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BOSTON LYRIC OPERA

PRATIWIWIDYA 041314353038 | NIRWANADINUGROHO 041314353045 | GIOVANI 041314353020

ANDIKAPRATAMA 041314353011 | EVIUMRAH WIDYANA 041314353018

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Background

Its mission:

to produce high-quality professional opera productions

develop future opera talent, and

promote opera appreciation through educational andcommunity outreach

1995 and 2000: subscribers more than doubled, number of

performances increased by 50 percent

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SITUATIONIn 2000, the company faced the challenge

Even with thehigher audiencebase, revenuesfrom ticketsales remained less than 40

percentof operatingexpenses.

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THE STRATEGY MAPS

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

Loyal and generous supporters:

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BLO could not to compete with theworld's great opera houses, but wanted

to differentiateitself from the manyregional companies in North America.

The customer objectives strategic themeincluded :

- attracting the best young talent who

become future performers with theworld's most prestigious opera

companies

- developing a unique BLO style: crisp,simple, and elegant productions of

popular, lesser known, and

contemporary works.

National and international opera scene:

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To attract new generations of audiences, the BLO

would build support for opera in the greaterBoston community and develop opera education

programsfor children, their families, and theirschools.

Community:

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With the customer objectives defined for the three high-levelconstituents, the project team could drill down to defining

objectives for the three strategic themes.

1. Enhancing customer relationships largely drove customerobjectives for loyal and generous supporters,

2. processes in the operational excellence theme largely drove the

production of innovative, quality performances that would berecognized nationally and internationally

3. innovation or increase brand awareness theme pointed atenhanced 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.

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Learning and growthobjectives related to human

capital development,

organizational alignment,and technology

deployment that would

enhance the performance

of its critical internalprocesses.

And the financial

perspective, with objectivesfor fiscal health and growthplanning, anchored the

foundation of the BLO

strategy map.

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