Introduction
Metropolitan Opera faced major changes since Peter Gelb stepped into the position of manager. To broaden the audience, Gelb came up with new initiatives, such as implementing “rush tickets”, adding more contemporary programs to the opera’s repertoire, and inventing new ways of distribution, including “Live in HD” broadcasts. Those decisions were controversial as there was a risk of alienating the core of opera lovers, but in the end, they were practical and served both to the benefit of Metropolitan Opera and the audience.
Discussion
Gelb’s decisions made sense in regard to attracting a new audience. It was a necessary step as before 2007, attendance at the opera tended to decline, which greatly influenced Met’s budget (Elberse & Perez, 2009). Implementing “rush tickets” that were sold cheaper created lines that caused curiosity of other people, encouraging them to join and watch the performance. It helped to attract new ticket buyers who had never attended opera before and increased sales, so this decision should be considered reasonable.
The decision to change the repertoire seemed logical as well. One of Gelb’s goals was to attract a younger audience, while most parts of the regular visitors were people in their sixties (Elberse & Perez, 2009). Engaging young people meant producing more contemporary content, which included developing new productions that were more suitable for a modern audience. It was the right decision to catch the younger audience’s attention.
The most beneficial change was the choice to broadcast performances live. The audience reacted positively as broadcasting broadened their experience, allowing them to see more details (Elberse & Perez, 2009). This choice was necessary as it helped the audience see the performance’s quality and inspired them to see more. The main proof is that Met sold its yearly amount of tickets in several weeks. It served to make performance more accessible as well.
Conclusion
In conclusion, the changes initiated by Peter Gelb helped to solve the problems that the Metropolitan Opera had before 2007, caused by the decline in attendance. They helped to attract people who were not interested in opera performances previously. They provided younger audience engagement in watching performances and made it more available. The goals set by Gelb were reached, and the Metropolitan Opera’s attendance increased as well as its sales.
Reference
Elberse, A. & Perez, C. (2009). The Metropolitan Opera (A). Harvard business school, 1-9.