Boston Lyric Opera

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1. BLO’s eight customer objectives The first objective is to gain generous contributions. The amount per donator, ration between new donators and new contacts (collection rate) and the total amount of the donators and contributions are ways to measure how this aspect is doing. Incentives for the staff should also be incorporated into these objectives, especially ones that steer the process towards multi-year support programs. To measure the board involvement and recruitment, it is important that the reputation of the new board member is blameless and since operating in Boston, a local person with strong ties to the community would be better. To measure involvement the easiest way is to look the member’s activity, how many times…show more content…
The biggest change here was BLO reshaping its strategy. They acknowledged that their most important “customers” in this situation are the people who resourced their organization. BLO received nearly 70 percent of their operating budget from sources other than ticket sales, mostly from donors and supporters. BLO decided to place donors and supporters as their main interest group in the Balanced Scorecard. They were the body that enabled BLO to carry out their mission and strategy. Even though Boston Lyric Opera is a non-profit organization and its output is intangible, its organizational performance can be measured by quantitative measures. The Balanced Scorecard would bring quantitative measures alongside the qualitative measures. The Balanced Scorecard required BLO to quantify their activities. BLO acknowledged that and they for example created a database where they linked quantifiable donor data to qualitative information about donor meetings etc. Basically, the Balanced Scorecard required BLO to be managed like a business. 3. Lyric Opera had a new question ahead of them. They had to figure out what they wanted to become. BLO’s existing strategy was not valid anymore as their operating expenses rose and revenues from ticket sales were limited. BLO decided to adapt the Balance Scorecard in order to set new strategic objectives and measure their performance against those

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