LEADER 04552nam 2200673 450 001 9910797641203321 005 20230125194711.0 010 $a1-78684-372-2 010 $a1-60649-565-8 035 $a(CKB)3710000000486379 035 $a(OCoLC)930530920 035 $a(CaBNVSL)swl00405831 035 $a(Au-PeEL)EBL4009410 035 $a(CaPaEBR)ebr11102286 035 $a(CaONFJC)MIL832648 035 $a(OCoLC)940512220 035 $a(CaSebORM)9781606495650 035 $a(MiAaPQ)EBC4009410 035 $a(EXLCZ)993710000000486379 100 $a20151125d2016 fy 0 101 0 $aeng 135 $aurcnu|||||||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 12$aA profile of the performing arts industry $eculture and commerce /$fDavid H. Gaylin 205 $aFirst edition. 210 1$aNew York, New York (222 East 46th Street, New York, NY 10017) :$cBusiness Expert Press,$d2016. 215 $a1 online resource (vi, 282 pages) 225 1 $aIndustry profiles collection,$x2331-0073 311 $a1-60649-564-X 320 $aIncludes bibliographical references (pages 2539-274) and index. 327 $a1. Introduction -- 2. Defining the arts and the industry -- 3. Historical background on the performing arts disciplines -- 4. The industry's development in America -- 5. Industry size, structure, and value chain -- 6. Performing artists and their unions -- 7. Theater, orchestra, opera, and dance companies -- 8. Audiences and tastes -- 9. Managing performing arts companies -- Notes -- References -- Index. 330 3 $aAttending a live concert or theatrical performance can be a thrilling experience. At their best, the performing arts represent the height of human creativity and expression. But the presentation on stage, whether it is Shakespeare, Beethoven, or The Lion King, depends on a business backstage. This book provides an overview of both the product on stage and the industry that makes it possible. While the industry's product is unique--with unique supply and demand characteristics-- it is still an industry, with economic inputs, organization structures, competitors, business models, value chains, and customers. We will examine each of the major segments (Broadway, regional theater, orchestra, opera, and dance) along these business dimensions. The challenges facing the performing arts industry in America are well known. Many companies struggle to survive, and there have been some high-profile bankruptcies. Participation rates are falling, audiences are aging faster than the general population, season ticket sales are in decline, and gift-giving levels are hard to sustain in today's economy. The value of the arts and arts education are in question, and both have largely disappeared from public policy agendas. Yet there are bright spots. Some companies are thriving, enjoying sold- out performances, extended runs, and healthy balance sheets. The Metropolitan Opera's Live in HD series continues to be widely successful. Some Broadway productions have turned into global, billion-dollar businesses. Admission to professional schools of the performing arts is more competitive than ever, and the caliber of graduates is astonishingly high. At the nonprofessional level, there is no shortage of community productions across all genres and geographies. Why do some companies struggle and some thrive? Despite trends that appear uncontrollable, management decisions have a huge impact on economic outcomes. This book examines the range of product, market, and resource choices available to performing arts managers and provides practical examples in key areas such as programming, venues, performer relations, marketing, and fund-raising. 410 0$aIndustry profiles collection.$x2331-0073 606 $aPerforming arts$zUnited States$xManagement 610 $aarts management 610 $aActors' Equity 610 $aballet 610 $aBroadway 610 $aclassical music 610 $adance 610 $aMetropolitan Opera 610 $amusicians union 610 $anonprofit management 610 $aopera 610 $aorchestra 610 $aperforming arts 610 $atheater 615 0$aPerforming arts$xManagement. 676 $a792.0232 700 $aGaylin$b David H.$01506251 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910797641203321 996 $aA profile of the performing arts industry$93736404 997 $aUNINA