Opera Case Part 1

1. What is opera and how has the opera industry evolved in North America up to the period
defined by the case? What marketing strategies and tactics have been used in the opera industry, and in
which phase of its life cycle is the opera industry now?

Opera is “a drama set to music and made up of vocal pieces with orchestral accompaniment and
orchestral overtures.” It has been considered an art form since the late 1500s, evolving and
changing as new composers came to light. In the first half of the 20th century the opera industry
began to transition to more contemporary works. These changes included more innovative
scores, dramas that connected more intimately with audiences, and a reduction in the orchestra
size.

Other changes that have continued to occur can be more broadly described as geographical,
technological, and preferential. Gender and color diversity became more influential to
contemporary cultures. New technology, suchas Internet and e-commerce, began to impact the
industry of live events and performing arts. Also, prominent opera companies were located
in/near major U.S. metropolitan areas. With a rush of young adults rushing to urban areas in
search of work and higher education, the industry turned toward marketing to these individuals.

Opera management was committed to embracing innovation and developing opera for the 21st
century. Opera’s success depends on its upstream relationships with grant providers and set
designers as well as numerous downstream partners, including venues such as the Academy of
Music and the Perelman Theater, part of the Kimmel Center for the Performing Arts. The biggest
marketing strategy that has been placed in effect is the seasonal model. In the past there has
been a heavy emphasis on the seasonal approach to performances and programming which
affects the marketing. As one of its marketing tactics, the Opera not only ran regular season
performances but also had developed a practice of creating new operatic works to combine a
classical music style with hip-hop to create a new operatic experience. In continuous efforts to
increase Opera’s revenue, management revised its segmentation and positioning strategy as well
as made adjustments to its product (e.g., its seasonal model, opera compositions, talent,
production aesthetic and set design, and other experiential elements for the audience).

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