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.