The New Orleans Symphony Orchestra (NOSO) was founded in 1936. Throughout the years it was successfully directed by various well-known names in the classical music world. Since the mid-seventies, the business is not performing well. The company, which has a focused strategy, is repeatedly in dept and is facing bankruptcy.
The problems that are responsible for this situation have a wide spectrum. The political and legal environment gives the NOSO the opportunity to attract large donators through the opportunity of tax deductibility. The economic climate is not promising. Due to an economic recession especially in this geographic area, companies are not willing and able to donate. 60% of NOSO's income is dependant on donations. The local government has a limitation on financial grants. The city has a $30 million deficit, and the public opinion does not want to see the city giving public money to a private organization. On a socio-cultural level, the NOSO faces a decline in demand of 59.1% since 1973 for live performances. The bad neighborhood the NOSO is located is giving the organization's reputation a negative touch. If people want to enjoy a performance, they are more likely to watch it on TV than live. This leads to technological environments. There is no technological advance in the field of symphony orchestras. They are still at the standpoint of 1939, what means that they cannot reduce their cost by using technology. The TV definitely took away a large share of the audience, as well as the radio, videotape and CD market. These media can be considered as competitors. There is the opportunity to work together with these media, and license the purchase of recorded symphonies or life broadcast of performances. In addition, the Baton Rouge Symphony is one of the four other Symphonies in Louisiana. The local art and entertainment scene can be considered as rivalry, where strategic alliances could be an opportunity.
