This case focuses on the awl Theatre, a non-profit performing arts theater in the historic part of downtown Greensboro, NC. The theater offers plays for children and adults and works out of a small 166-seat facility, which was a Salvation Army shelter 30 years ago. Since the awl approaches the end of the 2005 season, his 18th Year, director Stephen Gee worries that his loyal audience is getting older, and he needs to do something to attract a younger audience and to fight strong competitive … Read more »

This case focuses on the awl Theatre, a non-profit performing arts theater in the historic part of downtown Greensboro, NC. The theater offers plays for children and adults and works out of a small 166-seat facility, which was a Salvation Army shelter 30 years ago. Since the awl approaches the end of the 2005 season, his 18th Year, director Stephen Gee worries that his loyal audience is getting older, and he needs to do something to attract a younger audience and to fight stiff competition from other, newer theaters nearby. The Awl has made very little marketing and realized Gee, it needs a revised marketing strategy. He is considering applying for a grant in order to employ a consultant to develop the new strategy.
«Hide

from
Sean R. McGinnis,
Lew G. Brown
Source: North American Case Research Association (NACRA)
28 pages.
Publication Date: Apr 15, 2007. Prod #: NA0048-PDF-ENG
The Broach Theatre HBR case solution