Maryland’s leading arts organization had survived a 22-week musicians’ strike in 1988–89, the longest in American symphony history. Sales were slow in recovering; state funding to the company was to be cut by $1 million in 1992; new income initiatives were needed to fill these gaps.

Development, marketing, public relations and sales staffs unite to develop a combined fundraising and sales strategy.

  • Initiated new packaging and pricing strategies for entry-level subscription offers.
  • Restructured subscription offers to long-term subscribers, increasing number of concerts purchased (the national trend was decreasing number of concerts in a series)
  • Developed series with African-American artists and a volunteer support group for community sales and fundraising
  • Reorganized the ticketing/customer service center.
  • Set up in-house design department.

In 1991–92 during a local recession, sales increased 16% over the previous year. 1992–93 sales surpassed any previous season on record. Subscriber audience of 28,000.