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Studio Theatre (2016)

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Yale School of Drama
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In 2016, the neighborhood of Logan Circle was in the midst of rapid gentrification. David Muse, Artistic Director of Studio Theatre, had led the company through a tumultuous transition and revised the theater’s mission statement, which called for Studio to build a “more thoughtful, more empathetic, and more connected community.” Muse wanted to attract residents of the neighborhood to spend time in the theater. His plans to do so included a renovation of the building funded by the largest capital campaign Studio had ever undertaken, as well as diversification of the audience through direct marketing and community engagement led by a staff committee. As the company was preparing a Five-Year Plan to address these goals, the renovation plans were going far over-budget, and Muse and his Managing Director, Meridith Burkus, had to decide how to prioritize resource allocations to achieve their newly-stated mission.

Publication Date: 2018-05-03

Suggested Citation: Jaime Totti, "Studio Theatre (2016)," Yale Theater Management Knowledge Base Case Study #17-88, May 3, 2018

Keywords: Theater, Performing Arts, Facilities, Growth Trajectories, Organizational Direction, Audience, Capital Campaign, Capital Project, Community, Marketing, Mission, Strategic Planning, Leadership Transition, Washington D.C.

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This case is from the Theater Management Knowledge Base, a body of arts management material created by Yale School of Drama Theater Management students and faculty, overseen by an editorial board of leading practitioners. For more information or for help in selecting cases suitable for your educational or organizational purposes, please email yaletmknowledgebase@yale.edu.