficult to keep oversight over all companies operations. It often will take too long till they get to know about problems and so they may react too slowly. The thing which keeps the whole company together is the "love to opera". It keeps everybody to pull into the same direction. But it's also a difficulty because it may end up in loosening the economic factor out of sight and only living the artistic vision. This mission statement also doesn't state how they would like to broaden the public awareness. In the end it may be mentioned that with the help of McKinsey & Company, the Washington National Opera has improved. STAKEHOLDER ANALYSIS For understanding which groups or "persons" are interested in "The Washington National Opera" we chose the Stakeholder Analysis. It also shows why they are interested and how they could influence the company. We will also have a look how these aspects can or can't work together. Conclusion: For TWO it's very important to consider all their stakeholders in a very critical way. All stakeholders play an very important and critical part in beeing successful. The difficulty is to keep an overview and to keep in contact with all of them. It would be a big help if there would be an coperate governance. As it can be seen the trustees are very embitious but are too less concentrated on the eonomy and the competition. Wherease there are qualitatively high competitors which are already established, that means a high standard competition. ...read more.

Middle

The fact that Domingo has a lot of experience as well as name recognition gained the Washington Opera House a better reputation and attention within the critics and the audiences. * In addition to that the Opera made an unusual decision for this business by not only - as most other opera houses do - hiring one leader but to aim for an artistic as well as an executive director. * With getting Domingo on board not only the artistic director changed but also quite a lot of changes occurred in the organizational structure. One major point that has to be mentioned is the fact that the operating budget was doubled and so more financial space was available. * Furthermore the Opera achieved the goal that Domingo felt personally involved with his new task as artistic director and so not only the Opera but also Domingo himself were convinced that they produce a win-win situation for each other. * Moreover the Opera hired the well-known Consulting Group "McKinsey & Company" for preparing an analysis including such issues as costs of productions, staging and also cost projections for a new opera house. Among these issues the Group recommended six targeted efforts. Those included e.g.: Introducing premium seats in the ticket price schedule, securing more local corporate donors and adding one performance per production. Surely the decision of hiring such a highly acclaimed Consulting Group was very unusual (for this business) but highly successful. * A very important factor in the success of the Opera was the decision to build and structure a brand new opera house. This should give the Opera the opportunity to sell more tickets due to more seats for audiences and high technology equipment. And most important of all the Opera insisted that this building should become a leading opera house which would be owned and ran itself. So the Washington Opera House wants to be an independent opera house. ...read more.

Conclusion

The marketing activies should be addressed to younger people but the biggest target group are people in the age of 40 to 60 years. Building Considering the actual venue, there is just one solution. TWO should stay at the Kennedy Centre as well as some renovations are needed it will be the best solution. Employees To solve the staff-strikes they should get their fair contracts. A secondary effect will be more staff motivation and less employee denouncements so Two will save money in staff recruiting. Organisational structures In the case of the management we suggest that it should be clearly defined who is allowed to make decisions. A Human Recourse Management also a Controlling section should be implemented. RECOMMENTATION We would recommend the TWO to focus on the following points: * We recommend that TWO sells the W&L-Building and invests the profits in the endowment and the annual fund. * TWO should renew their lease with the Kennedy Center on the basis that they agree to renovate the performance spaces. * TWO officials need to realize that their organization is a major asset for the Kennedy Center; so they should not be afraid to make reasonable demands every now and then. * Furthermore TWO officials should settle negotiations with their musicians and choristers as soon as possible. * Firing the employees would only bring bad press and more work on TWO management. * They should use the earnings from selling the building to pay the staff competitive wages. Then they should budget for a cost-of-living increase in every employee's salary every year. * We also recommend that TWO board members closely monitor every production in its early phases to make sure that it is not going over budget. * Finally, TWO's development department needs to set and meet higher goals. Steady cultivation of donors would ensure less dependence on ticket revenue, a better chance for TWO to stay out of the red, and the continuance of TWO striving to become the world leader of opera performance. ...read more.

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