Wiener Staatsoper (A): Streaming from the Vienna Opera House

This case series focuses on the challenges faced by prestigious arts organizations when confronted with new cultural arts consumption modes, especially those created by the explosion of digital consumption opportunities. In 2012/13, the Wiener Staatsoper (the Vienna State Opera) enjoyed a 99 per cent occupancy rate but, apart from the national broadcasting network, lacked a presence in the digital arena. In contrast, performances by New York’s Metropolitan Opera could be viewed in movie theatres around the world. The Staatsoper also faced financial challenges shared by opera houses around the world. Should the Staatsoper enter the digital arena? If so, what adaptations would be required in its business model?

The case highlights the strategic context of the Wiener Staatsoper and its potential partners, and contemplates how high-definition digital technologies can open opportunities to reach an international audience. This case can be used in a core strategy course to illustrate how organizations that are deeply rooted in tradition can strategize with regard to new technologies or even disruptive developments. It can also be used address business models, organizational logic, and strategic choices. The case is best suited for strategic management courses within a wide range of university programs in business administration at the HBA and MBA levels, in arts management programs, and in executive education. The objectives of this case are as follows:<ul><li>To understand the management challenges of an arts organization in its competitive context</li><li>To analyze the organizational resources, competences, dynamic capabilities, and competitive advantages of a performing arts organization</li><li>To understand the necessity of integrating new technologies and the impact of this integration on the organization's business model</li><li>To develop a strategic action plan<br><br>

• performing arts, business model, digital technologies, strategic decisions