With the external audit, the process of continuous improvement is demonstrated, and the organizational culture is enhanced.

Diversification of income through space rentals, ticket sales, sponsorships, grants, and auxiliary services such as bar and advertising.

It has a stable organizational structure, reflecting a professional workforce for continuous operations.

The significant operating budget was 2 million with approximately 6,000 annual transactions, indicating a medium-sized operation.

It demonstrates its financial management professionally by seeking external audits with accounting standards, which allows it's to show his commitment to transparency and accountability.

Both theaters have similarities in their business model within their locality; they both share the same values of inclusion, education, and community participation. Finding this comparison can help identify new opportunities for the Capitol Centre.

The combination of the social and legal aspects regarding the rules and which policies are applied is also of great importance.

Benefits such as promoting the local economy and theater in the same way, thanks not only to sales but also with the support of sponsors, volunteers, and donations, as well as Capitol Centre. Additionally, the number of audiences increases year after year, demonstrating a good business model.

It shows collaboration with both artists and local organizations to also promote their growth.

In comparison, the business model of Capito Centre similarly focuses on the community, and here the notable aspect is the educational approach that offers school performances for young audiences, demonstrating its commitment to cultural education.

This allows expanding the local audience base and more access to audiences.

This allows the community to feel safe and have a better perception of the urban environment.

Support rural immigration and talent retention, obtaining benefits for the Capitol Centre as an employer and cultural space.

Financial stability has been demonstrated through the use of last year's reserves, which has helped to ease financial pressure and continue maintaining the levels of its services.

Compared to the year 2024, there is a 48% increase in the tax allocated to service partners, which ensures financial continuity.

With the investment in new community infrastructure, as mentioned there, this complements the cultural offerings of the Capitol Centre.

The increase in transportation fares may affect accessibility to the Capitol Centre for certain audiences.

Fiscal sensitivity is shown in the face of economic challenges, and it is necessary to use reserves to ease inflation.

As an ecological impact, these funds for security in the center and public recycling improve the urban experience and can benefit the Capitol Centre.

According to records from 2024, it is mentioned how the Capitol Centre receives part of the 45% of the municipal tax allocated to service partners, which demonstrates institutional support.

Capitol Centre, being located in downtown North Bay, allows its location to facilitate collaboration with local businesses and shops.

As one of its legal aspects, it is important how they equally protect the privacy of their consumers and, in general, follow the appropriate policies.

It highlights points about their commitment to the community, thinking beyond just themselves, such as its well-being and cultural and social development, because unlike other businesses, it does not seek to profit from them.

Non-profit model with community support, allowing the place to rely on donations, volunteers, and sponsors, involving a strong connection with the local area and keeping it running.

Here it is shown how Capitol Centre has grown over the years, adapting to changes, improvements, and innovations without losing its main objective while enriching the community.

Diversity in artistic programming, theater, music, cinema, dance, and special community events. This broadens its audience base and strengthens North Bay's cultural relevance.

Determine partnerships with schools, regional festivals, and cultural tourism programs, these could be examples of opportunities to eliminate potential threats such as new entrants into the market.

Offering different entertainment services to consumers (cinema, dance competitions, art gallery, music) highlights The Capitol Centre's efforts to innovate and diversify its offerings.

It is important because suppliers play an important role within The Capitol Centre, such as local artists, stage technicians and service providers, and those in charge of the halls within the venue.

Allows better understanding of the competitive environment, identifying opportunities and threats, developing new strategies to improve their market position, increasing their competitiveness and differentiate themselves from other places in and around the North Bay.

Similarly, the social aspect, which reflects the cultural values of the community, is where The Capitol Centre can provide free educational programs, promote inclusion and strengthen the sense of local identity.

I would like to highlight the technological aspect as a great strategic tool for the Capitol Centre, since nowadays adapting to technology is one of the new ways to encourage community engagement and innovation, in terms of promotion, sales, attractiveness, etc.

It can help to better understand the external environment and develop strategies according to each of these six aspects, in order to take advantage of opportunities and mitigate threats, incentivizing the community and beyond outside of North Bay.

According to the following research on the analysis of the Business Analysis Environment, The Capitol Centre can benefit significantly from the strategic approach that this framework allows in understanding both the external environment and the competitive dynamics that affect its operation as a cultural institution.

Opportunities for Capital Centre:

Use Bay Today for content marketing: artists interviews, behind-the-scenes features, gallery previews.

-Channels: Bay Today acts as a promotional/media channel (earned media).

-Customer Relationships: The Centre can leverage local media to reach its base and potential new audiences.

-Bay Today is a local new outlet, I found adverts/announcements referencing Capitol Centre events (Capitol Centre Benefit Bash).

-They serve as a community communications channel, publishing arts, culture, and event notices.

-Invest in digital/streaming/recorded content, to reach beyond the local catchment.

-Value Proposition: ‘’Canada stage’’ bringing top-tier national and international work to local audiences, plus cultivating new Canadian works.

-Key partnerships: Federal/ provincial arts councils, sponsors, other institutions, touring networks.

It emphasizes digital reach (streaming, online content) and cross-Canada engagement.

-Channels: live stages, digital streaming, national broadcasting, touring.

Is a national-level performing arts institution, presenting theatre, music, dance, and indigenous programming on a national stage.

Strategic levering Use the gallery as a ‘’gateway’’ into theatre audiences: people who come for gallery openings may stay or return for performances in the Capitol Centre.

-Customer relationships: They actively engage volunteers and local artists, which builds ownership and advocacy.

-Value Proposition: As same as the Capitol Centre, they have a focus on uniting the community, here they reflect the diversity of promoting art and helping small artists grow, and this is a place to exhibit, network, and be part of the gallery community.

Ideas for Capitol Centre -Host ‘’Open studio’’ days, live art-making events, community workshops to heighten foot traffic and public awareness.

-Adopt stronger ‘’Get involved’’ call for more curated artist calls, volunteer roles, behind-the-scenes tours.

-White Water Gallery is a visual arts gallery in the region in North Bay that invites the community to come here to the Capitol centre as well. -They emphasize ‘’Get involved’’ community artists, volunteers, and donor support.

-Can a smaller city like North Bay support a similarly diverse complex or is the scale too large?

-What is the capital burden of building or upgrading multiple venues?

The multi-venue model allows simultaneous programming: theatre, recital, film. Capitol centre might consider diversifying (black-box studio, film screening room) to generate more programming flexibility.

Focus on urban activation: they oriented architecture to face the street, making the building part of the public realm.

Value Propositions: A multi-venue cultural hub, mix of local and national acts, and integration with university/education.

They emphasize being a catalyst for downtown cultural/economic renewal.

The number of seats is bigger than the Capitol centre, each venue has a different amount of seats: Partridge Hall (770), Robertson Theatre (210), Recital Hall (300), and Film House (199).

-Balancing between local community interest and attracting touring content.

-Advertising and promoting the place can also be a challenge since there are new people who do not know the place.

-Value Propositions: Diverse arts and cultural offerings under one roof (visual and performing arts) create a community engagement.

-Customer segments: Art lovers, local community, schools, among other local people…

-The Capitol Centre operates two main venues: The Betty Speers and The WKP Kennedy Gallery (as partnership) -There are many local artists and increasing local and touring visual art exhibitions, theatre, concerts, films, dance, comedy, civic events…