PLAYING A NEW SONG Research & Analysis for the
Indianapolis Symphony Orchestra BY JAYNE C GLICK
“There is no top. There are always further heights to reach.” Jascha Heifetz
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Introduction
Page 5
Research
Page 9
Analysis Page 31
Solutions Page 43
Conclusion
Page 51
Intro duction
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Why I chose the Indianapolis Symphony Orchestra Although I chose design as my path in college, I thought most of my life that I would go into violin performance. I have been playing the violin since I was six years old and I still play. My violin teacher, Raye Pankratz has been in the Indianapolis Symphony for over 25 years and has seen multiple rebirths from within the organization. Today, orchestras all over the world (including the Indianapolis Symphony Orchestra) are going through similar budget problems due to social, technological, and economic shifts. They are having to come up with creative solutions and alter their organization in some way to succeed. As a design thinker and musician this trend of orchestras having to reinvent themselves or change in some way to stay afloat interests me a great deal. I hope that this research and analysis can serve as a guide not only for the ISO, but as an example for other orchestras.
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A Brief Overview of the Research Process
Much like a piece of music, research unfolds gradually and can only build from the foundation where it began. A piece of music needs a foundation (time signature, key signature, a clef, music notes, and rests). Without some formal organization and rules, there would be no order and no way for the written piece of music to be understandable for a musician to play individually, let alone play with 80 other musicians. Research is similar. This semester we had to have a method to our madness. We used the creative process as a model for our research. Without this process I started gathering research from a wide variety of sources. as guidance we would I started at the closest level and gathered information about be lost in the jumbled the internal workings of the ISO: Their history, the services up chaos and wouldn’t they offered, their internal attitudes, and more. Gathering inbe able to progress formation at a local level came next. What is the context of into proper analysis. the ISO within the greater Indianapolis community? Who is their competition? How did the people of Indianapolis view the Indianapolis Symphony as a whole? I gathered some ethnographic research by conducting I then zoomed out and looked a small survey and looking at some at the Indianapolis Symphony already conducted. from “30,000 feet.” I researched orchestras from around the world and what their situations were. I researched the economy, social trends, and how technology effected those two. The possibilities in this level of research became endless, but overall I was able to gather information that could correlate with the ISO regardless of how distant that relation was. This part of the process helped me become able to analyze the Indianapolis in a more well-rounded way. How do the economy and social trends effect orchestra’s today? How is it effecting the ISO here in Indianapolis? From this analysis I was able to define a problem and present the Indianapolis Symphony with some opportunities and ideas they could possibly implement.
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“From this analysis I was able to define a problem and present the Indianapolis Symphony with some opportunities and ideas they could potentially implement.�
Research
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“Our three chief goals are the high artistic quality of what we do, sound business principles, and relevance to and influence on the community 2” Simon Crookall CEO
“[Our Mission is] To inspire, entertain, educate, and challenge through innovative programs and symphonic music performed at the highest artistic level 15” Simon Crookall CEO
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History of the Indianapolis Symphony Orchestra
The Indianapolis Symphony Orchestra was founded in 1930 by German conductor Ferdinand Schaefer. Its inaugural performance was noted by Time Magazine. Through the years, the group of volunteer musicians who split the original ticket sales grew into a professional orchestra that performs more than 200 concerts each year at the historic Hilbert Circle Theatre and at Conner Prairie Living History Museum, as well as sites around the state15.
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Forte Forte is a membership group that allows young professionals in the Indianapolis community to connect at symphony concerts, exclusive events and parties 15, 26. Members also have the opportunity to help shape the future of the ISO 15.
Communication Through Social Networking Platforms The Indianapolis Symphony Orchestra communicates by using a variety of social networking tools including: A website, a Blog, Facebook, Twitter, Flickr, YouTube, and Foursquare. They even have their own iPhone App through Instant Encore. These tools help the Indianapolis Symphony reach new audiences and is necessary when thinking about the future of the organization.
Cultural Resurgence in Indianapolis “Indianapolis is in the midst of a cultural and quality of life resurgence that shows no sings of slowing 14.” Places like the White River Gardens, The Indiana State Museum, The Eiteljorg, The recently updated Children’s Museum, the new Marian County Library, 100 Acre Woods at the IMA, the creation of iMOCA (Indianapolis Museum of Contemporary Art), The Eugene and Marilyn Glick Cultural Trail, Lucas Oil Stadium, the addition on to the convention center, and many other establishments have been created or updated within the past decade 14.
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The Learning Community The Indianapolis Symphony Orchestra Learning Community cultivates music’s unique ability to connect people, embrace community’s need, and improve the quality of life in Indiana 15. The Learning community offers a variety of activities for ages ranging from early childhood to high school and beyond. Some notable activities are as followed. Daytime Concerts and Theatre Tour Middle school and high school students can watch a short concert and take a tour of Hilbert Circle Theatre 15. Young People’s Discovery Concert Where kids, grades 3-6, are invited to come from all over Indiana and can experience seeing an orchestra for the first time (for most kids) 15. Maurer Young Musician’s Contest Young Indiana musicians through grade 12 perform movement of a concerto. The winner performs as a soloist with the ISO at Symphony on the Prairie, and receives $2000 15. Metropolitan Youth Orchestra This program is dedicated to enriching and transforming the lives of young people in positive ways. This orchestra provides a comprehensive music program for students in kindergarten through twelfth grade based on National Standards for Arts Education. The cooperative and invitational environment of the Metropolitan Youth Orchestra fosters the development of musical growth, critical and creative thinking, and interpersonal skills 15,16.
Musical Series
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Over the years, the Indianapolis Symphony has developed a wide musical series and special events, including Classical Series, Pops Series, Symphonic Hits, Happy Hour, Coffee Classical Series, Coffee Pops Series, Family-Friendly Concerts, Special Events, Side by Side events Symphony on the Prairie (Summer series), and a Yuletide Celebration 15.
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Recent Finances According to the 2008-2009 annual report, the ISO budget was in the red approximately $2.8 million 15, 16, 23. This deficit was cushioned by the ISO’s Endowment, but therein lies another problem. Since the ISO had to take so much out of their endowment to break even like nonprofits are required, they have started dipping into their capital (not just the interest that grows steadily each year) creating a bad cycle 6, 26. If this cycle continues, the endowment will lose money and less interest will be made each year. In 2007 the ISO’s endowment reached a high of $128 million, then began to fall during the economic downturn reaching an all-time low of $87 million in May 2010 11. In June 2010, ISO’s CEO Simon Crookall took on the challenge of regaining control of their endowment by launching a Capital Campaign11. Cochairing this committee to help the ISO raise $100 million are local billionaires, Herb Simon and Jim Irsay 11, 29. With such a large amount of support the wealthy in Indianapolis, this endeavor to raise the endowment promises to help the ISO gain control of this potential financial downfall.
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An Endowment is a financial asset donation made to a nonprofit group or institution in the form of investment funds or other property that has a stated purpose at the bequest of the donor. Most endowments are designed to keep the principal amount intact while using the investment income from dividends for charitable efforts or to fund operations 5, 12, 27.
A Capital Campaign is a time limited effort my a nonprofit organization to raise a large sum of money for a specific project. Sometimes, capital campaigns are used to build an endowment for the future. They have a beginning and an end, but often span several years. They require a lot of planning and skilled execution 5, 12, 27.
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Ethnographic Research Primary Research: Survey A small survey of 100 people was conducted in order to get a general idea of how aware people were of the Indianapolis Symphony Orchestra. Most people had heard of the ISO through family and/ or friends or through school. Only 35 people of the 100 surveyed had ever attended an ISO event 9. However, there was a curve in this survey. It was publicized through Facebook so 70% were between the ages of 18-24 9. The next question: If you are between the ages of 18-30 would you attend an ISO event specifically geared toward your age group 42.7% said yes and 53.7% said Maybe 9. The last question of the survey asked if those taking the survey knew that the ISO had a student discount. 94.9% said no, they weren’t aware 9. This statistic was most startling.
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Ethnographic Research Secondary Research Classical Music Industry Trends (A Public Radio International Conducted Survey) Classical music listeners have exhibited consistent characteristics across the past several years. In general they are well educated, affluent and curious about the world around them 24.
46% men / 64% women 16% age 12-34 34% age 35-54 20% age 55-64 30% age 65+ 66% College Graduates (32% post graduates) 47% Median household income $75,000+ 79% Traveled domestically in the last year (37% internationally in the past three) 43% Have investments
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Let’s face it, there’s a stigma attached to orchestras. That they cater to the older, rich people who dress in their best, attend concerts. After researching names of those who donated to the ISO, it was found that a large majority of the people were bankers, company owners, doctors, or were higher ups in large companies such as Eli Lilly and Chase, etc.
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Dr. & Mrs. Phillip E. Johnston Phillip and Katrina Johnston live in Carmel Indiana. Phillip works for Eli Lilly and Katrina works for the Susan G. Komen Foundation. Both donate a large amount to local charities including the arts, health, and education. Phillip learned violin when he was young and feels that music has helped him become who he is today, so he is an avid supporter and lover of music. Empty nesters, they are excited about a new life chapter, and enjoy splurging on experiences.
Not only do they regularly attend the Symphony Events, but they are also huge Colts fans and have season tickets.
They usually get information about technology through their son. They have Blackberries to keep track of there schedules.
They like to shop at Keystone at the Crossing, because of the variety of higher end stores, including Nordstrom, Saks Fifth Avenue, Brooks Brothers, and Cole Haan, etc.
Their son, Lucas, graduated from Butler University and now goes to IU Med School for Pharmacology. He recently married Angie, who is a dental hygienist. They live in Castleton.
Audience Landscape
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Since the ISO does so much for so many people, I chose to make an audience landscape about those who not only attend concerts but donate hundreds, sometimes thousands of dollars to the ISO. They Hired an interior decorator when they first moved into the house. Now Katrina updates on her own. She enjoys shopping for home goods at WilliamsSonoma, Restoration Hardware, Pottery Barn, and Crate & Barrel.
They like to go out to eat at nice restaurants like Ruth’s Chris and Oceanaire, but they also enjoy cooking special dinners at home. They love to entertain and host gatherings.
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External Negative Conductor Mario Venzago who was the Indianapolis Symphony’s conductor from 2002-2009 was unceremoniously fired by CEO, Simon Crookall 20, 27. The two had been trying to work out a new contract for Venzago, but that halted and Venzago was then let go by Crookall, without warning20,27. Followers of the ISO were outraged.
“It’s hard not to feel that management of the ISO made a serious error. At the very least, Venzago deserved better treatment than this 3” “If anyone should be leaving the Indianapolis Symphony Orchestra, it should be Simon Crookall 3”
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Attitudes Positive Yet despite the negative commentary that followed that ordeal, most people seemed to put their faith back in the ISO and wish the best for them in this time of economic hardship.
“Crookall has an opportunity this season to really clean things up, and make sound decisions for the orchestra. He hasn’t always done that in the past, yet he can do so in the future 4” “I believe that everyone in that organization knows what it takes to make the 2010-11 year a complete and total success. I know they can do it 4!”
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Competition The Indianapolis Symphony Orchestra has a lot of local organizations to compete with, especially within busy downtown Indianapolis. Competition for the ISO could be considered as any other activity that people choose to attend over going to the Symphony. Seeing a movie or a concert, going to a play at the Indiana Repertory Theatre, going to the mall or a sporting event could be considered competition for the ISO. See the SWOT analysis on page 32 to see a more detailed list.
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Local Economy Indianapolis is a primary industrial, commercial, and transportation center for the Midwest 14. Prior to the 1980’s, the city’s principle industry was manufacturing, which has been displaced by retailing and services14. Indianapolis quadrupled its tourism trade and doubled hotel space by making a conscious effort to achieve prosperity through sports 14. A lot of Top-performing Indianapolis based companies have recently donated large amounts or has sponsored to the ISO 15. This includes Anthem Inc., Eli Lilly and Company, Dow AgroSciences, and Roche Diagnostics to name a few 15. Marsh Supermarkets, one of the largest corporate employers in Indianapolis sponsors the Marsh Symphony on the Prairie 14, 15.
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Social Trends “Long term trends suggest fundamental shifts in the relationship between age and arts attendance 32” “Performing arts attendees are increasingly older than the average U.S. adult 32” “Other strategies – such as nontraditional concert formats and performances that link classical music to other art forms – are more effective ways to expand and diversify audiences, energize the concert going experience and increase ticket revenues 33” “Evaluation data suggests that free community concerts may be effective means of introducing community residents to their local or regional orchestras, providing gateway experiences for new subscribers and changing public perceptions about orchestras 33”
Social + Technological Trends “Many Americans use the Internet to engage with artworks or performances, and those who participate via the Internet do so frequently 32” “Adult audiences for recorded or broadcast media in 2008 ranged from 11 million for opera to 40 million for classical music. The total audience participating through these media is more than double the number of Americans going to live performances 32” “More U.S. adults watched or listened to classical music through electronic media (18 percent of adults) than any other art form studied in the 2008 Survey of Public Participation in the Arts 32”
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External Trends The next step in this research phase was to research external trends so I could see the view of the ISO from “30,000 feet.” This view included other orchestras, and wider understanding of complex systems such as economic, regulatory, social, and technological causes and effects. Although I branched out and researched a variety of things. For this book, I chose to highlight things that correlate and effect the Indianapolis Symphony. It was from these “30,000 feet” findings that I was able to take the information regarding the ISO specifically and find the opportunities for the organization. I was able to more clearly define the needs of the ISO and come up with deeper analysis and solutions.
Economic Trends ”There is no question that the economic environment has had a significant impact” -Eric Latzky, spokesperson for the New York Philharmonic 17
The amount of grants awarded to the arts is significantly lower than average in this financial climate 1, 18 Ticket Sales are falling, while support from corporate sponsors is being cutback 17, 22, 25 Many orchestras have called on staff and musicians to take pay freezes or cuts 17,26
Economic + Social Trends “While single-ticket sales to these series are increasing for some orchestras, overall increases are not making up for the loss of subscriptions 33”
Analysis
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An Overview Analysis is the process of breaking a complex topic into smaller parts to gain a better understanding of it. During and after the research process, I simultaneously analyzed and synthesized information about the ISO and relating topics. I also used charting and mapping methods to help break down all of the information I was gathering. Without this part of the process, I wouldn’t have been able to push to the next step which is to clearly understand the problems and opportunities for the ISO.
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SWOT analysis Internal STRENGTHS The ISO is one of the top professional orchestras in the country 15 Good Use of current social media as a tool for marketing 15 Bring in some top performers in the world 15 Good Location (Downtown at Hilbert Circle Theatre) 7 Audience Loyalty (cultured and wealthy demographic) Have a lot of connections with children through high schoolers in the community through educational programs (i.e. Metropolitan Youth Orchestra, Concerts and competitions for young students, side-by-side, etc.) 15
WEAKNESSES Financial Debt 11, 15, 16, 23, 25 Simon Crookall dismissing Maestro Venzago in a disrespectful manner. This led to negative public outcry 4, 5, 20, 27, “For Older People� predjudice 9 Not very many students are aware of student ticket rates 9,
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External THREATS OPPORTUNITIES A new generation of listeners 24, 32, 34 Music is available that is untraditional for orchestra’s to play 33 Environmentally concious trend that’s becoming popular The music and arts community (ever-growing) in Indianapolisand beyond 14, 21 In some cases, competition like the IMA and other arts organizations
Economic Trends (meaning less donors, ticket sales, endowment lowers, etc) 1, 16, 17, 18, Social Trends (younger generation not attending orchestra functions) 9, 24, 32, 34 Competition Movie Theaters Other concerts IRT Sporting events Bars/clubs Museums Galleries Shopping Centers / Stores First Fridays Events Other Special Community Events
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Brand Prism
PHYSIQUE
PERSONALITY
Hilbert Cirle Theatre
Inspirational
Instruments
Entertainer
Concerts
Educator
The Learning Community Season Ticket holders Forte (Young Professionals)
External
RELATIONSHIPS
Internal
Music
CULTURE Providing the Indianapolis Community with a variety of Symphonic music.
Patrons / Sponsors
REFLECTION Some enjoy going to the Symphony and some do not.
SELF IMAGE
We are doing ok, despite the bad economy.
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Perceptual Analysis
Contemporary First Fridays
Professional Sporting Events (Pacers/Colts)
Movie Theatres
Verizon Wireless Center
Bars/Clubs
Malls and other Shopping Centers
Childrens Museum of Indianapolis
Old National Theatre (Murat)
Indianapolis Zoo
Cheap
Indianapolis Symphony Orchestra
Indianapolis Museum of Art
Expensive Indiana Repertory Theatre
Other Local Performing Arts Organizations
Traditional
Indianapolis Symphony Orchestra
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Analyzing Toward A Solution This perceptual map helped compare the ISO to some of its competion. Although these placements are based somewhat on fact, the qualifying words (Contemporary, Traditional, Cheap, and Expensive) are not clearly defined giving some leaway. This excersize helped structure analysis and lead this analysis toward opportunities and solutions for the ISO.
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Performing arts attendees are increasingly older than the average U.S. adult 32
So what? The audience age of the Symphony is getting older and yet seats aren’t being filled by the younger generation 34
Why? Because of trends in behavior of younger generation 32, 34
So what? They either aren’t aware that the ISO exists or would rather spend time and money elsewhere 2, 34
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Defining Problems + Opportunities Defining the Problems and Opportunities From research and analysis, we can determine that current social and economic trends are a current and future threat to the ISO. The Symphony is in a deficit largely due to the economic recession, and the ISO’s audience, although hard to prove, could be getting older in average age, according to research in social trends. So instead of stating “a problem� that the ISO has, it will be replaced with a question: How can the ISO meet financial needs while simultaneously drawing in a new audience of potential future donors in order to better insure the long term stability of this organization? This can be answered and a solution can be found when research meets creative problem solving.
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“How can the ISO meet financial needs while simultaneously drawing in a new audience of potential future donors in order to better insure the long term stability of this organization?�
Solutions
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It’s Simple... Here’s the short version of the solution: Go outside! Take the Indianapolis Symphony Orchestra to the people. Don’t wait for the people to come inside Hilber Circle Theatre, It’s been proven (even specifically for the ISO) that playing different and more public venues attracts a wider and larger crowd of people 14, 28, 33. Does this mean the ISO should abandon everything they are doing now? Of course not! But taking risks with having more untraditional concerts would most likely pay off 33— If not initially, then in the long run.
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Solutions Overview The Indianapolis Symphony Orchestra is already doing a good job at adjusting to the wants and needs of it’s audience. Through programs, series, and attitude they are managing to stay somewhat current to The solutions I am going to suggest are aimed social and to hold the ISO’s goal and mission in the economical highest regard. But there is always more to changes 33. be done. Becoming overall more inclusive for the community and embracing it’s diversity through the location and music that the Symphony chooses to play Changing the overall attitude can help raise awareness. of what it means to go to a symphony concert will create a positive buzz and could bring in a wider audience 34. Having a wider audience base, in the Indianapolis Symphony’s case will not be an issue. This could help keep more people– and hopefully younger generations interested in the ISO, insuring a bright and promising future!
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3 Plans of Action: Solutions to Facilitate Change Team Up With Colleges + Universities Around Indianapolis In my research I found that the college age group is the one most left out in the Indianapolis Symphony’s plan 9. Partnering with colleges and universities in the area could be beneficial to both sides. The ISO could sell a package of season tickets and the college/university would have the responsibility of using marketing tools to get them dispersed through the student community. The ISO could then use that money for production costs up front.
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Bring A Friend Initiative This Idea is very simple. Create a ticket deal (buy one get one half off?) Where one is encouraged to can take a friend to the symphony. This could be a social thing and could introduce people to the symphony who have never attended before.
Symphony On the Circle The Symphony has been known to host special concerts on the circle in the past 26. Revitalizing this idea would raise awareness to those who might have never stepped foot inside Hilbert Circle Theatre. Whether it be a planned out event or a sort of “flash mob” random act, either would be successful in their own way. Not only would the ISO play to the diverse group of people who congregate near and around the Monument Circle, it would help the “stuffy” prejudice that attending the symphony is only for rich people 34. Perhaps it could be recorded live and streamed to the internet where more people could become aware of this event and the Indianapolis Symphony Orchestra 33.
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Mood Board I made this to create an overall visual look, but mostly feel for what I thought the ISO should keep in mind as they continue what is, in my opinion, a successful identity and successful marketing materials. As I was creating the concept for this book, I have progressed this “look and feel� further from this original mood board to the book to become more modern, yet maintain the classical orchestral feel.
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Conclusion
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In Conclusion Social and Economic outside forces are a current and potential threat to the Indianapolis Symphony Orchestra. These threats should not be ignored, as both have greater potential to effect the ISO in the long run. These trends are a potential threat, but the could be considered an opportunity as well. Taking hold of the situation right now and trying to reach a new audience who are potential future donors is something the ISO should focus on. They should go to the people instead of waiting for the people to come to them. They can do this, and need to do this in a number of implementations. I have suggested a few, but the possibilities are limitless. The ISO is already a strong organization and with certain adjustments a level of perfection can be pertained.
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Related Digital Projects This disk contains 3 related projects that were done prior and concurent when creating this book.
1 Executive Overview A first take on analysis of research, defining a problem, and offering solutions to impliment. 2 Experience Piece The emotional side of the argument. A “commercial� created for the internal executives at the ISO. 3 Final Presentation An overall, conclusive, and retrospective look at the entire process, initial research through final solutions.
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PLAYING A NEW SONG Research & Analysis for the
Indianapolis Symphony Orchestra BY JAYNE C GLICK