Hospitality, Tourism, Events Environment

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 Table of Contents
1.Introduction.............................................................................................................................2

2. Analysis..................................................................................................................................2

3. Conclusion..............................................................................................................................7

References..................................................................................................................................9
1.Introduction
As opined byHospit, (2017), tourism hospitality and event industry has number of definitions
among this as per United nations world tourism organization (UNWTO) embark a project
where it has been considered that hospitality and tourism industry is social economic and
cultural phenomenon that entails the movement of people from one place to another specific
place which is under the centre of attraction. The people who like to visit a place in a
domestic or international place are considered as the excursionists or tourists Rames et al.,
(2021, p. 15). The hospitality and tourism industry take several activities implying business
movement. In this paper for being a senior professional of the hospitality tourism and event
industry by considering the intricacies and creativity, the whole organizational profile of the
selected company, Royal Opera house has been taken under consideration. The Royal Opera
house maintains their legacy with various forms of dance, ballet and others and attracts the
world's most visitors.

2. Analysis
2.1 Organizational Profile of Royal Opera House

For analyzing the organizational profile of the selected company royal opera house it can be
said that Royal opera house is a well-known British opera company which is established in
central area of London, United Kingdom the residential has been made at the convent garden
of London. As per the discussion made by Juliet, and ROH, (2021) Royal opera house is a
considerable principal of companies based in London UK along with the company English
national opera. Royal opera house was founded in 1946. At the very beginning the company
started as a convent garden opera house and hold the same title up to the end of the year 1968
which brought as a long annual season and also considered as the company consistent policy
in the previous year’s analysis (Milliken, 2021). Considering the company profile the
organization also considers their accompanying dance company the royal ballet at the similar
period.

In the year 1946 when the Royal opera house was formed the policy was made to perform
only in British English but after the 1950s it has been started considering the performance in
original local language (Culture Change — Royal Opera House, 2021). From the company
outset the art performers of the company have been found to have made the combined
mixture of the language of commonwealth and British singers that was considered a
consistent policy. There are well known guest performers like Maria Callas, Kirsten flagstad,
Placido Domingo, Birgit Milsson, Hans Hotter, Elisabeth Schwarzkopf, Luciano Pavarott
(Juliet and ROH, 2021). The growth of the company has been found under the management
responsibility of David Webster who belongs to the modest starting to the parity with the
greatest opera house of the world and also recognized as the grant company title as The royal
opera house in the year 1968. As per the company profile Culture Change — Royal Opera
House (2021), there are a total six music directors under this opera house performance like
Kari ranki, Georg Soiti, Rafael Kubelik, Colin Davis and Antonio Pappano. 

Every art form of the company is to explore the unrivalled force which defines the common
space of humanity. The society is considered to deal with the front and centre of the
company's cultural discourse. As per the company' profile analysis it has been observed that
in the completion of three year open up project of the company has been transformed to the
public spaces and also open the door for upcoming generations who are also passionate about
opera, ballet and other considerable forms of arts. The Royal opera house also considered to
open their triumph of philanthropy and also support the foundations, trust and others to make
exceptional gifts for generous and supportive shareholders who care for the company growth
and also tried for making the company world's best opera house. The company is honoured
with the donations and investment made by arts council of England which has been supported
by department for digital and cultural media that underpins the all kind of work showing up
for overall country.

2.2 Objectives and Consumer Trends

As per the company report (Roh.org.uk. 2021), the aim of the Royal Opera house is to
entertain and enrich people by dance, drama, ballet and other art performances. For
considering their aims to reach world’s most of the people by their cultural programs, ballet,
opera and other art forms they has been decided to introduce a project where Royal opera
house able to provide a program of cinema, ballet or others and broadcast their program to
the large number of audiences by their company Mobile application or straight from their
website. Along with this the company also promises to deliver a secured future of opera,
ballet and other arts performances to make people able to enjoy and experience a beautiful
version of art. As per the company analysis London's Royal Opera targets the youngest-ever
audience (2021), the company, Royal opera house can be made by identifying equality,
inclusion and diversity among the company’s performance delivery engagement where no
racism or any kind of discrimination can be entertained and strictly prohibited. Inside the
company legacy meets the innovation where the consumers prefer more innovative and
upgraded versions of art performance delivery by the company and company’s authenticity
and delegacy meets the consumer expectation. 

The company aims to target the young age group people. Not only for the children or adult
age group the company successfully delivers special performances by collaborating with
London’s Polka theatre and various animation programs as well. The company staff stated
that their consumer trend has been made as per the demand which is higher in young school
children. This youth is considered as the key theme for the company where Macbeth, Anna
Nicole and others are considered to play in the company's stage, mobile application or
website and most of the tickets have been sold to the age group 16-24.

2.3 Sustainability performance of Royal Opera House

According to the discussion made by Wetherly and Otter, (2018), the sustainability and
corporate governance performance of the company Royal Opera House is considered to be
prompting due to the revolution in cultural preferences. The performance made by the Royal
opera house has been considered to be sustainable in the near future due to the cultural
change where the company changed their performance platform to live program in between
the years 2014-2015 and improve the company profitability in a more creative and innovative
way. The more the company adapts the modern preferences and cultural differences with the
change in period, the more it moves towards sustainability by earning and saving more
money.  The company also focuses on their workforce and other networking sessions that
enable their participation for creating environmental action places and also develop
applications which improve their fund and also determine new prospects to embrace more
visitors in their company. The culture as well as company decor has been changed with more
advancement in technology and interior and in this change of formation has been considered
to be supported by the European regional development fund which makes the company able
to sustain with the same art performance forms in the upcoming future. The opera house
always considered their performance and ambience of the auditorium which has been a
beacon for the world class arts performance and delivering those for more than 150 years.
The maintenance of the reputation has been considered as I-Listed building and also
redeveloped in the early 90s for creating the machine produced opera performance for more
confirmation of sustainability. 

2.4 Financial Operation of Royal Opera House

according to the viewpoint of (Static.roh.org.uk. 2021), £214 million transformation has been
delivered for increasing the facilitates of more seating arrangement within the house
auditorium which attracts more people there and also leads to improve the acoustics and sight
lines, public accessibility and comfortable ambience, dramaturgical lighting and also allow
more than enough efficient backdrop conduct. The other financial operation and considerable
sides can be elaborated by analyzing the company’s current financial report which has been
made as per the year between 2018-2019. The company earned commercial and other
incomes almost £30.8 million in the year 2019 when the investment income has been
generated by the company to almost £1.7 million. Not only the income has been generated by
commercial or investment but also the company successfully made a huge number of income
due to fundraising donations, sponsorships, box office receipts and ACE-NPO bridge which
are considerably £1.0 million, £30.5 million, £43.9 million and £24.8 million respectively. As
per the company reports Hadley, (2021, p. 175), Royal Opera house made almost 75% of
income by selling their tickets among the total income. 

Figure 1: income records of royal opera house- 2019

Source: (Static.roh.org.uk. 2021)

As per the above measurement the total income has been calculated as £132.7 million
where £1.0 million funding and donations which were used for company betterment has been
included.  By comparing the financial report of 2018 with the year 2019 it has been observed
that due to covid-19 impact and restrictions over the gathering, the income of the company
has been reduced by 8 million approximately as compared to the income in the year 2018
where the company tried to maintain their corporate governance over the world
(Static.roh.org.uk. 2021). Where the company got more than 5 million of funding and
donations for the improvement of company infrastructure and other facilities. 

Apart from the income generation, the other financial records of the company according to
the last two years of comparison can be made. Nearly 1 million tourists visited this place for
ballet and opera performances which are the company’s centre of attraction. Among this total
1 million visitors, 14000 come for visiting the company ambience, backstage, lighting, design
and others and 35000 come only for performance watching (Juliet and ROH, 2021). There are
various schools in London and in nearest places of the United Kingdom which take place for
the learning national performance and the number of school participation is almost 1250.
Among this participation moreover 65% of the schools who have been participating for
learning the company’s art and culture by the organized trailblazer programs
(Static.roh.org.uk. 2021). The company promotes their performance screening in almost 53
countries all over the world where the live cinemas in the UK has been held in 598 cinema
screens where 39000 hours approximately streamed over online which reach out to 5.2
million people worldwide. There are 2 international opera awards,1 Olivier Award and 2 best
critics circle dance award has been honoured to the company as per the last year report.
covid-19 has pandemic and has affected the company’s growth and promotion to a larger
extend where the company decided to execute their plan for more focus on online screening
performances (Static.roh.org.uk. 2021). The company started promoting live and as-live
screenings to the cinemas and sold almost 400000 tickets in more than 600 cinemas around
the United Kingdom. The company also facilitates their famous Romeo and Juliet play in 25
outdoor sites across the overall United Kingdom where 39000 people experience their
cultural performance (Long and Inbar, 2017). 

2.5 Current issues of the organization affecting stakeholders

As per the company analysis Cuomo et al., (2016, p. 223), Royal Opera house faces their
biggest crisis in their history in the year between 2019-2020 when as a result of covid-19
pandemic the company finds it difficult to continue their performance and for the prolonged
period of covid-19 impact the company need to cuts their staffs income, rescue other
company maintenance cost and also find it difficult to arrange as much fundraise as them
arrange in earlier period. The venue of royal opera house has been constructed in early 90s
and as per the donations has been made for the venue the company name has been decided by
the name of Linbury trust which is operated by lord Sainsbury of Preston candover and Anya
linden who was honourable ballet dancer in royal opera house earlier. As per the earlier
report the company was only to continue to focus only on public funds for company growth
and other betterment. The company needed to attract more kinds of tourists at their place
apart from the people who came to watch live performances. For attracting more of visitors
the company need to redecorate and resign their company with change in architecture and for
this their earlier stakeholder’s decision of depending only on fundraise was not enough they
need to generate more of income with more stakeholder engagement for improving their
company architecture, tourism, event, educational wellbeing and cultural development. The
company finds issues in changing stakeholders engagement. 

As per the recent company analysis there are some issues which have been found in royal
opera house management and stakeholder’s decision making. The royal opera house of
Covent garden has been found to be pushed into open longstanding concern about the
company management and public subsidiary which is particular for company better
performance and other facilities in general. The Royal Opera house commands their culture,
committee and media and also follows up for more financial accommodation and
management over the years. The issue has been found in the purpose of arts subsidies and
also should be managed by the government and arts council which appropriates the company
better delivery of arts and performance. The other issues can also be summed up. The
company faces the issue in managing arts and performance as per the disciplines of the
company due to the lack of innovation in traditional approach. Due to covid-19 pandemic the
company also faces issues in marketing operations, human resources management,
accounting, rehearsals and financial management process. The administration of the company
is also being affected by the pandemic which identifies and also reduces the growth facilities.
The company face challenges in operating social media and app development for streaming
live their performances and also addressed to face difficulties in comprehensive and rigorous
fashion.

3. Conclusion
At the end of the paper it can be concluded that tourism, hospitality and events all are
managed by managing appearances, visitor’s feedback and other maintenance of gestures. In
this paper the analysis of the Royal opera house which is a considerable opera house of the
world situated in London has been made for better understanding the tourism and hospitality
industry management as a senior management professional. It has been evaluated that the
company strengthened their excellence by consistent arts forms programs theatre, play, ballet
and others also reached millions of people at the time of Covid-19 pandemic by social media
lives, and streaming their performances in their personalized mobile application. Company
ownership beliefs in diversity, brand value and identity with tourist satisfaction. With zero
tolerance of racism, or any other relevance the company successfully increases their number
of achievements, recognition and awards and reaches ultimate success.
References
Juliet, R. and ROH, P., 2021. Royal Opera House. [online] Roh.org.uk. Available at:
<https://www.roh.org.uk/> [Accessed 12 October 2021].

Milliken, D., 2021. London's Royal Opera targets the youngest-ever audience. [online] U.S.
Available at: <https://www.reuters.com/article/music-britain-royalopera-
idINKBN0H52L720140910> [Accessed 12 October 2021].

Roh.org.uk. 2021. Culture Change — Royal Opera House. [online] Available at:
<http://www.roh.org.uk/about/culture-change> [Accessed 12 October 2021].

Static.roh.org.uk. 2021. [online] Available at: <https://static.roh.org.uk/about/annual-

review/pdfs/annual-report-1819.pdf> [Accessed 12 October 2021].

Wetherly, P. and Otter, D., 2018. The business environment: themes and issues in a
globalizing world. Oxford University Press.

Cuomo, F., Mallin, C. and Zattoni, A., 2016. Corporate governance codes: A review and
research agenda. Corporate governance: an international review, 24(3), pp.222-241.

Long, D.G. and Inbar, Z., 2017. The Ethical Kaleidoscope: Values, Ethics, and Corporate
Governance. 1st ed Abingdon; Routledge

Hospit, J., 2017. Journal of Tourism & Hospitality. Journal of Tourism & Hospitality, 06(05).

Rames, A., Siang, T. and Fern, Y., 2021. Determinants of Excursionists’ Satisfaction and
Loyalty Towards Architectural Tourism in Ipoh Township, Malaysia. Tourism and
Sustainable Development Review, 2(1), pp.1-18.

Hadley, S., 2021. Oliver Mears (Royal Opera House): in conversation. Cultural Trends,
30(2), pp.174-186.