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European OperaFundraising SurveyApproaching the Fundraisingof the Opera in Europe

Opera Europa Munich ConferenceMunich, 6 November2010-11-06

P a g e | 1 November 2010

European Opera Fundraising Survey Approaching the Fundraising of the Opera in Europe Opera Europa - Munich Conference Fundraising Academy Munich, 6 November 2010 2010-11-06 Contents

About this research Letter from Mr. Nicholas Payne, Director of Opera Europa Glossary Executive summary by Félix Losada 1. Opera Fundraising Survey Respondents (OFSR) Respondents and non-respondents distribution map 2. How are the OFSR organized Institution Objectives of the Institution Offer Economics 3. Opera Fundraising Sponsorship management Sponsorship cost and income Sponsored activities Sponsorship categories The benefits OFSR’s vision about sponsors’ motivation Sponsors´ satisfaction Friends associations Conclusion Attachments Who and how are the sponsors of the opera companies and opera festivals Who are not opera companies and opera festivals sponsors, but should be Sponsors’ benefits inventory


About this research Deloitte Spain carried out a European survey on behalf of Opera Europa, assessing the different fundraising models across the opera world. The Deloitte European Opera Fundraising Survey Report pretends to be a guide on how European opera institutions approach the fundraising matter, their strategies and how they organize themselves to achieve their fundraising goals. The research looked at the fundraising activities of several opera institutions, the costs, the sponsors´ benefits, paying special attention at the opportunities to immerse into sponsorship and the opportunities to increase sponsorships. Deloitte sent the Survey to 62 opera institutions from Europe and obtained approximately 35.4% of respondents. All respondents are top level or board level executives and have influence over strategic decisions on fundraising. This document is shared with opera companies and opera festivals respondents to the Survey during the Fundraising Academy of Opera Europa meeting in Munich on 6 November 2010. We would like to thank all the survey participants for their valuable time and insight.


Letter from Mr. Nicholas Payne, Director of Opera Europa


When Marisa Vázquez-Shelly of Teatro Real Madrid approached me last year about a potential sponsorship in kind from Deloitte Madrid in the form of a professional survey of fundraising practices, it was clear at once that it could result in mutual benefits. We presented the proposal to a meeting of Opera Europa’s Fundraising Academy last summer in Aix-en-Provence, where it was welcomed by the majority of participants. Here was a project very much in the spirit of Opera Europa. The purpose of our Association is cooperation over a wide range of professional matters. While every company retains its individual identity, we all benefit from sharing good practices, learning from each other’s mistakes and successes. Some of our members already manage high-achieving sponsorship or development departments, but many others are at an early stage of acquiring income from the private sector. There is much to learn. This survey by Deloitte Madrid is an important step on the road to knowledge. I am impressed by the professional expertise of Felix Losada and his team; also by their patience with the difficulties experienced by some of our respondents. Opera companies are understandably nervous about revealing sensitive information and confidential arrangements between them and their philanthropic supporters. It is important that we respect their position, while at the same time encouraging a climate of openness. While we intend to be rigorous about protecting sources, we also aim to diffuse as much practical information as we usefully can. My thanks go to Deloitte Madrid and to our participating companies for providing something on which we may build for the future. Nicholas Payne Opera Europa Director


Glossary


Glossary Opera Fundraising Survey During the course of this Survey, we realized that some words / expressions could have different meaning depending on the person who managed the survey. You will find below the most significant ones and the meaning given in this document.

Meaning in the OFS

Fundraising

The organized activity addressed to raise money through: 1. Sponsorship of Foundations, Companies/Corporations and Others 2. Merchandising 3. Shops and Museums 4. Auditorium rental 5. Institutional activities

OFSR (Opera Fundraising Survey Respondents)

Theatres and Opera Houses which have responded to the Survey. See OFSR list attached.

Benefits Advantages received in kind in return for some contribution

Exclusive Benefits

Specific benefits just offered exclusively to certain category of sponsors or individuals, such as free tickets or ticket discounts, special price in CD's, DVD's, books, merchandising and VIP lounge.

Profit The positive difference between costs and revenues from each of the Theatre activities.

Sponsoring The action of financing total or partially by an economic contribution to an Institution by a sponsor or an individual, obtaining in exchange some benefits.

Sponsorship An act by which a corporation offers funding to an Institution in return of a range of promotional opportunities.

Sponsors

Institutions and organizations which offer an economic contribution for the development of the artistic activity of the Opera companies and Opera Theatres; in exchange they obtain some benefits.

Season ticket type It refers to the different season ticket types according to ticket price, where the first type is the most expensive and the fourth the cheapest one of each theatre.

Sponsor Categories Those categories of sponsors which are defined by different types of criteria (financial funding or any other kind of contribution)


Sponsor Acquisition Management

The different sources and means used as a plan to obtain sponsors, such as management contacts and media monitorship.

Sponsor Continuation Plan An action plan developed in order to guarantee the continuity of the sponsors.

Sponsor Satisfaction Consideration and value given by the Sponsors to the benefits obtained in exchange of the sponsorship.

Sponsorship Category

The survey shows that the OFSR have an average of five sponsorship categories. After analyzing the data, the gained income for each category have been calculated and sorted by economic contribution. This way the Sponsorship Category 1 provides a higher average economic contribution and the Sponsorship Category 5 shows a lower average economic contribution that a company made yearly to collaborate with the OFSR. - Average first most expensive category is 212,000€ - Average second category is 75,000€ - Average third category is 39,000€ - Average fourth category is 22,000€ - Average fifth category is 12,000€

Sponsorship Income Income received from sponsorship

Sponsorship Benefits All the benefits and advantages offered to each sponsor.

Sponsorship Management The action of negotiating and managing the sponsorship

Sponsored Activities All the activities which are financed or could be financed by a sponsor.

Sponsoring Company It refers to the sponsors of each theatre where the first company is the one that has paid the most and the fourth the one that has paid the least.

Friends Association A group of people formed as an association linked to the aims and activities of an Institution.

Brand Plan A plan of strategies to position the brand of the Opera companies.


Brand Attributes All the emotional characteristics bond to the brand.

Shows Each large display, exhibition or production.

Performances Every single public session that is played in the Theatres.

Grant Income coming mainly from national institutions.

Room It refers to the venues of each theatre, where the first room has the biggest theatre capacity and the fourth has the smallest one.


Executive Summary by Félix Losada


Executive Summary by Félix Losada

In this new stressed economic environment many opera institutions around the world find it crucial to keep and increase their income sources in order to maintain their high quality deliverables. Almost all survey respondents say that this is a priority for their institution. In this adverse environment, funding from sponsors that allows to compensate the loss of income from grants, ticket sales and other income sources is becoming particulary relevant. The difficulties of acquiring and maintaining sponsors are significant and are increasing this year. By analyzing best practice examples from the most prestigious opera Institutions around Europe, the European Opera Fundraising Survey Report explores how different Institutions look at their fundraising activities, the composition of their income mix in terms of grants, sponsorships, ticket sales and other income sources and how they organize and invest in their fundraising departments.

The European Opera Fundraising Survey Report:

Focuses on the increasing need of improving fundraising activity as a top priority for opera institutions to maintain their high quality level of deliverable standards.

Gives best practice examples from some of the world's leading opera institutions doing sponsorship acquisition and retention.

Addresses how opera institutions manage their fundraising activities, their income mix in terms of sponsorships, grants and other income sources.

Suggests what opera institutions could look at more closely to improve and professionalize their fundraising departments.

The survey results suggest that the three main variables that influence the amount of income of an opera institution and specifically the sponsors and therefore the Sponsorship Function are the Institution structure and its investment level in its Sponsorship department, the effort that the opera institution puts to preserve quality, how the opera institution prices its deliverables and other variables like the taxation benefits in a specific country or the amount and quality of benefits the institution provides to its Sponsors.

When we take a closer look at the variables influencing Sponsorship we can identify groups of variables that seem to be influencing more the sponsors of these institutions at the time of taking their sponsorship decisions about their preferred opera institutions.

A first group of variables have to do with the structure of the institutions and how institutions organize their Human Resources of the Sponsorship Departments. Apparently private or mixed legal form management obtains higher income from sponsorship and the public property institutions do not obtain higher income from grants than private or mixed institrutions.

Theatres with a specific purpose structure, and with specialized employees in the sponsorship department, attract more funding. Nevertheless, the size of the department responsible for fundraising and the management of sponsors is not a decisive factor for success.

Departments in which managers report directly to the top officers and departments in which management involvement in sponsorship acquisition and retention is high also seems to obtain better sponsorships results. This way, a high level of involvement by the General Manager is important to attract and retain sponsors. However direct investment in an independent Sponsorship department seems not to make a big difference according to the survey answers.

Following our survey results, a second important group of variables is composed of those variables related with Quality of the opera deliverables and the Pursuit of Excellence in general. Institutions that offer seasonal activity, that have in their top priorities to reach


artistic excellence, that put special care about achieving international excellence, that care about promoting musical education, seem to be obtaining better sponsorships results. The benefits are improved if these institutions add their care for developing new young musicians’ talent and add this care to preserve their historical heritage.

At institutions with income exceeding 50 million € per year opera accounts almost 70% of the programming. Theatres with lower income programme a greater variety of shows. The ability to participate in co-productions with other prestigious institutions reinforces the institution value proposition to its sponsors.

Institutions founded in the early twentieth century or before, institutions with bigger capacities and institutions with high numbers of spectators (>250,000 spectators per season) are also more favored when getting their sponsorships, as well as a higher level of occupancy has a positive impact in achieving greater levels of total income and funds from sponsors. Although variables like spectators´ dress code do not seem to influence the sponsor´s choice, the environment for the relationships does.

The sponsors networking benefits when sponsoring a particular institution are a variable that in our opinion and interpreting the qualitative data obtained from the survey, could represent a very important driver in the sponsoring decision process. Brand association with a prestigious opera institution is important as well.

Price of the deliverables, a variable that could be related to the quality group of variables, seems to have some influence in determining the Sponsorship Function. Apparently institutions that price higher their season tickets, their premiers and operas and those with more expensive seats offerings seem to be performing above average in getting sponsorships. OFSR with greater sponsorship fees are the ones with a higher sponsorship income.

The financing model of the OFSR is characterized by heavy reliance on grants. A higher level of grants does not guarantee increased levels of sponsorship. The level of grants is associated with that of total income, being particularly notable in ticket income.

The average annual sponsorship income for 2008/2009 season is 2,500,000€. Moreover, the total sponsorship income represents no more than 15% of their global income

Most of the companies that gave up sponsoring to the OFSR in the last season belong to the higher sponsorship category. The majority of theatres are highly dependent on their main sponsors; therefore those Institutions lucky to have highly diverse sponsors will be less affected from loosing their single main sponsor. Theatres with a greater number of sponsors are less dependent on their main sponsor.

A counterintuitive result of the survey points out that favorable taxation for Sponsors in some European countries seems not to be resulting in a significant perceived increase in sponsorships for the affected institutions. However this variable has to be reviewed on a case by case basis.

The rest of the variables that can be found across the survey results exposed in the present report seem not to make the difference in sponsorship terms, although as with the rest of the variables analyzed hereby, conclusions and the influence of the variables could vary from one institution to another.

Positive factors for gaining funds from sponsors are; organisational structure geared towards fundraising; optimising management of theatre occupancy; programming is mostly opera and alignment with sponsors´ expectations.


The European Opera Fundraising Survey Summary

1. Opera Fundraising Survey Respondents (OFSR) 1.1. Respondents and non-respondents distribution 2. How are the OFSR organized 2.1 Institution

Legal form of the property and management

Model of the activity

Inauguration year of the institutions

Competitors

Year of the current management model

Years of service of the General Manager and the Artistic Director

Capacity of the main theater

Total number of spectators

Nationality of the spectators

Dress code of their public 2.2 Objectives of the Institution

Objectives hierarchy 2.3. Offer

Type of shows and number of performances

Auditorium rental

Season tickets

Ticket price scheme by type of show

Spaces for events

Shops and museums 2.4. Economics

Income

Expenses

2009-2010. Income and costs

2010-2011. Forecast for season income


3. Opera Fundraising 3.1 Sponsorship management

Naming

Human Resources of the Sponsorship Department

Position

Functions

Sponsors acquisition management

Welcome to new sponsors

Sponsors continuation plan

Sponsors and institutional communications 3.2 Sponsorship cost and income

Income from sponsorship

Costs

Economical cost of the relationship with sponsors

Sponsorship income, economic crisis 3.3. Sponsored activities

Activities and items sponsored 3.4. Sponsorship categories

Sponsors by business sectors

Local and international sponsors

Relevance of sponsors in the country’s economic life 3.5 The benefits

Sponsorship benefits

General and exclusive benefits

Branding

Sponsors’ benefits through opera institutional relations

Sponsorship and tickets

Taxation

Donations given by legal entities

Donations given by individual persons 3.6. OFSR’s vision about the sponsors’ motivation 3.7. Sponsors’ satisfaction 3.8. Friends associations Conclusion Attachments

Who and how are the sponsors of the opera companies and opera festivals Who are not opera companies and opera festivals sponsors, but should be Sponsors’ benefits inventory


1. Opera Fundraising Survey Respondents (OFSR)


1.1. Respondents and non-respondents distribution The study below has been participated by institutions operating virtually all across Europe: Austria, Belgium, Denmark, UK, Finland, France, Germany, Ireland, Italy, Netherlands, Poland, Portugal, Spain and Sweden. The opera companies and opera festivals respondents to the survey are:

Austria: Volksoper Wien, Wien

Belgium: De Vlaamse Opera, Antwerp/Ghent

Belgium: La Monnaie, Brussels

Denmark: Royal Danish Opera, Copenhagen

Finland: Finnish National Opera, Helsinki

France: Festival d’Art Lyrique, Aix-en-Provence

France: Opéra national de Paris, Paris

France: Opéra national du Rhin, Strasbourg

France: Opéra national de Lyon, Lyon

Germany: Komische Oper, Berlin

Ireland: Wexford Opera Festival, Wexford

Italy: AsLiCo, Como

Italy: Teatro Regio, Torino

Netherlands: Opera Zuid, Maastricht

Netherlands: De Nederlandse Opera, Amsterdam

Poland: Teatr Wielki, Warsaw

Portugal: Teatro Nacional São Carlos, Lisboa

Spain: Gran Teatre del Liceu, Barcelona

Spain: Teatro Real, Madrid

Sweden: GöteborgsOperan, Göteborg

UK: Scottish Opera, Glasgow

UK: English National Opera, London


Opera Fundraising Survey Responders

(by city)

Respondent operas

Non-respondent operas


The opera companies and opera festival that declined to respond to the survey are:

Austria: Bregenz Festival, Bregenz

Austria: Salzburg Festival, Salzburg

Austria: Wiener Staatsoper, Vienna

Bulgaria: Sofia National Opera, Sofia

Czech Republic: National Theatre Brno, Brno

Czech Republic: National Moravian-Silesian Theatre, Ostrava

Finland: Savonlinna Festival, Savonlinna

France: Grand Théâtre de Provence, Aix-en-Provence

France: Opéra national de Lorraine, Nancy

France: Opéra national de Bordeaux, Bordeux

France: Théâtre du Châtelet, Paris

Germany: Bayerische Staatsoper, Munich

Germany: Bayreuth Wagner Festival, Bayreuth

Germany: Oper Frankfurt, Frankfurt

Germany: Semperoper, Dresden

Germany: Staatsoper unter den Linden, Berlin

Germany: Staatstheater am Gärtnerplatz, Munich

Germany: Theater Bremen, Bremen

Hungary: Hungarian State Opera, Budapest

Ireland: Opera Ireland, Dublin

Italy: Arena di Verona, Verona

Italy: Gran Teatro La Fenice, Venecia

Italy: Teatro alla Scala, Milano

Italy: Teatro dell’Opera di Roma, Roma

Italy: Teatro del Maggio Musicale Fiorentino, Firenze

Italy: Teatro Massimo, Palermo

Norway: Den Norske Opera, Oslo

Russia: Bolshoi Theatre, Moscow

Russia: Mariinsky Theatre, Saint Petersburg

Serbia: Madlenianum Opera & Theatre, Belgrade

Slovenia: SNG Opera and Ballet Ljubljana, Ljubljana

Spain: Palau de les Arts, Valencia

Spain: Teatro de la Maestranza, Sevilla

Sweden: Dalhalla Opera Festival, Rättvik

Switzerland: Grand Théâtre de Genève, Geneva

Switzerland: Zurich Opera House, Zürich

UK: Glyndebourne Festival, Glyndebourne

UK: Opera North, Leeds

UK: Royal Opera House, London

UK: Welsh National Opera, Cardiff


2. How are the OFSR organized


2.1. Institution Legal form of the property and management Ownership of opera companies is widely public (80%) while that of opera festivals is mainly private. The management of opera companies is predominantly public (42%), with only 37% private and 21% mixed.

80%

15%

5%

Legal form of the property

Public Private Mixed

42%

37%

21%

Legal form of the management

Public Private Mixed

Model of the activity Most of opera companies have a seasonal model, 50%, compared to 23% of repertoire and 27%, which is mixed.

50%

23%

27%

Activity model

Seasonal Repertoire Mixed


Inauguration year of the institutions 41% of opera companies and opera festivals were opened prior to the twentieth century, 23% inauguration year is prior to the 1950s, another 23% between the 1950s and the 1990s. Only 13% is later than the 1990s.

1661

1687

1700

1740

1748

1793

18331847

1898

1911

1931

1947

1948

1949

1951

1962

1964

1972

1989

1990

1994

1997

1650

1700

1750

1800

1850

1900

1950

2000

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

Inauguration Year

18%

14%

27%

41%

Antiquity of the theatre

Less than 25 years From 25 to 50 years

From 50 to 100 years More than 100 years


Competitors Almost 80% of opera companies and opera festivals consider that there is competition for obtaining income from sponsors in its metropolitan area. They identify as competitors: the music halls (30%), followed by other operas (22%), cultural institutions (19%), museums (18%) and finally, sporting activities (11%).

79%

21%

Yes No

Are there any other institutions in your geographical area that are considered to be competition when attracting and maintaining sponsors?

30%

22%19%

18%

11%

Competitors when attracting and maintaining sponsors

Music halls Other opera companies

Cultural institutions Museums

Sporting activities

Year of the current management model 41% of opera companies and opera festivals keep the same management model as they had at their inauguration year. All the festivals renewed it in the last fifteen years.

64% of opera companies and opera festivals have renewed their model of management in the last 20 years and only 13% declares that they have not renewed it in the last 60 years.

41%

23% 23%13%

0%

13%23%

64%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Before 1900 From 1900 to 1950 From 1950 to 1990 After 1990

Inauguration and Reopening year

Inaguration Year Reopening Year


Years of service of the General Manager and the Artistic Director 60% of opera companies and opera festivals maintain over five years their Artistic Director while 41% have maintened their General Manager over five years. The trend, 40% of opera companies and opera festivals, is to match the length of service of the General Manager with the Artistic Director. 33% maintains the General Manager longer than the Artistic Director, and 27% maintains him less time.

41%

24%

29%

6%

Years of service in the position of the General Manager

More than 4 years From 3 to 4 years

From 1 to 2 years Less than 1 year

60%

27%

13%

Years of service in the position of the Artistic Director

More than 4 years From 3 to 4 years

From 1 to 2 years Less than 1 year

Nationality of the spectators

88% of the audience of opera companies and opera festivals is national (58% local and 30% national), and 12% international.

58%

30%

8%

3%12%

Nationality of the public attending the performances

Local National

International Flight distance of 1.5 hours

Flight distance of 3 hours


Capacity of the main theater Opera companies and opera festivals have an average capacity of 1,463 seats with a 77% occupancy rate. There is a relationship between the size of the main hall and the occupation of the theatre. OFSR with occupancy over 80% and large size enable to attract a higher volume of income from sponsors.

0

500

1.000

1.500

2.000

2.500

0 500 1.000 1.500 2.000 2.500Capacity of the main hall

Avera

ge n

um

ber

of

specta

tors

per

show

100%

90%

80%

70%

Large theatres with high occupancyLarge theatres with average occupancy

Medium-sized theatres with high occupancy

Medium-sized theatres with average occupancy

Capacity and average occupancy of theatres

(08/09 season)

Total number of spectators During the 2008/2009 season, OFSR have surpassed the three million and a half spectators, there being an average of 186,000 spectators per theatre. More than a thousand people attend each representation which means that each production is seen by approximately 6,700 people on average. It is natural to point out that opera companies and opera festivals with more spectators are the ones which get more revenue at the box office, exceeding 10€ million each in 2009/2010 season.

100%

99%

99%

92%

87%

85%

84%

82%

81%

79%

77%

69%

68%

66%

61%57%

38%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Data from 17 opera respondents

Ranking of the theatre occupancy percentage


800

Theaters with large capacity and high occupancy

Theaters with large capacity and medium occupancy

Theaters with medium capacity and high occupancy

Theaters with medium capacity and medium occupancy

Spectators and average theatre occupancy

(season 2008/2009)

Total number of spectator (thousand)

Ave

rage

occ

up

ancy

(%)

0

10

20

30

40

50

60

70

80

90

100

0 50 100 150 200 250 300 350 400

Average income

from sponsors(thousands of euros)

% of total income

attributable to sponsors

6,575 12.1%

1,247 6.7%

785 6.8%

546 1.3%

Dress code of their public OFSR show that their audiences to performances use less formal clothing in general. However, more elegant attire is emphasized in the premieres and the operas. For symphony concerts and recitals appropriate dress is used, and it is casual for family operas and ballet.

42%

12%

7%

4%

29%

36%

40%

4%

15%

15%

17%

21%

44%

47%

50%

55%

45%

40%

57%

56%

8%

8%

7%

42%

30%

40%

60%

43%

28%

0% 20% 40% 60% 80% 100%

Premieres

Opera

Concert opera

Family opera

Symphony concerts and recitals

Ballet

Theatre

Musicals

Concerts and recitals

Indicate the type of clothing of the usual audience at the following types of performances

Elegant Formal Appropriate Casual


2.2. Objectives of the Institution Objectives hierarchy The objectives pursued by opera companies and opera festivals, ordered as per their ratings, are shown in the figure below:

0

1

2

3

4

5

6

7

8

9

10

Artistic excellence

Insert opera into normal cultural consumption

Make opera not only the heritage of the privileged and experts

International prestige

Disseminate culture to young people

Creation of new trends, innovation and avant-garde

Promote musical education

Offer productions for a demanding and qualified international audience

Be the country’s main cultural centre

Disseminate culture to underprivileged citizens

Provide the public with the greatest number of performances and events

possible

Foster musical education in children and

families

Foster young artists

Promote the development of local artists

Safeguard the country’s historical traditions

Objectives of the Institution

Analyzing each theatre’s objectives, we can identify three groups:

1. A first group of companies that value as very important international prestige and offering a program for a demanding international and qualified audience.

2. A second group, with more educational objectives, rates with high importance the promotion of music education and also rates high the proportion of music education in children and families.

3. The third group, characterized by its informative tone with opera companies and opera festivals, values as important to spread the musical culture among young people, and gives great importance to spread culture to disadvantaged citizens.

It is convenient to mention that, unlike in the business world (and others), the public satisfaction is not an objective that the institutions declare to pursue.


2.3. Offer Type of shows and number of performances Each opera company and opera festival had, of average, five different types of show, 53 productions and 237 representations during the last season. The theater with a larger repertoire exceeded 1,000 representations reaching up to 10 representations per production. Opera is the production with the greatest number of performances, of course. Together the respondents reached during the 2008/2009 season 1,700 performances, presenting an average of 8 performances per production. The opera companies and opera festivals with more than 8 performances per production were the ones that obtained the greatest income from tickets sales. Two thirds of the opera companies and opera festivals have in their repertoire recital productions, concerts and ballet. The highest number of productions in 2008/2009 season is concerts and recitals, reaching 245 productions in total, being an average of only one performance per production. Moreover, ballet has an average of six performances per production. Musicals, concert opera, family operas and theatre are the less offered productions. Besides, musicals and family operas are the ones with the highest range of performances, with 44 and 25 performances. On the other hand, for the rest, it seems not to be important for their income the number of performances per production.

49%

17%

10%

9%

3%

12%

Type of productions/shows

Premieres and Operas BalletTheatre ConcertsMusicals Others

312

1.757

28 275 144

810 454 133

287

779

-

200

400

600

800

1.000

1.200

1.400

1.600

1.800

Premieres Opera Concert opera

Family opera

Symphony concerts

and recitals

Ballet Theatre Musicals Concerts and

recitals

Others

Total number of performances


64% 47,5%53,9%

7,2%16,7%

16,8%24,9%

10,8%

22,1%39,0% 25,2%

7,3%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Theatre with income above 50 million €

Theatre with income from 25 million € to 50 million €

Theatre with income below 25 million €

Diversity of shows (season 08/09)

Opera Concerts and recitals Ballet Others

At institutions with income exceeding 50 million € per year opera accounts almost 70% of the programming. Theatres with lower income programme a greater variety of shows. OFSR have an average of 14 own productions and 110 performances. In 2009/2010 season it is shown that the 36% of opera companies and festivals have co-productions with other institutions. Opera companies and festivals that leased spaces in other institutions, increased to 41%, with an average of three co-productions and three leases. Auditorium rental

62% of the opera companies and opera festivals lease their facilities with an average of 42 performances leased. These 42 leases represent around 18% of all performances during the year.

38%

62%

Lease to external production companies

No Yes


Season tickets There is an average of four season ticket types. 5,000 season tickets are sold in average at each theatre, obtaining an income per theater of more than 3,000,000 €. Season tickets have been ranged as follows: type 1 the most expensive, type 2 and 3 medium cost and type 4 the cheapest ones.

Type of season tickets Average Cost Average No. Of season-

Ticket holders Average money

raised

Season ticket type 1 696.95 € 1,676 1,168,088.20 €

Season ticket type 2 469.35 € 2,124 1,420,170.56 €

Season ticket type 3 320.87 € 1,217 478,597.22 €

Season ticket type 4 256.62 € 662 201,987.84 €

The most expensive season tickets range from 93 € to 2,647 € with an average of 697 € and 1,676 tickets sold. The most sold season tickets are the ones ranged as type 2, being the average cost 470€ and 2,124 the average number of seats. Although expensive season tickets are sold in less quantity, opera companies and festivals obtain greater income with them. They represent 35% of all the season tickets sold and 49% of the total income.

1.676

2.124

1.217

662

696,95 €

469,35 €

320,87 €256,62 €

0 €

100 €

200 €

300 €

400 €

500 €

600 €

700 €

800 €

0

500

1.000

1.500

2.000

2.500

Season ticket type 1 Season ticket type 2 Season ticket type 3 Season ticket type 4

Average number and cost of Season tickets

Average No. Of season-Ticket holders Average Cost


Ticket price scheme by type of show Taking into account the category of the production and the tickets average price, the distribution is as follows:

139 €

103 €

83 €

70 €64 €

41 € 43 €

31 € 32 €27 €

67 €

56 €50 €

36 € 37 €

24 € 24 €

19 € 28 €19 €

19 €15 €

10 € 10 € 15 €10 € 10 € 8 €

15 €9 €- €

20 €

40 €

60 €

80 €

100 €

120 €

140 €

160 €

Premieres Opera Musicals Ballet Concert opera


Symphony concerts

and recitals

Others Theatre Family opera

Average ticket price according to the type of show

Highest price Middle price Lowest price

The most expensive tickets are the premiere and the opera ones that reach 350€ in some companies and festival operas. The premieres and operas have a wide price range while theatre, concerts and recitals have a narrow range. The cheapest prices of all performances are really affordable around 12€, family opera being the category with the cheapest price. Opera is the production type with more tickets sold with more than 72,000 tickets in each theater. Although musicals are being performed in few opera companies and opera festivals, the amount of tickets sold in average reached 55,000. On the other hand, ballet sold about 36,000 tickets. 64% of the opera companies and festivals sold the greatest number of tickets with opera performances, 18% with the ballet, 9% with theatre and also 9% with musicals.

72.163

54.164

35.823

8.086 8.000 6.833 7.226 6.343 2.834

-

10.000

20.000

30.000

40.000

50.000

60.000

70.000

80.000

-

5.000

10.000

15.000

20.000

25.000

30.000

35.000

40.000

45.000

Opera Musicals Ballet Family opera Theatre Symphony concerts and

recitals


Premieres Concert opera

Average number of tickets sold according to the type of show and price in the 2008/2009 season

Average of tickets Highest price Average of tickets Middle price

Average of tickets Lowest price Average of total tickets


Spaces for events 81% of opera companies and opera festivals have available spaces for events with an average of four rooms per theatre, reaching in some cases to more than 8 available rooms. The average capacity of the biggest room is 418 people and is located in the same building.

418

207166

111

0

100

200

300

400

500

Room 1 Room 2 Room 3 Room 4

Indicate if there are spaces for events inside and outside of the Institution as well as their capacity

Average capacity (pax)

Metres Daily cost % of use Average capacity

Main theatre 5,232 28,349.14 € 83.66% 1,463

Room 1 2,681 5,764.67 € 29.24% 418

Room 2 283 5,687.17 € 38.48% 207

Room 3 369 5,493.40 € 26.33% 166

Room 4 158 5,201.25 € 12.66% 111

The adjoining spaces to the principal are adapted to different types of events and show flexible options for multiple types of events with 200 to 500 people cocktail capacity, 75 to 190 people school capacity and 70 to 220 people banquet capacity.

84%

29%38%

26%13%

60

258

225

269

319

-

50

100

150

200

250

300

350

0%

20%

40%

60%

80%

100%

Main theatre

Room 1 Room 2 Room 3 Room 4

Use of the spaces

% of use Days with no use of the spaces


265 418

238 203 183

1.463

323 190 140 74

190

116 130

50 175 219 149

123 62

0

200

400

600

800

1.000

1.200

1.400

1.600

Main theatre Room 1 Room 2 Room 3 Room 4

Capacity of the spaces

Cocktail capacity Theatre capacity School capacity Banquet capacity

The spaces are mainly used for the institution’s own activities. Only 9% is used by sponsors and 8% by non-sponsoring companies.

3%

8%

9%

84%

0% 20% 40% 60% 80% 100%

Non-sponsoring Institutions

Non-sponsoring companies

Sponsors

Institution’s own activities

Indicate the occupation percentage of the spaces

It is interesting to highlight that the income they receive on account from the space rental represents only 1% of the total income of the Institution.


Shops and museums 24% of the opera companies and opera festivals own a shop and 20% of the institutions own a museum.

76%

24%

Does the OFSR have a shop?

No Yes

80%

15%

5%

Does the OFSR have a museum?

No Yes, General Museum

Yes, Wardrobe Museum Yes, Instrument Museum

The average size of the opera companies and opera festivals shop has a surface of 220 square metres. 57% are directly run by the Institution and 43% by concession.

40%

40%

20%

Average square metres of the shop

Less than 20 m2 From 20 to 40 m2

More than 40m2

43%57%

Is the Institution’s shop managed under a concession or by its own management?

Concession Own Management


2.4. Economics Income European theatres obtain their income through 5 different sources: grants, sponsorships, ticket sales, other income and extraordinary income.

100%

61%

23%6%

3%

7% 100%

63%

20%6%

3%

8%

Grants Tickets sales Sponsorship Other income Extraordinary income

Total income

100%

67%

20%5%

4%4%

Contribution of the different sources of income

Season 2006/2007 Season 2007/2008 Season 2008/2009

According to the survey, total income has slightly decreased (less than 1%) between 07/08 and 08/09 seasons. Most of the theatres' income comes from grants, which have increased by 4% in the last 3 seasons. Grants represent a higher proportion of total income in 08/09 season. Due to this, grants are the only source of income whose amount has grown in relation to last year’s same period. Only 20% of revenue comes from ticket sales. More detailed analysis:

1. Grants (67% of income in 2008/2009): Grants income comes mainly from national institutions (76% minimum for every theatre). However, for three theatres, local institutions represent the great majority of grants income (~71%). One of the theatres obtains the same amount of revenue by grants both from local and national institutions.

2. Sponsorships income breakdown for European Theatres (5% of income in

2008/2009):

2.1. Foundations income coming from foundations represents percentages varying between 4% and 100% of total sponsorships income.

2.2. Corporations and enterprises: almost every theatre receives contributions from companies

2.3. Donors: just two theatre receives income from major donors. 6 of them have regular donors: in no case their contribution exceeds 20% of total income of this category, except for one theatre, in which this percentage stands at 54%.


2.4. Events: Most theatres do not receive income from events exceeding 6% of sponsorship revenues. In one case, this percentage stands at 56%.

2.5. Inheritance: no theatre has received inheritance income in 2008/2009 season.

3. Tickets (20% of revenues in 2008/2009): Theatres that offer season tickets obtain

from this source between 45% and 75% of their income.

4. Income coming from others concepts (4% of revenues in 2008/2009):

4.1. Lease of spaces: theatres can be divided into two groups, those in which the leasing of space represents between 0% - 40% of income coming from other concepts and those in which this percentage increases to 49%-70%.

4.2. Advertising in performance programmes: only for one theatre this source represents more than 15% of income coming from other concepts (33%).

4.3. Sales in performance programmes: only for two theatre this source represents more than 20% of income coming from other concepts (48% and 90% respectively).

4.4. Tour visits: only for one theatre this source represents more than 10% of income coming from other concepts (37%).

4.5. Restaurants: this source represents more than 92% of income coming from other concepts for one theatre. As for the rest, the percentage totals less than 20%.

4.6. Shops: this source represents less than 10% of income coming from other concepts for every theatre.

4.7. Catering: this source represents more than 40% of income coming from other concepts for every theatre but two (4% and 13% respectively).

4.8. Concessions: only four theatres obtain income from this category (from 15% to 35%).

4.9. CD and DVD sales: this source represents less than 10% of income coming from other concepts for every theatre.

Regarding specifically box office revenues the evolution in the last four seasons is as follows:

465.191 €

577.811 €629.199 €

359.617 €275.924 €

314.027 € 338.051 €256.804 €

2006/2007 2007/2008 2008/2009 2009/2010

Average box office revenues and average cost per show evolution

Average cost per show Average income per show


9.757.076 €10.992.003 €

9.834.130 € 9.485.313 €

7.991.649 € 8.155.418 € 8.031.457 €7.407.676 €

2006/2007 2007/2008 2008/2009 2009/2010

Average box office revenues and average cost total performances evolution

Total cost of opera performances Total box office income

The average box office income per show season 2008/2009 covered 82% of the average cost of the performance.

14.431

6.740

1.864

2.125

2.073

1.159

3.561

710

239

More than 30 million From 10 million to 30 million Less than 10 millionTheaters with income per grants (thousands of euros)

Dependency of income on grants

Tickets Sponsorship Others

Expenses Expenses can be grouped into seven categories: employees and services, amortization and depreciation charge, overhead, productions/shows, orchestra and choir, advertising and marketing and others.

100%

49%4%

12%

22%

8% 2%3%

100%

51% 4%

12%

20%7% 3%

3%

Employees and services

Amortization and depreciation

charge

Overheads Productions/shows Orchestra and choir

Advertising and marketing

Others Total expenses

100%

53%4%

12%

23%4%

2% 2%Distribution of the different sources of expenses

Season 2006/2007 Season 2007/2008 Season 2008/2009

According to the survey, total expenses have increased almost 3% between seasons 07/08 and 08/09.


Over the last three seasons, expenditures breakdown by category has remained fairly stable, excluding marketing costs, which have fallen through season 08/09 compared to the previous season. In depth look:

1. Employees and services expenses represent at least 40% of incurred costs by most theatres, reaching 79% for one theatre. However, there are 5 theatres in which salaries account for between 20% and 30% of total expenditures.

2. Overheads account for between 10% and 25% of total expenses allocated by

European theatres.

3. Productions / shows costs: Cost of productions means between 20% and 30% of total expenses allocated by European theatres. Just for two theatres, production costs account for higher percentages (48% and 63%).

4. Orchestra and Choir: For two theatres, the percentage of expenses for orchestra

and choir exceeds 40% (40% and 50%). In all other cases, this percentage means less than 20%.

5. Amortizations: The percentage of depreciation expense is less than 10% except for

a theatre, representing 29%.

6. Marketing: In no case, marketing costs are over 10% of total incurred expenses by European theatres

7. Others: The percentage of other expenses doesn’t exceed 10% of total costs. This

category includes concepts such as rentals, maintenance of facilities and other variable costs.

2009/2010. Costs and income

European theatres forecast a 4.3% decline in revenues for 2009/2010 season due to lower expected grants. However, they do expect an increase in sponsorship and ticket sales.

Their expectations are that spending will increase 1.2% through the current season.

Income and costs distribution are expected to remain similar to 2008/2009 season, except for employees and services, where theatres expect a slight decrease.

100%

65%

20%6%

4%5%

Grants Tickets sales Sponsorship Other income Extraordinary income

Total income

Contribution of the different sources of incomeseason 2009/2010


100%

49%4%

11%

24%

6% 2%4%

Employees and

services

Amortization and

depreciation charge

Overheads Productions/shows Orchestra and choir Advertising and

marketing

Others Total expenses

Distribution of the different sources of expensesseason 2009/2010

36.749.663 €39.776.270 € 38.729.656 € 39.094.371 €

40.706.702 €44.245.509 €

37.235.571 €39.925.613 €

-10.000.000 €

- €

10.000.000 €

20.000.000 €

30.000.000 €

40.000.000 €

50.000.000 €

2006/2007 2007/2008 2008/2009 2009/2010

Costs and income from OFSR

Income Costs Difference

2010/2011. Forecast for season income Grants: despite the expected decline for 2009/2010 season, most of the theatres are expecting their grants income to increase or remain constant in 2010/2011 season. Just one expects a decrease for next season. Sponsorship: all theatres expect an increase in sponsorship revenues but one, which expects sponsorship income to remain flat. Ticket sales: 65% of theatres expect an increase or maintenance in revenue from ticket sales, while the remaining 35% expect a decrease. Lease of spaces: 66% of theatres for which there is available information, expect income to increase coming from lease of spaces, while the remaining 33% expect a decrease. For other concepts (advertising in performance programmes, sales in performance programmes, donors, tour visits, restaurants, shops, catering, concessions, CD and DVD sales), most of the theatres expect either a maintenance of current income levels or a slight increase.


3. Opera Fundraising


3.1. Sponsorship management Naming The denomination of the department responsible of fundraising in the opera companies and opera festivals shows the heterogeneity of their objectives and activities. The denominations of the OFSR departments are:

Public Relations

Financial and Commercial Department

Promotion

Manager Communication, Institutional Relations and Sponsorship

Fundraising & Sponsorship

Marketing

Business Development

Communications and Sponsorship

GD + Communication

GD Assistant

Sponsorship and Development

Business & Development

Fundraising, Sales and PR

Communications

Communication & Marketing Commercial Activities

Sponsoring

Sponsoring & Fundraising

Development (3)

As it can be observed, just seven have a direct designation associated to sponsoring.

Sponsorship

DevelopmentBusiness

Sales

GDMarketing

Financial

Commercial

CommunicationFundraising

Public

RelationsPromotion


Human Resources of the Sponsorship Department 90% of the opera companies and opera festivals declare to have a department with resorurces dedicated exclusivily to sponsoring, and the remaining 10% of them have resources which are dedicated to multiple activities, as shown below. 70% of the opera companies and opera festivals have a range of 1 to 2 employees in this activity, and just 20% have 3 or more employees. The average people devoted exclusively to sponsoring in each theater is two people. The antiquity of the department which includes the sponsorship activity is only of 5 years in average. The seniority of the General Manager and the Artistic Director has a direct connection with the antiquity of the team. The more years the General Manager has been in the company, the higher is the antiquity of the sponsorship department.

Number of employees in the

sponsorship department

70%

20%

90%

10%

100%

1 or 2 specialised employees

3 or more specialised employees

With specialised employees

Without specialised employees

Total income from theatre

sponsors

With specialised employees


Position In 68% of the opera companies and the opera festivals the management with the responsibility of sponsorship reports directly to the General Manager, and 32% to Presidency, which shows a high level of commitment from the first executive level.

0% 20% 40% 60% 80% 100%

Third executive level

Second executive level

First executive level

Position of the person that the department responsible for sponsorship reports to:

President General Manager Department Manager Staff

Functions

The functions of the department entrusted with sponsoring are arranged by:

1. Sponsorship management (30%) 2. Sponsorship/Development (27%) 3. Sales (10%) 4. VIP Service Department (8%) 5. External Relations (7%) 6. Communication (7%) 7. Marketing (6%) 8. Institutional Relations (4%) 9. Others (1%)

The opera companies and opera festivals that show a higher level of dedication to sponsorship/development devote a lower percentage to institutional relations and marketing. However, those who are focused in VIP relations also dedicate a lot of time to the Institutional Relations, but less of their time to sales.

30%

7% 6%4%

27%

10%7% 8%

1%0%

5%

10%

15%

20%

25%

30%

35%

Sponsorship management

Communication Marketing Institutional Relations

Sponsorship/ Development

Sales External Relations

VIP service Others

Percentage of dedication of the person in charge of sponsorship management to the following activities


Sponsors acquisition management Regarding the percentage of success of the different ways of getting sponsors, the institutions that participated in the survey indicate that the majority of the sponsors come from the sponsoring management department (52%), followed by the management contacts (23%) and “through express request of the sponsor” (12%). Data shows that the opera companies and the opera festivals with higher revenue by sponsor get their sponsors mainly through their sponsoring department and management, and in a very low ratio through casual requests.

52%

93% 100%

23%

12%6%

7%

Through a sponsor search by

the Sponsor Management Department


management contacts

Through express request of the

sponsor


the Board of Sponsors

Others Total

Ways to find a new sponsor

The majority of the opera companies and opera festivals use more than “just monitoring the media” as information source to get sponsors. For 95% of the opera companies and opera festivals, the main information source is the management contacts and for 68% monitoring the media. More than 40% use three or four sources. There is apparently no relation between more numbers of sources and greater revenue by sponsorship.

16%

42%

53%

68%

95%

0% 25% 50% 75% 100%

Others

Contacts from other sponsors

Databases

Monitoring the media for companies with cultural sponsorships

Contacts from management

What is the main source of information for possible sponsors for the Institution?

The acquisition of sponsors is managed through invitations to the opera, lunches and dinners, with professional facilitators being rarely used.


5%

11%

42%

47%

58%

74%

0% 20% 40% 60% 80% 100%

Through professional facilitators

Others

Telephone call

Institutional letters

Through a member of the Board

of Sponsors

Lunches, dinners, social meetings

How is a new sponsor normally acquired?

The cost of acquiring sponsors per season has been given to us by half of the opera companies and opera festivals that have participated in this survey. The average cost is not higher than 115,000 € in each theater, less than 0.4 % regarding the global costs of the opera companies and opera festivals, and 6% regarding income by sponsor. Regarding sponsors, the contact maintain between the sponsors and the opera companies and opera festivals is not frequent, pointing out basically a quarterly frequency.

9%

32%

51%

8%

Frequency to maintain direct contact with sponsor

Weekly Monthly Quaterly Yearly The most common ways of communicating with sponsors are the following ones: institutional letters or mailing and telephone conversations. These are also used weekly by some of the opera companies and opera festivals. The communications that are likely used every month are greetings to the sponsors during representations, and those quarterly used are meetings with sponsors, invitation to lunches and dinners and specific and exclusive events with each sponsor.


25%

7%

11%

24%

44%

46%

13%

9%

20%

17%

78%

52%

31%

46%

82%

60%

82%

67%

83%

11%

24%

8%

18%

20%

9%

13%

0% 20% 40% 60% 80% 100%

Institutional letters or mailings

Bulletins or printed magazines

Periodic meetings with all sponsors

Specific meetings with each

sponsor

Lunches or dinners with each sponsor

Invitation to exclusive events

Invitation to events outside the sponsorship

Courtesies during performances

Telephone conversations

Frequency to use the following means to maintain direct contact with sponsors

Weekly Monthly Quarterly Yearly

The management is highly dedicated to maintain sponsors and attract new ones, and the time needed for the maintenance of the sponsors relationship is very high.

53%

63%

42%

37%

5%

0% 20% 40% 60% 80% 100%

Degree is management involved in attracting sponsors

Degree is management involved in maintaining the relationship with

sponsors

Involvement degree

High involvement Medium involvement Low involvement


Welcome to new sponsors More than 82% of the opera companies and opera festivals organize welcome activities to sponsors

82%

18%

Are activities organised to welcome the sponsor?

Yes No

Sponsors continuation plan The categories of sponsorship with a higher annual fee have to be renewed every 3 or 4 years. However, it is in intermediate categories where the antiquity of the renewals goes up to 5 years. The lower categories of sponsorship are the ones with the lowest antiquity. No relation exists between the antiquity of the sponsors and the revenue by sponsorship.

36%

21%

18%

23%

19%

55%

50%

53%

41%

31%

7%

18%

18%

50%

9%

21%

11%

18%

0% 25% 50% 75% 100%

Sponsorship category 5





Average renewal period for the different sponsorship categories

Less than 1 year 1-2 years 3-4 years More than 5 years

More than 70% of the opera companies and opera festivals indicate that they have special action plans directed to sponsors before their contracts expire.


Sponsors and institutional communications 78% of the opera companies and opera festivals give to their sponsors the programme in advance. A majority of opera companies also present financial costs. However, only a few of them answered questions regarding the salary of the managers and the artists. The communication to sponsors is basically made of oral presentations, although some of them also report with written data.

83%

94%

44%

33%

22%

17%

6%

56%

67%

78%

0% 20% 40% 60% 80% 100%

Management wages

Artist fees

Operating costs

Finance costs

Future programming

Do you offer the following information regarding management to the sponsors?

No Yes


3.2. Sponsorship cost and income Income from sponsorship The Institutions that have participated in the survey show three different ranges of sponsorship income. The ones with lower income up to 500,000€ in 2008/2009 season are in the first range, the ones from 500,000€ up to 2,000,000€ in the second range and more than 2,000,000€ in the last range. The average annual sponsorship income for 2008/2009 season is 2,500,000€. Moreover, the total sponsorship income represents no more than 15% of their global income. Taking into account the percentage that represents the sponsorship income over the total income, the opera companies and opera festivals can be distributed into three groups, highlighting the group in which sponsorship income represents only 5% of their total income.

7.116

6.4406.034

2.984

2.086

1.5941.277 1.217

702 556 527 389 297 281 220 83 48

Thousand euros

Percentage of sponsorship income on total income

Income per Sponsors season 2008/2009

14%

4%

11% 15%

5% 7% 3% 9% 2% 2%

11%

1% 1% 0% 0%1%

10%

69

15

77

33

2 10

24

13

31

4

7.116.302 €

6.440.000 €6.034.000 €

2.984.459 €

1.593.784 €

1.216.714 €

556.410 €

388.865 €

280.708 €

47.500 €0

10

20

30

40

50

60

70

80

90

0

1.000.000

2.000.000

3.000.000

4.000.000

5.000.000

6.000.000

7.000.000

8.000.000

1 2 3 4 5 6 7 8 9 10

Ranking of OFSR for sponsorship income and number of members 2008/2009

No. Sponsoring companies Ranking of income per sponsorship

The majority of theatres are highly dependent on their main sponsors. Theatres with a

greater number of sponsors are less dependent on their main sponsors. The institutions

have highly diverse sponsors and, therefore, have a notably low level of dependency on

their main sponsors.

0%

50%

100%

0 10 20 30 40 50 60 70 80 90 100 110 120 130

% o

f 3 g

reat

est

spon

sors

’ co

ntri

buti

onon

the

tota

l sp

onso

rshi

pin

com

e

Number of sponsors

Contribution of the main sponsors(season 2009/2010)


Costs Only 57% of the opera companies and opera festivals have reported the average cost of the sponsorship department. For this group, the average cost amounts 310,000€. After analyzing the cost of the sponsorship department with the cost by employee during 2008/2009 season, we come to the conclusion that only 1.6% of the total costs by employee go to the sponsorship department. Economical cost of the relationship with sponsors The average cost of the relations of the department with the sponsors according to the operas that provided this information (45% of the operas) is 113,338€. Sponsorship income, economic crisis 47% of the opera companies and opera festivals lost sponsors (between 3 to 5) in the last year, meaning a loss average of 230,000€ per sponsorship income. It is in the higher categories, with a fee of more than 10,000€, where the crisis has been more obvious, with 72% incoming reductions. It seems that none of the institutions has lost sponsorship income in the lower sponsoring categories (with a fee up to 300€).

100%

91%

58%

46%

28%

9%

42%

54%

72%

0% 20% 40% 60% 80% 100%

From 1 to 299 €

From 300 to 1,000 €

From 1,001 to 5,000 €

From 5,001 to 10,000 €

More than 10,000 €

Has the current economic crisis led to a significant reduction in income from sponsors?

No Yes

Most of the companies that give up sponsoring to the opera companies and opera festivals in the last season belong to the higher sponsorship category.

0%

5%

10%

15%

20%

25%

0 100 200 300 400 500 600

Pe

rce

nta

ge

loss

of

tota

l in

com

efo

rsp

on

sor

(se

aso

n2

00

8/2

00

9)

Loss income for sponsor (thousand euros)

Loss income for sponsor (season 2009/2010)


3.3. Sponsored activities Activities and items sponsored The great majority of opera companies and opera festivals offer 3 main types of activities that could be sponsored by the companies: season, event and project. Sponsoring a season is the activity more offered to sponsor (58%).

58%

15%

11%

16%

Percentage sponsorship for the season/events/projects

Season Events Projects Others

The projects have a high economic cost; therefore they have a most significant presence in the higher sponsorship categories. On the other hand, the events, at a lower cost, have a higher presence in the economical sponsorship categories.

44%

58%

54%

69%

65%

44%

8%

13%

12%

17%

13%

23%

12%

17%

20%

19%

12%

0% 20% 40% 60% 80% 100%






Type of sponsorship

Season Events Projects Others

The seasons are sponsored between 180,092€ and 300,365€ on average, the productions between 92,773€ and 146,501€, the activities between 38,802€ and 87,475€, performances between 29,243€ and 36,386€ and special events between 22,300€ and 29,750€. There are very few theatres that offer sponsoring theatre companies, boxes, institution spaces or a space or restaurant, whereas the shop never is sponsored.


82%

77%

71%

47%41%

18%

18%

6% 6%

180.092 €

92.773 €

38.923 € 29.243 € 19.417 €

125.000 €

13.333 €

25.000 €

300.365 €

146.501 €

87.475 €

36.386 €25.000 €

225.000 €

15.333 €

50.000 €

0 €

50.000 €

100.000 €

150.000 €

200.000 €

250.000 €

300.000 €

350.000 €

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Season One production

One activity One performance

One special event

One artistic company

One box One space in the

restaurant

One space in the

Institution

Indicate below which activities and items can be sponsored and the approximate cost range for the sponsor

Activity Average cost rate from Average cost rate to


3.4. Sponsorship categories Each of the OFSR has divided its sponsors by categories depending on their economic contribution. We find out that institutions have between 2 and 8 sponsorship categories. The most expensive sponsorship category varies a lot from one institution to another. For some the most expensive category reaches 800,000€ by a single sponsor, however others establish their most expensive category at 7,345€. The same thing happens when establishing the minimum category, some start at 172€ while others establish their minimum contribution at 125,000€. Average Sponsor Annual Fee is more than 70,000€ and each theater offers an average of 5 sponsorship categories: Average Annual Fee broke down into sponsorship categories are as follows:

Average first most expensive category is 212,000€

Average second category is 75,000€

Average third category is 39,000€

Average fourth category is 22,000€

Average fifth category is 12,000€ 87% of OFSR theaters have at least 3 sponsorship categories and 43% offers more than 5 categories for an average fee of 6,500€. Despite of some institutions offer categories of less than 10,000€ almost 44% of the theaters only offer categories above this amount. 32% of OFSR have sponsorship packages in kind that go from advertising to beverages supply, gifts, housing, trips and transport. It seems that opera companies and opera festivals build their sponsorship categories structure taking into account its local market. The big economic differences in terms of measure of the institution, health of the economic environment, measure of the market, country or region, could determined the appropriate sponsorship package offer, together with the entry fee for each category. Furthermore, institutions may not be selling expensive comparatively to their sponsors the access to their best categories and the opportunity to establish long term bondages with them. A question we may ask ourselves is if we are pricing our top categories right. According to our findings, same companies are paying different sponsorship prices for similar sponsorships in different countries. In some countries companies seems to be willing to pay a higher price for the same sponsorship category than in others. This could be due to differences in economic environments, different per capita income, different culture or other variables, but the matter merits further analysis. Institutions offering with lower categories “ceilings” may want to rethink how they package their categories structure. Some ideas could be related to designing new products for global sponsors, the look for synergies with other operas –local or international-, the opening new markets, etc,


- €

25.000 €

50.000 €

75.000 €

100.000 €

125.000 €

150.000 €

175.000 €

200.000 €

225.000 €

250.000 €

275.000 €

300.000 €

325.000 €

350.000 €

375.000 €

400.000 €

425.000 €

450.000 €

475.000 €

500.000 €

525.000 €

550.000 €

575.000 €

600.000 €

625.000 €

650.000 €

675.000 €

700.000 €

725.000 €

750.000 €

775.000 €

800.000 €

825.000 €

850.000 €

875.000 €

900.000 €

925.000 €

950.000 €

975.000 €

1.000.000 €

1.025.000 €

1.050.000 €

1.075.000 €

1.100.000 €

1.125.000 €

1.150.000 €

1.175.000 €

1.200.000 €

1.225.000 €

1.250.000 €

1.275.000 €

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17

Each of the OFSR sponsorship categories

Sponsorship category type 1








OFSR


Sponsors by business sectors 61% of the sponsorships belong to 3 business sectors: banks, services to companies and insurance. The opera companies and opera festivals that are most sponsored by banks and have also a big percentage of Insurance Companies as sponsors. There are also a big amount of companies related to utility and to media.

26%

18%

14%

12%

9%

5% 5% 5%4%

2%

0%

5%

10%

15%

20%

25%

30%

Banks Services to companies

Insurance Media Utility companies

Construction and contracts

Manufacturers State institutions

Retailers Transport

Most important business sectors among the sponsors


Local and international sponsors In the globalized economy, in which we are immersed, it is frequent that decisions that could affect the presence and relationship of a brand in a specific market place are being taken at the headquarters and not at the local offices. The opera companies and opera festivals express that the 90% of the sponsoring decision of the companies (the average of sponsoring companies is 25 sponsors per institution) is taken locally, and only the 10% think that it depend on an international level. However, when they have been asked to consider only the ten main sponsoring companies, they affirm that the sponsoring decision is taken internationally in the 29% of the main sponsor company.

90%

10%

Is the sponsorship decision taken locally or internationally?

Locally Internationally

100%

100%

82%

91%

82%

100%

83%

85%

92%

64%

18%

9%

18%

17%

15%

8%

29% 7%

0% 20% 40% 60% 80% 100%

Company Sponsoring 10










Is the sponsoring decision taken locally or internationally?

Locally Internationally Both


Relevance of sponsors in the country’s economic life The opera companies and opera festivals have among their sponsors, in 86% of the cases, only 10 of the 50 most important companies of their own country.

86%

7%7%

Which of the fifty most important companies in your country are sponsors?

From 0 to 10 From 11 to 20 More than 20

This is a very relevant issue. Knowing which companies are sponsors of the respondent opera companies and opera festival, we complete this information with the companies who sponsor the rest of the opera companies and opera festivals in Europe and with who of both groups is included in the FT 500 Europe. 437 companies are sponsors of opera companies and opera festivals. More than 77% are sponsors of the theaters that have participated in this study. Of all the companies included in the FT 500 Europe ranking, only 81 sponsor operas (16%).

0,2%

5%3%

0,2%0,2% 1%

2%

20%

6%

2%

5%

0,5% 0,2%

3%

1% 0,5% 1% 0,2%

23%

2%

4%

10%

6%5%

1% 1%2,5%

26%

9%

4%

6%

2%1% 2%

16%

5%

9%

14%

1%

0,0%

5,0%

10,0%

15,0%

20,0%

25,0%

30,0%

35,0%

40,0%

Distribution sponsoring companies (by country) FT 500 Europa 2010 sponsoring companies

Sponsoring companies


56%62%

80%88% 92% 92%

44%38%

20%12% 8% 8%

1-50 51-100 101-150 151-200 201-250 251-500

Ranking FT500 2010

Sponsorship in FT500 2010

Non-sponsor

Sponsor

84%

16%

2%

15%

2%

4%

7%

4%6%

8%7%

4%

2%

9%

11%

2%3%

2% 2%

4%2%

6%6%

36%

5%

12%

4%5%

1%2%

4%

6%

2%

9%

7%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Distribution sponsoring companies (by sector)FT 500 Europa 2010

sponsoring companies

Sponsoring companies

Attached at the end of this report is the list of opera sponsors in Europe and the list of the FT 500 companies that are not sponsors, but should be.


3.5. The benefits Sponsorship benefits Sponsorship needs to be rewarded and must be a win-win project built jointly by the opera companies and opera festivals and the sponsors. Later in this report, the benefits given by OFSR are expressed. We will approach them starting with “The Great Discriminator”: the money. The Sponsor’s access to each of the benefits depends on the category of the sponsorship in which the sponsor is located. More advantages are offered to those sponsors who pay a higher rate. They are followed by sponsors who pay intermediate rates and finally by the sponsors who pay less than 1,000€. The opera companies and opera festivals seem pretty generous with the lowest category of sponsorship (less than 1,000€). As a matter of fact, 12% of them offer the same benefits to the categories paying 300€ as to the category of those paying 10,000€ or more. The benefits offered by a big range of theaters are often conversations with the actors, rehearsals, and the presence of the sponsor company (with logo, name...) in the printed material (leaflets…). For the intermediate categories of sponsorship (between 1,000€ and 10,000€) the opera companies and festivals offer an average of 8 benefits, pointing out the invitation to attend rehearsals, the possibility of choosing seats and last but not least, the possibility of getting free tickets. Benefits of getting free tickets, getting discounts and choosing their own seats are benefits only offered to the category with a fee of more than 5,000€ The most exclusive benefits are reserved to the sponsors of the higher categories. These are: the possibility of using their spaces, the presence of the brand in the advertising material of the operas, belonging to the patronage, creating networks and even exclusive events like an annual dinner. The majority of the theaters offer the same benefits to the sponsors that pay a fee of more than 10,000 €:

The advantages offered by more than 70% of the theaters to the higher categories, are the presence of the brand on the website and the graphic material, the use of their spaces, the invitation to exclusive events, guided tours and the invitation to the opera season.

Between 50% and 70% of the theaters offer to the sponsors paying more than 10,000 € the following advantages: the presence of the brand in advertisements, the possibility of getting free tickets, choosing seats, meetings with artists, and the possibility for the sponsors of becoming members of the patronage.

Around half of the theaters offer to their sponsors of the highest status invitations to rehearsals, meetings with the artists and have at their disposition special financial benefits.

Only 30% of the theaters offer discounts in tickets, participating in their projects, the annual gala of the sponsor, gifts of the institution, photographs of the artists, discounts in the store of the opera, getting a photograph of the sponsors attending the theater and discounts in merchandising.


12%

18%

12%

12%

12%

12%

12%

18%

18%

12%

12%

12%

6%

12%

18%

6%

12%

6%

12%

12%

6%

6%

18%

35%

12%

6%

29%

29%

35%

29%

24%

24%

29%

24%

35%

18%

41%

41%

6%

12%

6%

12%

12%

12%

12%

18%

29%

29%

6%

24%

29%

41%

53%

35%

35%

35%

35%

47%

35%

59%

59%

6%

18%

12%

18%

12%

29%

35%

29%

53%

41%

41%

47%

47%

53%

65%

59%

65%

59%

59%

76%

82%

82%

88%

88%

0% 20% 40% 60% 80% 100%

Merchandising discounts

Obtain photographs of their attendance at the Theatre or Institution

Shop discounts

Obtain photographs of artists

Exclusive gifts from the Institution

Annual gala for sponsors

Participation in projects/ performances

Ticket discounts

Specific tax benefits

Invitations to talks

Invitations to rehearsals

Member of the Board of Sponsors

Facilitate networking among sponsors

Meetings with artists

Ticket purchases

Preference in selecting ticket location

Free tickets available

Brand name presence in advertising

Invitation to the season

Guided visits


Have specific spaces available

Brand name presence in graphic materials

Brand name presence on the website

Sponsors benefits

More than 10,000 € 5,001 to 10,000 € 1,001 to 5,000 € 300 to 1,000 € 1 to 299€

Percentage of theaters that offer each benefit to the following categories:


After having divided the theaters by sponsorship income, the number of theaters that offer each of the benefits are arranged as shown in the graphic below:

2

5

4 4 4

3 3 3

2

3

2

3 3

1

3 3

2

3

2

1 1

4 4

6 6

1

4 4

5

2 2

3

2 2

1

5 5

2

3

2

1 1

6 6 6 6

5 5 5 5 5

4

5

4 4 4

3 3 3

2 2 2

1 1 1 1

Number of theatres that offers each benefit per overall sponsorship income category

Less than 500,000€ From 500,000€ to 2 million € More than 2 million €


General and exclusive benefits More than 90% of the opera companies and opera festivals consider that it would be possible to offer exclusive advantages to the sponsors beyond the ones already offered in their categories of sponsorship. This seems to be more a declaration of open-minded disposition than, really, a programme of tailored benefits.

94%

6%

Is there a possibility of offering specific and exclusive advantages to a specific sponsor or only those established for

sponsors in general?

Yes No

Regarding the benefits that are not included in their categories of sponsorship, less than half of the opera companies and festivals offer to their sponsors’ discounts in purchasing tickets. Between 9% and 13% of them offer the possibility to get CD’s, DVD’s, books or merchandising at a special price.

44%

9%

13%

9%

0% 10% 20% 30% 40% 50%

Tickets

Books

CD's / DVD's

Merchandising

Are sponsors offered the option of obtaining products which are not included as consideration for their contribution?


Branding The opera companies and opera festivals sponsors have a high brand presence in the season programme, in the performances leaflets, on the website and in the publications. Their presence in the media advertisement is ranged as medium and the presence in radio, television, boxes and in the stage design of the performances is very low. The opera companies and opera festivals that have the greatest sponsoring income give much more visibility to its sponsors in the website and the season programme.

75%

80%

64%

56%

19%

60%

28%

8%

9%

13%

13%

6%

17%

11%

21%

21%

17%

13%

18%

19%

50%

20%

45%

50%

53%

37%

37%

7%

9%

13%

19%

20%

22%

33%

37%

42%

42%

0% 20% 40% 60% 80% 100%

TV advertisements

Radio advertisements

Brand name on boxes

Brand name presence in performances

Magazines

Advertisements in other media

Press advertisements

Publications

Website

Performance programmes

Season programming

Degree of presence of the sponsors in the Institution's communications

No Presence (0) Minimun Presence (1)

Medium Presence (2-3) Maximun Presence (4) The activities that give the sponsor the greatest visibility are special events like the activities developed out of the Institution theatre, screening in cinemas, etc.


Opera companies and opera festivals take care of expressing the relationship with their sponsors. But have the sponsors the same attitude showing-exploiting their opera sponsorship activities? Looking into the web sites of the companies sponsors of two or more opera companies and opera festivals, the result is that more than 50% do not have any reference in their webs. Here it is what they do:

50%44%

6%

Does the operas sponsorship appear on the sponsors company website?

No Yes Others

1

1

1

2

2

3

14

0 5 10 15

Logo

Picture

Text + Picture + Logo

Link

Text + Picture

Text + Logo

Text

When the collaboration is featured on the website is shown as follows:

50% of the sponsoring companies do not offer information on their websites about who the theaters they sponsor are. And when they do this information appears as text, and only a very few of them show the logo or any other picture of their sponsored theaters. This way, we can get to the conclusion that, opposite to what the theaters do, most of the companies barely offer visibility of the relationship they maintain with their sponsored theaters.


Sponsors benefits through opera institutional relations

Only 22% of the opera companies and opera festivals have agreements with other national or international opera institutions. Regarding other cultural institutions, the percentage is even lower as only 6% offer specific advantages to the sponsors with cultural institutions and casual events organized in common. Regarding artist training, only 27% have agreements. 94% of the institutions do not have special conditions with other cultural institutions and only 6% of the institutions have in place some kind of agreement for specific events. It has to be emphasized that 60% of the opera companies and opera festivals with greater income per sponsorship have agreements with other opera institutions, offering facilities in ticket purchasing.

78%

22%

Do sponsors benefit from agreements with another national or international opera Institution?

No Yes

94%

6%

Are there specific advantages in other cultural institutions?

No Yes

73%

27%

Do you have any agreements for the training of artists?

No Yes

Regarding the agreements with any fidelity program, only between 20% and 30% of the opera companies and opera festivals pointed out that they have these agreements, enhancing these agreements with hotel chains and travel agencies and in a lower degree with airlines. No relation exists between fidelity programs and the sponsorship income.

25%

38%

50%

63%

0% 20% 40% 60% 80%

Others: credit card and transports

Airlines

Travel agencies

Hotel chains

Do you have any agreements with loyalty programmes?


Although very few of the opera companies and opera festivals have agreements, more than 90% consider that it would be feasible to have agreements with airlines, hotel chains, fashion designers and media. Nevertheless they consider that it would be harder to have these agreements with wineries due to country policies. Sponsorship and tickets

78% of the opera companies and opera festivals include tickets in the most expensive sponsoring category. From those that do not offer tickets, it is shown that 44% offer tickets at a normal price to the enterprises in the top categories, 28% offer tickets at lower prices.

55%

44%

28%

39%

22%

46%

56%

72%

61%

78%

0% 20% 40% 60% 80% 100%






Sponsorship categories: the fee includes tickets?

No Yes


Taxation The opera companies and opera festivals have shown that the relevance that the sponsors give to fiscal benefits is low in all the categories. The category with the highest sponsoring fee is the one that shows more interest in fiscal benefits. 26% of the opera companies and opera festivals indicate that they have fiscal benefits. However, they did not mention what were these advantages.

28%

29%

29%

31%

44%

36%

42%

42%

38%

19%

36%

29%

29%

31%

37%

0% 20% 40% 60% 80% 100%






What level of influence does the fiscal benefits have in the decision to be a sponsor?

Less important Normal important High important


Donations given by legal entities Even though the following pages contain tables comparing the tax regime applicable for donations from legal entities in each European Union country, in the chart below can be appreciated the current tax incentives. In particular, the chart shows a simulation to compare the sponsorship tax system applicable to legal entities in the different member countries considering a donation that amounts to 100,000€ given by an entity whose turnover is 5,000,000€ and 200,000€ profit. As noted, the average amount is approximately 34,750€. An outstanding difference is highlighted among several countries. This way, while some jurisdictions do not set any tax benefit (as in the case of Sweden), others approve tax benefits via deduction that allow to claim an amount even greater than the donor (Portugal).

20.000

10.000

30.000

100.000

15.000

800

20.00025.000

25.000

40.000

20.00020.000

100.000100.000

85.000

9.500

20.000

2.400

20.00020.000

120.000

15.000

0 600

20.000

0

100.000

0

30.000

60.000

90.000

120.000

Donations given by legal entities

Mean


Tax treatment of legal entities

Country Type of donation - Limit of incentive Amount

deductible on 1,000 €*

Amount deductible on

10.000 €*


100.000 €* Austria Deductions up to 10% of business profits 1,000 10,000 20,000

Belgium Only cash donations, exception is works of art donated to museums. Up to 5% of taxable income, with a maximun of 500,000 euros (year 2005)

1,000 10,000 100,000

Bulgaria Donations up to 10%, 15% or 50% (dependent on the recipient) from the positive financial result. The total amount of the deduction cannot exceed 65% of the total income

100-500 1,000-5,000 10,000-50,000

Cyprus Whole amount of the donation can be deducted, subject to certain conditions

1,000 10,000 100,000

Czech Republic

The donation can be a movable asset or real state. The donation is deductible up to 5% of taxable income, in some cases up to 10%, provided al least 2,000 CZK (approximately 800 euros)

1,000 10,000 10,000-20,000

Denmark Gifts exceeding 500DKK (approximately 70 euros) up to 6,800 DKK (approximately 800 euros) are deductible each year

800,000 800,000 800,000

Estonia

Total of donations deducted from taxable income may not exceed either 3% of the sum of the payments made during the year and subject to social insurance tax, nor 10% of the calculated profit of the latest fiscal year

100,000 10,000 20,000

Finland Cash donations exceeding 840 euros are deductible, up to a maximum of 25,000 euros

100,000 10,000 25,000

France Tax reduction equal to 60% of donations to public utility foundations up to 0.5% of their annual turnover

600,000 6,000

25,000* if the annual

turnover of the corporate donor

exceeds 5 million euros

Germany In September 2007, the German Bundesrat approved the following tax incentive. A tax deduction up to a 20% of yearly taxable income (or 0.4% of the sum of the turnover and salaries)

1,000 10,000 40,000

Greece Cash donations are deductible up to a maximum of 10% of the taxable income

1,000 10,000 20,000

Hungary The tax base of the company can be reduced by 100% or 150% of the donation (depending on the type of the organisation) up to 20% of taxable income

1,000 10,000 20,000

Ireland Donations over 250 euros are deductible up to 41% 410,000 4,100 41,000

Italy Tax reduction equal to 31,4%. Sponsorships to Italian opera foundations are totally deductible from fiscal income.

314,000 3,140 31,400

Latvia A tax credit of 85% of donated sums, up to 20% of total payable tax 850,000 8,500 85,000

Lithuania Deductions up to 40% of business profits, cash donations limit of incentive is approx. 9,500 euros

1,000 9,500 9,500

Luxembourg Donations are deductible up to 10% of the taxable net annual income of the donor or 500,000 euros, provided the donations have an aggregate value in excess of 120 euros

1,000 10,000 20,000

Malta Cash donations only. Limit of incentive: 2,400 euros 1,000 2,400 2,400

Netherlands Donations of 227 euros or over can be deducted, with a maximum of 10% of the annual income

1,000 10,000 20,000

Poland Donations up to 10% of company profit: 0% tax if given to organizations of public use and non-profit

0 0 0

Portugal

No limits on tax deduction when donations benefit state-supported foundations or represent endowment of private origin foundations pursuing social or cultural aims. Donations are regarded as cost for donor, the value ranges from 120%-150%

1,200 12,000 120,000

Romania Donations can be deducted up to 0.3% of the turnover, but no more than 20% of the profit tax

1,000 10,000 15,000

Slovakia No tax incentives in place for individual or corporate giving 0 0 0

Slovenia Up to 20% of donations in the area of research. Up to 0.3% of taxable entity's taxed income in a tax year, but may not exceed the tax base in a given tax period

600,000 600,000 600,000

Spain Corporations can deduct 35% of all donations up to 10% of the taxable base or 0.1% of the company's turnover in the form of a tax credit. More incentives in the area of cultural heritage

350,000 3,500 20,000

Sweden No deductions in general. Some donations can be deducted as business expenditures

0 0 0

UK Cash, quialifying shares ans securities and interests in UK real state. A deduction from taxable profits for donations of money to UK charities can be claimed

1,000 10,000 100,000

*All amounts in euros. Calculation is made on the basis of 5,000,000 euros turnover and 200,000 euros profits

Data: European Foundation Centre & Deloitte Network


Donations given by individual persons As for the case of donations given by legal entities, a tax treatment comparison of donations given by individuals is made for each one of the European Union countries. A simulation has been made to compare the patronage tax regime applicable for individual persons in the several member countries considering a donation in the amount of 10,000€ given by a person with a base salary of 300,000€. The mean amounts to the approximate amount of 5,500€. An outstanding difference is also highlighted among the several countries. This way, as for the previous comparison, note that some jurisdictions do not set any tax benefit (as in the case of Sweden). By contrast, in the case of donations made by individuals, even if there is no jurisdiction which allows to claim an amount greater than the one actually given, there are indeed many (in particular, 12 countries) in which an amount equal to full amount donated is recovered through tax incentive.

10.00010.000

2.750

10.00010.000

800

10.000

0

7.050

10.00010.000

600

10.000

1.900

2.500

0

10.000

0

10.00010.000

2.500

6.000

0

900

2.500

0

10.000

0

2.200

4.400

6.600

8.800

11.000

Donations given by individual persons

Mean


Tax treatment of individual persons

Country Limit of incentive Amount

deductible on 1,000 €*

Amount deductible

on 10,000 €*


100,000 €*

Austria Donations to certain organisations can be deducted up to 10% of taxable income

1,000 10,000 30,000

Belgium Only cash donations, exception is works of art to museums. Up to 10% of taxable income, with a maximum of 319,580 euros (year 2005)

1,000 10,000 30,000

Bulgaria Cash and in-kind donations. Deduction varies between 5% and 50% of the income depending on the type of the beneficiary. The total amount of the deduction cannot exceed 65% of the total income

50-500 500-5,000 5,000-50,000

Cyprus There is no limit and the whole amount of the donation can be deducted

1,000 10,000 100,000

Czech Republic

The donation can be a movable asset or real estate. Deductible up to the 10% of taxable income, if at least 2% of income is donated, but not less than 1,000 CZK (approximately 35 euros)

1,000 10,000 30,000

Denmark Cash and in-kind donations exceeding 500 DKK (approximately 70 euros) up to 6,800 DKK (approximately 800 euros) are deductible each year

800,000 800,000 800,000

Estonia Total of donations deducted from taxable income cannot exceed 5% of the donor's total income

1,000 10,000 15,000

Finland No tax incentives for individual donors 0 0 0

France Tax reduction equal to 66% of the value of their gift (75% in some cases), up to 20% of the donor's taxable income. Gifts exceeding this threshold are carried forward over the next 5 years

660-750 6,600-7,500 60,000

Germany

Tax deduction up to 20% of the yearly taxable income, Individual donors can deduct the maximum amount of 1 million euros over a period of 10 years (the amount can be carried forward for a period of up to 10 years)

1,000 10,000 100,000

Greece Cash donations only, exception is medical equipment to hospitals. Only donations above 100 euros are deducted. Limit in the field of culture: 10% of income

1,000 10,000 100,000

Hungary

Cash donations only. Tax amount can be reduced by 30% of the donation, maximum 100,000 HUF (approximately 400 euros) or 50,000 HUF (approximately 200 euros) depending on the type of public benefit organisation. If both types are supported, maximun amount is 150,000 HUF (approximately 600 euros)

300,000 600,000 600,000

Ireland Cash and publicly-quoted shares can be donated. Minimum of 250 euros. The total tax relief claimed may not be over 50% of gross income or 125,000 euros

1,000 10,000 100,000

Italy Cash donations only. Tax credit for 19% of the donation to Onlus with a limit of up to 2% of the income. No limits for donations to universities

190,000 1,900 18,000

Latvia Individual donors can receive an income tax deduction of 25% of donated amounts, but not exceeding 20% of taxable income

250,000 2,500 25,000

Lithuania No tax incentives for individual donors 0 0 0

Luxembourg Donations are deductible up to 10% of the taxable net annual income of the donor or 500,000 euros, provided the donations have an aggregate value in excess of 120 euros

1,000 10,000 30,000

Malta No tax incentives in place for individual donors 0 0 0

Netherlands The donation is deductible for donations from 1% (or over 60 euros) of taxable income up to 10% of taxable inome

1,000 10,000 30,000

Poland Tax reduction up to 20% for private donations depending the level of donation

120,000 1,600 20,000

Portugal

25% of the amount donated can be subtrated from income tax when there is no limit on deduction for corporate donors. 25% of the amount donated can also be subtrated, as long as the amount does not exceed 15% of their total income tax in the respective year, when trere is a limit on deduction for corporate donors

250,000 2,500 25,000

Romania Donation can be deducted up to 2% of total income 1,000 6,000 6,000 Slovakia No tax incentives in place for individual or corporate giving 0 0 0

Slovenia The total amount of cash and in-kind donations to foundations can be deducted, which accounts for 0.3% of liable person's taxed income in a tax year

900,000 900,000 900,000

Spain Tax credit of 25% of the value of the donation up to a limit of 10% of the total taxable income of the donor. Donations can include cash or movable and immovable property

250,000 2,500 25,000

Sweden No tax incentives in place for individual donors 0 0 0 United Kingdom

Cash donations. Total donations are deductible via Gift aid and payroll giving schemes

1,000 10,000 100,000

*All amounts in euros. Calculation is made on the basis of salary of 300,000

Data: European Foundation Centre & Deloitte Network


3.6. OFSR’s vision about the sponsors’ motivation

For the institutions that participated in the survey, it is considered by the sponsors as very valuable the possibility of associating their image to the institution, followed by the possibility of getting seats and having the program in advance. Institutions also mentioned as a very important factor for their sponsors the presence of the sponsoring brand in printed materials and the invitation to special events. The benefits that are less valuable for these enterprises are: the possibility of becoming representative in the board of sponsors of the institutions, discounts for the sponsors’ employees, and the invitation to chats or public interests.

0

0,5

1

1,5

2

2,5

3

3,5

4

Strengthening the brand name image of the

sponsor

Attractive programming

Networking possibilities

Ticket access

Connections with the Institution

Corporate social responsibility

Brand name presence in graphic materials


Cultural-artistic interest

Advertising

Advertisements in the media

Recognition by public authorities

Meetings with artists

Discounts on spaces used

Guided visits

Political commitment

Exclusive tax benefits

Employee discounts: tickets, shop

Representation on the Board of Sponsors

Invitations to talks

Motives for being sponsors of the Institution

The opera companies and opera festivals considered that sponsors give not much importance to the artist program during the season when deciding whether to sponsor or not. Besides they claim that the annual fee is correct in all the categories. The opera companies and opera festivals consider that the sponsors that are more satisfied are the ones that give a lot of importance to the institutional relationship with the theater and networking. They also find important for the sponsors the presence of their brand and its association to the theater. As a key factor but less mentioned, the opera companies and opera festivals find some of the following elements of a big importance: the artistic quality of the program, the access to getting seats and the value of the culture. Last but not least, in a lower percentage, the invitation to events, the use of venues or the financial benefits are also mentioned in the survey as important for these companies. The majority of the opera companies and opera festivals consider that it is necessary to increase the sponsor’s presence in the institution communications and in the printed materials, increasing the advertisements in the media. In a more isolated way, some opera companies and opera festivals considered that it is necessary to improve the seats offered to the sponsors and the possibility to get in touch with the artists and the possibility of sponsoring tailor-made events.


3.7. Sponsors’ satisfaction

The sponsorship ranges that the institutions consider that it most satisfied with the benefits obtained is the one above 10,000€, the rest of the categories are situated in the same degree of satisfaction. But it has to be taken into account that the percentage of answers to this variable for the lower income categories is very low going down to 20%. The opera companies and opera festivals rarely use any formal organized path to evaluate the sponsors’ satisfaction. But it has to be pointed out that some of the opera companies and opera festivals have taken into consideration the possibility of establishing in a short term surveys to evaluate the sponsor satisfaction. Although more than 80% of the opera companies and opera festivals get feedback from the sponsor in a more informal way: calling, having lunch and dinner or sending emails.


2. Attractiveprogramming

Invitationto

rehearsals

4. Ticket access

Free tickets

available

Ticket purchases

Preferencein selecting

ticket location

Ticket discounts

8. Invitationto exclusive

events

Invitationto

exclusive events9. Cultural-

artisticinterest

13. Meetings

with artists

Meetingswith artists

20. Invitationto talks

Invitationto talks15.

Guidedvisits

Guidedvisits

Brand namepresence in

graphicmaterials

Brand namepresence onthe website

Brand namepresence in advertising

10. Advertising

11. Adverti-sements

in themedia

7. Brandname

presence in graphic

materials

16. Politicalcommit-

ment

1.

Strengthening

the brand

name image of

the sponsor

12.

Recognition

by public

authorities

6. Corporatesocial

resposability

3. Networkingpossibilities

Facilitatenetworking

amongsponsors

Member of the Board

of Sponsors

19. Represen-tation onthe Board

of Sponsors

5.Connections

with theInstitution

Invitation tothe season

Annual gala for

sponsors

Obtainphotographs

of theirattendance

at theTheatre

Institution

Exclusive gifts from

theInstitution

17. Exclusive

taxbenef its

Specif ictax

benef its

14. Discount

on spacesused

Havespecif icspaces

available18.

Employeediscounts

Merchan-dising

discounts

Shop discounts

Ticket discounts

Participation in projects/

performances

Obtain photographs

of artists

Motives for being sponsors of the Institution

Benefits for sponsoring companies per sponsorship

amount

Relations between motives and benefits


3.8. Friends associations

85% of the opera companies and opera festivals have a Friends association and almost half of them are recent as they were created during or after the 1990s.

15%

85%

Does your opera house have a Friends Association?

No Yes

16%

15%

23%

46%

When was your Friends Association founded?

The 50's The 60's The 70's

The 80's After the 90's

36% of the Friends associations are independent from the opera companies and opera festivals; the same percentage 36% the mixed ones; and only 28% are completely integrated in the opera theatre. The opera companies and opera festivals with greatest sponsoring income have, in the 40% of the cases, totally integrated friends associations; another 40% are mixed; and only 20% are independent.

28%

36%

36%

Is your Friends Association ...?

Fully integrated in the opera house

Half integrated / Half independent

Fully independent 53% of the Friends associations are managed by a team of a three-member paid staff on average.

3 9

30

22

0

5

10

15

20

25

30

35

Paid Staff Volunteers

People Hours per week

Is your Friends Association run by ...?


The majority of Friends associations have three categories. The first one is considered to

be the most expensive with an average price of 1,937€ and an average of 70 members.

The second one is the intermediate with a seasonal quote of 717€ and an average

membership of 69 people; and the third and last with 182€ and an average of 239

members.

The members’ profile of the Friends association is composed in its majority of people over 60 years old.

29%

71%

What is the average age of your members?

Less than 60 60 or more

While analyzing the Friends associations members and their inter-annual evolution 2008/2009 regarding 2007/2008, we have learned that the most expensive category has raised, being the cheapest category the one that has suffered the greatest drop between seasons, descending from an average of 254 members in 2007/2008 to an average of 239 members in the current days. The annual budget of the Friends association is up to 288,792€, taking into account that the 50% of the theatres have answered this question.

40%

30%

20%

10%

Average annual budget of the association in 2008

Less than 100,000 €From 100,000 € to 250,000 €From 250,000 € to 500,000 €More than 500,000 €


6488

254

70 69

239

1.938 €

718 €

182 €

0 €

500 €

1.000 €

1.500 €

2.000 €

2.500 €

0

50

100

150

200

250

300

Membership category type A

Membership category type B

Membership category type C

Types of membership friends

Average total pax in 07/08 Average total pax in 08/09 Average fee

Over 80% of the Friends associations offer newsletters information/mail, priority booking and special activities to all the fee categories. Between 80% and 50% of the associations offer the possibility of changing seats, rehearsal invitations or trips and only 35% offer ticket reductions. The associations do not offer different benefits taking into account the fee category and most of the theatres offer the same advantages for the three categories. Among the advantages and benefits that did not appear in the survey, theatres highlighted that Friends have the following benefits:

Others advantages of member friends: A B C

Personal invitations for meetings with artists, directors, conductors, drinks, etc…

x

Paid events, paid rehearsals, free receptions, crediting in programmes

x x x

Gala dinners x x x

50%

34%

35%

35%

37%

38%

39%

40%

25%

34%

35%

35%

37%

35%

32%

30%

25%

32%

30%

30%

26%

27%

29%

30%

0% 20% 40% 60% 80% 100%

Others

Info (newsletter & site)

Trips

Priority booking

Free rehearsals

Possibility to exchange tickets

Special activities

Reductions

Which kind of advantages do your members have according to different types of membership?

Membership Category A Membership Category B Membership Category C


A wide range of activities is offered for the friends of the institution, in its majority meeting with artists and guided visits for all categories.

33%

33%

35%

36%

36%

39%

41%

42%

42%

34%

34%

35%

32%

36%

32%

35%

33%

33%

33%

33%

30%

32%

28%

29%

24%

25%

25%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Guided tours in your opera house

Partnerships with other associations, co.

Pre press conference new season

Lectures

Foreign opera & festival

Meeting artists

A special Friends activity (annual dinner, ...)

Rehearsals

Special activities for “special categories”

Which kind of activities do you organize for your different types of members?

Membership category A Membership category B Membership category C

83% of the opera companies and opera festivals consider the Friends association as a service club and support the opera theatre, financing it (77%) and creating a strong supporting community for the institution (62%).

0%

8,3%

83%

0% 25% 50% 75% 100%

Service club &

philanthropy

Focus on pure philanthropy

Service club

(advantages in …

How can your Friends Association be characterized today?

46%

62%

77%

0% 25% 50% 75% 100%

With volunteer work

Morally (creating a

strong community of

loyal supporters)

Financially by a yearly

donation

How does your Friends association support your opera house?

The actions that are most appreciated by the Friends association and that obtain the highest amount of money are the classic projects, opera and concerts. Meanwhile the project they less appreciate is acquiring instruments.


4,0

0,00

2,00

4,00

6,00Educational project

Social project

Purchase of musical instruments, costumes, ...

Promotion of young singer, musician, ...

Artistic creations (creation of a new

opera, ...)

“Classical” artistic

projects: opera,

concert, ...

According to your experience which projects raise more enthusiasm and thus more money?

85% of the opera companies and opera festivals have specific fundraising next to membership formulas, specific campaign around a specific program and general appeal (annual funding) without a specific target. Regarding the regular spectators/subscribers, 12% of the total are Friends of the opera companies and opera festivals. More than 80% of the opera companies and opera festivals would like to reward the most loyal members of their Friends association with exclusive benefits. Besides, more than 80% consider that the annual fees could be increased. All of the opera companies and opera festivals consider that their Friends association will evolve increasing the number of members.

17%

42%

50%

58%

100%

0% 20% 40% 60% 80% 100%

Decreasing number of “basic”

members and focusing on big …

Reviewing membership

categories

Focusing on project development

Focusing on fundraising actions

Increasing number of members

How do you see your Friends association within 5 years?

9%

27%

73%

0% 20% 40% 60% 80% 100%

Hiring extra staff

Spending more time to donators, less to members

Developing web applications to

make members more independent

How do you want to perform this?


Conclusion


Conclusion The analysis of the best practices from a relevant group of the most prestigious opera Institutions after interpreting the results from our survey, shows us that taking good care of every single component of an Institution income mix (Grants, Sponsorships, Ticket Sales and Others) is key. In this economic environment in which it is becoming harder for states and public Institutions to increase their grants to cultural Institutions, like opera companies and theatres, the variable we think could probably has the major impact in the Institutions income is sponsoring, defined for our study as “the action of financing total or partially by an economic contribution to an Institution by a sponsor or an individual, obtaining in exchange some benefits”. Institutions obtain high satisfaction levels when they asked their sponsors about their partnership and they reflected it in their responses to the survey. Although there is always room for improvement, it seems that sponsors highly value the benefits they are getting in exchange for their investment in promoting culture. To maintain the highest deliverables quality under the new stressed economic environment is advisable and important. As shown in our report, best in class institutions that have this objective as one of their top priorities get rewarded with more sponsorship income from their satisfied sponsors. Focusing only on sponsorship and by grouping the most relevant variables that affect sponsor decisions when choosing their preferred opera Institution, we have come to a simplistic model on sponsorship that we believe could be useful for the Institutions to help them rethink their sponsorship acquisition and retention. Variables in each group with positive (+), neutral (0) perceived value affecting sponsorship

+ (0)

Variables group 1: Structure of the Institution and Human Resources of the Sponsorship Department composition

Private or mixed legal form management

OFSR with a private or mixed legal form management obtain higher income from sponsorship than the OFSR with public management model. Their sponsorship revenue represented an 8% of average respect to their total income.

Public property Institutions Public property Institutions do not obtain higher income from grants than private or mixed Institutions.

Managers direct report line into top officers

Institutions whose management report directly to the first management level are OFSR with greater sponsorship income.

SPONSORSHIP SUCCESS = Function of variables of: GROUP 1: Structure of the Institution and Human Resources of the Sponsorship Department Composition + GROUP 2: Quality Search and Pursue of Excellence + GROUP 3: Deliverables Pricing and the Networking Benefits + GROUP 4: Favorable Taxation and Other Variables)


+ (0)

Sponsorship department Data shows that OFSR with higher revenue by sponsor get their sponsors mainly through their sponsoring department and management, and, in a very low ratio, through casual requests.

Theatres with a specific purpose structure, with specialized employees in the sponsorship department, attract more funding.

Relating this data with the percentage of sponsorship income of the theatres, there is apparently no clear relation found indicating that a greater investing on the department implicates higher sponsoring income.

Management involvement in sponsorship acquisition and retention of sponsors

Taking into account OFSR with greater sponsoring income, their management is highly implicated in sponsors´ attraction and loyalty programs in more than 70% of them.

A high level of involvement by the General Manager is important to attract and retain sponsors.

+ (0)

Variables group 2: Quality search and pursue of excellence

Season innovation 80% of the opera companies from the repertoire group got revenue by sponsorship lower than 1.5% and it has to be taken into account that they all show a global deficit higher than the seasonal ones.

Institution created early 20th century or before

60% of OFSR with the larger income due to sponsorship were first inaugurated before the 20th Century.

Big capacity This is also a significant factor. OFSR with the greatest income by sponsorship are the ones that have the biggest capacity of their venues, resulting in over 80% of occupancy in the main hall.

Thousands of spectators per season All OFSR that exceed 250,000 spectators every season have had takings of more than 2 million euro coming from their sponsors.

Level of occupancy A higher level of occupancy has a positive impact in achieving greater levels of total income and funds from sponsors.

Spectators formal dress code

Taking into consideration the type of clothing of the spectators, the global income by sponsorship and the tickets´ sales, there is no apparently relation between highest formalization of the audience and more income by sponsorship or tickets’ sales. There is also no relation between a more elegant outfit and the price of the tickets.


+ (0)

Care about artistic excellence After crossing the objectives with the global revenue by sponsorship it is to be taken into account that OFSR with higher earnings by sponsorship attribute the greater importance to the factor of artistic excellence.

Care about international excellence standards

The international prestige and the possibility to offer quality productions to the international audience was also evaluated as a factor of high interest (between 7 and 9).

Preserving historical heritage and Investing in young talents

As a matter of fact, it was shown in the survey that Institutions that emphasized quality also gave importance to promoting musical education, development of local and young artists and to protect the historic tradition. These were though considered as factors of “medium importance”.

Program diversity At Institutions with income exceeding 50 million € per year, the opera accounts almost 70% of the programming. Theatres with lower income programme a greater variety of shows.

Offer co-productions There seems to be a clear relation between offering co-productions and getting more revenue by sponsorship.

+ (0)

Variables group 3: Deliverables pricing and the networking benefits

High price of season tickets OFSR with higher sponsorship income have more expensive season tickets, 1,500€ approximately. OFSR that have a lower sponsorship income have cheaper season tickets, less than 500€.

High price of premiers and opera tickets

OFSR with more expensive tickets in their premieres and operas are at the same time the ones that get more income due to sponsorship.

Greater sponsorship fees OFSR with greater sponsorship fees are the ones with a higher sponsorship income.

Facilitate sponsorship networking All of OFSR mentioned that their sponsors gave high importance to the networking possibilities. It is to be emphasized that more than 80% of OFSR with greater sponsorship income consider that the politic interests have no importance for sponsors.


+ (0)

Grants The level of grants is associated with

that of total income, being particularly

notable in ticket income.

A higher level of grants does not guarantee increased levels of sponsorship.

Income per sponsors The average annual sponsorship

income for 2008/2009 season is

2,500,000€. Moreover, the total

sponsorship income represents no

more than 15% of their global income

Loss income from sponsors Most of the companies that gave up

sponsoring to the OFSR in the last

season belong to the higher

sponsorship category

Contribution of the main sponsors The majority of theatres are highly

dependent on their main sponsors;

therefore those Institutions lucky to

have highly diverse sponsors will be

less affected from loosing their single

main sponsor. Theatres with a greater

number of sponsors are less

dependent on their main sponsor.

FT500 OFSR are notable for their

sponsorship by large companies,

where there is potential for increase

+ (0)

Variables Group 4: Favorable taxation and Other variables

Favorable in country taxation benefits for the sponsor

Although being perceived as positive it was not mentioned as a fundamental variable.

Nationality of spectators

There is apparently no relation between an international audience and greater number of spectators by season, or more revenue by sponsorship.

Auditorium availability

There is apparently no relation between the leasing and the income by sponsorship.

Other minor variables OFSR having at their disposal the store of the company and the museum are the ones with larger revenue by sponsorship.

It is to be emphasized that the building industry appears only in the OFSR with the higher sponsorship income.

60% of the theatres that obtain higher sponsorship income are the ones that offer more than 15 benefits to their sponsors with fee up to more than 10,000€.

There is no relation between number of friends and sponsorship income.


Positive factors for gaining funds from sponsors are; organisational structure geared towards fundraising; optimising management of theatre occupancy; programming is mostly opera and alignment with sponsors´ expectations. Something that has surprised us when looking at the sponsor and non sponsor European figures by type, sector of activity, nationality and belonging to the FT500 is that, although there are many companies already sponsoring opera Institutions, many important European companies have not yet discovered the benefits they can obtain by associating their Institutions with the prestigious European cultural Institutions, being networking, for example, not a minor one. We will consider ourselves fortunate if we have only helped with this paper to share with European opera institutions and the Sponsors who support them the benefits of their mutual collaboration. Félix Losada Deloitte Spain Director of Marketing & Institutional Relations


Attachments


Who and how are the sponsors of the opera companies and opera festivals?


The following companies sponsored two opera companies or more to respondents to the survey: Abertis, Accenture, Aena, ATOS, Banesto, Banque CIC Est, BNP Paribas, Canon, Colas Midi, Deloitte, El Corte Inglés, El Mundo, Enagas, Endesa, Foundation Orange, Fundación Axa, Fundación Bancaja, Groupama, Gas Natural, Indra Sistems, ISS Facility Services, La Caixa, LICO Corporation, Poste Foundation, Repsol, Santander, Servired, Telefónica and Vodafone. We have analyzed the sponsors of all the theaters members of “Opera Europa”, using the public information that is provided on their own web sites. As a result, we have come to the conclusion that the ranking of sponsors companies of the operas, among the ones that have answered the survey and the ones that have not, is the following: The companies highlighted in blue belong to FT 500 Europe 2010 ranking.

Companies Country Area Total

Sponsorship

Siemens Germany Technology 6

Deloitte Spain Consulting 5

Pricewaterhouse Coopers United States Consulting 5

Accenture Ireland Consulting 4

Audi Germany Automobile industry and components

4

Ferrero Italy Food 4

ING Netherlands Bank and Insurance 4

BMW Germany Automobile industry and components

3

BNP Paribas Fortis France Bank and Insurance 3

BP United Kingdom Energy & Utilities 3

IBM United States Consulting 3

KPMG Netherlands Consulting 3

Lexus Japan Automobile industry and components

3

Uniqa Austria Bank and Insurance 3

Volkswagen Germany Automobile industry and components

3

Abertis Spain Hospitality, Transport and Tourism 2

ACCOR Foundation France Hospitality, Transport and Tourism 2

Aena Spain Hospitality, Transport and Tourism 2

American Express United States Bank and Insurance 2

Arts Council England United Kingdom Leisure and culture 2

ATOS Origin France Consulting 2

Banesto F.Cultural Spain Bank and Insurance 2

Banque CIC Est France Bank and Insurance 2

Calyon (Credit Agricole Corporate and Investment Bank)

France Bank and Insurance 2

Canon Japan Technology 2

City Inn United Kingdom Hospitality, Transport and Tourism 2

Coca-Cola United States Food 2



Sponsorship

Colas Midi Mediterranee France Others 2

College Group United Kingdom Consulting 2

Communauté du Pays d'Aix France Others 2

Credit Suisse Switzerland Bank and Insurance 2

DNA (Dernières Nouvelles d'Alsace) France Media 2

El Corte Inglés Spain Consumer products 2

Enagás Spain Energy & Utilities 2

F. Banco Santander Spain Bank and Insurance 2

F. Endesa Spain Energy & Utilities 2

F. Repsol Spain Energy & Utilities 2

F. Telefónica Spain Telecomunication 2

Fondazione CRT Italy Others 2

Foundation Orange France Telecomunication 2

Foundation Total France Energy & Utilities 2

Fundación AXA (Winterthur) France Bank and Insurance 2

Fundación Bancaja Spain Bank and Insurance 2

Gas Natural Fenosa Spain Energy & Utilities 2

Google Inc United States Logistic and Services 2

Groupama France Bank and Insurance 2

HSBC United Kingdom Bank and Insurance 2

INDRA Sistemas Spain Technology 2

ISS Facility Services Netherlands Logistic and Services 2

klara Belgium Media 2

La Caixa = 135 de Criteria CaixaCorp Spain Bank and Insurance 2

La Poste Foundation France Logistic and Services 2

LICO Corporación Spain Logistic and Services 2

Mac Cosmetics United States Consumer products 2

MasterCard France United States Bank and Insurance 2

Mercedes Benz Germany Automobile industry and components

2

Nationale Loterij Belgium Others 2

Nestlé Switzerland Food 2

Peugeot France Automobile industry and components

2

Raiffesen Bank and Insurance 2

Saint-Gobain France Real Estate and Contruction 2

Sanofi-Aventis France Pharmaceutical company / Biotecnology

2

Servired Spain Bank and Insurance 2

Shell United Kingdom Energy & Utilities 2

Target United States Consulting 2



Sponsorship

Tecnicsa Spain Others 2

UBS SA Switzerland Bank and Insurance 2

Unidad Editorial (El Mundo) Spain Media 2

Ville d'Aix-en-Provence France Others 2

20 minutos Spain Media 1

Abantia Spain Others 1

ABB Switzerland Technology 1

ABC Spain Media 1

Abegg Holding AG Switzerland 1

Acciona Spain Real Estate and Contruction 1

Acityabode - Accommodation partner United Kingdom Hospitality, Transport and Tourism 1

Act. Clínicas de Valladolid Spain Others 1

ADAMI France Leisure and culture 1

Aegon Netherlands Bank and Insurance 1

AIB (Allied Irish Banks) Ireland Bank and Insurance 1

Air France - KLM France Hospitality, Transport and Tourism 1

AIX en Bus France Hospitality, Transport and Tourism 1

Alcatel-Lucent France Technology 1

Alessi Italy Consumer products 1

Alfacam Belgium Media 1

Allreal Generalunternehmung AG Switzerland Real Estate and Contruction 1

Almdudler Austria Consumer products 1

Almirall Spain Pharmaceutical company / Biotecnology

1

andidruk Netherlands Consumer products 1

Andra AP-fonden Sweden Capitals market 1

Angu = Advance Union // Abbey National Group Union

United Kingdom 1

Apart'hotel Citadines Singapore Hospitality, Transport and Tourism 1

Ars Rhenia Stiftung Liechtenstein Leisure and culture 1

Arts & Business Cymru United Kingdom Leisure and culture 1

Artswales United Kingdom Leisure and culture 1

Arturo Cantoblanco Spain Leisure and culture 1

Arup Consulting 1

Associated British Ports United Kingdom Hospitality, Transport and Tourism 1

AstraZeneca United Kingdom Pharmaceutical company / Biotecnology

1

Asyspro France Technology 1

Audemarspiguet France Consumer products 1

Aurelium Canada Pharmaceutical company / Biotecnology

1

Autobus Aixois = Aix en bus France Hospitality, Transport and Tourism 1

http://www.acityabode.co.uk/

http://www.ap2.se/

http://www.aandb.org.uk/cymru/

http://www.abports.co.uk/

http://www.astrazeneca.se/



Sponsorship

Autoritat Port de Barcelona Spain Others 1

AVIVA United Kingdom Bank and Insurance 1

AVUI Spain Media 1

Baillie Gifford United Kingdom 1

Bank of Ireland Ireland Bank and Insurance 1

Bank of Scotland United Kingdom Bank and Insurance 1

Bankinter Spain Bank and Insurance 1

Banque Neuflize OBC France Bank and Insurance 1

Banque Postale France Bank and Insurance 1

Barcelona TV Spain Media 1

BASF Germany Substances and chemical preparations

1

BAT = British American Tobacco United Kingdom Consumer products 1

Baxter Storey United Kingdom Leisure and culture 1

BBH (Brown Brothers Harriman) United States Bank and Insurance 1

bc-mchz.cz Czechoslovakia 1

Benecke interior design United States Logistic and Services 1

Bennet = Particular Italy Consumer products 1

Bloomberg United States Media 1

Blüthner Österreich Austria Leisure and culture 1

Bollinger (Champagne) France Consumer products 1

Bontinck Belgium Real Estate and Contruction 1

Borsa de Barcelona Spain Capitals market 1

Boutiques Gago France Consumer products 1

Brau Union Austria Consumer products 1

Brewin Dolphin Securities Limited United Kingdom Bank and Insurance 1

BT United Kingdom Telecomunication 1

BUPA Care Homes United Kingdom Logistic and Services 1

Buzzi Unicem Italy Energy & Utilities 1

Bymanpower Spain Marketing and Comunication 1

C&K Technology 1

CAC Spain Leisure and culture 1

Café de l' ópera France Leisure and culture 1

Caisse d'Epargne Provence Alpes Corse France Bank and Insurance 1

Caja Madrid Spain Bank and Insurance 1

Calissons Leonard Pardi France 1

Camera de Commercio di Torino Italy Others 1

Cameron Presentations United Kingdom Leisure and culture 1

Campari Austria Italy Food 1



Sponsorship

Cariparma Italy Bank and Insurance 1

Caser Spain Bank and Insurance 1

Casinos Austria AG Austria Leisure and culture 1

Cassa Di Risparmio di Cuneo Italy Leisure and culture 1

Castadiva Resort Italy Hospitality, Transport and Tourism 1

Catalana Consulting Spain Consulting 1

Cave turckheim France Food 1

caverion GmbH Germany Others 1

CBS outdoor United States Marketing and Comunication 1

CEP Protection France Logistic and Services 1

Cercle Richard Wagner France Leisure and culture 1

Cespa Spain Others 1

Champagne Feuillatte France Food 1

Chase United States Bank and Insurance 1

Chez Yvonne France Hospitality, Transport and Tourism 1

Chocolat Factory Spain Food 1

Chocolate Ireland Food 1

Citi Foundation United States Others 1

Citylight contac Germany Marketing and Comunication 1

CLH Spain Hospitality, Transport and Tourism 1

Clifford Chance United Kingdom Tax & Legal 1

CMA CGM Foundation France Hospitality, Transport and Tourism 1

Cobega Spain Others 1

Cofely (Axima) France Others 1

Comsa EMTE Spain Logistic and Services 1

Confiserie du Roy René France Consumer products 1

COPE Spain Media 1

Corporación Agrolimen Spain Food 1

Corporación RTVE Spain Media 1

Credit Agricole Alpes Provence France Bank and Insurance 1

Culleton Insurance Ireland Bank and Insurance 1

Culturall Austria Leisure and culture 1

Dagré Communication France Marketing and Comunication 1

DAMIR 1

Dancer United States Leisure and culture 1

Danone France Food 1

Davidoff Switzerland Others 1

de boer & van teylingen Netherlands Energy & Utilities 1

De Lijn Belgium Hospitality, Transport and Tourism 1



Sponsorship

Denys France Food 1

Deutsche Bank Germany Bank and Insurance 1

DnbNor Norway Bank and Insurance 1

East Riding of Yorkshire Council United Kingdom Others 1

Eiffage France Real Estate and Contruction 1

El País Spain Media 1

El Periódico Spain Media 1

El Punt Spain Media 1

Electrolux Sweden Technology 1

ENI S.P.A. Italy Energy & Utilities 1

ENSO Energie Sachsen Ost AG Germany Energy & Utilities 1

EPA (Enviroment Protection Agncy) United States Others 1

ERCROS Spain Substances and chemical preparations

1

Ericsson Sweden Technology 1

Ernst & Young United States Consulting 1

Ersel Italy Capitals market 1

esMadrid Spain Leisure and culture 1

Espace 2 1

ESPAIS Promocions Immob. Spain Media 1

Euridice Opera France Leisure and culture 1

Euromadi Spain Others 1

F. ACS Spain Real Estate and Contruction 1

F. DAMM Spain Food 1

F. Loewe France Consumer products 1

F. Nummaria Spain Tax & Legal 1

F. Vodafone United Kingdom Telecomunication 1

Fabex tv Czechoslovakia Media 1

Ferrovial Spain Real Estate and Contruction 1

Ferrycarrig Hotel Ireland Hospitality, Transport and Tourism 1

FIATC Assegurances Spain Bank and Insurance 1

Filarmonica900 Italy Leisure and culture 1

Fleuriot Fleurs Switzerland Consumer products 1

Fluidra Spain Consumer products 1

Fondation de Bienfaisance de la Banque Pictet Switzerland Bank and Insurance 1

Fondazione Casse Risparmio Piemontesi Italy Leisure and culture 1

Fondazione Cosso Italy Leisure and culture 1

Fondiaria-Sai Italy Bank and Insurance 1

Fourcroy France Food 1

http://www.ericsson.se/

http://www.fleuriot.ch/



Sponsorship

France Bleu Provence France Media 1

France Televisions Foundation France Media 1

Freixenet Spain Food 1

Fundação EDP Portugal Energy & Utilities 1

Fundação Millenium BCP Portugal Bank and Insurance 1

Fundació AGBAR Spain Energy & Utilities 1

Fundació Banc Sabadell Spain Bank and Insurance 1

Fundació Caixa Catalunya Spain Bank and Insurance 1

Fundació Castell Peralada Spain Leisure and culture 1

Fundació Puig Spain Consumer products 1

GDF Suez France Energy & Utilities 1

Generali Assurances Italy Bank and Insurance 1

Generalitat valenciana Spain Others 1

Gent United States Others 1

Gewista Austria Marketing and Comunication 1

GFC Construction France Real Estate and Contruction 1

GFT Germany Consulting 1

GIMV Belgium Capitals market 1

Giorgio Armani Parfums Italy Consumer products 1

Golley Slater United Kingdom Marketing and Comunication 1

Gómez Acebo & Pombo Spain Tax & Legal 1

Göteborg Energi Sweden Energy & Utilities 1

Grafos Spain Consumer products 1

Groupe ONET France Others 1

Groupe Paprec France Others 1

Groupe SNEF France Others 1

Grup MRW Spain Logistic and Services 1

Grupo Prisa Spain Media 1

Gruppo Iride Italy Energy & Utilities 1

Guillamón Spain Tax & Legal 1

GVC / Kentel Product Spain Real Estate and Contruction 1

Hachette Filipacchi France Media 1

Handelsbanken Sweden Bank and Insurance 1

Haribo Germany Food 1

Hasan & Partners oy Finland Marketing and Comunication 1

Heineken UK Netherlands Consumer products 1

Hennessy France Food 1

Hertz Sweden Sweden Logistic and Services 1

Hotel Astoria 1

http://www.generali.ch/

http://www.goteborgenergi.se/

http://www.handelsbanken.se/

http://www.hertz.se/



Sponsorship

Hotel Hochfilzer Austria Hospitality, Transport and Tourism 1

Hunter Property Fund United Kingdom Capitals market 1

Ibercaja Spain Bank and Insurance 1

Iberia Spain Hospitality, Transport and Tourism 1

Ifema Spain Logistic and Services 1

IGOL Industria Gráfica Offset Lito Spain Others 1

Ilmarinen Finland Bank and Insurance 1

Infoscreen Germany Technology 1

INM 1

Inocsa Spain Others 1

Intesa San paolo Italy Bank and Insurance 1

Irish Distillers Ireland Food 1

ISSOS 1

Janssen Cilag Belgium Pharmaceutical company / Biotecnology

1

John Taylor France Real Estate and Contruction 1

Juwelier Wagner Austria Consumer products 1

Kattus Austria Consumer products 1

KBC = Grupo KBC Belgium Bank and Insurance 1

Kellys Hotel Ireland Hospitality, Transport and Tourism 1

Kieffer Traiteur France Logistic and Services 1

Kieser Training Genève Switzerland Others 1

KLEIN Spain Others 1

Knack Argentina Consulting 1

Kone Finland Technology 1

Kraft Foods United States Food 1

Kremslehner Hotels Austria Hospitality, Transport and Tourism 1

La Razón Spain Media 1

La Vanguardia Spain Media 1

Laboratoire Jacob France Substances and chemical preparations

1

Laboratorios INIBSA Spain Substances and chemical preparations

1

Laboratorios Ordesa Spain Substances and chemical preparations

1

Lagardére Métropoles = Groupe Lagardère 292 France Media 1

L'Alsace France Media 1

Lancôme France Consumer products 1

Landgoed Altembrouck Belgium Hospitality, Transport and Tourism 1

Le Figaro France Media 1

Le Monde France Media 1

Le Nord France Media 1

https://www.ilmarinen.fi/Production/en/frontpage/index.jsp?language=en

http://www.kieser-training.ch/



Sponsorship

LE TEMPS France Media 1

Leeds City Council United Kingdom Others 1

Leeds Metropolitan University United Kingdom Others 1

Levis United States Consumer products 1

Linde Material Handling = Linde Germany Substances and chemical preparations

1

Lindner Germany Real Estate and Contruction 1

L'oréal Recherche et Développement France Consumer products 1

Loterie Romande Switzerland Others 1

Ludwig Reiter Austria Consumer products 1

LVMH France Consumer products 1

Macroberts United Kingdom Tax & Legal 1

Majestic Wine United Kingdom Food 1

Makhzen 1

Man Group United Kingdom Bank and Insurance 1

Management Solutions Spain Consulting 1

Manner Austria Food 1

Mapfre Spain Bank and Insurance 1

Marabu Spain Substances and chemical preparations

1

Marriott United States Hospitality, Transport and Tourism 1

Maskreys Ltd United Kingdom Consumer products 1

MDM Bank Russia Bank and Insurance 1

Mdr-Figaro Germany Media 1

Mechanical SOS United States Logistic and Services 1

Media Markt France Technology 1

Media Planning Group France Logistic and Services 1

Metalquimia Spain Others 1

Milonga 1

Montblanc Germany Consumer products 1

Mylan (Merck)= Merck Kgaa Germany Pharmaceutical company / Biotecnology

1

Nationale Süisse Switzerland Bank and Insurance 1

Natixis France Bank and Insurance 1

Neuhaus Belgium Food 1

Neuroth Austria Technology 1

Nexus Group Spain Others 1

NH Hoteles Spain Hospitality, Transport and Tourism 1

NIKI Austria Hospitality, Transport and Tourism 1

Nokia Finland Telecomunication 1

North Yorkshire County Council United Kingdom Others 1

http://www.maskreys.co.uk/

http://www.nokia.com/



Sponsorship

Novid 1

NSB Norway Hospitality, Transport and Tourism 1

NVT Group United Kingdom Consulting 1

NYSE Euronext United States Capitals market 1

O2 Germany Germany Telecomunication 1

OBOS Norway 1

OHL Spain Real Estate and Contruction 1

OPERA Siglo XXI Spain Leisure and culture 1

OP-Pohjola Group Finland Bank and Insurance 1

ORRICK Rambaud Martel France Tax & Legal 1

Parcus France Hospitality, Transport and Tourism 1

Pépinières Paul France 1

Perrier Jouët France Food 1

Peter Gill & Associates United Kingdom Marketing and Comunication 1

Philips Electronics Netherlands Technology 1

Piano Arnaud Meyer France Leisure and culture 1

Pitagora Revisiione Italy Consulting 1

Plaza Opera France Hospitality, Transport and Tourism 1

Polonia 1

Postbus Austria Hospitality, Transport and Tourism 1

Promont V.O.S Czechoslovakia 1

Prüssing & Köll Herrenausstatter Germany Consumer products 1

Randstad Netherlands Logistic and Services 1

Red Bull Austria Food 1

Redislogar Spain Others 1

Renault France Automobile industry and components

1

Renfe Spain Hospitality, Transport and Tourism 1

Rentenbank Germany Bank and Insurance 1

Réseau (GDS) France Energy & Utilities 1

Riccobono Italy Others 1

Ritmo Interim Belgium Logistic and Services 1

Roland Berger Strategy Consultants Germany 1

Roularta Netherlands Media 1

Rovi Lab. Spain Pharmaceutical company / Biotecnology

1

Royal Bank of Scotland United Kingdom Bank and Insurance 1

RTL 2 France Media 1

SACEM France Others 1

Sachsen Bank Germany Bank and Insurance 1

https://www.okobank.com/

http://www.perrier-jouet.com/

http://www.petergill.com/



Sponsorship

Sal. Oppenheim - Bayerisches Staatsorchester Germany Bank and Insurance 1

Samsung Corea Technology 1

San Miguel Spain Food 1

Savonlinnan Puhelin Oy 1

Sberbank Russia Bank and Insurance 1

Scottish arts Council United Kingdom Leisure and culture 1

sd&m 1

Seat Spain Automobile industry and components

1

Secomoc France Others 1

Sequence United States Logistic and Services 1

Sherpas 1

SHOKOKAI Association of Employers, Japanese Club in Poland, Sony Poland

1

simac Netherlands Technology 1

SkyARTS Media 1

Slaugther & May United Kingdom Tax & Legal 1

Smart Graphics United Kingdom Others 1

SNACK Ventures Spain Food 1

SNS Reaalfonds Netherlands Others 1

Sogecable Spain Media 1

Sogeur Spain Real Estate and Contruction 1

Sothebys United States Others 1

Standard Life United Kingdom Bank and Insurance 1

Staud's Austria Food 1

Stichting Elisabeth Strouven Netherlands Leisure and culture 1

Stift Klosterneuburg Austria Hospitality, Transport and Tourism 1

Superfund Austria Capitals market 1

Swarovski Austria Consumer products 1

Swiss Life Switzerland Bank and Insurance 1

Swiss Re Switzerland Bank and Insurance 1

T36 Netherlands Media 1

Talbot Hotel United States Hospitality, Transport and Tourism 1

Techem Energy Services GmbH Germany Energy & Utilities 1

Teka Spain Others 1

Telekom Austria Austria Telecomunication 1

Telenor Norway Telecomunication 1

Televisión Madrid Spain Media 1

Terveystalo Finland Logistic and Services 1

Têtu France Media 1

http://www.oppenheim.de/

http://www.terveystalo.com/In_English



Sponsorship

Thales Alenia Space France Hospitality, Transport and Tourism 1

The Yard 1

Thomas Abegg 1

Thomastik Infeld Leisure and culture 1

Transports Padrosa Spain Hospitality, Transport and Tourism 1

Trustmedia Belgium Media 1

Unicredit Group Italy Bank and Insurance 1

Unidad Editorial (Recoletos) Spain Media 1

Unione europea Belgium Others 1

Unireso Switzerland Hospitality, Transport and Tourism 1

Universal Music United States Media 1

University Of Leeds United Kingdom Others 1

Valores Unidos Spain 1

Veikkaus Oy Finland Others 1

Vivendi France Media 1

Volvo Sweden Automobile industry and components

1

VRT Belgium Media 1

VTB Russia Bank and Insurance 1

Walt Disney Company United States Leisure and culture 1

Warlomont-Anger-Stiftung Switzerland Leisure and culture 1

Wattwiller France Energy & Utilities 1

West Yorkshire Grants United Kingdom Others 1

Whites Hotel United Kingdom Hospitality, Transport and Tourism 1

Wurth 1

Yoko Geschina 1

Yorkshire Bank United Kingdom Bank and Insurance 1

Zentrum Mikroelektronik Dresden AG Germany Others 1

Zurich Financial Services Switzerland Bank and Insurance 1

http://www.unireso.com/

http://www.veikkaus.fi/

http://www.volvocars.fi/


Who are not opera companies and opera festivals sponsors, but should be


Who are not opera companies and opera festivals sponsors, but should be: FT 500 Europa 2010: NO sponsorships (ordered by the country of the sponsoring companies)

Company Country Area Ranking

Erste Group Austria Bank and Insurance 147

Immoeast Austria Real Estate & Construction 412

OMV Austria Energy & Utilities 205

Raiffeisen International Bank Austria Bank and Insurance 292

Sparkassen Immo-Invest Austria Real Estate & Construction 323

Verbundgesellschaft Austria Energy & Utilities 187

Vienna Insurance Austria Bank and Insurance 318

Voestalpine Austria Energy & Utilities 313

Anheuser-Busch InBev Belgium Food 22

Bekaert Belgium Technology 498

Belgacom Belgium Telecomunication 180

Cie Nationale un portfeuille Belgium Bank and Insurance 353

Colruyt Belgium Food 261

Delhaize Belgium Food 267

Dexia Belgium Bank and Insurance 218

Fortis Belgium Bank and Insurance 246

GBL Belgium Bank and Insurance 167

Mobistar Belgium Telecomunication 481

Solvay Belgium Energy & Utilities 253

UCB Belgium Pharmaceutical company / Biotecnology 272

Umicore Belgium Substances and chemical preparations 438

Hrvatske Telekom Croatia Telecomunication 393

Bank of Cyprus Cyprus Bank and Insurance 468

CEZ Czechoslovakia Energy & Utilities 93

Komercni Banka Czechoslovakia Bank and Insurance 279

Telefonica O2 Czech Rep. Czechoslovakia Telecomunication 287

AP Moller - Maersk Denmark Hospitality, Transport and Tourism 79

Carlsberg Denmark Food 183

Coloplast Denmark Logistic & Services 413

Danisco Denmark Food 500

Danske Bank Denmark Bank and Insurance 132

DSV Denmark Hospitality, Transport and Tourism 474

FLSmidth Denmark Real Estate & Construction 482

H Lundbeck Denmark Pharmaceutical company / Biotecnology 480

Novo Nordisk Denmark Pharmaceutical company / Biotecnology 67

Novozymes Denmark Pharmaceutical company / Biotecnology 341

TrygVesta Denmark Bank and Insurance 436

Vestas Windsystems Denmark Energy & Utilities 196

William Demant Denmark Logistic & Services 441

Fortum Finland Energy & Utilities 102

Kesko Finland Food 462

Metso Finland Logistic & Services 396

Neste Oil Finland Energy & Utilities 416

Outokumpu Finland Energy & Utilities 449



Sampo Finland Bank and Insurance 157

Sanoma Finland Marketing & Comunication 494

Stora Enso Finland Others 337

UPM-Kymmene Finland Others 309

Wartsila Finland Technology 389

ADP France Hospitality, Transport and Tourism 265

Air Liquide France Energy & Utilities 82

Alstom France Energy & Utilities 122

APRR France Hospitality, Transport and Tourism 266

Bic France Consumer products 476

Biomerieux France Pharmaceutical company / Biotecnology 414

Bollore France Hospitality, Transport and Tourism 443

Bouygues France Real Estate & Construction 126

Bureau Veritas France Logistic & Services 350

Cap Gemini France Consulting 282

Carrefour France Food 77

Casino Guichard-Perrachon France Food 236

CGG Veritas France Energy & Utilities 425

Christian Dior France Consumer products 114

CNP Assurances France Bank and Insurance 169

Dassault Systemes France Consulting 307

EADS France Logistic & Services 142

EDF France Energy & Utilities 12

EDF Energies Nouvelles France Energy & Utilities 478

Eramet France Energy & Utilities 243

Essilor Internacional France Bank and Insurance 173

Eurazeo France Bank and Insurance 465

Eutelsat Communications France Marketing & Comunication 273

Fonciere des Regions France Real Estate & Construction 366

France Telecom France Telecomunication 32

Gecina France Real Estate & Construction 308

Gemalto France Technology 467

Groupe Eurotunnel France Hospitality, Transport and Tourism 394

Hermes Internacional France Consumer products 161

ICADE France Capitals market 354

Ilíada France Telecomunication 360

Imerys France Energy & Utilities 411

Ipsen France Pharmaceutical company / Biotecnology 445

JC Decaux France Marketing & Comunication 336

Klépierre France Real Estate & Construction 300

Lafarge France Real Estate & Construction 109

Legrand France Technology 260

Michelin France Automobile industry and components 211

Pernod-Ricard France Food 101

PPR France Consumer products 137

Publicis France Marketing & Comunication 257

Rexel France Technology 456



Safran France Others 210

Schneider Electric France Technology 86

Scór France Bank and Insurance 408

Societe Generale France Bank and Insurance 59

Sodexo France Leisure and culture 234

STMicroelectronics France Technology 244

Suez Environnement France Others 204

Technip France Logistic & Services 248

TF1 France Media 451

Unibail-Rodamco France Bank and Insurance 120

Vallourec France Energy & Utilities 203

Veolia Environnement France Energy & Utilities 134

Vinci France Real Estate & Construction 85

Adidas Germany Consumer products 207

Aixtron Germany Technology 490

Allianz Germany Bank and Insurance 44

Axel Springer Germany Marketing & Comunication 466

Bayer Germany Pharmaceutical company / Biotecnology 45

Beiersdorf Germany Consumer products 155

Brenntag Germany Substances and chemical preparations 469

Celesio Germany Food 365

Commerzbank Germany Bank and Insurance 222

Continental Germany Automobile industry and components 221

Daimler Germany Automobile industry and components 53

Deutsche Boerse Germany Bank and Insurance 166

Deutsche Lufthansa Germany Hospitality, Transport and Tourism 281

Deutsche Post Germany Hospitality, Transport and Tourism 106

Deutsche Postbank Germany Bank and Insurance 306

Deutsche Telekom Germany Telecomunication 36

Fraport Germany Hospitality, Transport and Tourism 397

Fresenius Germany Others 232

Fresenius Medical Care Germany Bank and Insurance 141

Gea Group Germany Energy & Utilities 430

Hannover Ruck Germany Bank and Insurance 344

HeidelbergCement Germany Real Estate & Construction 219

Henkel Germany Consumer products 103

Hochtief Germany Real Estate & Construction 346

Infineon Technologies Germany Technology 285

K + S Germany Substances and chemical preparations 201

Lanxess Germany Substances and chemical preparations 464

Man Germany Technology 193

Metro Germany Consumer products 116

Munich Re Germany Bank and Insurance 80

Porsche AML Germany Automobile industry and components 368

Puma Rudolf Dassler Germany Consumer products 400

Qiagen Germany Pharmaceutical company / Biotecnology 378

RWE Germany Energy & Utilities 54



Salzgitter Germany Energy & Utilities 362

SAP Germany Technology 35

SMA Solar Technology Germany Energy & Utilities 431

Suedzucker Germany Food 440

ThyssenKrupp Germany Energy & Utilities 127

United internet Germany Technology 486

Wacker Chemie Germany Energy & Utilities 276

Alpha Bank Greece Bank and Insurance 386

EFG Eurobank Ergasias Greece Bank and Insurance 390

Hellenic Telecommunications Greece Energy & Utilities 339

National Bank of Greece Greece Bank and Insurance 192

OPAP Greece Leisure and culture 299

Public Power Greece Energy & Utilities 446

Magyar Telekom Hungary Telecomunication 432

Mol Magyar Hungary Energy & Utilities 215

OTP Bank Hungary Bank and Insurance 230

Richter Gedeon Hungary Pharmaceutical company / Biotecnology 447

CRH Ireland Real Estate & Construction 129

Dragon Oil Ireland Energy & Utilities 473

Elan Ireland Pharmaceutical company / Biotecnology 422

Kerry Group Ireland Food 364

Ryanair Holdings Ireland Hospitality, Transport and Tourism 294

A2A Italy Energy & Utilities 347

Atlantia Italy Hospitality, Transport and Tourism 179

Banca Carige Italy Bank and Insurance 382

Banca Monte dei Paschi Italy Bank and Insurance 263

Banco Popolare Italy Bank and Insurance 420

Exor Italy Bank and Insurance 483

Fiat Italy Automobile industry and components 148

Finmeccanica Italy Others 278

Generali Italy Bank and Insurance 74

Luxottica Italy Consumer products 189

Mediaset Italy Media 220

Mediobanca Italy Bank and Insurance 238

Mediolanum Italy Bank and Insurance 428

Parmalat Italy Food 405

Prysmian Italy Technology 497

Saipem Italy Food 135

Snam Rete Gas Italy Energy & Utilities 125

Telecom Italia Italy Telecomunication 91

Terna Italy Energy & Utilities 255

UBI banca Italy Bank and Insurance 256

Unicredito Italiano Italy Bank and Insurance 42

ENEL Luxembourg Energy & Utilities 49

SES Luxembourg Media 258

Ahold Netherlands Food 146

Akzo Nobel Netherlands Substances and chemical preparations 181



ArcelorMittal Netherlands Energy & Utilities 27

ASML Holding Netherlands Technology 151

Boskalis Westminster Netherlands Real Estate & Construction 471

Corio Netherlands Real Estate & Construction 342

Delta Lloyd Netherlands Bank and Insurance 453

DSM Netherlands Energy & Utilities 269

Fugro Netherlands Energy & Utilities 380

Hal Trust Netherlands Bank and Insurance 314

KPN Netherlands Telecomunication 92

Reed Elsevier Netherlands Media 121

TNT Netherlands Hospitality, Transport and Tourism 216

Unilever Netherlands Food 20

Vopak Netherlands Hospitality, Transport and Tourism 387

Wolters Kluwer Netherlands Marketing & Comunication 329

Acergy Norway Energy & Utilities 499

Aker solutions Norway Energy & Utilities 426

Norsk Hydro Norway Energy & Utilities 233

Orkla Norway Food 242

Seadrill Norway Logistic & Services 237

StatoilHydro Norway Energy & Utilities 25

Yara International Norway Energy & Utilities 185

Bank Zachodni WBK Poland Bank and Insurance 373

Handlowy Poland Bank and Insurance 484

KGHM Poland Energy & Utilities 288

Pekao Poland Bank and Insurance 153

PGE Polska Grupa Energetyczna Poland Energy & Utilities 170

PKN Orlen Poland Energy & Utilities 348

PKO Bank Poland Bank and Insurance 154

Polish Oil and Gas Poland Energy & Utilities 284

Telekomunikacja Polska Poland Telecomunication 283

Banco Espirito Santo Portugal Bank and Insurance 331

BCP Portugal Bank and Insurance 377

Brisa Portugal Logistic & Services 384

Cementos Portland Portugal Real Estate & Construction 385

Energias de Portugal Portugal Energy & Utilities 171

Galp Energía Portugal Energy & Utilities 176

Jerónimo Martins Portugal Food 328

Portugal Telecom Portugal Telecomunication 225

Romanian Bank Development Romania Bank and Insurance 493

Baltika Breweries Russia Food 388

Bashneft Russia Energy & Utilities 327

Federal Grid Company Russia Energy & Utilities 163

Gazprom Russia Energy & Utilities 7

Inter Rao UES Russia Energy & Utilities 434

Lukoil Russia Energy & Utilities 55

Magnit Russia Food 277

Mechel Russia Logistic & Services 197



MMC Norilsk Nickel Russia Real Estate & Construction 75

Mobile Telesystems Russia Telecomunication 133

Moscow Muncipal Bank Russia Bank and Insurance 379

Mosenergo Russia Energy & Utilities 367

MRSK Russia Energy & Utilities 305

Novatek Russia Energy & Utilities 111

Novolipetsk Steel Russia Energy & Utilities 107

OGK-4 Russia Energy & Utilities 398

Polymetal Russia Energy & Utilities 435

Polyus Gold Russia Energy & Utilities 235

Raspadskaya Russia Logistic & Services 355

Rosneft Russia Energy & Utilities 21

Rostelecom Russia Telecomunication 423

Rushydro Russia Energy & Utilities 168

Severstal Russia Energy & Utilities 174

Silvinit Russia Substances and chemical preparations 356

Sistema Russia Telecomunication 229

Surgutneftegas Russia Energy & Utilities 69

Tatneft Russia Energy & Utilities 206

TMK Russia Logistic & Services 419

Uralkaliy Russia Energy & Utilities 247

Vimpelcom Russia Telecomunication 143

Krka Slovenia Pharmaceutical company / Biotecnology 487

Acerinox Spain Energy & Utilities 392

Banco Popular Español Spain Bank and Insurance 228

BBVA Spain Bank and Insurance 50

Fomento CNTR Constr.Y. Spain Real Estate & Construction 409

Iberdrola Spain Energy & Utilities 61

Iberdrola Renovables Spain Energy & Utilities 128

Inditex Spain Consumer products 64

Petroleos (Cepsa) Spain Energy & Utilities 286

Red Eléctrica de España Spain Energy & Utilities 298

Telecinco Spain Media 461

Zardoya Otis Spain Energy & Utilities 352

Alfa Laval Sweden Others 334

Assa Abloy Sweden Real Estate & Construction 316

Atlas Copco Sweden Energy & Utilities 119

Boliden Sweden Consumer products 458

Getinge Sweden Logistic & Services 369

Hennes & Mauritz Sweden Consumer products 57

Hexagon Sweden Technology 489

Husqvarna Sweden Consumer products 444

Industrivarden Sweden Bank and Insurance 383

Investor Sweden Bank and Insurance 165

Kinneik Sweden Bank and Insurance 395

Nordea Bank Sweden Bank and Insurance 66

Ratos Sweden Bank and Insurance 363



Sandvik Sweden Others 158

SCA Sweden Consumer products 226

Scania Sweden Automobile industry and components 186

SEB Sweden Bank and Insurance 172

Securitas Sweden Logistic & Services 477

Skanska Sweden Real Estate & Construction 297

SKF Sweden Technology 268

SSAB Sweden Energy & Utilities 357

Straumann Sweden Logistic & Services 459

Swedbank Sweden Bank and Insurance 231

Swedish Match Sweden Consumer products 340

Tele2 Sweden Telecomunication 291

TeliaSonera Sweden Telecomunication 81

Actelion Switzerland Pharmaceutical company / Biotecnology 349

Adecco Switzerland Logistic & Services 213

Baloise Switzerland Bank and Insurance 421

Banque Cantonale Vaudoise Switzerland Bank and Insurance 448

BKW FMB Energie Switzerland Energy & Utilities 457

Geberit Switzerland Real Estate & Construction 296

Givaudan Switzerland Substances and chemical preparations 290

Holcim Switzerland Real Estate & Construction 96

Julius Bar Switzerland Bank and Insurance 289

Kuhne+Nagel International Switzerland Hospitality, Transport and Tourism 194

Lindt Switzerland Food 470

Lonza Switzerland Pharmaceutical company / Biotecnology 424

Novartis Switzerland Pharmaceutical company / Biotecnology 5

Pargesa Switzerland Consulting 325

Partners Group Switzerland Bank and Insurance 472

Richemont Switzerland Consumer products 108

Roche Switzerland Pharmaceutical company / Biotecnology 6

Schindler Switzerland Energy & Utilities 217

SGS Switzerland Logistic & Services 212

Sika Switzerland Real Estate & Construction 488

Sonova Switzerland Logistic & Services 264

Swatch Group Switzerland Consumer products 131

Swisscom Switzerland Telecomunication 117

Syngenta Switzerland Substances and chemical preparations 90

Synthes Switzerland Others 159

Akbank Turkey Bank and Insurance 115

Anadolu Efes Turkey Food 406

BIM Birlesik Magazalar Turkey Food 454

BSH ev Aletleri Turkey Real Estate & Construction 475

E.On Turkey Energy & Utilities 24

Enka Insaat Sanayi Ve Turkey Real Estate & Construction 259

Eregli Demir Celik Turkey Energy & Utilities 399

Finansbank Turkey Bank and Insurance 326

Haci Omer Sabanci Turkey Bank and Insurance 254



Koç Holding Turkey Bank and Insurance 262

Tupras Turkey Energy & Utilities 359

Turk Telekomunikasyon Turkey Telecomunication 200

Turkcell Turkey Telecomunication 178

Turkiye Garanti Bankasi Turkey Bank and Insurance 113

Turkiye Halk Bankasi Turkey Bank and Insurance 245

Turkiye Is Bankasi Turkey Bank and Insurance 162

Turkiye Vakiflar Bankasi Turkey Bank and Insurance 321

Yapi ve Kredi Bankasi Turkey Bank and Insurance 208

3i group United Kingdom Others 429

Admiral United Kingdom Bank and Insurance 370

Aggreko United Kingdom Energy & Utilities 391

Amec United Kingdom Energy & Utilities 450

Anglo American United Kingdom Energy & Utilities 40

Antofagasta United Kingdom Energy & Utilities 150

ARM Holdings United Kingdom Technology 404

Associated British Foods United Kingdom Food 199

Autonomy United Kingdom Consulting 320

BAE Systems United Kingdom Others 112

Barclays United Kingdom Bank and Insurance 28

BG Group United Kingdom Energy & Utilities 38

BHP Billiton United Kingdom Energy & Utilities 23

British Airways United Kingdom Hospitality, Transport and Tourism 433

British Land United Kingdom Real Estate & Construction 330

British Sky Broadcasting United Kingdom Telecomunication 145

Bunzl United Kingdom Logistic & Services 492

Burberry group United Kingdom Consumer products 407

Cable & Wireless Worldwide United Kingdom Telecomunication 485

Cairn Energy United Kingdom Energy & Utilities 251

Capita Group United Kingdom Logistic & Services 302

Carnival United Kingdom Leisure and culture 252

Centrica United Kingdom Energy & Utilities 99

Cobham United Kingdom Others 418

Compass Group United Kingdom Leisure and culture 156

Diageo United Kingdom Food 63

Eurasian Natural Resources United Kingdom Energy & Utilities 98

Experian United Kingdom Logistic & Services 223

Fresnillo United Kingdom Energy & Utilities 239

G4S United Kingdom Logistic & Services 361

GlaxoSmithKline United Kingdom Pharmaceutical company / Biotecnology 13

Hammerson United Kingdom Real Estate & Construction 439

Home Retail Group United Kingdom Consumer products 491

Icap United Kingdom Bank and Insurance 479

Imperial Tobacco United Kingdom Others 84

Inmarsat United Kingdom Telecomunication 372

Intercontinental Hotels Group United Kingdom Hospitality, Transport and Tourism 415

International Power United Kingdom Energy & Utilities 293



Invensys United Kingdom Technology 442

Investec United Kingdom Bank and Insurance 463

ITV United Kingdom Media 496

Johnson Matthey United Kingdom Substances and chemical preparations 358

Kazakhmys United Kingdom Energy & Utilities 190

Kingfisher United Kingdom Consumer products 280

Land Securities United Kingdom Real Estate & Construction 275

Legal & General United Kingdom Bank and Insurance 274

Liberty International United Kingdom Bank and Insurance 403

Lloyds Grupo Bancario United Kingdom Bank and Insurance 31

Lonmin United Kingdom Energy & Utilities 343

Marks & Spencer United Kingdom Consumer products 249

Morrison (Wm) Supermarkets United Kingdom Food 198

National Grid United Kingdom Energy & Utilities 97

Next United Kingdom Consumer products 338

Old Mutual United Kingdom Bank and Insurance 224

Pearson United Kingdom Telecomunication 184

Petrofac United Kingdom Substances and chemical preparations 332

Prudential United Kingdom Bank and Insurance 105

Randgold Recursos United Kingdom Energy & Utilities 311

Reckitt Benckiser United Kingdom Consumer products 68

Rentokil Initial United Kingdom Logistic & Services 495

Rexam United Kingdom Others 460

Rio Tinto United Kingdom Energy & Utilities 18

Rolls-Royce Group United Kingdom Others 139

RSA Insurance Group United Kingdom Bank and Insurance 324

SABMiller United Kingdom Food 60

Sage Group United Kingdom Technology 401

Sainsbury (J) United Kingdom Food 240

Schroders United Kingdom Bank and Insurance 345

Scottish & Southern Energy United Kingdom Energy & Utilities 152

Serco United Kingdom Logistic & Services 417

Severn Trent United Kingdom Energy & Utilities 427

Shire United Kingdom Pharmaceutical company / Biotecnology 191

Smith & Nephew United Kingdom Others 250

Smiths Group United Kingdom Energy & Utilities 319

Standard Chartered United Kingdom Bank and Insurance 47

Tesco United Kingdom Food 48

TUI Travel United Kingdom Leisure and culture 381

Tullow OIL United Kingdom Energy & Utilities 138

United Utilities United Kingdom Energy & Utilities 351

Vedanta Resources United Kingdom Energy & Utilities 202

Whitbread United Kingdom Hospitality, Transport and Tourism 455

Wolseley United Kingdom Logistic & Services 312

WPP United Kingdom Telecomunication 182

Xstrata United Kingdom Energy & Utilities 46


Sponsors’ benefits inventory


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1 Arena di Verona

Major Sponsor

Sponsor Ufficiali

Official Partners

Founding Partners

2 Aslico

Bank 80.000 €

X X

Tourism 30.000 €

X

X

Transport 25.000 €

X X

Trade 14.000 €

X X

3 Bayerische Staatsoper

Project Partner

Season Partner

Project Sponsor (Opernfestspiele)

Project Sponsor (Bayerisches Staatsballett)

Project Sponsor (Staatsorchester)

Sponsors

Patrons

Premium Circle

Patron Circle

Inner Circle

Ballet Circle

Classic Circle

Campus Circle

Media Partner

Main Sponsor of Munich Opera Festval

4 Bayreuth

Festspiele

Individual donnors 4.000 €

X

Companies donnors 8.000 €

X

Partners

Media Partners

Sponsors

Gold Circle

Silver circle

Mäzene

5 Bolshoi Theatre

General Sponsor

Oficial Sponsor of Bolshoi

Oficil Sponsor of the Opera

Supporter as Donor of the Bolshoi Reconstruction

Season Sponsor

6 Bregenzer Festspiele

Main Sponsor

X X

X

Presenting Sponsor

X X

X

Co-Sponsor

X X

X

Ordinary Member 10 € X

X

Ordinary Young Member 50 € X

X

Patron 300 €

X

X

Platinum Donor 100.000 €

X

Gold Donor 50.000 €

X

Silver Donor 25.000 €

X

Respondents

Non respondents (*data obtained from public information)


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X

X

X

X

X

X

X X

X

X

X

X

X

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X

X

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X

X X

X

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7 Dalhalla Opera

Night Patron

Dalhalla Business Club

Benefactor

Public Benefactor

8 De

Nederlandse Opera

Not available Not available

9 De Vlaamse

Opera

Structural Partnership 250.000 €

X X

X X

Transport 60.000 € in kind

X X

X X

Media Between 40.000 € and

65.000 € in kind X X

X X

Gifts 50.000 € in kind for

subscribers and artists X X

X X

Business and Première seats Between 1.000 € and

20.000 € X X

X X

Beverages 15.000 € in mix of free

goods, reduced prices + advertisement

X

X

X X

Hotels

10.000 € in free rooms/reduced

prices/advertisement/combined arrangement

X

X

X X

10 Den Norske

Opera og Ballett

Sponsors

X

11 Dresden

Semperoper

Silver Patron 500 €

X

X

Platinum Patron 2.500 €

X

X

X

Gold Patron 5.000 €

X

X

12 English

National Opera

Corporate Leaders 1.130 € - 7.345 €

X X

X X X X

X

Corporate Partners In-kind

X

X

13 Festival d’Aix-en-Provence

Main Partner 250.000 €

X X X

X

X X

Partner 100.000 €

X X X

X

X X

Supporting member 50.000 €

X X X

X

X X

Regional Club - Supporting member

50.000 €

X X X

X

X X

Regional Club - Benefactor member

24.000 €

X X X

X

X X

Member 15.000 €

X X X

X

X X

Regional Club - Donator member

12.000 €

X X X

X

X X

Regional Club - Associate member

6.000 €

X

X X X X

X X

14 Finnish

National Opera

Main sponsor 200.000 €

X X X X X

X X

Sponsor 100.000 €

X X X X X

X X

15 Frankfurt Oper

Major Sponsors 50.000 €

X

X

Production Sponsors 50.000 €

X

X

Proyect Sponsors 15.000 €

X

X

Patrons Association 50 € (pers. privada) X

Company 1.000 €

X

Member

X

Partners

Respondents



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X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X

X X X

X X X X X X

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X X X X

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16 Glimmerglass

Opera

Contributor 270 € X X X X

Guarantor 543 € X X X X

National Council Bronze 1.200 € X X X X

National Council Silver 2.500 € X X X X

National Council Gold 4.400 € X X X X

National Council Platinum 5.800 € X X X X

Trustees Circle 11.500 € X X X X

General Directors Circle 24.000 € X X X X

Presidents Circle 51.000 € X X X X

Chairmans Circle 68.000 € X X X X

17 Glyndeboure

Festival

Member (Association America)

1.700 € X X X X

Individual Funding Member 2.900 € X X

Patron (Association America) 3.400 € X X X X

Bronze (Corporate Membership)

5.000 € X X X

Old Green Room Society (Association America)

6.800 € X X X X

Silver (Corporate Membership)

7.500 € X X X

Gold (Corporate Membership) 10.600 € X X X

Platinum (Corporate Membership)

13.000 € X X X

18 Göteborgs

Operan

Main Sponsor From 100.000 € X X X X X X

Opera Sponsor From 20.000 € X X X X X X

Sponsor 10.000 € X X X X X X

Entry Level 2.500 € X X X X X X

19 Gran Teatre del

Liceu

Patrons 140.000 € X X X X

Family Opera 70.000 € X X X X

Restricted Sponsoring 60.000 € X X X X

Sponsors 35.000 € X X X X

Benefactor 3.500 € X X X X

20 Gran Teatro La

Fenice

Main Partners X

Founders (Patrons)

Founders (Soci Sostenitori)

Founders (Soci Benemeriti)

Founders (Soci Ordinari)

Sponsor

21 Grand Théâtre

de Genève

Partenaires de Production X

Partenaire des récitals X

Partenaires de projets X

Partenaires d'échange

Partenariat de saison

Partenariat de production et parrainage

Partenariat de projets

Partenariat d'échange

Geneve Opera Tool

22 Grand Théâtre de Provence

Theatre Partner

Particular Sponsor

Enterprise Sponsor 3.000 € X X

Great Sponsor 7.000 € X X

Association Sponsor 15.000 € X X

Respondents



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X X X X

X X X X

X X X X

X X X X X

X X X X X X

X X X X X X

X X X X X X

X X X X X X

X X X

X X X

X X X

X X X X

X X X

X X X X

X X X X

X X X X

X X X X X X X X X X

X X X X X X X X X X

X X X X X X X

X X X X X

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X X X X X X X X X X X X X

X X X

X X X

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23 Houston Grand

Opera

Premiere Guarantor 740.000 € X X X X X X X

Principal Guarantor 370.000 € X X X X X X X

Grand Guarantor 185.000 € X X X X X X X

Guarantor 74.000 € X X X X X X X

Grand Underwriter 37.000 € X X X X X X X

Underwriter 18.500 € X X X X X X X

Sponsor 12.000 € X X X X X X X

Co-Sponsor 5.600 € X X X X X X X

Benefactor 3.700 € X X X X X X X

Member 2.200 € X X X X X X X

Friend 740 € X X

24 Hungarian

State Opera

25 Komische Oper

Project Sponsorship 10.000 € - 50.000 € X X X X X X

Education Sponsorship 10.000 € - 50.000 € X X X X X X

Supporter Sponsorship 2.000 € - 10.000 € X X X X X X X

Seat Sponsorship 350 € X

26 La Monnaie Not available Not available

27 Los Angeles

Opera

Contributor 54 € X X X X

Affiliate 180 € X X X X X

Supporter 360 € X X X X X

Sponsor 720 € X X X X X

Artists Circle 1.440 € X X X X X

Benefactor 2.500 € X X X X X

Premier Benefactor 3.600 € X X X X X

Grand Benefactor 5.000 € X X X X X

Silver Benefactor 7.200 € X X X X X

Premier Silver Benefactor 10.800 € X X X X X

Grand Silver Benefactor 14.400 € X X X X X

The Opera Council 18.000 € X X X X X

The Founders 72.000 € X X X X

Sponsors 6.700 € a 370.000 € X X X

Corporate Alliance 2.000 € a 16.800 € X X X X X

28 Lyric Opera of

Chicago

Member 60 € X X

Patron 140 € X X X

Associate 275 € X X X

Sustainer 550 € X X X X

Impresario 2.000 € X X X X X

Bravo Circle 3.000 € X X X X X X

Benefactor 4.500 € X X X X X X

Premiere Benefactor 5.800 € X X X X X X

Silver Grand Benefactor 12.500 € X X X X X X

Golden Grand Benefactor 31.000 € X X X X X X

Platinum Grand Benefactor 55.000 € X X X X X X

Above Aria Society 68.000 € X X X X X X

Production Sponsor

Special Event Sponsor

Education and Community Sponsor

Respondents



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29 Madlenianum

Opera & Theatre

30 Mariinsky Theatre

General Partner

Principal Partners

31

National Moravian -

Silesian Theatre

Main sponsor

Ballet performances partner

Mass Media partners

Sponsors public institutions (Government)

32 National

Theatre Brno

33 New York City

Opera

Season Sponsor 185.000 € X X X X X X X

Production Lead Sponsor 35.000 € X X X X X X X

Gala Lead Sponsor 35.000 € X X X X X X X

Education Sponsor 4.000 € - 40.000 € X X X X X X X X X

Production Major Sponsor 36.000 € X X X X X X X

Gala Major Sponsor 18.000 € X X X X X X X

Opening Night Sponsor 18.000 € X X X X X X X

Corporate Membership 4.000 € - 13.000 € X X X X X X X X X

34 Opéra de Lyon

Compentency Patron 300.000 € X X X X

Principal Patron 85.000 € X X X X X

Project Patron 50.000 € X X X X X

Business Club Cat 1 18.000 € X X X X X

Business Club Cat 2 12.000 € X X X X X

Business Club Cat 3 8.000 € X X X X

35 Opera Ireland

Patron 350 € X X

Partner 990 € X X

Foundation Sponsor X

Performance Sponsor Performance Price X

Associate Sponsors In-kind

Media Partners In-kind

36 Opéra national de Bordeaux

Membre association Arpeggio (Partenaires)

X X X

Membre association Arpeggio (Associés)

X X X

Membre association Arpeggio (Vignobles)

X X X

Mécènes

Les Membres Individuels

Les Partenaires Media

Les Entreprises Mécènes de l'Opéra

Les Entreprises Partenaires

Respondents



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X X X X X

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37 Opéra national

de Lorraine

Abonnements Opéra Tutti 219 € - 383 € X X X X

Abonnements Opéra Passion 105 € - 266 € X X X

Abonnements Opéra Variation

90 € - 230 € X X

Abonnements Opéra Ouverture

48 € - 120 € X X

Abonnements Opéra Famille 144 € - 402 € X X X

Abonnements Opéra Duopéra Metz-Nancy

210 € - 290 € X

Abonnements Opéra Jeunes 40 € - 96 € X

Abonnements Orchestre Passion

72 € - 117€ X X

Abonnements Orchestre Liberté

40 € - 56 € X X

Abonnements Orchestre Concerts Apéritif

18 € X X

38 Opéra national

de Paris

Circle of corporate sponsors Minimum 150.000 € X X X X X

Major Donors (Individuals) Minimum 50.000 € X X X X X

AROP Corporate Club 3.500 € - 15.000 € X X X X X X X

AROP Individual Donors 20 € - 400 € X X X X X X

American Friends of the Paris Opera and Ballet

Minimum 749,80 €* X X X X X X

39 Opéra national

du Rhin

Mécène d'una soisson 80.000 € X X X X X X

Partenaires Selon le project X X X X X X X X

Mécène d'un production Selon le project X X X X X X X X

Mécène d'un production Selon le project X X X X X X X X

Mécène de l'action 22.000 € X X X X X X

Sponsor (>500 pl) 15.000 € X X X X X X

Sponsor (>300 pl) 6.000 € X X X X X X

Sponsor (100-299 pl) 5.000 € X X X X X X

Sponsor (4-99 pl) 4.000 € X X X X X X

Bienfaiten 1.000 € X X X X X X

40 Opera North

Diamond X X

Platinum X X

Gold X X

Silver X X

Principal partner

Production Supporters

Performance Sponsors

41 Opera Zuid* Not available Not available

42 Opernhaus

Zürich

Younth 66 € X X X

Senior 118 € X X X

Individual membership 231 € X X X

Double membership 330 € X X X

Sponsorship 790 € X

Double sponsorship 1.187 € X

Corporate sponsorship 1.649 € X

Patrons 3.300 € X

Private individuals 6.596 € X

Corporate entities 19.788 € X

Respondents



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X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X X

X X X

X X X

X X X

X X X

X

X

X

X

X

X

X X

X X X

X X X

X X

X X X X

X X X X


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43 Palau de les Arts Reina

Sofía

Patrono

Patrocinador

Protector

Benefactor

Sponsor

44 Royal Danish

Theatre* Not available Not available

45 Royal Opera

House

Grand Tier Patron 49.961 € (two seat

option: 24.980,50 €) X X

Grand Tier Box Patron 43.783,61€ - 49.622,94€ X X

Orchestra Stalls Patron 39.871,70 € (two seat option: 19.937,22 €)

X X

First Night Patron 34.673,43 € (two seat option: 27.088,62 €)

X X

Platinum Patron 20.800,90 € X X

Gold Patron 8.992,06 € X X

Silver Patron 4.875,21 € X

46 Salzburger Festspiele

Full member 120 € X X X

Silver club 10.000 € X X X X

Golden club 50.000 € X X X X X

47 Savonlinna

Opera Festival

Main partner

Partner

Co-Partner

Production Sponsor

Private member 60 € X X X X

Corporate members 170 € X X X X

Opera Business Club 750 € X X X X

48 Scottish Opera

Syndicate 22.902 € X X X X

Opera Angels 5.725 € X X X X

Emergin Artists Benefactors 3.435 € X X X X

Platinum Sponsor 1.718 € X X X X

Gold Sponsor 1.145 € X X X X

Silver Sponsor 573 € X X X

Bronze Sponsor 172 € X X X

49 SNG Opera &

Ballet Ljubljana

50 Sofia National

Opera

Exclusive Partner

Partner

Internet Partner

Advertising in the subway

Media Partners

51

Staatsoper unter den

Linden

Linden Seasonal Partner 1.500.000 € X

Stone Cutter 50 € X

Supporter 400 € X

Master Builder 1.000 € X

Patron 2.500 € X

Donor 10.000 € X

Company Membership 2.500 € X

Member of the Linden Opera Club

50.000 € X

Spielzeitpartner

Linden First Circle

Linden Premium Circle

Linden Classic Circle

Respondents



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X X

X X

X

X X X X X

X X X X X X

X

X

X

X

X X X

X

X X

X X X X X X

X X X X X X

X X X X X X

X X X X X X

X X X X X X

X X X X X X

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52 Staatstheater

am Gärtnerplatz

Sponsors 50 € X

53 Teatr Wielki -

Polish National Opera

Over 10.001 € 22.528 € X X X X X

5.001 € - 10.000 € 6.650 € X X X X

1.001 € - 5.000 € 5.875 € X X X X

301 € - 1.000 € 500 € X X X

1 € - 300 € 151 € X

54 Teatro alla

Scala

Sponsor Tecnici 50.000 € X

Sponsor Progetti Speciali 400.000 € X

Sponsor della Stagione 2008-2009

2.000.000 € X

Fondatori 520.000 € X

Abbonati Sostenitori Corporate

15.000 € X X

Abbonati Sostenitori Coporate Prime

30.000 € X

55 Teatro de la Maestranza

Patrocinador 192.000 € X X

Patrocinador 400.000 € X X

56

Teatro del Maggio

Musicale Fiorentino

Young Up To 26 Years(Honor Roll)

30 € X

Private (Honor Roll) 180 € X

Private(Benefactors ) 700 € X X X

CLUBS AND ASSOCIATIONS (Benefactors )

2.000 € X

Private(Supporters) 2.500 € X X X X

Clubs and Associations(Supporters)

6.000 € X

Business (Supporters) 17.000 € X

57 Teatro

dell´Opera di Roma

Partner ufficiale della stagione lirica

Partner ufficiale di balleto del teatro dell´ Opera

Partner di evento

Partner di progetti particolari

58 Teatro

Massimo di Palermo

Sostenitori

59 Teatro Nacional

São Carlos

Main Sponsor of Teatro Nacional São Carlos and Companhia Nacional de Bailado

625.000 € X X X X X X

Main Sponsor of Symphonic Season Teatro Nacional São Carlos

250.000 € X X X X X X

Exclusive Sponsor of the National Tour of Companhia Nacional de Bailado

125.000 € X X X X X X

60 Teatro Real

Mecenas Desde 300.000 € X X X X

Patrocinador Desde 100.000 € X X X X

Colaborador Desde 60.000 € X X X X

Benefactor Desde 30.000 € X X X X

Particular Desde 10.000 € X X X X

Patrocinadores Medios de Comunicación

En especie X

Patrocinador de proyectos Depende del proyecto X

Respondents



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X

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X X X X X X X

X X X X X X X

X X X X X X X X X X

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61 Teatro Regio di

Torino

Bank Foundations 800.000 € X X X X X X X

Sponsor 250.000 € X X X X X X X

Private companies (Founders) 50.000 € X X X X X X X

Private companies (Supporters)

10.000 € X X X X X X X

Sponsors 30.000 € X X X X X X X

Private companies

(Supporters) 10.000 € X X X X X X X

62

The Metropolitan

Opera

Patron 1.440 € X X X X

Contributing Patron 2.160 € X X X X

Sponsor Patron 2.880 € X X X X X

Sponsor Patron 3.600 € X X X X X

Benefactor Patron 5.040 € X X X X X

Benefactor Patron 6.120 € X X X X X

Premiere Circle Sponsor 7.200 € X X X X X

Premiere Circle Sponsor 8.900 € X X X X X

Premiere Circle Benefacor 10.800 € X X X X

Premier Circle Benefactor 14.400 € X X X X

63 Theater Bremer

Sponsoren- Patrocinadores

Kooperationspartner

Bremertheaterfreunde

64 Théâtre du

Châtelet

Mécènes du Châtelet X X

Membre du "Circulo de Debussy"

5.000 € X

Membre du "Cercle de Ravel" 15.000 € X

Membre du "Cercle de Stravinsky"

30.000 € X

Cercle Nijinski 1.000 € X X X X

Cercle Lehmann 2.500 € X X X X

65 Volksoper Wien

Generalsponsor Not available X X X

Hauptsponsor Not available X X X

Produktionssponsor Not available X X X

Projektsponsor Not available X X X

Sachsponsor Not available X X X

66 Washington

National Opera

Associate 54 € X X

Partner 126 € X X X X

Sponsor 216 € X X X X

Patron 432 € X X X X

Executive 720 € X X X X X

Founder 1.080 € X X X X X

Sustainer’s Circle 1.800 € X X X

President’s Circle 3.600 € X X X

Artist’s Circle 5.400 € X X X

Director’s Circle 7.200 € X X X

Producer’s Circle 10.800 € X X X X X

Corporate Council 10.800 € X X

Respondents



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X X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X X

X X X X X X X X X X

X X X X X

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X X X X X X X X

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X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X X X X X X X X

X X

X X

X X

X X X X X X

X X X X X X

X X X X X X

X X

X X

X

X X

X X X

X X X X

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67 Welsh National

Opera

Season Partners 1.046 € X X X X

Production Partners X X X

Evening Partners X X X

Member of the Sponsor Group

1.045 € X X X X

Supporting Partner 215 € X

Foundation Partner 430 € X

Associate Partner 645 € X

Full Partner 1.300 € X

Platinum Partner 3.300 € X

68 Wexford

Festival Opera

Production Sponsor 125.000 € X X X X X X

Hotel Sponsorship 67.563 € X X X X X X X

Drinks Sponsorship 50.000 € X X X X X X

Event Sponsorship 39.000 € X X X X X X X X

69 Wiener

Staatsoper

Sponsoren

Donatoren 730 € X

Freunde 30 € X

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european opera fundraising survey approaching the ... · european opera fundraising survey...

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