Street Sounds Entertainment

(SSE)

Prepared by:

Catalina Faczek
Jamie Connell
Street Sounds Entertainment (SSE)
C&JPR

March 28, 2019

Table of Contents

Page
Executive Summary ....................................................................................................................... 3
Introductory Summary .................................................................................................................... 3
1.0 Organization Background ....................................................................................................... 4
1.1 Business definition ...................................................................................................... 4
1.2 Vision ........................................................................................................................... 4
1.3 Mission ......................................................................................................................... 4
1.4 Value Proposition ......................................................................................................... 4
1.5 Organization Structure ................................................................................................. 5
1.6 History & Culture ........................................................................................................ 6
2.0 Situation Analysis .................................................................................................................... 6
2.1 Definition & Scope of Situation ................................................................................... 7
2.2 Stakeholders Effected .................................................................................................. 7
2.3 Competition ................................................................................................................. 7
2.4 SWOT Analysis ........................................................................................................... 8
2.5 Market Position .......................................................................................................... 10
3.0 Plan ........................................................................................................................................ 11
3.1 Objectives, Strategies & Tactics ................................................................................ 11
3.2 Critical Success Factors ............................................................................................ 12
3.3 Key Performance Indicators ...................................................................................... 14
3.4 Budget & Resource Allocations ................................................................................. 15
3.5 Timeline ..................................................................................................................... 15
3.6 Evaluation Method & Anticipated Results ................................................................ 15
Appendices ................................................................................................................................... 17
A. Testimonials ................................................................................................................ 17
B. Budget.......................................................................................................................... 19
C. Timeline ....................................................................................................................... 20
References ..................................................................................................................................... 21

Page 2 of 21
Executive Summary

Our research found that Street Sound Entertainment (SSE) is recognized by a diverse
group of people and many generations. We believe the reason for that is because SSE has
been around since 1980 and has been able to gain knowledge through the decades. The
company struggles with issues revolving around funding and marketing. This strategic
plan for the 2019-2020 fiscal year focuses on strengthening the company and giving it the
tools to meet its highest potential

This document proposes ways to increase annual revenue and increase public awareness
of SSE. The information given to C&JPR came from interviews held with SSE
employees that created an understanding of the current operations of the company and
what improvements they are seeking. The route for improvement was created through
objectives to reach the goal that SSE is seeking. The objectives for this plan are listed
below:

• Obtain one or more investors within 8 months.

• Add 6 employees by January 1, 2020
• To increase monthly event bookings by 50% by January 1, 2020
• Double public awareness of SSE on social media by January 1, 2020

If SSE executes these objectives and follows the timeline proposed in the plan, the plan
will be considered successful. Since most of the objectives created had no benchmarks to
compare, each objective will serve as benchmarks for the next iteration of this plan for
the next fiscal year. Obtaining funds from investors will give SSE the financial security
to hire more employees. Hiring more employees will allow SSE to increase its monthly
event booking because it will have more employees that can attend multiple events.
Having continuous events can promote marketing, adding information to social media
and gaining more followers will increase likeliness for clients to book events with SSE.

Page 3 of 21
1.0 Organization Background

This section presents in-depth information about SSE. It explores the business operations
of SSE, its vision, mission, value proposition, organizational structure, along with the
history and culture. This information will be used to help understand what SSE wants to
achieve in the future. By providing this information it will help understand the situation
analysis in section 2.0 and the plan in section 3.0.

1.1 Business Definition

Street Sounds Entertainment is a mobile DJ-ing company that has been providing music
and entertainment for the Chicagoland area for more than 39 years. SSE strives to
provide an efficient, enthusiastic, and energized experience for individuals at important
events. The music it offers ranges from a variety of categories that meet the needs and
wants of many different celebrations, while continuously working towards the expansion
of its clientele (see Section 1.6).

1.2 Vision
SSE does not currently have a vision statement, C&J PR created a vision statement for
SSE to help the business focus on becoming a stronger company and continue to grow.

To be recognized as one of the top five DJ businesses (as determined by Scratch

Academy) that people in the Chicagoland go to for their event music needs.

1.3 Mission
Because SSE does not have a mission statement, C&J PR created one that would
represent the how the business operates to fulfill its vision.

To provide the Chicagoland community with memorable and unique music entertainment
services at requested events.

1.4 Value Proposition

The value proposition is a concise outline of what truly makes SSE unique from its
competitors. SSE’s value proposition consists of a slogan and proof points that support
that slogan. The business’ primary focus is to demonstrate that it serves upbeat music for
all different occasions, accommodating for all genres of music and events.

Slogan: Music of all beats

Proof Points:

• Specific genres are not excluded.

o SSE does events for many specific ethnicities, such as Latino, Asian, and
Indian events.
• SSE is not just for the younger crowds.
o SSE provides services for all ages, ranging from children’s birthday
parties to weddings.

Page 4 of 21
 • Music can be a key component to making an occasion memorable, having a
unique impact on the audience, and creating an experience that will stick.
o “Having the right music for your event means everything. It sets the tone,
the mood, and creates a psychologically charged atmosphere” see
reference page for citation

1.5 Organization Structure

The organizational structure determines how information flows between different levels
within the business. SSE consists of four main employees, and operates with the use of a
matrix hierarchy, as displayed in the graph below.

It is structured this way because SSE is a small company and has a limited amount of
staff member. Because there are four employees, it struggles to handle a heavy workload,
and requires employees to work as a team to complete services. Although each employee
has a set role within the structure, all members help each other complete needed tasks.

SSE does not have specific rules or contain a physical employee handbook. Rules and
expectations are created and discussed during employee. We created descriptions of each
role and their responsibilities that we suggest SSE should implement. The following list
contains SSE’s employees’ positions and the names of the individuals currently holding
these roles:
• Director of Operations: Gioncarlo Faczek
• Project Coordinator: Rob Mondo
• Financial Advisor/Stakeholder: Daniel Faczek Sr.
• Assistant DJ: Alex Amodeo

Page 5 of 21
1.6 History & Culture
In 1983, four high schoolers who shared a passion for music created a company that
would provide music and entertainment for events, this company is known as Street
Sounds Entertainment. The original founders of SSE were Daniel Faczek, Peter
Georgiades, Ron Ondrla, and Hector Santos. SSE started performing at a variety of
events such as night clubs, weddings, and corporate events. Along with providing music
entertainment, SSE also rented out equipment to other DJ’s in the Chicagoland area.

In 2000 the company was handed down to Gioncarlo Faczek, son of one of the founders,
Daniel Faczek. After switching owners, the company started working solely out of the
Chicago suburbs and hired all new employees. Although SSE went through major
changes in 2000, its mission remained the same.

SSE believes with the use of music it can create a memorable, unique, and enjoyable
experience for any occasion. With the use of music it can create an atmosphere that can
heighten any special event. SSE offers a wide variety of genres that can satisfy the needs
and wants for any occasion, as well as for any age. SSE always puts the client’s needs
first and has created bonds with its clients that span out more than ten years.

2.0. Situation Analysis

The situational analysis of SSE business is used to understand the organization’s

capabilities, customers, and business within the internal and external environment. The
current state of SSE internal environment shows that it is understaffed, which is causing
issues regarding overbooking and resulting in an inability to commit to events. The
organization struggles externally with marketing, regarding the public understanding of
what its services are and its capabilities to entertain at a variety of events.

2.1 Definition & Scope of Situation

SSE provides musical entertainment to a variety of clients for different types of events.
Clients will pay for services including music, lights, set up and removal of equipment.
Prices will vary depending on the event type and hours needed. SSE speaks directly with
clients to negotiate a set price before the date of the event.

SSE currently has four employees that manage event booking and entertainment services.
SSE is underemployed, this causes problems when trying to commit to more than one
event at a time. Being underemployed also causes issues with time management
regarding transporting equipment.

Every SSE event requires all four employees to be present, because of this SSE is unable
to book more than one event at a time. Due to the lack of staff and being unable to
commit to more events it creates an unsteady income for SSE. Not having a set income
makes SSE unable to hire new employees because it would not be able to provide the
money to fund employees. The right solution for this problem can be determined by

Page 6 of 21
understanding the nature of the business and the type of risks that go along with working
towards solving the issue. There must be an organization-wide shared understanding of
what qualities and services are needed from the potential hire. This understanding will
entail the position title, wage, and the responsibilities potential hires have.

Understanding the financial capabilities that SSE has is key when determining how to
successfully build up the organization. SSE currently has four employees who are paid
based on their roles in the organization. The company must follow a financial plan that
will budget and manage the company's capabilities, possible new employees, and plan for
future resource allocations for more equipment and travel expenses once they are able to
commit to more events.

Treating the company like a start-up and reviewing the potential ways to strengthen the
business while still staying financially stable can improve the problems that SSE is
having. Beginning with seeking new employees who are interested in holding an intern or
volunteer position. Gaining help from individuals who are seeking experience and are
able to help with areas needed will also allow SSE to improve its organization through
wise investments in the business. Having the opportunity to build revenue through
personal or financial investors will allow SSE to become financially stable and focus the
organization's growth. Increasing external stockholders would increase SSE’s revenue
and allow it to hire more employees without financial fear.

2.2 Stakeholders Effected

SSE is continuing to grow and does not rely on external investors as an essential function
of the success. The business’ owners are primarily responsible in sustaining the
operations of SSE.

Internal investors, such as employees and family members, serve an essential function in
SSE’s organization. The employees hold an important position because they are the ones
communicating with clients, and providing services at events that create revenue for the
company. The members of SSE serve an essential role because SSE would not have a
purpose to exist without them.

2.3 Competition
SSE is unique because of its focus on providing music to a variety of ethnicities.
Although this is a unique aspect that makes SSE stand out to customers who seek
different types of entertainment, it still faces problems against competition. The
constraints that are associated with its competition include not having enough employees
to be able to commit to multiple events on one day. SSE books its events as requested and
do not have a set schedule of events each week. Not obtaining a consistent income
decreases the likelihood of hiring new employees. Below are two different competitor
categories, which are the top competition SSE is facing.

2.3.1 Local Business

• Boom Entertainment: Boom Entertaining business in Chicago provides DJ
services to high schools around the local area. Boom Entertaining focuses
primarily on modern pop music that target the younger generation. It is mostly

Page 7 of 21
 involved with hosting entertainment for school dances, which makes it a direct
competitor for SSE.
• A-Z Entertainment: A-Z Entertainment in Chicago hosts DJ entertainment at
many events including corporate events, picnics, weddings, school dances and
personal parties. It also provides physical entertainment services to customers
including Karaoke, attractions, game shows, photos, and equipment rental. A-Z
Entertainment is a competitor to SSE because of its wide variety of services and
equipment offered.
• DJ Clay Collier: Clay Collier is a single DJ from Chicago who provides
entertainment for any event needed. He provides a variety of music from many
decades and genres; this quality makes him a competitor to SSE.
2.3.2 Technology
• Spotify: Spotify is a streaming platform that provides DRM-Protected music and
podcasts from record labels and media companies. This music platform is a
competitor because it allows individuals to enjoy a musical experience without
paying an individual money to DJ.
• iTunes music: iTunes is an application that allows you to buy songs and albums,
which automatically appear on all your devices. This application allows Family
Sharing, which lets one family member buys a new song or album, and everyone
else can download and listen to it too. This music application is a competitor
because it has the ability to share music to multiple people on one device, and
individuals are able to be their own DJ.
• YouTube: YouTube is a video-sharing website that allows users to share video
and audio. This website is a competitor for SSE because it allows users to listen to
music while also watching music videos for even more entertainment. SSE does
not have the funds to afford a screen to share visuals which is a disadvantage
when compared to YouTube, making them a competitor.

2.4 SWOT Analysis

The SWOT analysis serves as an analysis of SSE’s strengths, weaknesses, opportunities,
and threats in its business. The information presented in the following table shows areas
of advantage, disadvantage, growth and limitations for future business. Each area is also
explained though the SWOT aspect, its implications on SSE’s business, and what the
SWOT action the company should take to successfully keep strong aspects good and fix
weak aspects.

Aspect Implications Actions

Strengths Diverse Cultural, Can accommodate for People of different

diversity in the any type of ethnicities ethnicities can be
entertainment and and any specific accommodated correctly
music it offers genre/ music wanted without worry.

Page 8 of 21
 Serving people Increases the number People will feel
across different of clients it can serve comfortable hiring SSE
generations and events it will knowing it are capable of
book servicing different age
groups

Wide variety of SSE are not limited to People will feel

events for all specific events which comfortable hiring SSE
occasions will gain it more knowing it has experience
revenue in different events

Prioritize client Client can Client are guaranteed a

needs and wants specifically tell SSE quality service that they
what they do and do have control of
not want prior to the
event

Weaknesses Marketing is not This is resulting in Hosting an outdoor

reaching the best less public awareness, marketing event for free
target publics and SSE is not that people that can come
recognized by the and listen to SSE music
public

SSE is Overbooking events Seek small business loans

understaffed. and not enough DJs, from 1 or more banks.
resulting in
cancellations Ask for personal
investments to gain more
money

Lack of capital Cannot maintain to Increase the prices of

purchase state of the events
art equipment
Seek a small-business
loan

Ask for personal

investments

Opportunities Gaining more Will be able to book Seek personal investors

employees more events
Pair up with startup DJs
Will gain more to eliminate competition
revenue. while gaining employees

Page 9 of 21
 Gaining more Will stand out with Appeal to higher end
equipment higher quality clients and events
equipment

Gaining more Help SSE becoming Create more client

public awareness recognized as a top loyalty
reliable DJ in the
community

Increase in It would increase Draw up legal document

investors funding while also of how many shares the
increasing the investors would get along
possibilities for the with what they would
organization gain from it

Threats Change in People can DJ off Allow the guests to send

technology their phones and plug in song requests
into a speaker

Increase in the This causes more Market SSE unique

number of competition qualities that showcase it
competing DJ’s as the as the best option

Lack or loss of SSE will have to File for bankruptcy

investment to reevaluate whether it protection
strengthen and should continue to
grow the business operate Dissolve the company

2.5 Market Position

SSE provides “music of all beats,” which is why it is diverse compared to other
competitors. SSE provides a diverse range of music, whether that be ethnicities or
decades of music, such as ’60, ’70, etc. With having a diverse music platform, SSE is
able to attract an assortment of clients; however, due to a lack of marketing and being
understaffed, SSE cannot sufficiently achieve its full potential to serve more clients.

The reputation of SSE has been built over a span of 39 years, and is viewed as a reliable
organization that provides a memorable experience for all its clients. Some of its
competitors include other mid-level DJ companies, and the change in technology (see
Section 2.3). SSE sets itself apart from the competitors as one that can create a unique
atmosphere with the use of diverse music.

SSE can tailor to the needs and wants of any clients, which allows it to be open for all
target markets. By adopting the mentality of being a start-up company, SSE will see that

Page 10 of 21
gaining as much business and clientele as possible will increase the likelihood of finding
a target market. Marketing to all audiences can be an advantage or disadvantage
compared to other competitors. SSE markets its ability to be flexibility for any situation.

While the ability to market to all audiences can increase clientele, it may also be a
downfall for the company. SSE’s lack of market focus is contributing to its problem of
sales growth because it decreases the effects of who the message is reaching. By having a
specific target market it can create a message that will connected with a specific target
directly, which could potentially increasing business. The goal of SSE is to have its
customers think of its service as an entertainment company that tailors specific events for
a variety of ethnicities. By connecting with a specific target market, SSE can create
connections with loyal clients. SSE can improve its marketing plan by selecting a specific
group of individuals and providing information to them regarding its ability to entertain a
variety of events. SSE can successfully accomplish this marketing plan by following this
proposed plan to improve its message retention.

3.0 Plan
This section shows a plan of action for SSE that can be implemented during the
remaining months of 2019, beginning in April. Building from the two previous sections,
this plan guides SSE to better engage its mission and get closer to finding its vision. The
following subsections include objectives, strategies, and tactics; critical success factors;
key performance indicators; budget; timeline; the final evaluation method and anticipated
results.

Below C&JPR have created a list of objectives that SSE will use as goals that will be
completed by certain dates. Each objective will have a tactic that indicates ways that SSE
can accomplish the goals. The strategies will be used to guide how the objective and
tactic will be presented to the target public.

3.1 Objectives, Strategies, and Tactics

Objectives Strategies Tactics

1. Obtain one or more Two-way Acquire a small-business

investors within 8 months. communication loan from a strong and
stable bank or credit union
Rationale: Spreading the
financial risk can stabilize the
business so that it can grow in Target venture capitalists
ways it would not be possible
without such investment.
Seek personal investors
Benchmark: Only SSE’s owner
has been funding the business
beyond sales.

Page 11 of 21
 2. Add 6 employees by
January 1, 2020.
Rationale: Demand for SSE’s
services exceeds its capacity to
meet that demand. Adding
eight more employees would
close that demand-supply gap.
Benchmark: Current
employment rate has stayed
consistent of four employees
since the start date.
3. Increase monthly event
bookings by 50% by January
1, 2020.
Rationale: Increasing events
booked would maximize
potential income.
Benchmark: SSE currently
books an average of six events
per month.
4. Double public awareness of
SSE on social media by 100%
by January 1, 2020.
Rational: Increasing social
media awareness and
engagement the public will be
more aware of the
organization.
Benchmark: SSE currently has
107 followers on Instagram.
3.2 Critical Success Factors
Objectives: The goal created to improve SSE and the timeline needed to implement it.
Opportunities: The gains SSE will attain by implementing the objective.
Barriers: The potential problems that could occur while implementing the objective.
Salient information about Organization wide shared
the business and understanding of what
employees’ expectations qualities and services are
needed from the potential
hire
Hold meetings with the
currently employees about
the company.
Source credibility
(see Appendix A) Post job announcement and
interview potential
employees.
Selective exposure Facebook and Instagram
postings.
Post event descriptions on
websites that seek
Audience Participation entertainment.
Encourage past clients to
promote SSE to other
potential clients.
Incentive for party referrals
Selective Exposure if a previous client refers
SSE to a friend they can
receive a discount on their
next event
Encourage previous client
to write review about their
Audience Participation experience with the service
they received
Promote SSE via Twitter,
Instagram, Facebook.
Page 12 of 21
Environment: Outside factors that could have an affect on the objective if implemented.
Resources: What is needed to implement the objective successfully.

Below C&JPR have created a chart that shows the objectives created to improve SSE, the
opportunities it will gain if implemented, the barriers it may face when trying to
implement it, the environmental factors that could have an affect on it and what resources
are needed to execute it. All of the column have an important role in successfully
implementing the objectives, because they show the gains and risks that are associated
with the wants of SSE.

Opportunities Barriers Environment Resources

Objectives

1. Obtain Raise funds from Investors not If the economy Employees create
one or more investors to willing to is down, detailed
investors establish SSE. work with a investors description of
within 8 small business. willingness to what investors
months. Increase the invest in the should expect.
number of company is less.
employees apart Establish
of SSE. investment sheet.

Purchase more
equipment
needed for
events.

2. Add 6 Improve Members not If the economy Employees

employees workload wanting to put is down it communication
by January regarding in the effort to lessens the about what
1, 2020. planning events interview ability of SSE to qualities are
and working potential afford new needed from
events. employees. employees. potential
employees.
Increase Members not
workload and wanting to put
revenue. in the effort to
train potential
employees.

SSE does not

have the funds
to hire and pay
new
employees.

Page 13 of 21
 3. Increase Increase revenue Members of If during certain Need more
monthly to improve SSE having months there employees to
event struggling other aren’t a lot of book events and
bookings by departments such obligations, parties then the give services.
50% by as low and not being amount of
January 1, employment and able to make bookings will
2020. low equipment. every event fluctuate.
they are
Increase needed for.
employee
productivity. SSE not
having enough
equipment to
have multiple
events in one
day.

4. Double Free marketing The public The lack of Social media

public that will increase unwilling to followers would tracking system
awareness awareness of follow SSE on affect the to monitor
of SSE on SSE. social media. awareness of improvement.
social. SSE that is
media by Having a high Employees posted on social Create graphic
January 1, number of unwilling to media sites. design to post on
2020. follows will gain keep social social media.
credibility. media up to
date. Create new
Being active on employee role
social media Members not that is in charge
outlets will show contributing of social media.
the public that efforts needed
SSE is active and for marketing.
very involved
with its business.

3.3 Key Performance Indicators (KPIs)

KPIs are measurable steps for SSE to take throughout the plan to track the progress for
achieving each objective. SSE management should regularly use the given measurements
and compare them to the benchmark.

• Objective #1: Obtain one or more investors within 8 months.

o Benchmark: Only SSE’s owner has been funding the business beyond
sales.
o KPI: Set checkpoints every week throughout the month to see progress
towards gaining investors. Each month gain one new investor over the
next 8 months, starting in April.

Page 14 of 21
 ▪ Calculate and analyze the contributions gained from investors.
• Objective #2: Add 6 employees by January 1, 2020.
o Benchmark: Current employment rate has stayed consistent of four
employees since the start date.
o KPI: Interview 10 to 15 potential candidates every month over the next 8
months. Hire 6 new members by the start of January 2020.
▪ Look at the number of hired each month and adjust the following
monthly number hired accordingly.
• Objective #3: Increase monthly event bookings by 50% by January 1, 2020.
o Benchmark: SSE currently books an average of six events per month.
o KPI: Monthly analysis of SSE bookings to increase booking 9 events
every month.
▪ Look at the amount of booking each month and adjust the
following monthly booking accordingly.
• Objective #4: Double public awareness of SSE on social media by January 1,
2020.
o Benchmark: SSE currently has 107 followers on Instagram.
o KPI: Monthly analysis of the increase in followers on Instagram 26 people
per month.
▪ Look at the number of new followers every month and adjust as
necessary.

3.4 Budget & Resource Allocations

The budget for this plan is for expense only, this is because our client was not willing to
share its budget or financial information. Because we were not given information about
SSE’s budget or expenses, we have predicted a budget that will span from April 1, 2019
to January 1, 2020.

See Appendix B for the budget and resources allocation spreadsheet.

3.5 Timeline (beginning with the proposal’s acceptance/approval)

C&JPR have created a guideline of when each of the suggested tactics should be
implemented. This timeline was created for SSE to ensure the progress of this plan and
the success. (See Appendix C).

This timeline is over a duration of SSE’s fiscal year (April 1, 2019, to January 1, 2020).
This timeline details the timespan that each objective should take in order to be
successfully completed. This timeline clearly states the necessary actions needed to
complete each goal and the start and end date of each, this will help SSE stay on track to
completing this plan.

3.6 Evaluation Method & Anticipated Results

To evaluate the effectiveness of the plan, there must be measurements taken throughout
and at the end of the plan in January 2020. In order to see the effectiveness and overall
success of the plan these measurements need to be conducted regularly. The
measurements will be used to evaluate the plans effectiveness which include: increase the
number of investors in the company by creating partnerships, ensure increased

Page 15 of 21
employment for SSE at the end of year 2019, ensure increase in monthly event bookings
using tracking system, and ensure increase in public awareness using tracking system.
These measurements correspond with the KPIs that should be regularly measured
throughout the plan. See Section 3.3 for KPIs and benchmarks.

• Objective #1: Obtain one or more investors within 8 months.

o If we gain a partnership with investors, the plan was successful. The
investor must also increase the financial state for SSE and be used to build
for future viability.
o If the objective is unsuccessful, adjust budgeting.

• Objective #2: Add 6 employees by January 1, 2020.

o If we gain 6 new employees by the end of the year, the plan was
successful.
o If the objective is unsuccessful, adjust number of employees needed per
each event.
• Objective #3: Increase monthly event bookings by 50% by January 1, 2020.
o If the use of incentives generate more bookings, and there is an increase in
the monthly bookings, the plan was successful.
o If the objective is unsuccessful, adjust budgeting.

• Objective #4: Double public awareness of SSE on social media by January 1,

2020.
o If the referral incentive is used and followers are gain on all social media
sites, the plan was successful.
o If the objective is unsuccessful, adjust marketing strategies for the next
fiscal year to reach the awareness goal.

Page 16 of 21
Appendices

A. Testimonials

Page 17 of 21
Page 18 of 21
B. Budget

Page 19 of 21
C. Timeline

Page 20 of 21
 References

About A-Z Entertainment (2019). Retrieved from

http://www.azentertainment.com/about-us

Advani, A. (2004, June 07). Paying employees during the startup stage. Retrieved from
https://www.entrepreneur.com/article/71108

Boisset, K. (2017, March 24). Importance of finding the right music for an event.
Retrieved from
https://thecookandthedrummer.com/the-importance-of-finding-the-right-music-
for-an-event/

Clay Collier (2019). Retrieved from

https://www.djclaycollier.com/music

Who we are (2019). In Boom Entertainment. Retrieved from

http://myboomtour.com/photos/

Page 21 of 21