Utah Symphony and Utah Opera Merger

Alignment and collaboration between business and IT was increased as a result of a highly

Mergers and Acquisitions (M&A) typically refers to a corporate fiscal and strategic set of strategies that deal with the purchasing, selling, and/or combining of different companies or pieces of companies that are able to help grow a company or experience rapid innovation with either creating another business entity or investing research and development from the ground up (Hennepopf, 2009). Modern organizations are so highly complex and competitive that the old paradigm improving efficiency and the bottom line improves, is no longer all it takes to be successful. Companies must continue to reinvent themselves, put Board egos aside and look at the marketplace, their expertise, and what they can do to retain market share. With technology changing so

With his position assured, Ewers and Lockhart needs to go over the financials of both organizations and what they will look like for the new organization. It should become clear to Lockhart that the musicians’ collective bargaining agreement will need to be renegotiated. Because of his relationship with the musicians, Lockhart should be able to convince them that there is no alternative to negotiating a new contract if the new organizations is to get off its feet.

(1) Synergy creation: The businesses of both companies are famous and highly complementary to each other.

Michael Mauskapf explores the changes within concert audience in recent years and how the orchestra is plays both innovative and archaic roles within the community. Has formality surpassed the needs of modern audiences? Mauskapf notes that the orchestra is catering to a culture that is soon to die out and that being an “elite” organization with lead to its demise.

It should be explained to Mrs. Abravanel that all parties are committed to this endeavor. Even individuals such Bill Bailey, who is skeptical of the merger, have agreed to move forward and investigate the potential benefits for each organization. All parties involved seem to realize that the financial stability of the opera could save the symphony while increasing the exposure of the opera. All should go well and both parties will prosper from the agreement.

During this merger the Utah Symphony had many weaknesses that were identified within the organization (DeLong, T. J. (2005). While the organization can put focus on the increase in their fundraising, the administrators at the Symphony also need to look at a renegotiation of the collective bargaining agreement that was in place for the organizations musicians. Renegotiating this financial outlay could give the organization more freedom in their financial budget and they could in turn use this money to focus on their fundraising goals and other factors that will assist in increasing their revenue. This is not to say that fundraising is not an important aspect for the Symphony’s revenue flow, the executives at the Symphony need to also make certain that they are exploring other prospects that might also assist in the organizations cash flow and their overall financial stability (Kreitner. 40).

At Donna ISD our current Public Relations Professional is Sandra Quintanilla. Mrs. Quintanilla is responsible for school and community relations in my district. Upon analyzing the three different plans of organization, the researcher determines Donna ISD exhibits a coordinated model of school-community relations. Moore, Bagin, and Gallagher (2016) describe, “A coordinated plan is one in which community relations responsibilities of central administrative officers and building principal are fitted together into an articulated unit” (p. 61). The work begins at the top and trickles down to each campus principal and their staff who serve as reinforcements. Donna ISD is currently working on restoring our district’s image which requires Mrs. Quintanilla

There needs to be in place a way to bench mark the progress or lack thereof that is made. In addition, performance measurement must be instrumental in the growth. The symphony has an opportunity to hire new top quality talent to take their organization to a new level. A program to scout and recruit new talent is required explore other performers around the world. Furthermore, with the symphony’s reputation, it should draw in new performers. Perhaps a look at the current salaries are in order to attract new talent.

Coming out of the first year of the merger, what new opportunities should the new “Defining Entity” pursue in order to grow business?

* unity of purpose and focus under a common corporate strategy (further supporting the firm’s strategy as it relates to acquisitions and divestitures);

Through Ewers’ leadership, musicians could add variety to their repertoire, giving them access to a broader spectrum of performances. Performing with the Opera would allow for additional productions each year creating rotations for instrumentalists wanting to crossover and perform in both genres. Combining the two styles could create a pop style opera that could potentially reach the younger demographic, once again increasing revenue. Although Ewers’ experience was primarily in opera, it is her positional power and knack for building fiscally sound companies that made her the easy choice to lead both companies. While the symphony struggled at fundraising, Ewers’ UOC annual budget grew 3X from her predecessor, mainly due to her corporate sponsorships that reached beyond the state of Utah (Delong & Ager, 2005, p. 3). One of Ewers’ first challenges was to get Keith Lockhart, Music Director for the USO onboard with her plan on how to merge the two entities. Lockhart’s concern was the proposed organizational chart that showed him reporting directly to Ewers rather than the Chairman as he had with the USO (Delong & Ager, 2005, p. 14). Ewers personal

Overall, the proposed acquisitions yield the company a combined entity with much better performance in term of profitability such as:

Our intention is to achieve the already given targets and also prepare BT for an opening to new horizons. In addition, in order to face the fast changing environment we have to introduce within the companies activities like cross selling and e-marketing.

This is a merger that creates market leadership. This is a merger that we can expect to be substantially accretive.