受体制及管理模式的制约,在改制前,广西演出有限责任公司对南宁剧场的管理经营较被动,剧场的收入仅仅是依靠场租,没有自主创造的常态演出剧目,经济效益差,收入单一。经济效益长期的不尽人意使南宁剧场的发展长期滞后,与市场严重脱轨。改制后,广西演出有限责任公司对南宁剧场重新定位,将创作精品剧目作为发展的突破点之一,将演出融入市场,创作以人民群众的文艺消费需求为落脚点的剧目,实现社会效益与经济效益的有机统一。 Under the restriction of the system and management mode, before the restructuring, Guangxi Performing Arts Co., Ltd. was relatively passive in the management of Nanning Theater. The revenue of the theater relied solely on market rent and there was no ordinary performance repertoire created by itself. The economic benefit was poor and the income was single. Long-term economic benefits of the unsatisfactory Nanning Theater’s long-term development lag, and the market a serious derailment. After the restructuring, Guangxi Performing Arts Co., Ltd. relocated the Nanning Theater and set the stage for the creation of fine plays as one of the breakthrough points in its development. The performances were put on the market and the repertoire of the cultural and consumer needs of the masses was finalized to realize social benefits and economy Effective organic unity.