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BUSINESS PLAN: JAZZ MUSIC VENUE

Table of Contents
List of Figures
Executive Summary

T
CHAPTER 1: BUSINESS OPPORTUNITY

1.1 Market Gap

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

service to needy customers.


CHAPTER 2: MACRO AND MICRO-MARKET OPPORTUNITY

2.0 Introduction

By definition, both microenvironment, and macro environment represent economic situations

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.

2.1 Secondary Research

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

integration of hospitality with entertainment industry (Appendix E).

2.2 Live Jazz Music Pub PESTLE analysis –Macro market

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.

2.3 Live Jazz Music Pub SWOT analyses – Micro market

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

competition for effective entry into the market.

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

jazz clubs in Middlesex Street is an opportunity for the business.


Jazz music will form the primary attraction of the club. The notion presents the threat in the

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

3.1 Industry Attractiveness

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.

Is thi s bi z attr acti ve and feasi bl e? Yes.


Expl ai n why?
The l ocal bands ar e wi l l i ng to do l i ve
per for mances for l ow pay over the
weekdays and r equest hi gher payments
over the week. Consumer s fr om thi s r egi on
tr avel to di stant pl ace i n sear ch of a
r estaur ant wi th l i ve per for mances and thi s
busi ness wi l l br i ng them near . The Jazz
musi c has soci al i denti fi cati on acr oss al l
age gr oups and thi s wi l l ser ve the busi ness
wel l .

3.2 Porter’s Five Analysis

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).

# Heading Question H M L Comments


How costly and easy is It costs about 100,000
1 New entrants it for a competitor to M pounds to purchase the
enter this sector? needed equipment
Almost every town has a
How pricey and easy is
sort of restaurant with live
it for a customer find
2 Substitutes M performance but few involve
an alternative for your
live performance for Jazz
products and services
music only
Are there many
The number of suppliers for
wholesalers of your
alcoholic products is high but
Suppliers products or of
3 M manufacturers are low from
power alternatives, that able to
the high cost of entering the
supply the products to
market
your type of biz
People want to relax after
Are there many
burdens of the day. Still,
customers for your
people want place with high
4 Buyer products or for H
quality food and beverages
alternatives, in this part
that may substitute cooking
of London
at home
Are there many The area of operation has no
competitors for your business combining
5 Rivals L
products in this part of restaurant and live
London performances
Porter's Five Analysis
High comeptitive rivalry. Changes and reforms in government policy about licensing laws that involve
liquor licenses, relaxation and tightening of business hours (opening at daytime and late night (operations),
about national minimum wage increase/decrease that impact wages and salaries, European union
legislation influence on drinking measures, national government and EU measure about public health, local
and national governments concerns about binge drinking, and budgetary increases/decreases on alcohol
Competitive Rivalry duty (Publishing, 2009)
High threat of substitution. Internal and national economic downturns and upturn affect the levels of
disposable income that people use in socializing, increasing/reducing staffs wages from minimum wage and
national insurance/pension requirements, supermarket and other promotional events cutting prices of
Substitution Threats alcohol, and changes in fuel pricing that affect the transportation cost (Professionz.com, 2011)
Pub with culturally life to offer real social life where people meet, friends socialize, and locals engage in
discussion, ease of access by being located near to town center and along main road in and out of town,
local region known for gigs and sporting avenues, demographically inclusivity by varying games offered,
change in media concern about binge drinking, change in awareness about health issues with drinking,
more adverts on digital media about alcohol consumption, seasonality of sporting events, and wider
Suppliers' Buying Power selection of alcohol present in many social and shopping places (Trade.amx.com, 2017)
High consumers' buying power. Ability to develop brands, mix them with additives, cool/warm and other
customization that suite consumer taste, ability to flavor alcohol and beverages in accordance with
consumer taste, local interest with sporting entertainment promoted through multiple media, social
networking, websites, and blogs, mainstream media and digital media adoption of alcohol promotion or
awareness of responsible drinking, and increased advertisement of enjoying sports with alcohol brands in
Consumers' Buying Power multimedia (Nightclubpros.com, 2017)
The threat of new entrant is high. The cost of beginning a sports bar is medium. Starting a sports bar
require no expertist but experience. The access to people who can guide on how to start a sports bar is
easy. The access of materials guiding and directing a person to start a sports bar without help of another
person is easy. No limiting fees are set than licensing that may push others from joining the industry.
Hence, possibility of others joining the industry are high with low barriers to entry (Publishing, 2009)
New Entrant Threats

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).

3.4 Gaps in the Market


The visit to rival in the region was summarized by four principles characterizing competition

(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,

emotions, achievements, and services).


3.7.1 PEA
PEAS CM Morrison, 2014-2017
P Principles= FLIP Pain solutions
Facilities
Restaurant, pub, hotel, & live performance entertainment
Location
Accessible, near people’s offices, Secure, spacious, friendly
settings
Buying & selling
Enjoy services and pay after getting satisfied
Price
Medium prices
E Emotion = CARD Pain solutions
Creativity
Sound engineering
Attraction
Situation of live performance stage and dining hall
Reputation
Known for etiquette and hygienic service delivery, high
quality at affordable prices
Design
Good quality and strategic positioning of its pieces

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

Product Service Aggregation Customer


indirect Price Why use
quality quality of services Services

Boisdale of Item
Yes Yes No No Yes
Bishopsgate delivery
Swedeland
Yes Yes No No No Quality
Court

Leader Competitors

Product Service Aggregation Customer


Leaders Price Why use
quality quality of services Services

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

Promotion of Lack of product Targeting one Targeting single Unhygienic Allowing


Poor marketing
products diversity age bracket social group service delivery underage access

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

5.1 Business Journey Analysis

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).

5.2 Pedals & Levers (LP)

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)

6.1 Assumption for Compiling Cashflow

Important assumptions include slow economic growth without experiencing major recession,

access to equity capital together with financing is sufficient for financials, and increased

popularity of sports to sustain demand for sporting entertainment.

6.2 Quarterly Cashflow for 2 Years

6.3 Simple Money in, Money out

6.4 Payback

6.5 Break Even Analysis


CHAPTER 6: RISKS (2 pages- 550 words)
6.1 Circa 20 Risks

6.2 Macro Risks (PEST MODEL)

6.3 Micro Risks (Supply Chain & BJP)

6.4 7C Risks to Business

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)

7.1 Strategy (Completed Calibrator)

7.2 Conclusion (Is this a good business and why)

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
References List
Fleischauer, E. (2006). Building a sports bar: b.b. perrins owner uses business plan to minimize
risks. [online] Available at:
http://archive.decaturdaily.com/decaturdaily/business/060319/bar.shtml [Accessed 4 Sep. 2017].
Nightclubpros.com. (2017). Scoring with the Sporst Bar Business. [online] Available at:
http://nightclubpros.com/sports-bar-business [Accessed 4 Sep. 2017].
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
Cost. [online] Available at: http://www.professionz.com/usa/nj/decorate-a-sports-bar.html
[Accessed 4 Sep. 2017].
Publishing (2009). Bar Tavern Business Plan. [online] Slideshare.net. Available at:
https://www.slideshare.net/ChinaDollPublishing/bar-tavern-business-plan [Accessed 4 Sep.
2017].
Trade.amx.com. (2017). AMX : Business : Plan : Case Studies : Frankie's Sports Bar. [online]
Available at: http://trade.amx.com/automate/plan/casestudies/FrankiesSportsBar.aspx [Accessed
4 Sep. 2017].
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

musicians, diners, and working class friendly main dining hall.


About 30 dining tables located on
the main dining hall.
Share door proceedings with live Design – A two storey
The music venue to hold about 200
people, live performances seven
nights a week with tickets sold
advanced at 10 pounds and at door
12 pounds.
Aims to satisfy consumers

Use services of landscapers to Chef – Oversee supply of material,


reshape the building into desired for food cooking, and serving

Event planner- Oversee operations


Sound engineer help equipment
in the live jazz area especially in
Management - Founder lead the purchase and installations, lighting,
Skill

dealing with musicians and planning


management team, use experience etc., & bar equipment purchase
events for each day of the week
to shape it uniquely.
Someone to operate and maintain
music systems
HVAC contractor: Upgrade air
Servers – Prompt response to
clients, etiquette handling of clients
Hardware & Management Landscaping – Paints, wood &
Tools

POS, Order management systems,


software together with POS, Lighting & sounds: Power outlets,
kitchen equipment, bar equipment,
Networking of devices High quality and capacity air
And next……
7). Training 6). Staff 5). Equipment 4). Decoration
Two weeks

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

Customers Thorough cleaning of the


unable to pay place should happen
will leave between 4.00 AM and
something to 6.00 A.M. Afterwards,
guarantee regular wiping of the floor Hot/cold items as customer wishes
they will pay and tables should follow
the bill in the spills, customer leaving the
future like table, and removing dirt
phone, watch, accumulating.

Collect cash or guarantee upon


Dust and dirt bins should
customers’ request to leave the
be cleaned daily
premise

Customers should observe


how they throw away
resultant wastes
Appendix B: Levers and Pedals (LP)
Equipment ?Backline musical equipment, bar equipment,
Raw materials ?Food, beverages, artists performing
Work in progress ? Training workers
Recruiting of artists for diversity
The business shall use food and beverage materials in
conjunction with supporting live music performance for
Process
customer’s satisfaction and entertainment to derive
value
Managerial, operational, people management, and
Skills
technical skills

Perfect combination of live performance and restaurant


services: Friendly services, quick service delivery,
CSF amazing sounds system, high-level performance,
unique content each day, ability to eat, drink, and
enjoy within the same venue
Located within areas with high traffic of people with
considerable income
Licenses to play live music, entertainment licenses, and
copyright issues with playing music aged less than five
IPR years and serving food causes more regulatory
concerns. In this respect, the artists and business must
avoid violating copyright rules.
A satisfied customer who wills to return, a regular
customer who need some place to relax outside home,
Output growth caused by value for service, promoting local
talents, and offering employment and training to many
workers
Appendix C: Cashflow Headings
Money in? Comments?
Sales of foods and beverages
Costs of listening to music for a certain duration The sales of food and beverages are the only
Charges to performing artists guaranteed source of income. The rest depend on
Door pass charges artist performing and levels of the event.
Renting music system
Money out Comments?
Paying employees
Paying artists
Paying for food and beverage materials
Rent
Purchasing equipment & tools
Service & Maintenance
Miscellaneous
Growth
Appendix D: WISP
1). live performance 2). Jazz music venue 3). Food and beverages 4). Main dining hall 5). Musical bands
Words, i.e. 7). Sort of 9). Sort of 10). Live
W keywords, of 6). Band equipment supplied 8). Sort of equipment equipment needed performance
opportunity x 10? compensation for band needed in bar business in restaurant stage’s equipment
performance business requirements
Sector? Sub sectors?
i) c) Facilities
I Industry of biz? b) Live
Hospitali ii)Entertainment a) Bartenders maintenance and
performance
ty direct operations
Search, i.e. (2MR) How does live 2). What sort of 3). How are bands in 4). How does 5). What are
S sentences combining performance equipment are entertainment industry hospitality industry licensing in
Words Industry & participate in needed in restaurants booked for live compensate bands hospitality industry
Specialist
Databases? Experts? Newspapers? Text books
journals?
a) Journal of
a) Mintel academic a) Lexis Nexis a) Trends in hotel hospitality
Publications i.e. a) Hospitality Net
reports Academic industry marketing &
DENTS, from which
P management
you will find out b) Cornell
about the Subjects? b) Simple analytics b) World Tourism b) ABI/INFORM
b) Restaurant
Hospitality
Organization Industry Forecast
Quarterly
c) Food Service c)Who’s Buying at c) Journal of
c) eMarketer Professionals c) Hospitality & Tourism Restaurants and Hospitality and
th
Networks Carry-outs, 10 Tourism Research
Area, i.e. location of Country? City? District? Postcode?
A
biz? UK London City of London E1 7EZ Middlesex Street
Appendix E: DENTS Model
Appendix F: PEST Analysis
Is it a good
time to start Yes? No? Why?
your biz:
The majority of regulations are to promote health of the clients and
P Politically? Yes that is important for the business long-term future, reputation, and
success.
The majority of economic elements are easy to influence and the
E Economically? Yes
ones impossible to change work to success of business
Changes in social structures including music reflect on the business
S Socially? Yes
by involving modern and contemporary music artists
Technologically The cost of technology is one time while the recurrent is low and
T Yes
? insignificant
APPENDIX G: GET ANALYSIS
Your
conclusions on
# Headings Questions Answer of interviewee, i.e. the Expert the answers:
Good; Ok;
Bad?
How do, and specifically which central
Liquor licensing, copyright acts, and
1 Government government and local regulations affect Good
entertainment licensing
the trading of this biz?
Some liquor, beverages, and food
How do, and how have exchange rates
2 Exchange rates materials are imports and their prices Good
affected the trading of this biz?
increase with high exchange rates
PA system, DSP, and other electronics
in live performance are reducing in
How has and how will technological sizes yet improving in performance
3 Technology Good
change affected the trading of this biz?
Improving online presence will increase
marketing and promotion avenues
Door charges – 10 pounds
(For your
On average, how much do customers Food and beverages - 12 pounds
4 Average spend financial
spend each time they visit the show? Performance – 10 pounds
calculations)
Total 32 pounds
What is the general combination of
Door charges, Food and beverages, (For your
goods bought each time by customers,
5 Standard unit Performance, renting music system, financial
e.g. Starbucks may be a coffee, and a
renting space for events calculations)
cake?
Average number Excluding the supervisor, and any staff
(For your
of staff in the not working today or until later in the
6 About 11 financial
shop at any one day, how many are at work in this
calculations)
time moment
How many square metres/feet including (For your
About 1500 square feet (350 square
7 Shop size storage etc has the shop. NB If feet, financial
meters)
divide by three, and minus 10%? calculations)

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