Symphony by Great Composer

Glorious and stunning are inadequate to describe the performance by the orchestra. Expressive beyond words and wildly cathartic, the performance hit on all cylinders and gave the audience a musical journey that was sublime and richly satisfying on all levels. The conductor and the players were perfectly in sync with each other and every dynamic change was felt collectively by the players and subsequently by the audience. The phrases connected to the whole and the orchestra seemed to grow as a unit with each measure ultimately creating an outstanding musical mosaic of joy and emotional bliss.

The 800 or so people present responded to the concert with a standing ovation and an extended applause. The talk on the way out was about the quality of the orchestra and how fortunate to have orchestra of such exceptional ability in the community. All was positive for almost everyone.

What could possibly be negative? After all, it was an incredible experience for the listeners, the players and the audience. The negative is in the $20,000 deficit that resulted from expenses being substantially greater than the revenues. Another way to express this is that the concert cost more in personnel costs than tickets sales generated. Not enough people came to the concert to offset the expenses. In most industries such a loss would cause restructuring, panic, layoffs, changes, talk of bankruptcy, or at the very least reductions in expenditures.

Many questions remain in this situation such as how could something so amazing cause such significant losses or how do fix this problem? Was it an anomaly? Did management simply spend too much? Or perhaps the problem was in marketing and publicity? Maybe had people been made aware of the remarkable musical and emotional experience they would have, they would have been more inclined to buy tickets and attend the concert. Perhaps an aggressive marketing blitz to include social media, newspapers, television, billboards, emails, flyers, mailouts, and posters would have encouraged support, demonstrating the excellence of the orchestra and "selling" people on the benefits of attending would have worked.

Or maybe it was one of those poorly selected nights where there were too many other events interfering with the orchestra concert, resulting in many disappointed people who were unable to attend due to a prior engagement. Yet somehow none of this rings true. The truth shines full in the light of the economics where the revenues are less than the expenses. For the orchestra to live on playing great music, it must find a way to increase revenues and/or decrease expenses. It is not a marketing problem, although that may be a small part of the solution. It is not a matter of choosing music by better composers nor improving the quality of the organization.

It is a matter of trying new approaches, new music, eclecticism, reaching a wider audience, using media, drums, guitars, entertainment, variety, all while reducing personnel costs and unnecessary expenditures It is a matter of excellence, integrity, and courage to explore. It is a matter of audiences encouraging and accepting new sounds and being patient to allow the occasional strikeout or unsuccessful concert. And yes it is also a matter of improved marketing, of better scheduling, of letting go of tradition, of making concerts fun, meaningful, convenient, friendly, profound, participatory, interactive, current, and mostly profitable, This then returns to the fundamental question, can or should great art be profitable? The answer is that it better be.