Opportunities and threats fall out of this analysis of Sydney Symphony Orchestra:

Demographics: Sydney is a very large city with good income levels and indications of excellent education (5 universities)

The political-legal segment is good for the classical music group because they received the vast majority of government assistance given to the arts (around $55 million, compared to theatre at around $3 million)

Classical music is global in nature, as is the sourcing of musical labour

Physical - not really significant in this industry

Economic - the upper end of the society is reasonably steady in terms of income. The classical music industry is stable but there is little to offer in terms of revenue, making long term survival difficult. S

Buyers - a declining group, which is a major concern. In terms of suppliers, musicians are the key. There are numerous musicians and it is easy to obtain new staff, but difficult to get first class staff.

The tangibles are strong: access to the Opera house, good donor lists, solid financial reserves. Intangibles are excellent: terrific players, great conductor, good following in Sydney, good brand.

Core competencies include:

• Ability to play world class symphonic music
• Ability to raise private finance (65 per cent of total funding)
• excellent links with the city
• Ability to attract government funding
• Ability to record world class music on a variety of technology platforms
• Ability to attract fine soloists

Write a comprehensive memo to the CEO outlining how you have used each of the following models: PROFIT, VRIO, SWOT, and CIA.