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Harvard Case - Granville Symphony Orchestra

"Granville Symphony Orchestra" Harvard business case study is written by David W. Young, Robert N. Anthony. It deals with the challenges in the field of Accounting. The case study is 5 page(s) long and it was first published on : Oct 8, 2012

At Fern Fort University, we recommend the Granville Symphony Orchestra (GSO) implement a comprehensive strategic plan focused on enhancing financial stability, expanding audience reach, and fostering a sustainable future. This plan involves a multi-pronged approach encompassing financial management, marketing and outreach, and organizational structure optimization.

2. Background

The Granville Symphony Orchestra, a renowned musical institution, faces significant financial challenges despite its artistic excellence. The case study highlights declining ticket sales, increasing operating costs, and a shrinking donor base. The organization relies heavily on individual donations, which are becoming increasingly unreliable. The GSO's current financial model, heavily dependent on a single revenue stream, lacks resilience and poses a threat to its long-term viability.

The main protagonists are:

  • David Miller: The GSO's Executive Director, tasked with leading the organization through financial challenges and ensuring its future.
  • The Board of Directors: Responsible for setting strategic direction, overseeing financial management, and ensuring the organization's long-term sustainability.
  • The Music Director: Responsible for artistic direction, maintaining the orchestra's high standards, and collaborating with the Executive Director on strategic initiatives.

3. Analysis of the Case Study

To analyze the GSO's situation, we utilize a framework combining financial analysis, marketing strategy, and organizational structure.

Financial Analysis:

  • Financial Statement Analysis: The GSO's financial statements reveal a concerning trend of declining revenue and increasing expenses. The organization's reliance on individual donations and ticket sales exposes it to significant volatility.
  • Cost Accounting: A detailed analysis of the GSO's cost structure reveals inefficiencies and potential areas for cost optimization. Implementing activity-based costing could provide a more accurate understanding of cost drivers and identify areas for cost reduction.
  • Budgeting and Variance Analysis: The GSO's budgeting process needs improvement. A more robust budgeting system incorporating variance analysis will allow for better financial control and proactive management of deviations.
  • Cash Flow Management: The GSO must improve its cash flow management to ensure liquidity and meet its financial obligations. Implementing a comprehensive cash flow forecasting model will enable better planning and resource allocation.

Marketing Strategy:

  • Market Segmentation and Targeting: The GSO needs to identify and target specific audience segments to maximize its reach and appeal. Market research can help identify potential customer groups and their preferences.
  • Value Proposition and Pricing Strategy: The GSO needs to clearly articulate its value proposition and develop a pricing strategy that aligns with its target audience. Break-even analysis can help determine the optimal pricing structure to ensure profitability.
  • Marketing Mix: The GSO should leverage a multi-channel marketing approach, including digital marketing, social media, community outreach, and partnerships with local businesses.

Organizational Structure:

  • Board of Directors: The GSO's board needs to actively engage in strategic planning and oversight of financial management. Implementing a corporate governance framework will strengthen the board's role and ensure accountability.
  • Employee Incentives: The GSO should consider implementing performance-based incentives to motivate employees and foster a culture of excellence.
  • Organizational Culture: The GSO needs to foster a culture of collaboration, innovation, and financial responsibility. This can be achieved through leadership development programs, team-building initiatives, and open communication channels.

4. Recommendations

To address the GSO's challenges, we recommend the following:

  1. Financial Management:

    • Diversify Revenue Streams: Explore new revenue sources beyond individual donations and ticket sales. This could include corporate sponsorships, foundation grants, endowment building, and exploring alternative revenue models like merchandise sales and educational programs.
    • Implement a Comprehensive Budgeting System: Develop a robust budgeting system with detailed cost analysis, variance analysis, and regular performance monitoring.
    • Improve Cash Flow Management: Implement a cash flow forecasting model and prioritize cash flow optimization strategies.
    • Cost Optimization: Conduct a thorough cost analysis using activity-based costing to identify areas for cost reduction and efficiency improvements.
    • Financial Transparency and Reporting: Enhance financial transparency by providing clear and concise financial reports to the board, donors, and stakeholders.
  2. Marketing and Outreach:

    • Conduct Market Research: Identify target audience segments and their preferences to tailor marketing efforts effectively.
    • Develop a Compelling Value Proposition: Clearly articulate the unique value proposition of the GSO and its offerings to attract new audiences.
    • Implement a Multi-Channel Marketing Strategy: Leverage a mix of digital marketing, social media, community outreach, and partnerships to reach a wider audience.
    • Enhance Customer Experience: Create a positive and engaging experience for patrons through improved customer service, accessible programming, and educational initiatives.
  3. Organizational Structure and Governance:

    • Strengthen Board of Directors: Implement a corporate governance framework, define clear board responsibilities, and ensure active participation in strategic planning and financial oversight.
    • Develop a Strategic Plan: Create a comprehensive strategic plan outlining the GSO's vision, mission, and long-term goals.
    • Foster a Culture of Collaboration and Innovation: Encourage open communication, team-building, and employee development initiatives to foster a positive and productive work environment.

5. Basis of Recommendations

These recommendations are grounded in the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with the GSO's core competencies in artistic excellence and its mission to provide enriching musical experiences for the community.
  • External Customers and Internal Clients: The recommendations focus on enhancing the customer experience, attracting new audiences, and fostering a positive work environment for employees.
  • Competitors: The GSO needs to differentiate itself from other cultural organizations in the area by offering unique programming, engaging marketing strategies, and a strong commitment to community outreach.
  • Attractiveness ' Quantitative Measures: The recommendations aim to improve financial performance through increased revenue, cost optimization, and improved cash flow management.

6. Conclusion

By implementing these recommendations, the Granville Symphony Orchestra can achieve financial stability, expand its audience reach, and create a sustainable future. The organization needs to embrace a proactive approach to financial management, marketing, and organizational structure, ensuring its continued success and relevance in the community.

7. Discussion

Other alternatives not selected include:

  • Merging with another organization: This could provide access to resources and expertise, but it could also compromise the GSO's identity and artistic vision.
  • Reducing programming: This could save costs but might alienate existing audiences and damage the GSO's reputation.

Key assumptions of the recommendations include:

  • The GSO's artistic quality will remain high.
  • The community will continue to support the arts.
  • The GSO's leadership will be committed to implementing the recommendations.

8. Next Steps

The GSO should implement the recommendations in a phased approach, starting with:

  • Phase 1 (Short-Term): Conduct a comprehensive financial analysis, develop a new budgeting system, and implement a marketing plan to attract new audiences.
  • Phase 2 (Mid-Term): Diversify revenue streams, optimize cost structure, and strengthen board governance.
  • Phase 3 (Long-Term): Build an endowment, implement a sustainable business model, and ensure the GSO's long-term viability.

By taking these steps, the Granville Symphony Orchestra can secure its future and continue to enrich the lives of the community through its exceptional musical performances.

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Case Description

This case provides a vehicle for discussing the presentation of a nonprofit's financial statements. The presentation in the orchestra's annual report is unusual. It focuses on contribution to fixed costs from operating activities, highlighting the operating deficit and how this deficit was, or was not, made up from endowment revenue and annual fund raising. The case also includes an eight-year projection in the published financial statements, which is highly unusual.

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