Professional Documents
Culture Documents
February2016
Contents
1. Introduction,Concept&ExecutiveSummary
2. Background
2.1
Experience
3. MissionStrategies
3.1
MissionStatement
3.2
Values
3.3
VisionStatement
3.4
SWOTAnalysis
4. Services
5. MarketingAnalysisandSummary
5.1
SecondaryMarketResearch
5.2
PrimaryMarketResearch
5.3
CompetitorAnalysis
5.4
TargetMarket
5.5
ConsumerProfile
6. MarketingStrategy
6.1
BrandIdentity
6.2
WebsitePrototype
6.3
SocialMedia
6.4
BusinessCardPrototype
6.5
NetworkingEvents
7. OperationalIssues
7.1
OfficeLocation
7.2
FutureInvestments
8. Finance
8.1
StartUpBudget
8.2
CashFlow
8.3
BusinessModel
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1|Introduction
1.1Concept&ExecutiveSummary
FoundersofNuPlague,BlaneDaveyandShaunBodenbelievethattheirpreviousexperience
intheindustryhasequippedthemtobuildasustainablerecordlabelbasedintheMidlands.
Blanehasbuilthisnameintheindustryasacreativeentrepreneurandhasworkedatthetop
levelofsmallermediaenterprisesaswellasatthebottomofbiglevelmediaenterprises.Shaun
ishimselfalongtimeparticipantoftheUrbanmusicsceneandhasreleasedmanyrecordings
overdifferentplatformsandhashadsuccessesonmanydifferentlevelsoftheindustry.
NuPlagueRecordswillcomeundertheBrandofNuPlague,alongwithNuPlagueMedia,itisa
subsidiaryofaalreadyestablishedcompanyCrescoSonitus.NuPlagueRecordswillusethese
otherbranchesoftheorganisationwhohaveonlineplatformsasatestinggroundassuchto
showcaseartistsunderinnovativeVisualandAudiobasedconceptstotestthepopularityof
artistsbeforetheysignthem,wefeelthatthisisaninnovativewayofengagingwithour
audienceatthesametimeasdoingourownmarketresearchandpromotionwithoutthehard
sell.
Inessencewearearecordlabel,butwewanttobeiconicamongstasubculture,webelieve
thatwithourambition,innovativeapproachthatthisisachievable.
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2|Background
2.1Experience
Shaun
Shaunhasexperienceinmanagement,undertakingthemanagementroleindifferentprojects
andevents.HewaspreviouslyArtistManageratLiVeRecords,anindependentrecordlabel
basedinBirmingham.Thisinvolvedkeycommunicationbetweenindustryprofessionalsandthe
labelsartistsandproducers.Shauncanbeconsideredanattentivepersonwithawealthof
abilitiesrangingfromtimemanagement,mentoringandmultitaskingwhilstboastingacreative
mind.
GraduatingasaBachelorofArtsinMediaandCommunications,Shaunsmusicindustry
specialistdegreecoupledhimwithadeepunderstandingoftheoryandconceptsbutalso
practicalexperience.Duringhisfirsttwoyears,hecarriedoutdifferentproductionprojectsin
Innovation,EnterpriseandalsoMusicIndustryInnovation.Thisgavehimagoodinsightintothe
industrybutalsoenhancedhisabilitytobeinnovative,meetdeadlinesandweighoutproblems
beforeattemptingtoresolveissuesfaced..Whilstundergoinghisstudies,hemanagedthe
gamesroomofaworkingmensclub,servingdrinksandprovidingessentialcustomerservice
skillstoensurethebusinessmaintainsagoodreputation.Hewasalsoresponsiblefor
documentingthegamesbartotalincomeminusthefloatandenteringthisintospreadsheet.
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Blane
Blanehasavarietyofexperienceswithinthemediaindustry,mostnotablythroughtheCresco
SonitusMediaGroupherehehashadarolethathasbeenmultifacetedonanygivendayhe
canbeperformingtaskssuchasoperatingcamerasonset,directingvideoshootstoA&R.Blane
hasalsobeenapartofvariousstartuporganisationsundervariousrolesincludingthebe83
network.BlanehasalsoworkedforMediaGiantsITVundertheroleofassistantproducer.
OutsideofmediaBlanehasattainedvarioustransferrableskillsinmanyjobswhichrangefrom
retailwork,salesorbarwork.Nowagraduateofmediacommunications/musicindustriesitis
BlanesdesiretohelpbringanidentitytotheBirminghammediasceneandhehassethissights
onGrimefirst.
3|MissionStrategies
3.1MissionStatement
NuPlagueRecordsisanurbanfocussedrecordlabel,basedwithintheMidlands,thatstrivesto
driveanalreadypromisingsceneforwardandeventuallybuildanempirethatsparksashiftina
veryproblematicindustry.
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Withthenotionthatourcoremusicindustryisnowalargelysegregatedsectorbuiltupofmass
corporationthatseemtodemonstrateanarrowunderstandingofpopularmusicculture,weare
leftwithanabundanceoffinancehungrybusinessmenwhoseprimaryvaluehastobe
monetary.Ourmissionistocombatthis.Ourmissionistoretainculturalvalueandportray
musicasanartformandnotacommodity.Ourmissionistobringanewplaguelikewaveof
urbanmusictoaudienceswhoappreciatemusicforwhatitisandnotwhatamechanical
machinetendstoreproduce.
Werepresenttheartistsandmusiciansthatmaintainintegrity,thosewhoremainrealtothe
causeanddontwanttofallintothetrapofsigningtheirrightsaway.Individualsmoreoftenthan
notdonthaveamassivebudgetthatcompeteswiththemasseswhenapproachingmarketing,
publishing,studiotimeetc.butNuPlaguewanttochangethat.Wewillbeoperatingthesame
wayasatraditionalrecordlabelbutwithacontemporarytwistandawealthofinnovation.Acting
asaconglomerate,CrescoSonitusMediaGroupwillbeourparentcompanyaspartofour
devisedplantoexposetheindustryandbringitbacktoitsroutes.Crescoisourhomeof
resources,generatingeaseofaccesstoinhousemagazines,videoproductionteams,content
builderstonameafew.NuPlagueRecordsisthestartofrevolutionwithinalostindustry.
3.2Values
ValueStatement
NuPlagueRecordsarededicatedtothefollowingvalues
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AcommitmenttoInnovation,CreativityandExcellence
Recognisethatprofitabilityisessentialtoourfuturesuccess
Tohaveconfidenceineachother'scapabilitiesandintentions
Maintainthehigheststandardsofartists,productions,teammembersand
communities
Exceedtheexpectationsofinhousegoalsandachievements
Buildlongtermartist,producerandindustryrelationships
Leveragediversityasacompetitiveadvantage
3.3Vision
Shapingthefutureoftalentedmusicians,whilstcompetingagainstthecapitalistapproach
adoptedbymajorrecordlabelsdominatingthemusicindustryforyears.Placingartisticfreedom
anddiversityasamainfactorforthedeliveranceofhighendexposureandsuccessamongst
theNuPlagueteam.
3.4SwotAnalysis
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4|Services
Ourservicesmainlysurroundthedevelopmentofanartistbycoordinatingtheproductionof
singles,albumsetctothedistributionofsuchcontentalongsidethemarketingandpromotion.
Artist&RepertoireDepartment
OurA&Rdepartmentwillfocusheavilyonthescoutingofnewupcomingtalentwithexpression
tocurrenttrendsofthemarket.Ourteamfromthisdivisionwillalsoseektoactasaliaison
betweenartistsandtherecordlabelasaformofearlymanagementwhilstmaintainingstrong
artistdevelopment.
Marketing&PromotionsDepartment
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Thisdepartmentwillprovidesomeofthemostcreativeprocessesofthewholelabel,carryinga
finishedproductanddirectingrelevantpromotionalmaterialtotargetmarketsandfurther
marketstomaximiseexposure.
Sales&DistributionDepartment
Adrivingforceforthesuccessofanartistunderourlabel,thesalesanddistributiondepartment
areresponsibleforensuringafinishedproductisavailableacrossmultipleplatformsasa
reflectionofcurrentlisteningtrendswithinourtargetedmarketandplacingproductsinallofthe
relevantoutlets.
BusinessDevelopmentDepartment
OurBusinessdepartmentaimtomanagethebusinessaseffectivelyaspossiblewhilstin
conjuction,looktobeseekingoutnewbusinessopportunities,theconsiderationofnewmarket
mergingandcreatingandmaintainingpartnershipstohelpbuildonexistingpromotion
strategiesinplaceforourartists.Thedepartmentwillalsobereliableforgeneratingnew
sourcesofrevenue.
ConsumerInsightDepartment
Newmusicconsumptionmethodsandcustomerlisteningpatterns,ourconsumerinsights
departmentareresponsibleforconsumeranalysisinordertobetterunderstandourtarget
marketsandensuredemandsanddesiresofouraudiencesaremet.Thisdepartmentwillwork
sidebysidetothemarketingandpromotionsteamspecificallyresponsibleformarketresearch.
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LegalandBusinessAffairs
ThisdepartmentisresponsibleforallthelegalaspectsrequiredbyNuPlagueRecordsinorder
forittooperatesuccessfully.
ArtistRelationsDepartment
OurArtistRelationsdepartmentwillmaintaingoodrelationshipsbetweenartistsandthelabel
frombothabusinessperspectiveandalsofromamorepersonallevel.
5|MarketingAnalysisandSummary
5.1SecondaryMarketResearch
Independentmusichasseenachangesincetheinternetgaveconsumersoptionsonhowthey
consumedmusicinfactin2011Digitalsalesaccountedfor25.9%ofsales,comparethattothe
23.6%physicalsales.Onthemarketasawholeforthefirsttimedigitalsaleshavenow
matchedphysicalsalesForthefirsttime,theindustryderivedthesameproportionofrevenues
fromdigitalchannels(46%)asphysicalformatsales(46%)(ifpi,2015)weforecastdigitalsales
tocontinuetorise.In2014,theindustrysglobaldigitalrevenuesincreasedby6.9percentto
US$6.85billion.
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ForthefirsttimeTherecordingindustrysglobalrevenuesfor2014camefromanumberof
revenuestreams:
46%PHYSICALFORMATSALES
46%DIGITALREVENUES
6%PERFORMANCERIGHTS
2%SYNCHRONISATIONREVENUES
Therewassteepgrowthinbothrevenuesandusernumbersforsubscriptionservices,
continuedrevenuegrowthfromadsupportedservicesandstillsizableincomefromdownload
salesinmanymarkets.Globally,digitalnowaccountsfor46percentoftotalindustryglobal
revenuesandinfouroftheworld'stop10markets,digitalchannelsaccountforthemajorityof
revenues.
Wealsoknowfromresearchconductedthatconsumersarebecomingmoreandmorerelianton
mobiledevicestoconsumemedia52%of1624yearoldslistenedtomusicontheirmobile,with
32%statingtheywatchmusicvideosontheirmobile(Harris,2011)Asourdemographicis
aroundthisagegroup(Seeconsumerprofile)webelievethatlogicallyourbestavenueto
marketwillbedigitally.Thisiswhywehavecomeupwithauniquemarketingstrategyinwhich
wewilluseYouTubetogenerateanaudience(SeeTheRapLeague.)Socialmediawillalsobe
astrongareaforpromotionas37%ofonlineparticipantsstatedthattheystreamedmusic
throughsocialnetworksandalso58%useYouTubetodothis.
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5.2PrimaryMarketResearch
SurveyResults
SurveyconductedbetweenFebruary4th2016March4th2016andsharedamongsttargeted
usersthatengagedwithpopularUrbannetworkssuchasSBTV,GRMDaily,LinkUpTV,P110
andJDZMediaviaFacebookandTwitter.
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SurveyAnalysis
ThesurveyresultssuggestthatMalesengagewithurbanmusicslightlymorethanfemales
however,contextually,femalesmayhavefoundlessinterestinconductingasurveyregarding
therecordlabel.
Themostengagedagedemographicwere18to24yearoldswith13to17yearoldsonlyless
by18%.Fromthis,wecanassumethatourtargetaudiencemayfallwithintheseage
demographicsprimarilywiththeconsiderationofolderaudienceslessprominentbutstill
apparent.
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Surprisingly,whenaskedwhatsubgenreappealstotheparticipantsmost,Grimehada100%
successionwithRapalsoreceivingahighnumberofvotes.Thisprovidesuswithaninsighton
thespecificstylesofurbanmusicwemightconsidermorepopularamongstouraudience.
94%ofparticipantsconsumemusicviasmartphonesthuspresentinguswithaclear
understandingofwhathardware/softwareweneedtoengagewith.Anappcouldprove
essentialfortheproliferationofourlabel.
Overhalfofpeoplesurveyedconsumelivemusicatleasttwicemonth,whichhighlightsanarea
thatmaybeadvantageousinorderforNuPlaguetocapitalise.
AlthoughourresultssuggestthatYouTubeandSocialMediaisthemostvotedplacefor
audiencestoconsumenewmusic,wewanttodrivetraffictoourwebsiteandconvertthattraffic
intocommoditythroughtheuseofadvertisingfromthirdpartycompanies.Withthisbeingsaid,
wewillstilloptimiseourYouTubechannelandSocialMediaprofilestocontinuouslygeneratea
wideramountofexposurethatwillhopefullyresultinmoreinterestforthelabel.
With94%ofparticipantsshowinganawarenessoftheMidlandsGrimescene,itdemonstratesa
potentialgapinthemarketforalabeltooperateservicesprovidinghelpandexposurefora
strongandpromisingMidlandsscene.
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Thefinalquestionwasregardingtheoveralldesignofourbrandingandreceivedanaverage
ratingof4.24outof5.
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5.3CompetitorAnalysis
CompetitorName
Strengths
Weaknesses
Differences
HowNuPlague
canbetterthis?
JaguarRecords
(
http://www.jaguarre
cords.co.uk/
)
Teamofsongwriters
Teamofproducers
Stronglistofartists
BasedinLondon
Notalotofcontent
onthewebsite
WeakSocialMedia
Profiles
WeakBranding
Theytargetnational
artists
Theyoffer360deals
Theywantartiststo
conformtoindustry
trends
Createstronger
branding
Developoursocial
mediaprofiles
more
Avoidstripping
artistsofcreative
freedomforreturn
ofcommerce
BadTasteRecords
(
http://badtasterecor
ds.co.uk/
)
Strongand
consistentbranding
Contentrichwebsite
Merchandise
Goodindustry
contacts(1xtra,
RinseFMetc)
Strongsocialmedia
profiles
Awealthofreleases
Lackofdiversity
withintheirartists
Notclearwhatthey
offerasalabel
Nophysicalmusic
products
Wefocusona
specificregionofthe
UK
Wehaveinhouse
departments
amongstabigger
infrastructurethat
reducecosts
Focussingonone
regionallowsusto
gainlocalrespect
andculturalvalue
Makeindustry
connections
globally
Driveattentionto
socialmedia
profilesthroughPR
forastronger
socialmedia
presence
Hyperdub
(
http://www.hyperdu
b.net/
)
Wealthofartists
Diversitywithartist
choice
Teamofproducers
TeamofDJs
Boringwebsite
Inconsistent
branding
Lackofcontent
Wehaveaclear
missionstatement
availableto
audiences
Wearemore
focussedandnarrow
inwhatweare
lookingfor
Aninteractive
websiterichin
content
Developstronger
branding
Generatecontent
throughtherap
league
WaxmanMusic
(
http://www.waxman
music.co.uk/
)
Consistentbranding
Clearaimsand
objectives
Lackofindustry
contacts
Notmuchcontent
Lackofartists
Nospecificlocation
whereaswefocuson
Midlands
Theyfocuson
distribution,wefocus
ondevelopmentof
thescene
Gainstrong
industrycontacts
vianetworkingetc
Workwithawealth
oflocalartists
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5.4TargetMarket/ConsumerProfile
AgeGroup:1628
Althoughalotofpeoplewouldsuggestwenarrowourdemographic,itisdifficulttodothisWhen
itcomestoprofilingagrimeaudienceitisparticularlydifficultfortwodistinctreasons:a)Itsage,
Grimeisascenethathaslongbeenonthemarginsofthemainstreamyetithashadnotable
flirtationswiththepopularmusicchartsintheUKandthatwasearlyinthe2000sandmost
recentlyaroundthe2013itstartedtomakeacomebackamongstmoremainstreamlisteners,
asnewscenesaremostcommonlyassociatedwithyouthculturethisgivesustwoagegroups
theearlieraudiencecouldrangefrom2536,thesefiguresaremadefromthepopular
assumptionthatthefirstGrimemusictochartpopularlyaround20022004OiMoreFireCrew,
ILoveUDizzeeRascalandWileysWotDoUCallItandtheageofitsaudiencearoundthat
timebeing1524.Recententriesintothemainstreamchartscomingaround2013presenttime
sothisgivesusademographicofroughly1514.Theotherissuewemayhaveis
geographicallypinpointingamarket,intheearlieryearsthiswouldhavebeenmostlyinLondon
butasthemarkethasgrewconsiderablywecantreallypickoutoneareawewouldmarket
specificallyasgrimehasnowbecomemoretranslocalmeaningthatacrossmanylocations
peoplesharesimilarideologies.
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Ethncity:
WewillnotbeaimingatoneethnicityspecificallyasGrimeandUrbanmusicisnotspecificto
oneethnicity,atonepointthiswasnotthecase,butasGrimebecamemorepopulartheculture
grewintoavenuesthatitwasntreachingthefirsttimearoundandaswelearnedfromHipHop
(alargeportionoftheiraudienceiswhiteandmiddleclass)andsimilarwithRocknRollthat
musicofblackoriginisntspecifictowhoconsumesit.
Wheredoestheaudienceconsumetheirmusic?
Alargeportionofouraudienceconsumestheirmusicthroughmobiledevices.Weknowfrom
researchconductedthatconsumersarebecomingmoreandmorereliantonmobiledevicesto
consumemedia52%of1624yearoldslistenedtomusicontheirmobile,with32%statingthey
watchmusicvideosontheirmobile(Harris,2011)
GeographicalPlacement
OurmarketisinitiallyMidlandsbasedduetothenatureoftheorganisationaimingtobuildan
iconicmidlandsbasedrecordlabelhoweverassomeofourartistshavealready
6|MarketingStrategy
6.1BrandIdentityLogo
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6.2WebsitePrototype
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6.3SocialMedia
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Twitter@NuPlague
FacebookNuPlagueRecords
6.4BusinessCardPrototype
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6.5Networking
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WewillattendvariousnetworkingeventsthroughouttheUKbutpredominantlyintheWest
Midlandsarea.ThisisnotjusttopromoteNuPlagueRecordsbutalsotoapproachpotential
connectionsandpartnershipstomakegoodindustrycontactsthatmayprovetobebeneficialfor
futureprojectsortheexpansionofthecompany.Wealsoplantoattend/hostworkshopsin
collegesandschoolstonetworkwithyoungergenerationswithaimstoinspirethembutalso
gainvaluablefeedbackorgeneratefurtherideasexplored.Thisinturncouldbereturnedas
workexperienceopportunitiesforthoseinvolved.
*AnExamplescheduleofsomeofthenetworkingeventswemayattend*
NetworkingEvent
Location
Date
BirminghamMusicNetwork
Meeting
MillenniumPoint,
BirminghamB47XG
31stMarch2016@4PM
XpoNorth
EdenCourtTheatre,
InvernessIV35SA
8thJune2016@9AM
MusicFutures
SageGateshead,Gateshead 10thJuly2016@10PM
NE82JR
TheGreatEscapeDelegate VariousVenuesinBrighton
Pass
19thMay2016@9AM
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7|OperationalIssues
7.1Location
Idealy,wewouldhaveanofficebasedintheculturalquarterofBirmingham
(SeeFig.D)
and
havingconductedresearch,wecouldexpecttopaybetween275400permonth.Onein
particularwouldbeaspaceinTheCustardFactory.
(SeeFig.E)
Itboastsaverycentrallocation
intheculturalepicentreofBirminghamwithnearbyplacesforsocialgatheringorinformal
meetingssuchasrestaurantsetcandhasallthefacilitiesrequiredsuchasonsitereception
staff,conferencerooms,loungesandmoreimportantlymodernfurnishingstohelpcoupleour
cleanandmodernbranding.Itiswithinwalkingdistanceofpublictransportsuchastrainsand
metrosandisoverallaveryideallocationforNuPlaguetooperatefrom.
Fig.DGoogleMapsLocationofTheCustardFactory,Birmingham
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Fig.EImagesofsomeoftheofficespaceavailableatTheCustardFactory
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7.2FutureInvestments
Webelievethatafterourfirst812monthsthatwewillbeinastrongpositiontoopenanapp
whichwillgivetheuseruniqueopportunitiessuchasfirstlookatcontent,promotionaloffers
onlyusersoftheappwillgettheoptionof.In2015anestimated41Millionpeoplepaidfor
musicsubscriptionservicesin2014,fivetimesthelevelofeightmillionpeoplein2010(IFPI,
2015).Itseemslogicallythatanappwouldaofferaregularrevenuestreamandwecould
provideuserswithauniqueservicethatnowhereelsewillbeoffering.(seeapp)Subscription
services,partofanincreasinglydiversemixofindustryrevenuestreams,aregoingfrom
strengthtostrength.Revenuesfrommusicsubscriptionservicesincludingfreetoconsumer
andpaidfortiersgrewby39.0percentin2014andgrowingconsistentlyacrossallmajor
markets(IFPI,2015).Theoptiontoadvertisethroughtheappisalsosomethingthatcouldbe
potentiallyviablewithRevenuesfromadvertisingsupportedstreamingservices,suchas
YouTubeandVevo,arealsogrowingup38.6percentin2014.(IFPI,2015)
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8|Finance
8.1CashFlowandStartUp
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8.3BusinessModelCanvas
Forlargerversionpleaseseeattacheddocumentsseparatetobusinessplan
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