Marketing Analysis: Sydney Opera House, Principles and Strategies

This report presents a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of the Sydney Opera House, a globally recognized performing arts center located in Sydney, Australia. The analysis details the Opera House's strengths, including its iconic design, multiple performance venues, high visitor numbers, UNESCO World Heritage status, and unique infrastructure. Weaknesses identified include limited access for Australian singers, insufficient offstage facilities, and funding challenges. Opportunities discussed encompass collaborations with other performing venues, audacious programming, and the development of cultural tourism. Threats include a decline in new generation performers, lack of music education, and difficulties in managing audience dynamics. The report also profiles the target customer, which includes both domestic and international tourists. The Sydney Opera House attracts a wide range of visitors and is a significant symbol of Australian tourism. The report concludes by summarizing the key findings and emphasizing the Opera House's status as a twentieth-century architectural icon.

RUNNING HEAD: PRINCIPLES OF MARKETING
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Principles of marketing
Sydney Opera House
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Background
The Sydney Opera House is the theatre art centre in Sydney, Australia. The building is
one of the 20th Century’s most prominent as well as distinguished constructions. It was designed
by Danish architect Jorn Utzon and inaugurated formally on 20 October 1973 (Sydney opera
House, 2017). Since its completion in 1973 the building has been attracting people across the globe due
to its eminent design and structure. Sydney Opera House has an enhanced location on Bennelong
Point surrounded by superb harbour surroundings.
SWOT Analysis
Strength
 It is a single building comprising of multiple performance venue.
 It is one of the busiest performing arts centres hosting over 1500 concerts annually;
attended by 1.2 million people.
 8 million people visit the place annually and approximately 3, 50,000 visitors taking
guided tours (Shofner, 2007).
 Sydney Opera House is known as a UNESCO World Heritage Site.
 The building has a recording studio, cafe, restaurant, bars and retail outlets
 An iconic image of both Sydney and Australia.
 The building has a design of a modern expressionist (Sydney opera House, 2017).

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 Sydney Opera House was mostly paid for State Lottery.
 The largest venue has 2,679 seats.
 Many of the world’s renowned companies were involved in construction of the Opera
House.
 Sydney Opera house is opened 363 days in a year for public.
 The building is well preserved and protected by the government authority.
 The building has a well-developed and unique infrastructure and appeal to a wider
section of people coming from abroad.
 Surrounded by exquisite hotels and restaurant(Colbert, 2003).
 The glass used in the Sydney Opera House was made on order from France.
 The first person to perform at the house was Sergei Prokofiev.
 Since its opening, The British Queen has visited the place for four times(O'Halloran,2004).
Weakness
 Most of the premium singers are based in Europe and occupied often by top companies
out of the country; in such a situation the accessibility of Australian and New Zealand
singers is sporadically limited.
 The offstage facilities are prominently insufficient and the orchestra place is restricted,
enclosed and unable of creating an eminent orchestral sound.

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 Australia require quality training services for young singers
 There is a lack of funds for growth of innovative works and art shape. There is a need for
development to avoid the unrealistic risks
 Commercial broadcasters are no longer interested in broadcasting at all.
 There is lack of funds for the development of the Opera House.
Opportunities
 There are opportunities to merge opera companies and the other subsidised performing
art companies.
 Further collaboration with the major performing venue will help in sharing the risk and
venue cost.
 There are exciting opportunities for more audacious and ground-breaking programs by
collaborating with the international performers.
 Opportunities to develop Cultural Tourism
Threats
 Reduction in the new generation performer is cause for the development of the place.
 Lack of music education in the Australian schools
 Difficulty in managing a sustainable balance between the audiences due to wide
generation gap.

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 Lack of funds available for carrying out the performances
 Lack of knowledge with innovative creative directors and designers to work in opera
(SWOT Analysis of Opera, 2008).
Target Customer Profile
The Sydney Opera House attracts everyone which includes both domestic and
international tourist. A majority of section visiting Sydney Opera house include people coming
from abroad. Local population includes the Baby boomers and Millennials. But it is generally
targeting the international population. Sydney opera house is a face of Australian Tourism
Industry. The place is visited mostly by people to get a look of the heritage.
Conclusion
To conclude, the report includes the SWOT analysis of World heritage site- Sydney
Opera House. The Sydney Opera House is known across the e world as one of the commended
representative constructions in the world. The building is recognized as a symbol for the entire
country. The Pritzker Price formally recognises Sydney Opera House as “one of the great iconic
buildings of the twentieth century".

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References
Colbert, F. (2003). Company profile: the Sydney opera house: an Australian icon. International journal of
arts management, 69-77.
O'Halloran, K. ed., (2004). Multimodal discourse analysis: Systemic functional perspectives. A&C Black.
Shofner, S. (2007). Sydney Opera House. The Creative Company.
SWOT Analysis of Opera, (2008). (Online). Retrieved from: http://musicinaustralia.org.au/index.php?
title=SWOT_Analysis_of_Opera_-_2008 (Accessed on: 17 August 2017)
Sydney Opera House, (2017). (Online). Retrieved from:
http://www.australia.gov.au/about-australia/australian-story/sydney-opera-house (Accessed on:
17 August 2017)
Sydney opera House, (2017). (Online). Retrieved from: https://www.sydneyoperahouse.com/ (Accessed
on: 17 August 2017)