Competitive Strategy: A Case Study of Sydney Symphony Orchestra

Competitive Strategy

Table of Contents
1. Introduction............................................................................................................................3
2. Brief Summary of the case study...........................................................................................4
3. Identification of the core strategic issues...............................................................................6
4. Relevant theoretical concepts.................................................................................................8
5. Conclusion............................................................................................................................11
References................................................................................................................................12

1. Introduction
The strategic development has been one of the most important parts of this study and the
main objective of the study has been to describe the competitive aspects that are included
within the matter. There are many organizations which have implemented the strategic
developmental features and factors for the business growth also have been elaborated in the
study. In this study, the selected business organization is the Sydney Symphony Orchestra.
Thus, the strategic development features and relevant implementations have been discussed
in the study in relation to the Sydney Symphony Orchestra (SSO).
It can be observed that a detailed study has been discussed about the business strategies of the
Sydney Symphony Orchestra (SSO) and the core implementation of the theories that are
related with the strategic developments are also being elaborated in this study. The Sydney
Symphony Orchestra (SSO) has been one of the orchestra organizations in the country and it
was first established in the year of 1932, with only 24 musicians and players. The main head
office of the Sydney Symphony Orchestra (SSO) is at Sydney, which has an increasing
population of about 5 million people in the current scenario.

2. Brief Summary of the case study
The strategic developmental roles and functions of the Sydney Symphony Orchestra for
developing their business strategies have been discussed in this segment. It can be observed
that the organization has welcomed the Productivity Commission inquiry for the upgrading
the Workplace Relations Framework and enhancing the net profits of the business entity
within a limited time frame (Hanson et al. 2016). Simultaneously, new business regulations
and methods have also been inducted by the Sydney Symphony Orchestra and they have also
maintained the rules of Fair Work Act 2009 that has been issued by the central government of
the country (Sydneysymphony.com, 2019). With the help of this act procedures, the business
for the organization has increased in recent years. On the other hand, it can be recognized that
a specific inquiry in the contexts and the safety nets have been established along with the core
bargaining framework for the customers. The employee protection methods and the
improvement of the workplace relations issues have been also elevated for expanding the
core sphere of the business (Block et al. 2015).
The Sydney Symphony Orchestra has been one of the largest orchestra groups that consist of
over 90 musicians and the present conductor of the orchestra is known as David Robertson.
David Robertson has been one of the famous musicians for the last few years and he has also
a reputation of excellent musicianship. The musicians in the group are also well paid and in
2011, an agreement was established between the Sydney Symphony Orchestra and Adelaide
Symphony players where they both had collaborated with each other for 17 months. At the
same point of time, the Adelaide symphony players had also protested against the wage
difference between the Sydney Symphony Orchestra players and them. On the other hand, it
can be observed that in 2011, the Sydney Symphony Orchestra had 253,398 patrons and there
were 300,000 concerts, where the orchestra had played over. The orchestra had also
performed in the free concerts in many places around the globe (Sydneysymphony.com,
2019)
It can be understood that the per capita income of the Sydney Symphony Orchestra (SSO) has
been much sustainable and there are many middle-class people those who live in the Sydney,
those who can also join the organization at the same time. With the help of the existing
musicians, the Sydney Symphony Orchestra (SSO) has organized a series of 131 concerts
along with 87 programs for expanding their popularity to the other countries as well (Suthers