Alberta Ballet

LEDER CASE COMPETITION 2015

Alberta Ballet must capitalize on demand by

increasing talent pool and investing in a new facility
Revenues

2011

2012

2013

Performance and Touring

Income

$
4,964,457.00

$
6,046,811.00

$
5,157,794.00

Tuition and School

Residence

$
1,445,946.00

$
1,398,534.00

$
2,169,416.00

311

Personnel

$
4,150,896.00

$
4,458,259.00

$
5,552,637.00

34%

Performance, Touring,
Key Observations $
Creation
2,373,861.00

$
3,218,798.00

$
2,847,980.00

-$
231,712.00

-$
1,073,407.00

Category and
Year

2013

2016

Professional
Division

115

150

Academic

58

97

Residence

31

64

Total Unique
Students

204

Growth over
three years

Expenses

Net Loss

-$
114,354.00

Alberta Ballet working towards 34% growth in personnel

Performance and touring income have peaked as a result of limited facility
space
Talent pool insufficient to increase quantity of performances

Key deciding factors related to investing in facility

and expanding programs

Factors

Rent space to alleviate already full dance studios

Increasing quantity of low cost performances

across Alberta
Widen talent pool through junior and senior high

programs
Begin developing Alberta II semi-professional
performances

Decision

$90 million facility investment

Expansion of programs
Increased touring of professional and semi-professional teams
Increase season length to 52 weeks, two 26-week seasons
International Tours

Current Situation
Where are
we now?

Performance demand is at an all-time high and

supply of professional dancers is insufficient

Consideration
s

How will
recruiting
process take
place?
Increased

Strategy
Where we
want to be

How to solve How are

logistical
infrastructure
problems?
issues
Consolidate addressed?
Long-term facility

emphasis on
administrativ
upgrade, shortHigh School
e duties
term rentals
Programs
Increased revenues generated from semiprofessional/professional dance groups enabling
expansion, cultivation of talent, and matching
demand

Key Issues
Matching demand for service

Expensive leases
Lack of funds for new facility
Consolidation of Calgary-based operations
Insufficient supply of professional dancers

Limited
46-week
season

Action plan that will enable growth, match demand,

and alleviate pressure on limited number of
dancers
First steps

Rent new facility for studios for initial progress

Progress on facility approval
Coordinate new junior and senior high-school
programs

Establish
framework

Identify primary target markets for programs

Begin planning process of consolidating locations in Calgary
Utilize international relationships to promote fundraising of new stateof-the-art facility

Continuing
Progress
Sustain
Results

Completion of new facility

Development of programs
Increasing number of professional dancers to meet demand
Maintain logistical efficiencies
Aggressive marketing for new dance programs
Continue increasing investment in Alberta II to cultivate professional
talent

Questions | Comments