Music Management - (1) Vision, Mission & Strategy (Compatibiliteitsmodus)

I.
Vision, Mission and Strategy
Index
1.1 1.2 1.3 1.4
(1/5)
1. Vision
Creativity Blue/Red Ocean Vision Case: Kronos Quartet
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Vision, Mission, Strategy - D. Sel
Index
2.1 2.2 2.3 2.4 2.5 2.6 2.7 2.8
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(2/5)
2. Mission
Coherent goals & KPI Definition of content and ambition Values (integrity, empowerment) Temporary monopoly (feasible, USP/DSP) SWOT Analysis & SWOT Confrontation Matrix The enemy & the secret Mission statement Cases: Guggenheim Foundation
Vision, Mission, Strategy - D. Sel 3
Index
3.1 3.2 3.3 3.4 3.5 3.6
(3/5)
3. Strategy
Fundamental rules Analysis of the information Quality Core business Strategy cycle Marketing Paradox
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Index
(4/5)
4. Management & the Arts

4.1 Purpose 4.2 Basic themes 4.3 Essential literature
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Index
(5/5)
5. Welcome to Belgium and Flanders

5.1 Genesis 5.2 Cultural landscape
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1. Vision
Vision
Mission
Strategy
Organisation: Website Finance Production Marketing Staff
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1.1 Think creative
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1.1 Think creative
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1.1 Think Out-of-the-box
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1.1 Think Out-of-the-box
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1.1 Think creative
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1.2 Look for a blue ocean or
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1.2 Cirque du Soleil

Cirque du Soleil ("Circus of the Sun") is a Canadian entertainment company, a dramatic mix of circus arts, ballet and street entertainment and eliminated at the same time the costs of the traditional circus, like circus animals and star artists.
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1.2 Cirque du Soleil

SPEAKER PREVIEW: Programming and content lessons from Cirque du Soleil
Tuesday, October 09, 2012
industry meeting for venue owners, operators and developers.
Audiences are more demanding and more diverse than ever. Competition for their time and their money is at an all-time high. So, how does one of the worlds showbiz success stories continue to drive attendance through creative programming? And, at the same time balance the art of attracting new customers while not alienating their existing client base?
15
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1.2 Apple
Superior alternative for the classical CD: purchase by the track/song in stead of buying a complete CD. Its perceived much cheaper.
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1.2 Apple
Apple achieved widespread success with its iPhone, iPod Touch and iPad products, which introduced innovations in mobile phones, portable music players and personal computers respectively
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1.2 Barnes & Noble

The company is known for large, upscale retail outlets, many of which contain a Caf serving Starbucks Coffee, and for competitive discounting of bestsellers
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1.2 Pfizer
Stepped out-of-the traditional pharmaceutical Scope by introducing a live enhancing product such as Viagra
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1.2 or back to a red ocean?
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1.3 Vision
Survival (goal of any organisation) Vision = idea, ambition, why? Mission = what? Strategy = how?
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1.4 Vision: Kronos Quartet

For more than 30 years, the Kronos QuartetDavid Harrington and John Sherba (violins), Hank Dutt (viola) and Jeffrey Zeigler (cello)has pursued a singular artistic vision, combining a spirit of fearless exploration with a commitment to expanding the range and context of the string quartet.
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2. Mission
De Hogeschool Gent wil excelleren in onderwijs,

onderzoek, dienstverlening en beoefening van de kunsten. Via de competentie van haar medewerkers en afgestudeerden en de valorisatie van haar onderzoek wil de Hogeschool Gent een kritische, creatieve en open maatschappij bevorderen.
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2. Mission
Essential raison dtre
Does not describe hic et nunc but ambition
Strategical intention on a long term

What is the reason for existence? No evidences What is the specific task? Why does it make sense? What does it mean for the community?
2.1 Coherent goals & KPI
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2.1 Check what for one wants to pay for?
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2.1 Focus on results
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2.1 Define your Key Performance Indicators (KPI)
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2.1 Generate overall consensus
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2.1 Define whats feasible
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2.1 Develop speed
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2.1 Do your numbers
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2.2 Define your content profile
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2.2 Content profile Concertgebouw Orchestra
The Royal Concertgebouw Orchestra Amsterdam is one of the very best orchestras in the world. But what makes the orchestra so special? Time and time again, critics have lauded its unique sound, which clearly stands out among thousands of others. Although sound is difficult to describe in words, the RCOs string section has been called velvety, the sound of the brass golden, the timbre of the woodwinds distinctly personal and the percussion have an international reputation.
2.2 Content profile Budapest Festival Orchestra

In less than 30 years the Budapest Festival Orchestra founded in 1983 by Ivn Fischer and Zoltn Kocsis has established itself as one of the ten leading orchestras of the world. It is loved by audiences and praised by international critics for its intensive and emotionally gripping performances, for its chamber music-like attention to detail and for its exceptional ability to share the joy of music with listeners.
2.2 Content profile Carnegie Hall comes to you!

For 35 years, Carnegie Hall has brought free concerts for audiences of all ages to neighborhoods throughout the five boroughs of New York City. These performances-presented in collaboration with museums, colleges, libraries, community centers, churches, and other cultural organizations-feature music reflecting the diverse sounds of the city and Carnegie Hall's quality programming, including classical, jazz, world music, and more.
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2.2 Content profile Lucerne Festival Orchestra
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2.2 Content profile Le Concert Olympique
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2.2 Top leadership challenge: how to manage paradoxes
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2.2 Top leadership challenge: how to manage paradoxes
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2.2 Be ambitious and motivating

The Metropolitan Opera, now in its 129th season, is a vibrant home for the most creative and talented artists, including singers, conductors, composers, orchestra musicians, stage directors, designers, visual artists, choreographers, and dancers from around the world. Known as the venue for the worlds greatest voices, the Met has been under the musical direction of James Levine since 1976. Maestro Levine is credited with having created one of operas finest orchestras and choruses.
2.2 PROJET POUR UNE SALLE LEGENDAIRE DANS LA CAPITALE DE LEUROPE
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UN ENDROIT AU PASS LGENDAIRE
O LES PLUS GRANDS ARTISTES SE SONT PRODUITS
UN LIEU DONT LE NOM RESTE GRAV JAMAIS DANS LE COEUR DE 15 MILLIONS DE PERSONNES EN 3.500 SPECTACLES EN 40 ANS
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BRUXELLES CAPITALE DE LEUROPE
MERITE UNE SALLE MODERNE AU RAYONNEMENT INTERNATIONAL
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2.3 Values (company culture)

Complete value set for an organisation Iterative process while defining mission Part of the corporate identity and thus affects corporate image Reflected in organisation Guides daily decisions Important for coherence Correction factor for strategies Influences monetary value of the company
2.3 Integrity
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2.3 Empower
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2.4 Kjell Nordstrom, temporary monopoly (Funky Business)
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2.4 USP
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2.4 El Sistema
The Orquesta Sinfnica Simn Bolvar (Simn Bolvar Symphony Orchestra) is a Venezualan orchestra. Named after the Venezuelan national hero Simn Bolvar it is the apex of the nation's system of youth orchestras. The orchestras are run under the auspices of the Fundacin Musical Simn Bolvar, formerly known as the Fundacion del
Estado para el Sistema Nacional de las Orquestas Juveniles e Infantiles de Venezuela, known colloquially as El Sistema.
Since 1999 is Gustavo Dudamel the flamboyant chief conductor.
2.5 Increase your strenghts and manage your weaknessess
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2.5 Check the Competitive Forces Model (Michael Porter)
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2.5 Make a SWOT Analysis

External Analysis Internal Analysis
Opportunities/Threats
Strengths/weaknessess
KPIs STRATEGY
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USP/DSP
53
2.5 Make a SWOT Confrontation Matrix
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2.6 The enemy
Time
Succes
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2.6 The $ 1 million secret?
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2.6 Feminine power
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2.6 Feminine power

Muhammed Yunus Grameen Bank Nobel Peace Price 2006 Lehman Sisters?
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2.7 Mission statement

Clear formulation of goals Strategic thinking Relevant internal cohesion and support SWOT Analysis + SWOT Confrontation matrix Values (+ choises) KPI Key Performance Indicators Overall consensus Publish as one pager Brand & baseline
2.7 Mission: company culture/values
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2.7 Mission: characteristics

Feasible Motivating Distinctive Case: Wagner, Ring Cycle Sydney Opera House Problems: stage, pit, potential public Cut during runtime
2.8 Case: mission statement Guggenheim Foundation

The mission of the Solomon R. Guggenheim Foundation is to promote the understanding and appreciation of art, architecture, and other manifestations of modern and contemporary visual culture; to collect, preserve, and research art objects; and to make them accessible to scholars and an increasingly diverse audience through its network of museums, programs, educational initiatives, and publications.
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2.8 MODERNISATION DE FOREST NATIONAL
MISSION FORT DES SUCCES DU PASSE, REPONDRE AUX ATTENTES DES FANS EN IMPLEMENTANT UN PROJET DURABLE RENFORCANT LEMOTION: APPORTER UNE NOUVELLE EXPERIENCE AU PUBLIC MIEUX ACCUEILLIR LES ARTISTES ET LES PROMOTEURS RESPECTER LES VOISINS ET LA COMMUNAUTE LOCALE ACCROITRE LES POSSIBILITES DE PARTENARIATS
LE MEME ENDROIT, UNE EXPERIENCE NOUVELLE
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3. Strategy
3.1 3.2 3.3 3.4 3.5 3.6 Fundamental Rules Analysis of the Information Quality Core business Strategy Cycle Marketing Paradox
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3.1 Fundamental rules
(1/4)
Concentration of power (path of least resistance) Use environmental opportunities Implement innovations (at right time!) Potential synergies partnership mrkt. Efficient and managable organisation KEEP IT SIMPLE

Realistic success chances Existing product Existing market New market 50% 20%
(2/4)
Nex product 33% 5%
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NP/NM: venture capital
66

Strategic choices:
New Product Market Product Penetr. Developm Market DiversifiDevelopm cation Existing product
(3/4)
Existing market New market
Two dimensional growth vector (Ansoff)

(4/4)
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3.1 Prospect- Customer scheme

Brand Awareness PROSPECT Lead generation Lead qualification Sales presentation Proposal Close Relation CUSTOMER Reputation Advocacy Cross selling Upgrade Repeat Loyalty Satisfaction
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3.1 Empirical research

Return On Investment (ROI) Productivity is first priority Bigger market share is in general more profitable than small market share FOCUS: Specific (partial) market (in stead of total assortment) Strenghten by specialising Quality product needs quality service + COSTS UNDER CONTROL
3.2 Analysis of the information (1/3)

General analysis company: turn-over, cash flow, result, costs, brand awareness and net promotor score and marketing, assortment, quality, price, market share, publicity, sales, promotion, pr, r&d, financial solvability, staff & organisation, power of innovation, added value, liabilities, reputation Environmental analysis and trends analysis
3.2 Analysis of the information

(2/3)
Environmental and trends analysis

Economical Cultural Technical Technological Political Social Faith Popcorn, The Popcorn Report, 1991 Key words: cocooning NIMBY
3.2 Analysis of the information

(3/3)
Sector analysis (structure, dropouts , new entrants, tresholds) Market analysis (quantitave and qualitative data, trends, creation/analysis of needs, purchase behaviour, market evolutions) Competitive analysis Strategies analysis
3.3 Quality
Perception
>
Expectations
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3.4 Core business

Development of central idea (strenghts and opportunities) Define distinctive competences Increase unique value perception Implementation in different markets Prospection, innovation, marketing Outsource non core activities Plan of implementation Risk mitigation (degree of acceptance)
3.5 Strategy cycle

1. 2. 3. 4. 5. Define core business Define basic strategy/ies Growth of core business Linking with other businesses Redefine core business
Henry Mintzberg, 1988

3.5 Pitfalls
(1/2)
Reserve strategy for company top Outsource formulation of strategy to an external consultant Dedicate strategy formulation to a staff Use jargon of strategy experts Too technical Too ambitious
3.5 Pitfalls
(2/2)
Too slow feedback to work groups Too slow feedback to personel staff Leave implementation of strategy to planning department Position strategy as spectacular Treat strategy collaborators more important Subordinate concrete ideas regarding chances and threats to abstract theories and complex analysis
3.6 Genesis of marketing

Industrial (1789 1944) Commercial (1944 1973) Local Free markets Internationalisation Needs creation (1973 1999)
PRODUCTION SALES
Saturation & globalisation
MARKETING
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3.6 Strategical marketing triangle

Positioning (vs. competition)
Segmentation target groups
Value creation
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3.6 Marketing = promise?

Producer/Venue
Realise promise
Make promise
Artists
Keep promise
Public (clients)
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3.6 Marketing Paradox

Evolution function of marketing Evolution meaning of marketing Increasing competition Insufficient financial offerings on market Increasing specialisation Increasing reproductivity (commodities) Marketing Paradox

PARADOX = core business should be defined by market, so by marketing, however core is not marketable because the core needs to be tried and tested by: Integrity Credibility Authenticity Long term thinking
(Only secondary marketing parameters are marketable)

Financing = result of strategic/artistic plan (and not vice versa) Public funding Private funding Overall credibility Public succes PARADOX: why does one need public funding when operating succesfully?
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3.6 Standing room only Expect the unexpected!

Philip Kotler & Joanne Scheff, Standing
room only: strategies for marketing the performing arts, Harvard, 1997
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4. Management & the Arts
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4.1 Purpose Music & Management

Prepare for a professional career as performing artist Prepare for a career as cultural manager Realise how arts organisations and management evolved Learn the theories and processes behind strategic planning and decision making in the cultural field Target group: students, teachers, artists and practical arts managers
4.2 Basic themes
(1/2)
Arts organisations and arts management Vision and mission Strategy formation & live cycles Planning and decision making Interactive strategic projects Organizing and organizational design Human resources Leadership and group dynamics Operations and budgetting Economics and financial management
4.2 Basic themes
(2/2)
Marketing Communications Public and private fundraising ICT and digitization of culture Integrating management styles and theories
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4.3 Essential literature

Management and the Arts 4th Edition By William Byrnes Published September 29th 2008 by Focal Press 496 pages
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5. Welcome to Belgium & Flanders
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5. Welcome to Belgium & Flanders
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5.1 Genesis
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5.2 Cultural landscape: Flanders
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5.2 Cultural landscape: Brussels
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5.2 Cultural landscape: Wallonia
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I.

Vision, Mission and Strategy

Vision, Mission, Strategy - D. Sel

Vision, Mission, Strategy - D. Sel

4. Management & the Arts

Vision, Mission, Strategy - D. Sel

5. Welcome to Belgium and Flanders

Vision, Mission, Strategy - D. Sel

Organisation: Website Finance Production Marketing Staff

Vision, Mission, Strategy - D. Sel

1.1 Think creative

Vision, Mission, Strategy - D. Sel

1.1 Think creative

Vision, Mission, Strategy - D. Sel

1.1 Think Out-of-the-box

Vision, Mission, Strategy - D. Sel

1.1 Think Out-of-the-box

Vision, Mission, Strategy - D. Sel

1.1 Think creative

Vision, Mission, Strategy - D. Sel

1.2 Look for a blue ocean or

Vision, Mission, Strategy - D. Sel

1.2 Cirque du Soleil

Vision, Mission, Strategy - D. Sel

1.2 Cirque du Soleil

Vision, Mission, Strategy - D. Sel

Vision, Mission, Strategy - D. Sel

Vision, Mission, Strategy - D. Sel

1.2 Barnes & Noble

Vision, Mission, Strategy - D. Sel

Vision, Mission, Strategy - D. Sel

1.2 or back to a red ocean?

Vision, Mission, Strategy - D. Sel

Vision, Mission, Strategy - D. Sel

1.4 Vision: Kronos Quartet

Vision, Mission, Strategy - D. Sel

De Hogeschool Gent wil excelleren in onderwijs,

Strategical intention on a long term

2.1 Coherent goals & KPI

Vision, Mission, Strategy - D. Sel

2.1 Check what for one wants to pay for?

Vision, Mission, Strategy - D. Sel

2.1 Focus on results

Vision, Mission, Strategy - D. Sel

2.1 Define your Key Performance Indicators (KPI)

Vision, Mission, Strategy - D. Sel

2.1 Generate overall consensus

Vision, Mission, Strategy - D. Sel

2.1 Define whats feasible

Vision, Mission, Strategy - D. Sel

2.1 Develop speed

Vision, Mission, Strategy - D. Sel

2.1 Do your numbers

Vision, Mission, Strategy - D. Sel

2.2 Define your content profile

Vision, Mission, Strategy - D. Sel

2.2 Content profile Concertgebouw Orchestra

2.2 Content profile Budapest Festival Orchestra

2.2 Content profile Carnegie Hall comes to you!

Vision, Mission, Strategy - D. Sel

2.2 Content profile Lucerne Festival Orchestra

Vision, Mission, Strategy - D. Sel

2.2 Content profile Le Concert Olympique