vma vlerick beyondership

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  • 1. Vlerick Business School

2. PREPARING FOR BLACK SWAN EVENTS IN THE CULTURAL PROFIT KURT MELENS 3. Vlerick Business School SETTING THE STAGE 4. Vlerick Business School THE NARRATIVE FALLACY (AKA THE INVISIBLE GORILLA AKA COGNITIVE INERTIA) 5. Vlerick Business School GET FOCUSED (BUSINESS MODEL NTGENT)Business Model Canvas NTGent 1. Government 2. B2C: Audience in Ghent (segmented) 3. B2B: the European arts market (Nl, B, F, G, ) 4. B2B: Economic players in and around Ghent Product Leadership Translated in Ghent into the experience of theatre- performances. DNA=ensemble, success, adventure, personalised service, high artistic and managerial quality. BEST PRACTICE and BEST EXPERIENCE. Presentation of performances and supporting services Production of performances and supporting services 1.Front of house (ticket-office) 2.Online channels (website, facebook, ) 3. newsletters, magazines, brochure, both e and real Subsidy 60% (43% Flemish Gov, 7 % Province, 50% city) Ticket sales 12,5% Performance sales 19 % other services 8,5% Analytical: 20% building related 15% purely arts related (COGS performances) Most important cost: salaries (48%) 15% Supporting services Other: financial costs, overhead, 3 theatres, warehouse, workshops and 6 apartments 12 actors, 40 technicians and workshops Transport IT - Other theatre companies - Other theatres - Logistics partner - IT partner (partially outsourced) - Other suppliers -VOKA and OKO network - Political stakeholders -Sponsors - 1. Through evaluation (commission) 2. Tailormade to normal customers 3. B2B sales through sales department and network 4. Consultancy based 6. Vlerick Business School RECENT HISTORY NTGENT 7. Vlerick Business School A SENSE OF URGENCY Flemish Government decides on funding 2013- 2016 by 30. June 2012 Preliminary advice leads to possible structural deficit scenario RISK = likelihood of occurrence x impact of occurrence Overviewbudgetscenario's 2013 2014 2015 2016 Worst case - 469.025 - 490.245 - 551.607 - 511.286 Base case - 355.638 - 374.590 - 433.639 - 390.959 Best case 97.910 88.029 38.233 90.351 8. Vlerick Business School SPAN OF CONTROL BLACK SWANS IN THE ARTS Artistic success Dual Leadership Efficiency Measure what you manage Bargaining position customers and suppliers Public funding Capex infrastructure PIIGS default? Export Netherlands Integrated data Synergy Line extensions, Willingness to Pay Political vision Landscape attitudes NTGent lowhigh internal external IMPACT CONTROL 9. Vlerick Business School GET FIT: 4 VERTICAL PILLARS AND 1 HORIZONTAL FUNDAMENT LEADERSHIP & CORPORATE CULTURE P R I C E I N F O R M A T I O N I N N O V A T I O N S U P P L Y P O R T F O L I O A SUSTAINABLE NTGENT 10. Vlerick Business School BREAKTHROUGH 1: PRICE DIFFERENTIATION 11. Vlerick Business School BREAKTHROUGH 2: INFORMATION SYSTEMS AS STRATEGIC OPTIONS 12. Vlerick Business School BREAKTHROUGH 3: SUPPLY MANAGEMENT AND SYNERGY 13. Vlerick Business School BREAKTHROUGH 4: PORTFOLIO MANAGEMENT (ARTS INNOVATION) 14. Vlerick Business School BREAKTHROUGH 5: DUAL LEADERSHIP AND CORPORATE CULTURE Basic condition, before any of the breakthroughs can work Need for leadership (mission, vision, strategy) Holistic dual leadership model Work on corporate values and culture, internally and externally Cooperative or EESV as new instrument 15. Vlerick Business School BUILDING STRENGTH AND AGILITY 16. Vlerick Business School MILESTONES AND EFFECTS Target milestones 2013 2014 2015 2016 Pillar 1 Price 207.900 286.350 364.800 443.250 Pillar 3 IT 59.210 59.210 59.210 59.210 Pillar 2 Supply 379.450 552.600 725.750 898.900 Pillar 4 Portfolio 58.949 23.108 36.908 48.253 Total 705.509 921.268 1.186.668 1.449.612 Investment in artistic production ( 352.754) ( 460.634) ( 593.334) ( 724.806) Leverage artistic investment 84.661 110.552 142.400 173.953 Total increase (decrease) margin 437.416 571.186 735.734 898.760 17. Vlerick Business School GPS: WHERE ARE WE ON THE ROADMAP? External decisions Decision Flemish Government June 2012 Decision infrastructure Q4 2012 Decision Province of East Flanders Q 3 2013 Leadership Adaptation mandates Update strategic documents Q3 2012 Working on dual leadership Q3 2012 (Vlerick) Working on corporate governance 2013 Price Pilot starts May 2012 Metrics from Q4 2012 Evaluation pilot and further implementation 2013 Review and collect 2013- 2014 IT Ticketmatic licensing May 2012 Evaluation yesplan Q4 2012 Metrics and databases 2012-2013 Collect and review in Q2 2013 for 2013- 2014 Supply Change team installed April 2012 Synergy and efficiency developed Q3 and Q4 2012 Strategic decisions Q1 2013 (June 12!) Collect and review Q2 2013 Portfolio ABC installed and communicated April 2012 ABC 2013 2014 June 2012 Evaluation targets September 2012 Collection from 2013 onwards 18. Vlerick Business School NEXT STEPS FOR MANAGEMENT 19. Vlerick Business School TO CONCLUDE Q & A Kurt Melens General Manager NTGent Kurt.melens@ntgent.be 0478/318.498