Central City Opera House Association
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Case Code: BSTR442 Case Length: 10 Pages Period: 2009-2010 Pub Date: 2013 Teaching Note: Available |
Price: Rs.300 Organization: Central City Opera House Association Industry: Non-profit Countries: US; Global Themes: Strategic Management, Non-profit Management |
Abstract Case Intro 1 Case Intro 2 Excerpts
Excerpts
Ccoha's Performance
In 2008, CCOHA's performance began to decline. The organization's revenues in 2008 were about $5.8 million. However, revenues decreased to $4.5 million in 2009. The $1.3 million drop in one year was a result of declines in both key funding sources, i.e., earned income and contributions. Expenses shown in Exhibit II also registered declines during the same period. However, they did not drop commensurate to revenue declines. The deficit between revenues and expenditures in 2008 was $60,367 whereas the deficit in 2009 ballooned to almost $1 million...
Competition
CCOHA faced three types of competition: 1) for audience, 2) for performers and 3) for contributions. For the audience, the Association competed with Denver area cultural events and other opera.
Central City Opera's competitors like Opera Colorado charged $30-$45 for most seats while New York City Opera and San Francisco Opera charged $80 and $60, respectively. Other direct competitors in Colorado included the Denver Symphony Orchestra, Colorado Opera, and Denver Chamber Orchestra. Competition for talent was intense as national demand for talented performers outpaced the supply. CCOHA could not afford to cut corners if it wanted to attract top talent. CCOHA had a unique young artists' training program which was highly competitive...
Marketing
CCHOA had either a full-time or a part-time Director of Development at various points in its history. Although a full-time Director's major duties included managing fundraising, an additional part-time Director of Marketing was always hired in April to market the Summer Festival. It was not unusual for the Opera to have different Directors of Development and Marketing each year. Whenever the Opera employed full-time Directors of Development, it was successful in enhancing its image even during the off-season, generating ticket sales, and cultivating corporate and individual donations and other gifts (i.e. real estate, wills, and bequests.)...
Other Issues
In the past, Central City faced various types of problems based on the age of the property, the location of the City, and the intended audience. The Opera House built in 1878 was a historic property. Concern existed about the decreasing strength of the physical structures. An architectural firm which specialized in preservation and renovation of historic properties studied the problem and suggested several structural improvements...
The First Board Meeting in 2010
After the CCOHA board members settled in their seats, Chairman Martin called the meeting to order. Thirty-four board members and ten staff members attended this first Board meeting held in January 2010. The first item on the agenda was the budget. The practice was to go through the budget in great detail to let the board members know not only what the board was committing to financially, but also give them a full briefing of the work plan for CCOHA. The 2010 repertoire had already been approved in May of 2009...
Exhibits
Exhibit I: CCOHA's Income Statement
Exhibit II: CCOHA's Balance Sheet
Exhibit III: Competition
Exhibit IV: CCOHA's 2010 Budget
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