6002SEM COURSEWORK 1

Strategic Management in Sport and Events

Royal Shakespeare Company

Date: 01/12/23
Contents
INTRODUCTION...................................................................................................................................3

COMPETITIVE FIVE FORCES...........................................................................................................3

THREAT OF ENTRY.......................................................................................................................................4
THREAT OF SUBSTITUTES..............................................................................................................................4
BARGAINING POWERS OF THE SUPPLIERS........................................................................................................5
BARGAINING POWER OF BUYERS....................................................................................................................5
EXTENT OF RIVALRY BETWEEN COMPETITORS...................................................................................................5

VRIO ANALYSIS....................................................................................................................................6

STRATFORD-UPON-AVON DISTRICT COUNCIL (COMMUNITY) - RESOURCE............................................................6

RSC'S EMPLOYEE TRAINING MECHANISMS- CAPABILITY....................................................................................7

STAKEHOLDER ANALYSIS................................................................................................................7

CEO OF THE RSC - CATHERINE MALLYON.................................................................................................7

THE BRITISH ROYAL FAMILY..........................................................................................................................8
ROTHSCHILD FOUNDATION...........................................................................................................................8

STRATEGY OF RSC—DIFFERENTIATION.....................................................................................9

SAF (SUITABILITY, ACCEPTABILITY, AND FEASIBILITY) ANALYSIS................................10

SUITABILITY (HIGH)...................................................................................................................................10
ACCEPTABILITY (HIGH)...............................................................................................................................11
FEASIBILITY..............................................................................................................................................11

CONCLUSION......................................................................................................................................12

REFERENCE:.......................................................................................................................................13
Introduction

The Royal Shakespeare Company (RSC) is a British theatre organisation with

headquarters in Stratford-upon-Avon, Warwickshire, England. Its main mission is to
promote universal access to Shakespeare's works and harness the full potential of his
plays and live presentations both domestically and internationally. Through an
engaging programme of classic and new plays, events, exhibitions, and engagement
opportunities, The Royal Shakespeare Theatre endeavours to inspire and engage
audiences while also transforming the lives of the general public through
Shakespeare. Moreover, the RSC (2018) commits to continuously reducing its carbon
footprint and states that it recognises the urgency of climate issues and strives to
integrate environmental sustainability into its creative, operational, and business
practises

The purpose of this report is to analyse and assess the strategic management
approach of RSC. This report will include details pertaining to the historical
background of the organisation as well as its industry affiliation. Competitive Five
Forces, VIRIO analysis, and stakeholder analysis will be utilised in this report to assess
RSC's strategic position in the event industry and to identify management
deficiencies.

In addition, this report will identify the industry and organization-influencing factors
and present one strategic option for RSC's future strategic orientation. This strategic
decision will furnish comprehensive justification for RSC's selection of said strategy
via SAF analysis.
Competitive five forces

The application of Porter's Five Forces Analysis is critical during the project planning
phase. Porter's Five Forces Analysis operates under the substantial presumption that
the competitive power of a given business situation can be determined exclusively by
five significant forces. Porter (1979) identifies five competitive forces: the threat of
entry, the threat of substitutes, the bargaining power of buyers and suppliers, and
the extent of rivalry between competitors. It is recommended that RSC strategically
position itself in areas where its weaknesses are greatest, capitalise on shifts in
power, and develop a viable plan (Porter, 2008).

Threat of entry (Low)

Access to advantageous locations, proprietary technology, or proprietary production

material inputs, in accordance with this theory, also raises entry barriers and
diminishes the threat of entry (Dan, 2013). The barriers to entry for RSC are
comparatively low, given that Shakespeare originated in the United Kingdom and a
significant portion of the public is already familiar with his works. The British have a
customary practise of attending the theatre, which provides RSC with a targeted
clientele and reduces its expenditure on advertising, marketing, and other initiatives
designed to increase brand loyalty. Shakespeare spent his formative years in
Stratford-upon-Avon (Wikipedia, n.d.); the RSC constructed the theatre in Stratford-
upon-Avon (RSC, n.d.); the RSC has a preponderance in the selection of favourable
natural and geographical locations and gives precedence to them (Pettinger, 2017);
and the intention is for the RSC to occupy advantageous locations (Dan, 2013).
Furthermore, the RSC's Shakespearean theatre is distinguished by its professionalism
and strong team spirits (respect for others). For example, RSC employs people in
many different disciplines and locations, and respectful behaviour is at the heart of
our organisation (RSC, n.d.), both of which enhance its market competitiveness.

Threat of substitutes (High)

Geographically, the Everyman Cinema's prime Stratford location may pose a threat to
the RSC. Secondly, Millgate is tasked with supplying, delivering, and installing the
entire IT infrastructure for the Everyman Theatre's renovation. This includes desktop
and server migrations, security applications, and our ongoing hosting support. The
renovation of the 400-seat theatre will infuse this beloved venue with a new look;
therefore, the RSC may face a technological threat (Everyman, n.d.). For example,
Everyman Cinemas is increasingly turning to Sony 4K for accessibility and upgrading
all 13 screens at its eight sites to state-of-the-art Sony 4K (Everyman, n.d.). As a
result, audience choice may favour theatres with higher technology, creating a
potential customer threat to the RSC.

In accordance with this theory, research has demonstrated that companies must
safeguard their resources against imitation so as to preserve their competitive edge.
However, firms can potentially incite competitors to develop substitutes by
discouraging imitation. Furthermore, the introduction of substitute products may
foster innovation and boost market consumer satisfaction.

A number of large cinemas and theatres surround the Stratford-upon-Avon Theatre

of the RSC, and the Everyman Stratford Upon Avon, situated in the bustling new
development of Bell Court, features four unique cinema screens, a Spielburger
kitchen and a capacious bar. Additionally, Everyman Cinema offers a cutting-edge
membership programme that comprises electronic membership cards, bespoke gift
certificates, and more (Everyman, n.d.).

Bargaining powers of the suppliers (High)

Firms have very little bargaining space due to the extremely strong bargaining power
of upstream suppliers; downstream consumers have numerous options because the
firms' personnel are relatively weak and brand power is limited; and consumers
possess considerable bargaining power (McKinsey, 2021). Regarding RSC, Mallyon
(2020) reports that RSC and the COATS Group have entered into a three-year
cooperation agreement in which COATS will supply coats of thread to RSC's garment
manufacturers on a regular basis and the two companies will collaborate on
innovative projects. Specifically, the COATS Group, a global leader in industrial thread
production, will become RSC's official thread supplier and work with RSC on new
garment designs, Competitive advantage added to RSC by the use of lines produced
by COATS, which is a competitive advantage for RSC in terms of differentiation
factors. RSC lacks a substantial bargaining advantage in the supply-side business, as
COATS controls the primary industrial thread globally and operates as a manufacturer
renowned for its innovation (RSC, 2020).

Bargaining power of buyers (Low)

Customers/consumers can exert pressure on businesses to deliver products of

superior quality, offer superior customer service, and reduce prices, in accordance
with this theory (CFI, 2015). The bargaining power of the buyer's analysis is
determined by the seller's stance in buyer's negotiation (RSC, n.d.). The RSC
represents the supplier, while the audience of the theatre serves as the buyer. The
RSC's professional analysis indicates that their primary clientele consists of
individuals in the white middle class and upwards, while the audience is
comparatively restricted. Consequently, the Royal Commission on Drama (RSC) and
the Head of Marketing of the Royal Academy of Dramatic Art (RADA) have devised a
short- to medium-term strategy to tackle the matter of audience diversity in light of
this phenomenon. In order to resolve audience diversity, the RSC utilised the Value
Network (VBN) to ascertain the public's perception of the organisation; as a supplier
to the theatre industry, the RSC is tasked with collecting consumer testimonials.
Schneider (2017) asserts that the internet has emerged as one of the most
consequential technological and societal achievements of the last millennium.
Concurrently, the RSC organised a sequence of strategic visits, during which it
extended invitations to hundreds of varied new audiences in order to obtain valuable
feedback, at the same time, the RSC facilitated several strategic visits, hundreds of
diverse new audiences were able to access the RSC, many of whom were first-time
theatre-goers, and the RSC changed their marketing materials to be more culturally
appropriate, including diversifying the locations in which they were placed. The RSC
was involved in a photoshoot around environmental art and interior design changes.
Including posters that now represent a more diverse audience (RSC, n.d.). As a
consequence, the RSC expanded its customer base through the utilisation of
marketing tools and online technology to collect customer reviews and comments,
thereby attracting more purchasers. Beyond price, the customer's perspective
encompasses additional elements that characterise "value" or "reasons to buy"
(Huang, 2015).

Extent of rivalry between competitors (High)

As per this theoretical framework, the Royal Opera House (ROH) and the RSC are
classified as direct competitors in the same industry due to their provision of
comparable products and services to clientele, operation of theatres, and
performance of plays. The Royal Opera House, the Royal Ballet, and the Royal Opera
Orchestra are all housed at the Royal Opera House (ROH) (ROH, n.d.). For example,
His Majesty King Charles III and Queen Camilla of the United Kingdom joined a
particular audience for a one-of-a-kind performance. The Royal Opera House was
delighted to host specially invited NHS staff, teachers, the Ukrainian Chorus,
members of the Royal Ballet School and their audience of Their Majesties King
Charles III and Queen Camilla for an exceptional performance of Don Quixote (ROH,
2023). This performance received the attention and affection of the Royal Family. It
also demonstrated that the ROH's status in the UK is equal to that of the RSC. The
ROH features a variety of theatrical arts venues, including Carmen and Swan Lake.
Similar to the RSC, the ROH has situated one of its three theatres in the place where
Shakespeare's hometown is and has situated its theatres in prime locations, just like
the ROH. As no industry has a "best," there is also no such thing as the "best-
performing artist." Diverse consumer needs give rise to the possibility of multiple
successful outcomes (Cabral, 2020). Diversification in the theatre industry can allow
many forms of theatre to co-exist as market trends evolve and consumer preferences
change.

VRIO analysis

Resource/Capability Valuable Rare Inimitable Organisati Competitive

onal Implications
Support
Staff Training yes yes - yes Sustained
Mechanism competitive
advantage
Stratford-upon- yes yes yes yes Temporary
Avon District competitive
Council advantage
Brand reputation yes yes yes yes Sustained
competitive
advantage
Ability to expand yes - yes yes Temporary
markets competitive
advantage

VRIO is a business analysis framework that is integrated into a company's overarching

strategic plan (Barney, 1991); VRIO analyses assist the RSC in evaluating the
capabilities and resources' level of support, scarcity, value, and imitability
(Whittington et al., 2019). This section will analyse the effects of the RSC's
community and employee training mechanisms.

Stratford-upon-Avon District Council (Community) - Resource

To begin with, one aspect that distinguishes the RSC organisation from other theatres
is its collaboration with Stratford-upon-Avon Borough Council (RSC); since
Shakespeare lived in the Avon River, the Stratford community and the RSC have
joined forces to commemorate Shakespeare's Birthday with a message inspired by
the playwright's works (RSC, 2019), this partnership is unique and challenging for
other theatre organisations to emulate, and with Stratford Council's acumen,
community involvement is another strong advantage for the RSC. In contrast to other
theatre organisations, this birthday celebration has the potential to draw in
Shakespearean play enthusiasts from around the world, as attendees and visitors can
partake in various cultural and heritage attractions, including the birthday parade.
Furthermore, community involvement is another strong advantage for the RSC, the
yearly Shakespeare's Birthday Celebration provides a splendid occasion for
individuals residing in Stratford and beyond to delve into the heritage significance of
our town and the personal life of the preeminent dramatist of the world. This is
because other theatres require the magnitude and dedication to put on an event
festival of this magnitude. As a result, Stratford District Council will have successfully
penetrated a distinct market segment, thereby stimulating the regional economy and
attaining early economic independence (SUA, 2019). Also, this portfolio is scarce in
comparison to RSC's principal competitors.

RSC's Employee Training Mechanisms- Capability

Secondly, the training mechanism of RSC's staff, comprising individuals from diverse
professions and situated in various locations, distinguishes it from other theatre
organisations and demonstrates its value and inimitability. Furthermore, the RSC has
been successful in retaining existing clients and acquiring new ones due to its staff's
versatile skill sets and commitment to 'placing people first', which is a core corporate
culture (Jurevicius, 2023). In contrast to other theatre organisations, the RSC adopts
a distinctive approach to stage management wherein the Company Manager is
tasked with overseeing the company team, ensuring the welfare of actors and the
Stage Management team, and handling all financial matters of the department,
including maintenance. The Stage Supervisor assumes full responsibility for all tasks
undertaken during the performance, while the Assistant Stage Supervisor serves as
the principal information provider and collaborates with the Director in the rehearsal
room during the rehearsal period. Throughout the performance, they are
accountable for cueing sound effects, lighting, and set changes. Although
accountable for all props and costumes exclusively during rehearsals, the Assistant
Stage Supervisor collaborates with the rest of the theatre (RSC, 2007). This staff
management system is also considerably more advanced than those of the RSC's
primary competitors. In conclusion, RSC's staff training mechanism directly improves
RSC's overall theatre experience and customer satisfaction, and the professionalism
of RSC's staff contributes to the overall improvement of RSC's management scale,
which lays a solid foundation for the future development of overseas markets.
Historically significant cultural events are complex for other theatre organisations to
emulate.

Stakeholder analysis

"The 21st century is a century of 'managing for stakeholders'," according to Freeman

(2018). Recognising the critical role of stakeholders in policy decisions, policy
implementation and policy outcomes, stakeholder analysis has become an essential
tool for strategic managers (Crosby, 1991). Stakeholders have played an
indispensable role in RSC development.
CEO of the RSC - CATHERINE MALLYON

Executives strive to maximise value creation for stakeholders while avoiding the need
for compromises. Companies that succeed endure by effectively coordinating the
concerns and objectives of their stakeholders (Freeman, 2018). Based on the
'stakeholder mapping' provided below, CATHERINE MALLYON, the Chief Executive
Officer of the RSC, can be classified as a "high power" and "high interest"
stakeholder. Catherine has held executive positions at a number of theatres and arts
centres. Catherine's high power is reflected: She has managed all significant RSC
affairs since 2012, during her tenure as Executive Director, Governor, and Board
Member (RSC, n.d.). Especially during the epidemic, Catherine was there for the RSC
through a difficult time. She paved the way for Tamara and Daniel to join the
company, making the RSC income two big players in favour of the company's growth
(WET, 2023).

The British Royal Family

Since the establishment of the Royal Shakespeare Company in 1961, Her Majesty the
Queen has served as Patron (RSC, 2023). In 1957, the Queen and the Duke of
Edinburgh paid a memorable visit to Stratford-upon-Avon. The Centenary Gardens
were inaugurated in 1975, and our beloved Swan Theatre, which had been
meticulously restored following a fire in 1926, was reopened by the Queen in 1986
and the Queen's actions have made Shakespeare's plays more accessible to more
people from all over the world. It is widely acknowledged that His Majesty, in his
capacity as Prince of Wales, assumed the presidency of the Royal Shakespeare
Company in 1991. His preoccupation with Shakespeare dates back to his
undergraduate years, when he participated in performances (RW, 2023). The British
Royal Family has provided the RSC with substantial assistance and support in its
efforts to preserve and disseminate Shakespeare's theatrical legacy. However, there
are some potential risks for the RSC in working with the Royal Family as the Royal
Family's expectations of the RSC continue to grow. Cultural self-confidence is a
fundamental, deeper and enduring force for the development of a nation (Xia, 2023).
Shakespeare's plays, as British culture, will be widely disseminated in the
international community, and there is a possibility that Shakespeare's plays will
become a means of political diplomacy, which will undoubtedly put enormous
pressure on actors and directors of theatre performances.

Rothschild Foundation

The Rothschild Foundation, which was founded in 2010, is dedicated to providing

substantial financial resources for the restoration, preservation, improvement, and
advancement of the estate, its collections, and its legacy. Beginning in 2022, "The
Royal Shakespeare Company (RSC) is partnering with the Rothschild Foundation to
launch three new fellowship opportunities (RSC, 2022)". The RSC is re-establishing its
connection with audiences, especially in the midst of the pandemic, by embracing
digital innovation and the singular capacity of culture and creativity to captivate,
console, and unite. As part of the RSC Rothschild Foundation Digital Scholarship
Programme, three distinct scholarships are presently operational. These scholarships
aim to provide assistance to the forthcoming digital leaders (RC, 2022). Taken
together, this is consistent with the RSC's goal of promoting access to Shakespeare's
works and realising the full potential of Shakespeare's theatre and live performance
at home and abroad.

Strategy of RSC—Differentiation

The annual Shakespeare's Birthday Celebration, organised by Stratford-upon-Avon

Town Council, has successfully drawn numerous Shakespearean theatre enthusiasts
from around the globe. As a result, local patronage has increased annually in
Stratford-upon-Avon, Shakespeare's birthplace. Therefore, the RSC can forecast that
Stratford town's patronage will increase annually over the five years following the
outbreak.

Under the background of consumption upgrading, the traditional path, way and
method of brand building are facing great challenges (Wing, n.d.). The future of an
organisation is heavily reliant on its strategy (Farah, 2020). To increase its
competitiveness, the RSC primarily implements a strategic model centred on
competitive strategy, namely differentiation. The potential collaboration between the
Shakespeare Theatre and the town of Stratford could involve the establishment of
partnerships with local star hotels. In the event of a Shakespeare play performance
or commemorative occasion, a bundled sale between the theatre performance and
the hotel could be implemented. The Shakespeare Theatre and the hotels could
devise diverse incentive schemes, including the provision of accessible breakfast
hotels and the publication of price information on their official websites. And to
provide mascots and mementos for visitors bringing children, among other
initiatives. Crowne Plaza, Hotel Indigo, Marriott Ritz-Carlton, or Hilton Group Hilton
are the hotels with which to collaborate. The selected hotels are in close proximity to
the Shakespeare Theatre due to the fact that the majority of the theatre's patrons
are middle-class and above (RSC, n.d.), possess a certain disposable income, and
their demand for accommodations is frequently indisputable. Additionally, the hotels
offer convenient pick-up and drop-off services. This kind of cooperation model is very
suitable for overseas customers, reducing their trouble of booking the hotel again. At
the same time, through the publicity of internationally renowned hotel brands,
Shakespeare's plays can be spread all over the world, and the competitiveness of the
theaters of the same level can be improved. This creates a mutually beneficial
situation for the RSC and the hotel group (1980): the niche market consists of
enthusiasts of branded-star hotels and Shakespeare's plays. It will require time to
refine this long-term strategy, but it is vital for the RSC's international expansion and
increased competitiveness.

Not only can we attract high quality customers through the international hotel brand,
the hotel will put the promotional package on the official website and use the
gorgeous page to display it, but we can also open the international market and make
Shakespeare's plays available to a wider audience. This strategy can be considered
successful when the RSC and hotel bundled packages are sold 80% and above. But
RSC needs time to wait, patience is still the key to win (Lock, n.d.).

SAF (suitability, acceptability, and feasibility) analysis

Suitability, acceptability, and feasibility are all methods for determining the likelihood
that a solution to a problem or a project will be successful. In order to fulfil the
expectations of key stakeholders and ensure a competitive advantage, the RSC must
possess the capability to assess the proposed strategy's compatibility with both the
internal and external environment, the anticipated level of performance (typically
risk and reward), and the likelihood that the strategy will generate a competitive
advantage (Johnson et al., 2011).

Suitability (High)

The term "suitability for use" pertains to the fitness or appropriateness of a specific
solution to address the given problem. A strategy is deemed appropriate when it
takes advantage of established opportunities (O'Brien, 2019). As previously stated in
the stakeholder analysis, the objective of the RSC's management is to broaden its
target market. This will facilitate the global dissemination of Shakespeare's plays
through international markets, thereby supporting the ongoing economic
development of Stratford-upon-Avon Town. The collaboration between the RSC and
Stratford Council to establish a partnership with the hotel is a judicious choice, given
that the brand is planning to expand internationally and attracts a significant number
of European devotees of luxury hotel brands and Shakespeare's plays. Furthermore,
the RSC has an outstanding brand reputation in the United Kingdom and
internationally, as emphasised in the VRIO analysis. Also, the RSC is renowned for its
charitable programme (RSC, n.d.), which is adequately funded and receives annual
grants from the government, individuals, and organisations (RSC, n.d.). In a similar
fashion, these renowned and high-end hotel brands recognise the partnership's
significance in terms of expanding their customer base, revenue generation, and
reservations. It is a win-win situation for both Theatre Royal and the hotel in this
regard—establishing connections with new audiences, increasing revenue and
bookings, achieving various business objectives, and, most significantly, decreasing
marketing expenses, enhancing the customer experience, and raising hotel
awareness (EHL, n.d.). However, there are some potential risks associated with this
strategy: unreasonable pricing, too high a price could reduce the customer base, and
too low a price could result in losses for the RSC and its stakeholders. The final
pricing must be in line with the pricing policy, which defines the pricing image that
the company needs, its attitude toward price discounts, and its guidelines for
competitors (MBA, n.d.).

Acceptability (High)

When the developed strategy is in accordance with the overarching vision and
expectations of all stakeholders, it is deemed acceptable (O'Brien, 2019). Hence, as
stated in the article, the likelihood of stakeholders endorsing and concurring with a
strategic plan increases when it furnishes the organisation with a competitive edge or
significant value. Based on a prior stakeholder analysis, the strategy implemented by
the organisation to expand its services satisfies the desires and expectations of every
stakeholder (Carol, 2022). An indispensable stakeholder for RSC is the British Royal
Family, the British Royal Family made a new contribution to the promotion of
relations between countries (CE, 2016), and this strategy rises to the level of a
political strategy through the British Royal Family's ability to promote Britain's
international relations with other countries and to make Shakespeare's plays known
to a wider range of countries. This initiative not only fosters economic, social, and
cultural progress within the United Kingdom but also supports the transmission and
conservation of Shakespeare's theatrical heritage. Furthermore, it facilitates political
exchanges between the United Kingdom and other countries. International relations
constitute an essential aspect of global citizenship, and the significance of peaceful
and cooperative relations among nations is growing (White, 2018). Priority one
consideration for a business when contemplating impact is typically its economic
contribution to the local area (PWC, n.d.). Likewise, an additional significant
stakeholder for the RSC is Stratford-upon-Avon Town Council. The RSC has primarily
benefited from the council's support in its collaboration with the hotel brand, as this
approach yields the most immediate advantages—namely, an increase in town
traffic, a boost to the town's economy in the form of increased revenue and GDP per
capita, and improvements to the town's infrastructure and the various hotels.

Feasibility (Middle)

Feasibility encompasses pragmatic considerations pertaining to available resources

and capability. Ascertain whether the organisation possesses the necessary funds,
personnel, and skills to execute the suggested strategy (Johnson et al., 2011). The
Royal Shakespeare Company (RSC) receives financial support through various means.
One such contribution is a substantial grant bestowed by the Paul Hamlyn
Foundation (PHF) upon the RSC to safeguard the ongoing development of its
esteemed initiatives in schools throughout the United Kingdom, which constitute the
core of the company. Annual income from the £7 million endowment is used
exclusively to support the RSC's work with schools, instructors, and young people
(RSC, 2008). This essentially ensures the RSC's ability to collaborate with individual
schools. Furthermore, the Royal Shakespeare Company (RSC) received reimbursable
funding of approximately £19.4 million from the government's Cultural Recovery
Fund during the epidemic. Meanwhile, the RSC supported its operations with
reserves, ACE grants, fundraising income from trust funders, donors, and partners,
and contributions from audiences, members, and patrons as part of the Keep Your
RSC campaign, during the course of the epidemic (RSC, n.d.). This serves as evidence
of the RSC's capacity to raise funds and maintain a sufficient contingency savings
fund. However, with regard to the allocation of human resources, particularly in the
midst of the pandemic, RSC terminated as many as 90% of its workforce (RSC, n.d.).
This action contributed to a portion of the brain outflow; therefore, staff training is
vital. Yet, staff training is an enduring strategy that necessitates a minimum of one
year to achieve optimal results. This information source suggests that establishing
long-term partnerships with hotels entails a substantial level of unpredictability. The
RSC has three permanent theatres in Stratford-upon-Avon, all of which have
undergone infrastructural improvements: the Royal Shakespeare Theatre and the
Swan Theatre, both of which occupy the same building on Waterside; and The Other
Place, which is accessible via Southern Lane in a short distance on foot (RSC, n.d.). In
the meanwhile, a contribution of £113 million was allocated towards the
redevelopment of the Royal Shakespeare Theatre, Stratford-upon-Avon, with the aim
of enhancing the experience for the audience. The project preserves the finest
architectural features of the original structure while incorporating a new 1,000-seat
auditorium within its Art Deco exterior. A novel "thrust" stage is enclosed on three
sides by spectators, fostering a more collaborative and intimate ambiance; the
greatest distance from the stage is reduced by nearly half to 15 metres. Additionally,
the acoustics were overhauled. Café, restaurant and lavatory facilities, as well as
disabled access, have been upgraded outside the auditorium, the infrastructure can
be improved to match the facilities of star-rated hotels, so that guests do not feel a
sense of discrepancy. A new tower, outdoor public space, and riverside
walkway were constructed (RSC, n.d.). These enhancements contribute to the
enhancement of the customer experience and, in conjunction with the collaboration
with a luxury hotel brand, demonstrate the RSC's concern and regard.

Conclusion

In conclusion, this essay conducts an analysis of RSC's present strategy by analysing

Porter's Five Forces model, the VRIO model, and Stakeholder Mapping. Additionally,
it formulates a future Differentiation strategy for RSC that entails establishing
partnerships with hotel brands in order to penetrate the global market. Utilising SAF
analysis, the viability of RSC's strategy was assessed.
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