Please answer all the questions and ASAP!!! Will give a thumbs up. Grand theater case

The case should be analyzed as of the time of the case, not today. Approach it as the board has hired you as a consultant to make strategy recommendations to them regarding the future strategic direction the organization will take at the time of the case. WHAT should they do and WHY do you recommend that answer each question can include justification, research, logical argument to support your opinion. Do not retail facts of the case, analyze them!!!

1.) briefly state the organizations current mission. What overall generic business strategy are they following, and what competitive advantage are they seeking? What "value "are they providing their customers? How are they performing at the time of the case (measured how?)?

2.) Using SWOT analysis, do a CONDENSED analysis of the companies environment. Concentrate on the one or two, most critical, internal and external SWOT factors, the organization is facing at the end of the case, rather than the lengthy list of all SWOT elements. What implications for the strategy flow from your SWOT analysis?

3.) generate at least two strategy options, and explain why the two options you generated are both feasible, and "fit "the organization, and the advantages/disadvantages and trade offs of both options. Note: "hire Phillips" and "Do not hire Phillips" are not strategic themselves, but might be important factors of their overall strategy going forward. i. e. You'll need to develop your strategy options beyond simply saying to hire him or not.

4.) Choose ONE strategy option from question three and explain why you chose that option for the company to follow in the future. What risks will that option involve? How does your option produce a sustainable competitive advantage?

THANK YOU SO MUCH IN ADVANCE

ASE: THE GRAND THEATRE COMPANY* "There is no better director than me. Some may be as good, but nome better. Robin Phillips In December 1982 the board of directors of Theatre London in London. Ontario. (see Exhibit I) were considering a proposal to hire Robin Phillips as artistic director. to replace Bernard Hopkins. The hiring decision was complicated by Phillips's ambitious plans for the theatre. which included a change from a subscription theatre to repertory. an increase in budget from 51.9 million to 54.4 million. and even changing the organization's name. The board had to act quickly as plans had to be made, and actors hired. for the next season. HEATRE IN ONTARIO Theatre is big business in Ontario. In Toronto alone (including cabaret, dinner theatre and opera) some 3.5 million people attended 120 productions in 1982 , in 28 locations. There are 24 nonprofit professional theatres in Toranto. and 18 in the rest of Ontario. Virtually all theatre organizations in Ontario and the rest of Canada are nonprofit and are subsidized by local. provincial, and federal grants. Thus theatres compete for funds with charities, educational, and health care organizations. As shown in Exhibit 2, a third of revenue typically comes from govemment sources and half of this comes from The Canada Council. Another 10 percent comes from individual and corporate donors, and the balance from the box office. Because of the pressing need for box office revenues, most theatre companies sell subseriptions of five or so plays from October to May. In 1982-83, audience size was 570,000 for the Stratford Festival, the largest art organization in Canada, and 268.000 for The Shaw Festival. the second largest theatre company. According to a Stratford audience study, audiences break down into: (1) committed theatregoers (27 percent) who see a number of plays each year, and who tend to be older and more educated and live in Ontario: (2) casual theatregoers ( 53 percent) who attend a theatre every year or two to see plays of particular interest: and:(3) first-timers (20 percent). The challenge:forthese theatres is to develop these firsit-timeris to be the audience of the future