More from the Author

• Exercise | August 2016 (Revised August 2020)

  Entrepreneurial Finance Problem Set

  Ramana Nanda, William A. Sahlman and Robert White

  Citation:

  Nanda, Ramana, William A. Sahlman, and Robert White. "Entrepreneurial Finance Problem Set." Harvard Business School Exercise 817-037, August 2016. (Revised August 2020.)  View Details

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• Exercise | August 2015 (Revised August 2020)

  Business Models Problem Set

  Ramana Nanda, William A. Sahlman, Robert White and Hunter Ashmore

  Citation:

  Nanda, Ramana, William A. Sahlman, Robert White, and Hunter Ashmore. "Business Models Problem Set." Harvard Business School Exercise 816-016, August 2015. (Revised August 2020.)  View Details

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• Case | HBS Case Collection | February 2020 (Revised August 2020)

  San Francisco Ballet: On 'Pointe' for the Future

  Rohit Deshpandé and Nicole Tempest Keller

  The SF Ballet was regarded as one of the top ballet companies in the world. It had an enviable earned revenue percentage of almost 50% and had an internationally recognized ballet school. However, by 2019 the Ballet faced a number of challenges. Ballet was a European art form that had gained popularity in the U.S. a century ago, but the demographics of the U.S. no longer reflected those European roots. In San Francisco, the Ballet had been a favorite pastime of the older, monied set, but the city's demographics had changed over the last few decades as young Millennials had flocked to San Francisco to join the burgeoning tech industry. The Ballet struggled to attract younger audiences and found itself competing with digital alternatives for how people spent their leisure time. Moreover, to make changes in programming, accessibility, and the Opera House venue to appeal to younger audiences, the Ballet risked alienating its loyal, older donors, who were the lifeblood of the Ballet's revenue model. Kelly Tweeddale, the newly hired Executive Director, had to consider the interests of various stakeholders––dancers, donors, audience, staff, board, and the local community––which often were at odds with one another. With limited resources, the Ballet needed to choose which changes to tackle first and those decisions were tied to how the organization prioritized its various constituents.

  Keywords: Arts; Business and Stakeholder Relations; Demographics; Organizational Change and Adaptation; Strategic Planning; Social Enterprise; Cultural Entrepreneurship; United States; San Francisco;

  Citation:

  Deshpandé, Rohit, and Nicole Tempest Keller. "San Francisco Ballet: On 'Pointe' for the Future." Harvard Business School Case 520-054, February 2020. (Revised August 2020.)  View Details

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