Harvard Case - Commonwealth Shakespeare Company: To Be, or Not To Be, Digital is the Question
"Commonwealth Shakespeare Company: To Be, or Not To Be, Digital is the Question" Harvard business case study is written by Clare Gillan Huang. It deals with the challenges in the field of Information Technology. The case study is 11 page(s) long and it was first published on : Aug 1, 2020
At Fern Fort University, we recommend the Commonwealth Shakespeare Company (CSC) embark on a strategic digital transformation journey to enhance its reach, engagement, and sustainability. This transformation should encompass a multi-faceted approach, leveraging technology and innovation to create a dynamic and impactful experience for audiences, artists, and stakeholders.
2. Background
The Commonwealth Shakespeare Company (CSC) is a renowned non-profit theatre company in Boston, Massachusetts, dedicated to producing high-quality Shakespearean productions. The company faces challenges in adapting to the changing landscape of the arts, particularly the increasing demand for digital content and the need to reach a broader audience.The case study focuses on the company's decision-making process regarding its digital strategy. The main protagonists are:
- Terrence 'Terry' G. Giles: The Artistic Director and co-founder of CSC, who is passionate about traditional theatre but recognizes the need for digital innovation.
- Jonathan 'Jon' H. Gilman: The Managing Director of CSC, who is responsible for the company's finances and operations and is more cautious about adopting new technologies.
- The Board of Directors: Who are responsible for overseeing the company's strategic direction and must weigh the risks and rewards of digital transformation.
3. Analysis of the Case Study
To analyze CSC's situation, we employ a framework that considers both internal and external factors:Internal Analysis:
- Strengths: Strong artistic reputation, dedicated staff, established audience base, and a commitment to community engagement.
- Weaknesses: Limited digital presence, reliance on traditional fundraising methods, and a lack of expertise in digital marketing and technology.
- Opportunities: Expanding reach through online platforms, diversifying revenue streams through digital content, and engaging with a younger audience.
- Threats: Competition from other arts organizations, changing audience preferences, and the potential for technological obsolescence.
External Analysis:
- Industry Trends: The rise of digital content consumption, the growth of streaming platforms, and the increasing use of technology in the arts.
- Competitive Landscape: Other theatre companies and arts organizations are embracing digital technologies to enhance their reach and engagement.
- Technological Advancements: Emerging technologies such as virtual reality (VR), augmented reality (AR), and artificial intelligence (AI) offer new opportunities for artistic expression and audience engagement.
SWOT Analysis:
| Factor | Description |
|---|---|
| Strengths | Strong artistic reputation, dedicated staff, established audience base, and a commitment to community engagement. |
| Weaknesses | Limited digital presence, reliance on traditional fundraising methods, and a lack of expertise in digital marketing and technology. |
| Opportunities | Expanding reach through online platforms, diversifying revenue streams through digital content, and engaging with a younger audience. |
| Threats | Competition from other arts organizations, changing audience preferences, and the potential for technological obsolescence. |
Porter's Five Forces:
- Threat of New Entrants: High, due to the ease of creating online content and the low barriers to entry in the digital space.
- Bargaining Power of Buyers: Moderate, as audiences have more choices and can easily switch between content providers.
- Threat of Substitute Products: High, as audiences can choose to consume other forms of entertainment, such as movies, television, or video games.
- Bargaining Power of Suppliers: Low, as CSC relies on a diverse range of suppliers for its productions and services.
- Rivalry Among Existing Competitors: High, as there are many other arts organizations competing for audiences and funding.
4. Recommendations
Phase 1: Strategic Foundation (Year 1)
- Develop a comprehensive digital strategy: This strategy should define CSC's digital goals, target audience, key performance indicators (KPIs), and budget allocation.
- Build a digital team: CSC should recruit or train staff with expertise in digital marketing, content creation, web development, and data analytics.
- Upgrade IT infrastructure: Invest in a robust and secure IT infrastructure to support digital initiatives, including cloud computing, data storage, and network security.
- Develop a user-friendly website and mobile app: Create a website and mobile app that provide easy access to information about CSC's productions, events, and fundraising opportunities.
- Implement a customer relationship management (CRM) system: Use a CRM system to manage audience data, personalize communications, and track engagement.
Phase 2: Content and Engagement (Year 2)
- Create high-quality digital content: Produce engaging videos, podcasts, behind-the-scenes footage, and educational materials to reach a wider audience.
- Explore virtual reality (VR) and augmented reality (AR) experiences: Leverage immersive technologies to create unique and interactive experiences for audiences.
- Develop online learning platforms: Offer online courses, workshops, and lectures on Shakespeare and theatre arts.
- Partner with other organizations: Collaborate with educational institutions, community groups, and other arts organizations to expand reach and leverage resources.
- Engage with social media: Use social media platforms to connect with audiences, promote events, and share content.
Phase 3: Innovation and Sustainability (Year 3 onwards)
- Explore artificial intelligence (AI) and machine learning (ML) applications: Use AI and ML to personalize content recommendations, optimize marketing campaigns, and improve audience engagement.
- Develop new business models: Explore subscription services, online ticketing platforms, and digital merchandise sales to diversify revenue streams.
- Implement data-driven decision making: Use data analytics to track performance, identify trends, and make informed decisions about digital strategies.
- Foster a culture of innovation: Encourage experimentation, collaboration, and continuous improvement within the organization.
- Ensure ethical and responsible use of technology: Develop clear policies and guidelines for data privacy, security, and accessibility.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of CSC's internal and external environments, considering:- Core competencies and consistency with mission: The recommendations align with CSC's core competency in producing high-quality Shakespearean productions and its mission to engage audiences and foster a love of theatre.
- External customers and internal clients: The recommendations address the needs of CSC's external customers (audiences) and internal clients (staff, artists, and board members).
- Competitors: The recommendations consider the competitive landscape and aim to differentiate CSC from other arts organizations by leveraging technology and innovation.
- Attractiveness ' quantitative measures if applicable (e.g., NPV, ROI, break-even, payback): The recommendations are designed to enhance CSC's financial sustainability by expanding its reach, diversifying revenue streams, and improving efficiency.
- Assumptions: The recommendations are based on the assumption that CSC has the resources and commitment to invest in digital transformation and that the technology landscape will continue to evolve rapidly.
6. Conclusion
By embracing digital transformation, CSC can enhance its reach, engagement, and sustainability. The recommendations presented in this case study solution provide a roadmap for the company to navigate the evolving landscape of the arts and continue to thrive in the digital age.7. Discussion
Alternatives not selected:
- Maintaining the status quo: This option would likely lead to a decline in audience engagement and financial sustainability as other arts organizations embrace digital technologies.
- Focusing solely on online content: This option could alienate CSC's traditional audience and may not be financially viable without a strong marketing strategy.
Risks and key assumptions:
- Financial risk: The digital transformation initiative requires significant investment in technology, personnel, and marketing.
- Technological risk: The rapid pace of technological change could render CSC's investments obsolete.
- Audience acceptance: Audiences may not be receptive to digital content or may prefer traditional theatre experiences.
- Assumption of resource availability: CSC must have the financial resources, human capital, and organizational commitment to implement the recommendations.
8. Next Steps
- Form a digital transformation task force: This task force should be composed of representatives from CSC's leadership team, staff, and board of directors.
- Develop a detailed implementation plan: The plan should outline the specific activities, timelines, resources, and metrics for each phase of the digital transformation.
- Secure funding and resources: CSC should identify funding sources and allocate resources to support the digital transformation initiative.
- Communicate the vision and strategy: CSC should communicate the digital transformation vision and strategy to staff, artists, board members, and stakeholders.
- Monitor progress and make adjustments: CSC should regularly monitor progress, track KPIs, and make adjustments to the digital strategy as needed.
By taking these steps, CSC can successfully navigate the digital age and ensure its continued success as a leading arts organization.
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Case Description
Commonwealth Shakespeare Company (CSC) is a performing arts non-profit organization founded in 1996. It has a strong and presumably loyal following for its annual outdoor production of Shakespeare, called Free Shakespeare on the Common. However, it has limited data to prove this and to cross-promote its other for-fee services. The data it has is held in various databases. Further its analytics and marketing resources are limited. Meanwhile, pressure on the live performing arts industry continues to mount as digital entertainment options grow. Recognizing the disruption that is underway, CSC begins to explore virtual reality's potential and influence on the performing arts. In 2017, while consulting for a team at Google, CSC's founder and a team at Google determined it would be valuable for all parties to produce and release a virtual reality version of Hamlet. With the support of Google and a few major donors, the Hamlet 360: Thy Father's Spirit project was released in January 2019. The case centers on CSC's struggle to meet immediate responsibilities while exploring new digital models and their potential value to and influence on the performing arts. The case is designed for classroom discussion but is also well-suited to student projects related to digital transformation, mobile app design, and more.
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