cent of total revenue for most U.S. art organizations which the Utah Symphony is well above. Another financial strength was the ten $10 million they received in January of 2002 from their endowment fund. A third financial strength I that only 5.5% of the Symphony’s total expenses and 5.4% of their total revenue is from their lower management and general expenses which is drastically lower than the 14% of total expenses and 12% of total revenue from the Utah Opera. Another financial strength is that the Symphony only draws out 5% of its donor account for the symphony itself which allows them to retain and use funds for expanding their business.
A financial weakness for the Symphony is the amount of money they bring in from their concerts and from donations. The typical amount for most U.S. arts organizations is about 82% and the Utah Symphony only accounts for 66.9%. Another big weakness is the high expenses to run the Symphony. This is mainly due to the high salaries, benefits and personnel taxes that are in the musicians’ contracts. These contracts are very unreasonable and state that the performers must be paid no matter the amount of concerts they perform and dollars generated. Another weakness is the Symphony’s fundraising expense which is 15% compared to the operas 6.6%. A major factor is a bad debt hit of $100,000 was a result of unpaid pledges, but the revenue was booked. All of these weaknesses contribute to the Symphony’s overall weakness which is profitability. From 2000-2001 the Symphony had an EBIT of only $116,308. In order for them to see any success in the future they will need to increase their overall profitability greatly.

a. Recommend the key steps Anne should take to address these weaknesses.
In order for Anne to be a successful leader she needs to properly approach these weaknesses that are apparent for the Utah Symphony. First,