When Diane Paulus, artistic director and CEO of the American Repertory Theater (ART) began in 2008, it drew media coverage around an aesthetic order, excited aligned to the audience more ownership of the theater experience theatergoers by experimenting with new venues and received critical appreciation of the breadth and scope of the work they staged. Paul also recognized the changing realities in theater, include dropping subscriber numbers and an increase in the sing … Read more »

When Diane Paulus, artistic director and CEO of the American Repertory Theater (ART) began in 2008, it drew media coverage around an aesthetic order, excited aligned to the audience more ownership of the theater experience theatergoers by experimenting with new venues and received critical appreciation of the breadth and scope of the work they staged. Paul also recognized the changing realities in the theater, which included dropping subscription numbers and an increase in single ticket buyers. Paul, of the mission of the A.R.T. inspired – expand the boundaries of theater – hastened a shift in the ART business model. Her new plans included the use of two unique segmented venues, preparation and presentation of rich content that focuses both challenging and popular destination and drive a sales and marketing campaign to single ticket buyers, memberships, and dynamic pricing. First results showed some promise, the ART was closer to breakeven than in previous years. However, put some if A.R.T. began as a commercial theater, presented at the theater, rather than focusing so sold really expanding boundaries. Despite the survey, Paul was obliged to fulfill their vision of the ART mission to solidify ART as a leading and financially stable, not-for-profit regional theater.
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from
Rohit Deshpande,
Allen S. Grossman,
Ryan Johnson
Source: Harvard Business School
21 pages.
Release Date: 5th October 2011. Prod #: 512026-PDF-ENG
The American Repertory Theatre HBR case solution