Brighton Dome and Festival Ltd - Corporate Strategy - Case Study Example

A critical evaluation of Brighton Dome & Festival Ltd (2008) Corporate Strategy 2009 Brighton Dome & Festival Ltd (2008) Corporate Strategy 2009-2012 The Brighton Dome & Festival Ltd (2008) Corporate Strategy 2009-2012 sets out the long term agenda for Brighton Dome & Festival Ltd. through the year 2012. It aims to increase the corporations reach both within the artistic community, nationally and internationally, and within the local community. This can be seen as a vertical strategy – to rise to the pinnacle of international artistic acclaim – and a horizontal strategy – to broaden its reach, influence and impact within the communities of Brighton and Hove. The strategy identifies four keywords at the core of these goals – grow, enhance, extend, embrace. It also includes proposals to place the festival on a solid financial footing. (Brighton Dome & Festival Ltd.,2008) The strategy identifies seven specific priority objectives. 1. Its artistic ambitions are to set and achieve stretching annual targets related to enhancing its reputation. 2. To communicate its purpose through increasing “brand awareness across the city” and increasing “national media coverage.” 3. To diversify its audience through learning, access and participation programmes. 4. To enhance its audience and community impact. 5. To achieve financial stability. 6. To increase management and organizational efficiency. 7. To maintain and improve its venues and buildings. (Brighton Dome & Festival Ltd.,2008) Analysis The corporate strategy is set within the socio-economic, political and cultural context of the community and the nation. In this context, the macroeconomic influence of a major global recession is the dominant factor. The strategy proposes significant capital improvements - “the future provision of education and dance studio space within Brighton Dome” - and artistic expansion - “annual appointment of a Guest Artistic Director of international significance” - during a global recession. On the other hand, the local cultural context is very conducive to both the corporation and its goals. Brighton has a long and established reputation as a leisure and cultural destination. The Domes pipe organ is globally recognized and the concert hall underwent a major renovation less than a decade ago. In the mosaic socio-demographic portrayal of consumer behaviour Urban Intelligence - “avid explorers of new ideas and fashion, cosmopolitan in their tastes and liberal in their social attitudes; with a sophisticated understanding of brand” - are over represented. Acknowledging the financial constraints imposed by the global recession the political environment is generally favourable. Nationally, the Arts Council England recently produced Achieving great art for everyone, that “argues for excellence, founded on diversity and innovation, and a new collaborative spirit to develop the arts over the long term, so they truly belong to everyone.” (Arts Council England, 2010) Locally, Brighton & Hove City Council is committed, “to consolidate and enhance our position as a leading cultural centre, regionally, nationally and internationally.” (Brighton & Hove City Council, 2004) Acknowledging the impact of the recession the political climate is supportive both nationally and locally. Brighton Dome & Festival Ltd (2008) Corporate Strategy 2009-2012 culminates in a chart that outlines the metrics for measuring performance. Arguably, this is the single most important item in the document as it provides both goals to strive for and precise means to evaluate the success of the strategy. The figures are extremely modest. Acknowledging the impact of the recession many of the goals for 2010-2011 constitute only a return to the levels of 2008-2009 or modest gains. On the other hand, the goals for 2011-2012 set a higher bar. However, these goals are built upon a solid base, “our ambition to programme large scale free outdoor events within the Brighton Festival (as in 2008-2009).”(Brighton Dome & Festival Ltd.,2008) Moving many events outdoors and removing the attendees issues of ticketing and costs should, based on the survey of existing research by Carlsen, should result in increased attendance. (Carlsen, 2000) Even if the recession were to persist increased attendance can be presumed when events are free and moved outdoors. According to Derrett festivals that enhance and extend a sense of community among participants and (especially) attendees garner greater public support. (Derrett, 2004) Further, moving events outdoors into local parks and other public spaces serves to highlight the links to the local community and environment. Again, therefore, existing theory and research indicates that increased attendance and enhanced audience positively evaluating the experience will follow from the 2011-2012 plans to feature more free, outdoor events. The corporate strategy emphasizes increasing both attendance and the diversity of the audience and it contains realistic policies to achieve this goal. These include drawing youth through increasing involvement with the education system and the introduction of a Childrens Literature Festival. Plans also include increasing attendance amongst older adults, improving accessibility and programs for the disabled. Another goal of the strategy is to develop outreach initiatives that target young offenders. This is an important part of the plan. It will only minimally increase attendance. However, it is an excellent public relations initiative. It will attract local for politicians, the social service community and the populace. Managed properly it will also generate media attention. In fact, the only problem with the strategy is that it is too restrictive. It should not be limited to young offenders but rather include adult offenders, probationers and other individuals caught up in the criminal justice system. It is impossible to overemphasise the importance of the positive national and local political environment. England has a long tradition of support for arts and culture, and particularly expanding access to them. It is one of the few countries in the world that maintains free admission to its national galleries. The Louvre in Paris and MOMA and the Guggenheim in New York City charge admissions. The National Gallery and the Tate in London do not. Therefore, the addition of free, outdoor performances by Brighton Dome & Festival is absolutely congruent with national policies. So too are the goals of drawing in a more diverse audience including the disabled, older adults and youth. Similarly, the Brighton & Hove Council is actively committed to these goals and aware of the social, economic and artistic benefits that the Brighton Dome and Festival offers the community. There is one substantial potential conflict in the strategy that may develop into a significant problem. Necessarily, the document emphasizes the importance of aligning our staffing resources to business need and deliver an active performance management system. This is a component of the drive for financial stability. However, the strategy also identifies value our high achieving staff and creat a positive working environment. The first goal may involve declaring certain positions redundant and increasing the responsibilities of other staff positions. Very easily this could come in conflict with the staffs perception of being highly valued. Moreover, if that were to happen it could have an impact on customer service standards – surly, resentful or fearful staff – and, therefore, visitor satisfaction and the likelihood of return visits. Unavoidably, aligning our staffing resources to business need wil have to be handled very delicately. While modest and realistic goals are admirable, some of the goals in the performance measures are too modest. Throughout the span of the plan national media coverage is projected to increase only 20%. This is insufficient with a goal being increasing attendance across a larger catchment area. With plans for a Childrens Literature festival, other additional programs and world-renowned artistic directors a 20% increase in national media coverage is virtually inevitable. It is not a goal it is a given. Media attention is advertising without placement costs. It is essentially free advertising and a key to increasing attendance. Therefore, this focus on national media attention needs to be given a higher priority and more demanding targets, at a minimum a 30% increase in national media coverage should be the goal. Conclusions The Brighton Dome & Festival Ltd. (2008). Corporate Strategy 2009-2012, Inspiring Creativity, Enriching Lives sets goals that are congruent with local and national political goals for the arts and culture. It outlines policies that will increase the international reputation of the facility for artistic excellence, its national appeal and its role in the community. The policies also demonstrate an holistic understanding of its role in the community that offer sustainable economic, environmental and social benefits to the Brighton & Hove area. It also details metrics that establish objective details of the plan and ways to measure its success. That said, some of these goals need to be more demanding of management and staff. Also, and unavoidably, there are potential conflicts inherent in the strategys diverse goals. References Primary Sources Arts Council England. (2010). Achieving great art for everyone. http://www.artscouncil.org.uk/about-us/a-strategic-framework-for-the-arts/. Brighton & Hove City Council. (2004) A Cultural Strategy for Brighton & Hove. Brighton & Hove City Council. (2008) Our Corporate Plan, 2008 – 2011. Brighton & Hove City Council, Culture & Enterprise Directorate. (2008) Strategic Forward Plan for the Royal Pavilion & Museums 2009-2012. Brighton Dome & Festival Ltd. (2008). Corporate Strategy 2009-2012, Inspiring Creativity, Enriching Lives. Visit Brighton. The Official Tourism Guide to Brighton. http://www.visitbrighton.com/. Secondary Sources Carlsen, J. (2004) The economics and evaluation of festivals and events. In Yeoman, I., Robertson, M., Ali-Knight, J., Drummond, S. & McMahon-Beattie, U. (eds), Festivals and Event Management: An international arts and culture perspective. Oxford, Butterworth-Heinemann. Carlsen, J., Getz, D. & Soutar, G. (2000) Event Evaluation Research. Event Management, 6 (4), pp 247-257. Derrett, R. (2003) Making Sense of How Festivals Demonstrate a Communitys Sense of Place. Event Management, 8, pp 119 – 135. Getz, D. (2007) Event Studies. London: Elsevier. Hall, C.M. and Rusher, K. (2004) Politics, public policy and the destination in Yeoman et al (eds) Festival and events management: an international arts and culture perspective, Elsevier Butterworth-Heinemann Quinn, B. (2005) Arts Festivals and the City. Urban Studies, 42 (5/6), pp 927 – 943. Sharpe, E. K. (2008) Festivals and Social Change: Intersections of Pleasure and Politics at a Community Music Festival. Leisure Sciences, 30 (3), pp 217 — 234 Read More