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Table of Contents
List of Figures
Executive Summary
T
CHAPTER 1: BUSINESS OPPORTUNITY
The Jazz music bar is continuing to attract a considerable portion of affluent couples in age of
between 20 and 55 years. Thus, jazz music bar has huge difference to nightclubs that has
overcrowds of people aged less than 30 years, mostly singles. The nightclubs and honk tock bars,
dominating this area, compete for clients from a reduced market segment, carry the risk of
having under age sneak with mates, and require expensive licensing to play blaring music with a
DJ being a significant consideration. The primary study conducted reveals that people in the area
travel to other parts of town for refined music tastes and to associate with their peers. The few
present Jazz music pubs are usually crowded every day and management does not offer services
to client meeting the value of money (figure). Besides, Middlesex Street has high traffic of
students and young couples going to work, or leaving work, and shopping (Appendix). In the
above understanding, Middlesex Street is best place for setting up an exclusive jazz music bar.
1.2 Offering
Even though the majority of pubs in Middlesex Street are nightclubs and regular bars with just a
few having jazz events at least once per week, the pubs do not offer patrons a full night of
dancing music or dining as jazz music plays in background. Importantly, the present pubs do not
target couples aged between 20 and 54 years who love dancing and enjoying emphasized various
elements of restaurants under single roof. For these reasons, the bars in Middlesex Street leave
huge gap that creative rivals can exploit. In response, my observations are about developing a
pub with dining hall, drinking space and dancing hall that all opens to stage for live
performances of Jazz music. Aside offering cocktail alcohols and beverages, Live Jazz Music
Pub will supply food prepared within the facility for patrons to ensure all services are under one
roof. By virtual of place being large, distribution of servers will be and should have instant
2.0 Introduction
within which marketing takes place. The difference is that microenvironment represents internal
minor forces within the business that affect trade and marketing. The internal factors captured in
microanalysis include suppliers of the business, competition, the intermediaries in marketing the
consumers and the business. Macro factors on the other hand constitute national and societal
forces that affect the business. The macro analysis of the business therefore constitutes PESTLE
analysis while SWOT analysis will present a clear view of the micro factors in the business.
To reveal information about macro-market opportunity of Live Jazz Music Pub, it was important
to search information about live jazz music performances in pubs and restaurants to check on
evidence of existing information. Questions guiding the search of information inspired by WISP
model in appendix D were based on words about business opportunity in industry of business
where publications for the study came from database, experts, newspaper, textbooks, and
specialist journals. Some questions common for the study involve how does live performance
participate in hospitality industry to aid bar tendering in deliver more value to clients? What sorts
of equipment are needed in restaurants with live performance? How are bands in entertainment
industry booked for live performances in bars? How does hospitality industry compensate bands
for entertainment they use to derive value? What are licensing in hospitality industry and
entertainment industry that apply in combining live performance with bar tendering? By
searching publications through internet, it was possible to develop list of those may apply. After
reviewing the content of identified publications, the size was reduced depending on relevance to
questions asked. By use of questions asked, it was possible to evaluate themes and develop on
them in relation to market, economy, industry, and sector of jazz music-playing pubs.
In literature review, in a quarter of the initial three months of 2017, the UK economy has grown
by 0.3 percent of the previous periods. Government spending on investment and household
consumption has increased with stalling business investment (Appendix E). London’s economy
per individual is more than double per person compared to the rest of the country. Between 2010
and 2015, London experienced 27.1 percent rate of growth with economic output measured in
growth value added being 22.9 percent of UK government in 2015 (Appendix E). The British
exist from European Union may slow UK’s hospitality industry by 0.5 percent. It means, UK
will continue having about 80 percent occupancy at an average pricing of 142 (Appendix E). The
cost of local musical band for single night is about 100 pounds. London is experiencing 50 to 55
percent increase in hotel industry depending on region caused by peer-to-peer hotel services and
In the outcome of the study, there are various interesting aspects of macro-market opportunity
revealed in form of PEST analysis. Political factors: increased awareness regarding health
effects of alcohol, unfavorable opening and closing hours, laws governing licensing change with
government policy, control of binge drinking, and national budget that affect spending power
and tax on items. Economic factors: national and international economic crisis, changes in
wages and salary structures, placement of promotion on avenues with high customers’ traffic,
changes fuel prices, business location, marketing strategy, facility accessibility, and seasonality
of live performance affect the business. Social factors: The age brackets, media advertising
about responsible drinking, changes in social structure, and need for social events within
entertainment sectors affect trends of patrons. Technological factors: The change in costs of
equipment, transport cost, music scenes, and digital media promoting nightlife affect the
business.
The significant strength the business will have is in the commodities it offers to the patrons. The
facilities in the area that are in the same industry fail to meet all the interests of the clients. Thus,
by offering the diverse products that include live jazz music, food prepared at the premises along
with cocktails of alcoholic and non alcoholic beverages, the facility will have an edge over the
On the other hand, the business will have the weakness of focusing on jazz music thus locking
out the individual who do not fancy jazz. The business name is jazz music club, therefore any
individual with no interest in the genre of music will leave before giving the place a chance.
The Middlesex street is crowded with bars and pubs that offer different kinds of music and
entertainment except jazz music. The outcome is the few jazz clubs being overcrowded and the
residents in the area often having to go to other locations for jazz entertainment. The absence of
changes of consumer preference. With the name Jazz music club, the business faces potential
redundancy when the consumers change their love for jazz music for a different fad.
CHAPTER 3: MACRO -INDUSTRY ANALYSIS
The idea of establishing a jazz music live performing club along Middlesex Street is attractive by
considering the high foot traffic along the areas, ability to hire talented local musicians at low costs, tap
the long distance traveling live jazz music lovers from the area (figure below), and ability to target
couples and discourage singles people aged less than 30 such that legal implications and threat to
business license lower.
By Porter’s five analysis of jazz music live performing pubs, some aspects about threats of new entrants
& substitution, suppliers’ & buyers’ powers, and rivalry emerges. Threat of new entrants (high): The
business idea has not cash deposit requirement and require low capital to start, which may attract
diversifying businesses in hospitality or new entrants. The author makes investment in sound,
landscaping, and delivery of services to limit completion from new entrants. Suppliers’ power
(Medium): The business has wide options of alcohols brands to select from where each is supplied by
different distributors. The alcoholic brands manufacturers also do not regulate the number of suppliers
they have in the market and that increase the number of suppliers contacting the business. However,
the manufacturers of alcoholic drinks need heavy investment for a bigger that reduces the sources of
alcoholic drinks to the few existing manufacturers over a long time (figure below). Threats of
substitution (high): The presence of live performing events in various parts of the town offer solutions
to possible consumers who may travel to the pub. The distant pubs also give consumers in local market
alternatives that help them explore far from home. The pubs in the region (live performing or regular)
have the knowledge of developing alcoholic cocktails and this make it easy to create tastes of the
business (figure below). Buyers’ Power (High): The buyers have options ranging from sports club and
other live performing events to regular pubs that offer bears, beverages, or food at lower price. This
gives the people the ability to shift in the event another business starts offering more value for money
(temporarily or permanently) (figure below). Rivalry (Low): The area of operations does not have jazz
music performing club despite the age and travel by residents of the region in seek of the same (figure
below).
3.3 Government & Regulation, Exchange Rates, and Technological Change (GET)
Other elements affecting running of business in Middlesex Street about jazz music live performing pub
are government activities, exchange rates, and technological changes. The government and regulation
keep on change to suite the environment and betterment of communities. The pub, live performing, and
running a hotel has stipulated licensing that does not come in combination of the three for the study
(appendix G). Government can effect changes in wages and salaries, advertising to include health
challenges from alcohol and affect government spending (appendix G). Exchange rates affect items
being imported since duty payment affects the price at local levels. The technological developments are
causing changes so rapid that users do not have realize cost-benefit from the use of certain technology
before it became obsolete (appendix G).
(PEA-principles, emotions, achievements, and services) before doing DIL and CAG Analysis
show below. After visiting possible rivals in the region, the following was Direct, Indirect, and
leader (DIL) competitors analysis based on four principles of competition (PEA-principles,
Achievement =
Pain solutions
RACE
Reliability
Almost instant served instantly, item delivered per client wish,
& resolutions arrived at amicably
Attributes
Deal with high quality food items and beverages, sets jazz
music for all ages and categories including gospel
Customised
Allow hiring of music systems, music deliver change with
consumer demands, colours of posters determined by artist
Easy to use
Easy to book through various settings like social media,
websites, emails, etc.
S Service = ROSE Pain solutions
Range
Product sold in varying sizes, volumes, flavours, and
companies that attract prices for all client pocket needs
Opening times
Opens 24/7/365 but deliver different services at different times
(night live performances and beverages; during the day is
eating and beverages
Staffing
Has medium number of staffs since order processing and
payment deliver among other managerial demands are
software assisted
Expertise
Low level of expertise: experts in sound engineering, chef, and
booking artists. Other staffs do not need to have any
professionalism
3.7.2 CAG
Direct Competitors
Aggregati
Product Service Customer
Direct on of Price Why use
quality quality Services
services
Troy Bar Yes Yes No No No Quality
Vortex Yes Yes No No No Quality
Jazz
Speed of
After Yes No No No No
delivery
Dark Ltd
The
Speed of
Dalston Yes No No No No
delivery
Jazz Bar
Indirect Competitors
Boisdale of Item
Yes Yes No No Yes
Bishopsgate delivery
Swedeland
Yes Yes No No No Quality
Court
Leader Competitors
Quality,
Troy Bar Yes Yes No Yes Yes delivery,
customer service
Quality,
Boisdale of
Yes Yes No Yes Yes delivery,
Bishopsgate
customer service
3.7.3 DIL
Aggregation of Customer Live
Gap Product quality Service quality Price
services Services performance
Repetitions of
Inadequate
Aggregating band Lack of Low spacing
businesses of High cost of Poor service
pub and dinning performance creativity about resulting in
the kind in the getting service delivery
services resulting in music scenes congestion
region
boredom
Live
Poor Poorly One direction
performance Poorly trained Poorly Inaccessible
compensation of remunerated live
with restaurant workers decorated site location
band workers performances
services
Denying Poor
Investment in
Combining live audience chance combination of
music system Poor
Poor sounds performance to select song & Poor lighting pub/restaurant
and sound segmentation
with DJ music other with live
quality
participation performances
Enabling Serving
Delivery of low Affected by Poorly
facilities by contaminate Use of rented
Low investment value beverages waste developed
choices in foods and music equipment
and foods management washrooms
investment beverages
Single band Charging
Rewarding Lack of loyalty High costing Poor ventilated
Rude servers playing over customer before
consumers programs services areas
night service delivery
CHAPTER 4: MICRO INDUSTRY
Live Jazz Music Pub business journey has process, skills, and tools stipulated where process illustrate
specific requirements, skills are attribute that selects from process, and tools enable the process and
skills to bring desired outcomes. The process involve setup of Live Jazz Music Pub for ease of delivering
food, beverages, and alcohol to clients on restaurant with two floors (one offers dining hall and the
other drinking palace) that open to a live performance stage situated on premises needing lowest
modifications, and near offices or paths with huge foot traffic every day at reasonable rent (appendix A).
Management team supply skills needed and experience to setup and run the business, service
landscapers and sound engineers develop interiors and sound system respectively of the pub, and
employ services of chef and event planner for ease of controlling serving and live performances
accordingly (Appendix A). software and hardware supporting point of sale (POS) alongside networking
will support the setup process, tools for masonry and carpentry support landscaping process, and POS
permit running of operations (Appendix A). Liver performance also conducts other aspects like training
(induction & on-job), use raw materials for creation of alcoholic, food, and beverage, support service
payment by various aspects, and develop excellent consumer services (Appendix A).
Live Jazz Music Pub levers and pedals can be grouped into equipment, raw materials, work in progress,
process, skills, CSF, and IPR (Appendix B). Levers and pedals in equipment include backline music
equipment, furniture, bar and kitchen equipment and raw materials consists of artists performing,
beverages, foods, cocktail making elements, and branded alcoholic drinks (Appendix B). Levers and
pedals in work in progress are training of workers and recruiting artists for diversity while processes
comprises of serving food, beverages, and alcohol in background playing of live jazz music with ultimate
aim of customer satisfaction and entertainment but skills necessary in the process are those of
operations, management, human resource, and technical knowledge (Appendix B). In CSF, pedals and
levers appear in the perfect linking of restaurant services and live performance by staffs and
organization training and learning will offer friendly services, deliver services quickly, use amazing sound
systems, reach high-level performances, access unique content every day, and situate in easily
accessible place (Appendix B). In IPR, levers and pedals results from entertainment licenses and avoiding
copyright issues in live music performances while ensuring internal features in payment and deliver of
raw materials do not affect running of the business (Appendix B). Levers and pedals in outcome are
satisfied consumers who return with more new clients and a regular patron wanting a place to relax for
the relaxation and entertainment while delivering value for services, supporting employment, and local
talents in music industry (Appendix B).
5.3 Entrepreneurial Capacity (CARE)
CHAPTER 5: FINANCIAL ANALYSIS (add 100 words to tie togethor)
Important assumptions include slow economic growth without experiencing major recession,
access to equity capital together with financing is sufficient for financials, and increased
6.4 Payback
6.4.1 Customer
6.4.2 Company
6.4.3 Supplier/Collaborator
6.4.4 Competitors
6.4.5 Capital
6.4.6 Costs
6.4.7 Currency
CHAPTER 7: Strategy & RECOMMENDATION (3 pages- 825 words)
7.3 Recommendation (unknown items in business plan; time and resources required to find those
unknown items)
CHAPTER 8: EUREKA
Describe specific moments, during the module, when you suddenly understood
something about business or about analysis, or about writing a business plan
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Perrett, M. (2016). How to run a sports bar: learning from the leaders. [online] Available at:
http://www.morningadvertiser.co.uk/Running-your-pub/Events-Occasions/How-to-run-a-sports-
bar [Accessed 4 Sep. 2017].
Professionz.com. (2011). How to Start and Decorate a Sports Bar: Business Plan & Startup
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[Accessed 4 Sep. 2017].
Publishing (2009). Bar Tavern Business Plan. [online] Slideshare.net. Available at:
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Available at: http://trade.amx.com/automate/plan/casestudies/FrankiesSportsBar.aspx [Accessed
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Appendix A: Business Journey Plan
Restaurant with two floors opening to stage Space – Require minimum Service – Food and beverage
for live performance and a space to dance. changes to conform into Jazz services, jazz performances, and
The floors offer main dining halls, a place to club event planning
Financing – Bank’s loans, personal savings, Location – Near Offer main lines for jazz lines to
loans from family and friends, partnering considerable weekday and musicians who come with peripheral
with financiers weekend foot traffic and gadgets
Target – Middle aged Upscale clientele, Rent – reasonable and Serve customers food and drinks in
Process
Induction
orientation Aquariums situated strategically
for new within the facility
hires
raised stage with heavy flood light
colouring and dance along the music
for effects
On-job training
Supply
manual for lightly coloured dining hall by room
job and lighting that change with tracks
policies playing on stage
involved
A combination of light brown,
glowing yellow, light grey, and
white.
Re-train
On-job manual and policy
workers on
introducing
Real work videos, simulations about
new
work conditions, & participation
equipment, Music system not on stage bug hang
under guidance from experienced
change of on wall for space and beautification
employees
policy, and
to solve
noted
problems
Situate DJ place at furthest corner
of stage while instruments on the
other to leave wide space for artists
Allow
workers to
attend
schools in
Hanging paintings and pictures on
their free
wall
time and
encourage
by
promotions
And next……
9).
8) Raw materials 10). Opening 11). Customer order
Promotion
Friends,
Servers collect customer orders by
acquaintanc
24hours, 7 days a week, and for a writing on paper before processing
es, and
whole year it through the order management
direct
system
solicitation
Promotion
During the day, it sells food and
on papers Customer order processed in less
beverages with some cool DJ Jazz
and than a minute
background music playing
weeklies
Food materials,
alcoholic and beverages Customer given order requested
Use local
from manufacturers, Live performances begin at 7.00 PM and compiled with subsequent
and in-house
construction materials, and ends at 4.00 A.M. requests until satisfied and pay
billboards
before leaving the premises
Post
Performances start with kids friendly Each server is paid on commission
songs (upto 10.00 P.M.) but improve on top of salary and has
to lover’s jazz only (upto 2.00 P.M.) responsibility of what he/she sells
Addressing
crowd
during live
performance
s
And next……
15). Payment 14). Feedback 13). Tidy! 12). Serve/deliver
The client Client can register dissatisfaction, No food and beverage
Within the shortest time possible
willing to suggestions, and recommendation handling by bare hands
The invoice Staffs should inform any manager Servers should observe
and receipt of any complain, suggestion, and highest levels of hygiene With etiquette and observing highest
are generated recommendation. The manager stipulated on business’ levels of hygiene as trained
by logs the feedback and informs standards