+1 862 207 3288 Improving the event “Bard on the Beach” based on its SWOT Analysis
PART A:
1. Do a SWOT analysis for the event “Bard on the Beach”.
What are its Strengths, Weaknesses, Opportunities and Threats?
2. Draw a diagram of the organizational structure and management
style you think this is best to produce this event.
(Organizational structure includes: Functional/project/matrix organization; and
Management Style includes: authoritarian/democratic/laissez faire management style). Most importantly – explain why you think this particular structure and style would suit the event.
PART B
1 page single spaced.
What would you personally do to improve this event by leveraging
the (O) opportunities and turning the (W) weaknesses into (S)
strengths?
BARD ON THE BEACH
Who: Bard on the Beach Theatre Society
What: not-for-profit, professional Shakespeare festival
When: June 4 to September 26, 2015 (26th season this year)
Where: Situated in Vanier Park on the banks of English Bay and False Creek and looking out towards the North Shore mountains.
Why: mandate is to provide Vancouver residents and tourists with affordable, accessible Shakesperean productions of the finest quality
Notes:
-growth: 6000 attendees in 1990 → 100,000 in 2014
-$3-5 million budget (Sirish’s estimate)
$5 million in 2014
-artistically driven – Christopher Gaze is the visionary
-finance (sponsorship, donors, accounting, etc.)
-marketing
-production (props, sets, etc.)
-”classical education” of aging population
-artistic director Christopher Gaze is older… so it makes sense that he is appealing to an older crowd
-Q: artistic licenses – how much room is there to modify the content of these plays to keep them relevant for younger audiences?
http://artsnash.com/wp-content/uploads/2013/04/TSF-Final-Report.pdf
Structure http://bardonthebeach.org/press/releases/201310/bard-beach-announces-new-managing-director
Management style:
-sits somewhere along the spectrum between authoritative and democratic (can create spectrum graphic… probably a bit closer to authoritative along the scale)
-whereas Christopher Gaze is the founder and artistic director, and is the visionary for the festival, he also isn’t an expert in all fields (finance, marketing, production, etc.)… so he is looking to his team of directors and managers to provide their expert guidance and recommendations. He can make the executive decisions, but incorporates the suggestions of the team.
Board of directors
http://bardonthebeach.org/contact
Strengths and weaknesses usually apply to the internal management or production of the festival or event.
Opportunities and threats refer to external issues not normally in direct Team/Committee control.
Strengths Weaknesses
-Rain plan (tent coverage)
-Variety of plays within each year and also year to year
-Idyllic waterfront setting with “outdoor feel” (Situated in Vanier Park on the banks of English Bay and False Creek and looking out towards the North Shore mountains）
– green initiatives (ie. Recycling, collecting rainwater for cleaning)
Marketing strategies:
● audience growth: 6000 attendees in 1990 → 100,000 in 2014
● tickets start at $26
○ pretty affordable
● $29 rate for ages 6-22
● 20 tickets available for student groups (K-12)
● group rates available
adaptiations incorporated (example of Steampunk Comedy of Errors this year)
Educational program and community outreach to younger audience
-e-newsletter that allows interested individuals to get the latest information first, including latest info and exclusive contests and offers
-#Bard2015→ easily trackablehastag on social media
– utilises
-variety of special events offered: Talkback Tuesdays, Wine Wednesdays, Opera night, “Bard-B-Q and fireworks” etc.
-iconic tents, highly visible and recognizable
-central location
-26th season – experienced team
-Bard Village opens 1 hour early before shows where the Bard Boutique and food is available selective food options available: http://bardonthebeach.org/bard-picnics; bar and concession stand(s)
-mobile friendly website
location:
● accessibility
○ limited parking space
○ public transportation
■ bus only
● limited room for growth
○ in current location bound by water on two sides
● isolated location
○ out of the way from other popular tourist destinations
■ closest tourist attraction is Granville Island (20 mins walk)
○ limited food options?
■ at the venue: concession stand/Bard catering
■ bring their own food in.
■ walk a few blocks to cornwall/granville island
atmosphere:
● partially dependent upon good weather
○ rain -> dampens the feeling of going to a park to watch a play
● lack of celebrities/familiar names to generate buzz
● strong corporate presence
○ ie. BMO Mainstage Panorama
Deficiency of hygiene?? conditions and tourist health
limited (predominatly older) demographic
festival has been running for 26 years
○ chance of recycling and reusing similar themes for plays each year?
Opportunities (Sophie) Threats (Sophie)
-workshops, meet and greets
-Baba Brinkman collaboration?
-Social media for event marketing to attract more (younger) audience
–>wide range of social media platforms to increase the potential of attracting more individuals (Instagram, Facebook, Twitter, Flickr, Youtube, Google +)
-King Lear in collaboration with Theatre Calgary, thus in the future, other collaborations with theatres are possible to promote arts and culture
-promotes arts and culture since 1 of the plays is based off a book, Shakespeare’s Rebel by C.C. Humphreys
-Brochure Distribution Partner: Starbucks, located at area where people are waiting for their coffee/drinks and might pick up to read while waiting
-Bard Explored Series are led by educational professionals, Discovering Shakespeare with Mary Hartman (Bard’s Director of Education) and Exploring Shakespeare with Dr. Paul Budra (SFU prof), who shares knowledge with the community
-weekends offer both showtime in afternoon and evening so that more people are off work and are available to come
-weekdays offer only 7:30pm showing so that people can still come after work
-supporting local talent for theatre artists through auditions, “Preference will be given to artists who have not had an audition in the last two years.”
-create buzz, Shakespeare + other activities (bbq& fireworks, family nights, wine Wednesdays, live music) Bard-B-Q & Fireworks media sponsor by Vancouver Sun, In a Nutshell, free pre-show talks sponsor by Global BC
-Efforts for professional support on festival events
-An increase of collaboration between local authorities and tourism sector.
-Mike Stack Shakespeare workshops
– Potential new sponsor willing to contribute will allow the expansion of the festival by _____.
-Networking opportunity for some of the staff in the sponsor company
-offer student rate to encourage university students to attend
-pop-up performances in highly visible public locations
-open for 4 months, gives individuals time to check out festival
-UK’s open-air Shakespeare Festival(partnership)
Gives students opportunities to perform onstage
-clothing/equipment sponsor Competition- Throne and Games Play
+other ticketed events running in the summer — examples!
Vancouver International Jazz Festival June 18- July 1
Theatre under the stars July 10- August 22
-aging demographic of volunteers and attendees (sustainability of corporate sponsorship?)
-Unique historical values of the Festival are being lost.
-collapse of stage, stand, or elevated viewing area
-accident to artist, attendee, volunteer or helper
-failure of crowd control
since the event is in a opened area.
– elevated levels of waste at the park (environment caused by human activity, Possible degradation of green areas in the case of open-air festivals.)
-1 out of 4 plays for the 2015 season are plays actually written by Shakespeare, people might not be as interested?
