Ashley Mercer, Director of Development and Community Affairs, and Donald Pate, Director of Finance and Administration of the Marshant Museum of Art and History are challenged with developing a plan of action to reverse the current poor financial position and creating a pro forma income statement for 2005. Since the public museum has recorded its third consecutive annual loss in 2004, serious action must be taken to combat this issue.
|Strengths |Weaknesses |Opportunities |Threats |
|-MMAH’s content spans art and |-weak finances x 3 years (losses) |--↑benefits of membership to |-↓revenue from special events |
|history |-↓revenue from memberships |encourage new members and/or |because limited available |
|-publicly mandated |-↓scheduled events/limited |incentivize existing ones to |space/↑costs |
|-encourages scholarship and |availability |renew/upgrade |-↓appropriation from Fannel County |
|education |-↑costs |-add cost to admissions |($2M($1.6M) |
|->15,000 works of diverse art |-underendowed & underfunded by |-↑discount for Skyline Buffet & |-↓interest rates(↓earnings from |
|-no admissions cost |public |gift shop |investments & endowments |
|-many volunteers |-mixed image/public perception |-enhance museum’s image |-↓income from grants/contributions |
|-4 profit centers/↑auxiliary |-unidentifiable from exterior |-differentiate itself as only |-↓public interest in art and/or |
|activities |-B/E of profit centers |museum...