Analysis of Three Companies within the Business Environment

This report provides a comparative analysis of three distinct companies: the South Bank Centre, the New York Philharmonic, and the Fort Manson Center. It examines their backgrounds, services, products, and organizational structures. The South Bank Centre, a major arts center in London, is contrasted with the New York Philharmonic, a leading cultural institution in the US, and the Fort Manson Center, also a cultural center. The report highlights the unique aspects of each organization, including their offerings, target audiences, and operational frameworks. It also explores the legal and organizational structures, providing a comprehensive overview of their operations and positioning within the broader business environment. The report concludes with references to books and journals used for the research.

BUSINESS AND
BUSINESS
ENVIRONMENT

Table of Contents
Three different types of companies..............................................................................................3
REFERENCES................................................................................................................................6

Three different types of companies
Comparison
bases
South bank
centre
New York
Philharmonic
Fort Manson
center
Museum of Fine
arts
Background
details
Organization is
complex of
artistic venues in
England and
London, UK on
south bank of
river thames, it is
considered as
Europe's biggest
centre of arts. It is
one of the largest
arts centre in UK
and one of the top
five travellers
attraction point,
occupy 17 acre
sites. It comprises
Royal festival
hall, Purcell
room, Hayward
gallery and Queen
Elizabeth hall. It
was originally
managed and
funded by
London county
council. It s one
of the most
It play leading
cultural role in
US, as compare to
Fort Manson
center, South
bank centre and
other. In this
place number of
musicians
perform at one
time.
It is the cultural
and dynamic art
centre
emcompassing 13
waterfront which
is one of the main
attraction point of
company.
It is one of the
top 10 largest art
museum in the
US and the
biggest
competitor of
South bank
Centre. It consist
with more than
455,000 works of
art which make
them unique and
different from the
others.

beautiful art
gallery in the
world.
Services and
products
Over two
thousand paid
performance of
dance, music and
literature is staged
at South bank
centre per year,
they arrange
different types of
arts events and
cater the best
services to people
which is one of
the main
attraction point
for them. In
addition, four to
six major art
exhibitions is
present at
organization
yearly and they
reach over 100
venues across the
nation.
Music shows and
cultural events
They arrange
many events for
younger to other
people to make
them happy.
As compare to
other companies,
they provide
quick view of
ancient Egyptian
artifacts including
jewellery that
attract people
towards them.
Organizational
and legal
As compare to
other companies,
The structure of
New york
The
organizational
Museum of fine
arts has hierarchy

structure South bank centre
has flat
organizational
structure where a
lot of people
visits to see the
unique arts
designs which
make them able
to drive towards
it. They provide
diverse range of
programme in flat
organizational
structure that aim
is to reflect their
festival roots with
different arts,
dance and music
performance. UK
government
operate this
organization
effectively so it
defines that their
legal structure is
totally depend on
high authority.
Philharmonic is
quite different
and unique which
make it different
from the others.
structure is quite
simple as
compare to
others.
organization
structure, as
compare to south
bank centre and
fort mason center.

REFERENCES
Book and Journals
Borden, I., 2015. Southbank skateboarding, London, and urban culture: the Undercroft,
Hungerford Bridge, and House of Vans. In Skateboarding (pp. 109-125). Routledge.
Remazeilles, M and et.al., 2015. An improved source-subtracted and destriped 408-MHz all-sky
map. Monthly Notices of the Royal Astronomical Society. 451(4).pp.4311-4327.