Founded in 2006, Tokyo Sinfonia is a classical music orchestra based in Tokyo. Present in an international metropolis with countless entertainment opportunities and already successful large-size classical orchestras, the ensemble was created with a unique structure so it could differentiate itself from its competitors. The Tokyo Sinfonia was designed by Robert Rÿker, its founder and conductor, as a flexible and portable orchestra, that includes only 19 musicians. Its music repertory is unique and focused on lesser-known pieces that Rÿker rearranges to fit a small size orchestra. Rÿker’s arrangement skills have given the orchestra access to an endless repertory. Over the years, the orchestra has expanded its activities and currently performs many different types of concerts and events. However, this has not been enough to support the orchestra financially. Tokyo Sinfonia struggles to attract a broader audience, and heavily relies on Rÿker’s personal connections to attract both guests and sponsors. Marketing efforts are untargeted and inefficient. They are also limited by Rÿker’s lack of time to do more. All of this has resulted in a very low percentage of paid audience compared to the total attendance, as not enough tickets are sold and others are given away simply in order to fill the venue. Currently, the organization is a loss-making business, with costs largely superior to revenues. At this stage, Tokyo Sinfonia’s survival is highly at risk and drastic changes must be implemented to turn the business around. What should Rÿker do in the short-term in order to ensure the orchestra can continue its activities? In the long-term, what alternative business models should he pursue?