個案總覽

In early 2019, just a year after opening a gallery in Sydney, Australia, the elders of the APY Art Centre Collective proposed opening a second gallery in Adelaide, a much smaller city. The first year in Sydney had been profitable, in part due to an aggressive digital presence. The Collective had some seed money, an offer of a small gallery space, and the draw of serving a large number of the APY community who were residents in Adelaide. But the Adelaide art market was tiny compared to Sydney's, staff was stretched thin, and budgets were tight. The board's vision was certainly compelling, but was it practical? Could a digital strategy help Adelaide's success without cannibalizing the Collective's success in Sydney? What would such a strategy look like?

Between 2010 and 2015, Opera Philadelphia experienced a steep decline in household subscribers and single-ticket buyers, coupled with severe revenue fluctuations. At that time, market behaviours had changed along with growth in more sophisticated use of digital media for entertainment and social interaction.<br><br>The general director’s critical objective for the Opera was to develop a fresh strategy that specifically targeted evolving tastes for opera performance in Philadelphia and the surrounding area. The Opera had to determine whether it needed to revise its segmentation and positioning strategy, as well as make adjustments to its product. This new strategy also had to provide protection for and prevent further loss of the Opera’s existing subscription audience, many of whom were loyal donors.

Between 2010 and 2015, Opera Philadelphia experienced a steep decline in household subscribers and single-ticket buyers, coupled with severe revenue fluctuations. At that time, market behaviours had changed along with growth in more sophisticated use of digital media for entertainment and social interaction. The general director's critical objective for the Opera was to develop a fresh strategy that specifically targeted evolving tastes for opera performance in Philadelphia and the surrounding area. The Opera had to determine whether it needed to revise its segmentation and positioning strategy, as well as make adjustments to its product. This new strategy also had to provide protection for and prevent further loss of the Opera's existing subscription audience, many of whom were loyal donors.

Spreadsheet to accompany product 9B19A039.

Student spreadsheet to case W19419