1. What did you learn from the James Houghton and Signature Theater Case Analysis case analyses that you can apply to the Amazon company?
2. What context differences are important between the case example and Amazon? What assumptions do you need to make in order to use the concepts appropriately?
3. Given Amazon, what concepts, tools, and readings from other resources are most relevant to helping guide how you might recommend improving Amazon? Why and how are they relevant?

Reference - James Houghton and Signature Theater case analyses.

The Signature theatre company was established in 1991 by James Haughton. Mr. Haughton was successful with the help of a five-year residency program and playwrights. The theater secured a pledge of 25 million dollars combined with a private venture of 34 million dollars developed in successful performances, which the city inhabitants and other businesses greatly appreciated. The theater became an excellent place for employment, and many businesses surrounding it depended on its success (Jepsen & Eskerod, 2009).

The James Houghton and Signature Theater case study reflects a success that is stepped in the theater's mission. For example, the theater 1) took a novel approach to including the playwriters' literary art into visual masterworks and 2) attracted younger viewers with the guidance of a carefully crafted organizational strategy. The masterworks and younger viewership involve purposeful management when putting strategies to reach its business goals. This management was intentional and was designed to diversify the audience pool intentionally (Callanan, Wei-Skillen, and Onayemi, 2014). For example, for an organization such as the theater, using a mission as a guide while honoring cultural aspects enables it to stand out and compete with other nonprofits and organizations - it's an educated guess and transformational thinking of ways to produce a positive business and societal impressions (Wolfe, 2011). Moreover, it is advantageous to achieve employee and customer buy-in to motivate employees to sell the tickets and for the clients to purchase. For instance, providing customers with incentives and recreational prospects for the whole family offers younger viewers the opportunity to experience the wonders of playwrights (Jepsen & Eskerod, 2009).

Besides novel ideas to reach customers, organizations such as the Signature theater should focus on the elements that would affect their strategic outcomes. The "mapping, measurement, and alignment of strategy using a balanced scorecard: the Tata steel case" on Page 122 is an excellent reference that applies to the Signature Theater Strategy Mapping illustrated subsequently (Jepsen & Eskerod, 2009). The company continues to reinvent, analyze, and invest in the future to strengthen its position in the marketplace. It is a company that continuously searches for new avenues of creative growth.

Increasing the audience pool should follow by exploring alternative means of including that relate to the audience and encourage artistic expression. This approach will enable an increased opportunity to present art to people indifferent to their backgrounds (Callanan, Wei-Skillern, and Onayemi, 2014). For instance, the ticket incentive approach is designed to reach more artists while targeting more people and increasing attendance and is an excellent method to increase revenue. For instance, ticket incentives are a great way to attract customers; however, there is still room for improvement (Drnevich & Croson, 2013).

Moreover, art is a venue that benefits everyone. Art provides move goes with another dimension to their environment. It provides a distraction from their daily lives through beauty and texture. Another art benefit is moving, changing, rotating, and displaying, so customers experience new exhibits. Finally, art provides beauty and creates a sense of personal experience that can be shared with friends and strangers. It is a socially shared venue that helps bring down boundaries between people and society, thus broadening awareness and compassion (Drnevich & Croson, 2013).