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Art School Museum Business Plan

March 3, 2023 By JamesCall Leave a Comment


Art School Museum Business Plan


Hands on! Children’s Art Museum of Chicago. (Hands On! ) is an 501(c),(3) nonprofit organization. Hands-On! has been created to provide meaningful and unique arts programming for children of all ages, to educate them in the arts, as well as to develop a lifetime appreciation for the arts. We are committed to offering a dynamic and continually-evolving program. Although we will incorporate all of the fine arts into our programs, our focus is on visual art. The majority of activities are open-ended and can be enjoyed by anyone who walks in. The Museum will be staffed with working artists. All structured activities will be led and directed by master artist-teachers.

The Arts Education Partnership, in conjunction with the President’s Committee on the Arts and Humanities, commenced a study last year to examine the impact of arts experiences on young people and to explore why and how young people were changed through their arts experiences. Evidence demonstrates that children with high levels of arts participation outperform “arts-poor” students by virtually every measure. Champions of Change found that arts education can help students at high risk reach other disciplines. The arts provide youth with real learning experiences that are engaging for their mind, heart, and body. Arts education is a way for students to learn. It can improve creativity, self discipline, and equip them with the skills and confidence they need to tackle the challenges of their lives.

All three of the founding board members are mothers with young children. Karolyn KUEHNER, Executive Director, has a Bachelor of Music degree (Piano Pedagogy) and a Master of Music degree (Piano Performance and Pedagogy), both with the highest honors, from Chicago Musical College of Roosevelt University. Over the past 10 years she was a Roosevelt University lecturer in piano and served on the Elmhurst College and Concordia University piano faculties. Ms. Kuehner won the D.H. Baldwin Fellowship for her contribution to piano pedagogy. She is listed in Who&#8217’s Who in American Music. Ms. Kuehner has been an active Brownie Troop leader for the Girl Scouts of Chicago, and she is a proponent of homeschooling. On Educate!, she was a guest. Channel 20 and Medill Reports, Northwestern University. Interviews with Mrs. Kuehner appear in Chicago Parent and Homeschooling Link.

Sheri Jendra (Operations Director) holds a Bachelor of Arts Degree in Public Administration as well as a Master of Public Administration degree at Governors State University. She was formerly employed as the Housing Director at the Beverly Area Planning Association, a non-for-profit community organization. She has also served as Assistant Planner for the Northeastern Illinois Planning Commission. Ms. Jendra serves as a volunteer in numerous capacities at St. Barnabas Catholic Church. She also participates in youth sports activities.

Nancy McGourty, Marketing Director, holds a Bachelor of Science in Commerce degree with a major in Marketing from DePaul University. Previous positions include the Assistant Vice- President/Marketing position at Founders Bank and the Economic Development Director at the Beverly Area Planning Association. Additionally, she was the Marketing Officer for the Corporate and Institutional Banking Group at First Chicago Bank. As a director for the Southwest Beverly Improvement Association and as a volunteer at Sutherland elementary school, St. Barnabas Catholic Church and the AYSO, Ms. McGourty has been active in Beverly/Morgan Park.

In addition to the founding board members, our Board of Directors is comprised of a diverse group of individuals including Grammy Award winning composer and pianist Ramsey Lewis, Michael Friedman, CEO of Premonition Records, James Lindsey, CPA with TTX Company, and Paul Tuminaro, Chicago-based arts advocate and member of the NewGroup Board at the Museum of Contemporary Art.

We are seeking funding for initial start-up costs to be used for legal costs, leasehold improvements, rent and related expenses, office equipment, furniture, starting inventory, and initial cash to handle the first few months of expenses.

We estimate that approximately 60% of Hands On!’s annual revenue will be generated by a combination of membership, admissions, programming, retail sales, and related activities. The remainder of our funding comes from:

  • Writing proposals to secure grants

foundations.

  • Solicitation of individuals, corporations, or small businesses.
  • An annual benefit concert with large scale benefits for families, as well as special events.
  • Many small-scale fundraising events.
  • Objectives

    Hands-On!‘#8216’s objectives in the first year of business were:

    • Earned revenue can be generated from membership and admission fees, programming and outreach, as well as retail sales and special events.
    • To secure new funding sources like foundation grants, grants from the government, and private or corporate donations.
    • To have 375 total paid members.
    • To serve 1,500 children through our outreach programs.

    Mission

    HandsOn! has the mission to encourage children all ages to realize their full creative potential by using the visual and performing art. Hands On! strives, through the fine arts, to create a unique environment in which children of all ages, abilities, and experience can feel free to imagine, create, and welcome the arts into their lives. Hands Off! promotes professionalism and creativity while being respectful of individual ideas and others.

    Keys for Success

    This topic was not part of the original business plan but it is provided here to help others who use this plan as a guide. The default outline can be modified to suit your needs. Every business plan is unique. Many excellent plans leave out topics that are not included in the outline, while others add new topics. The outline is intended to be a guideline, not a list. You can add and delete topics easily. It is your plan, not the software’s.

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    Filed Under: Businnes Plan Tagged With: business, museum, school

    Driving School Business Plan

    March 3, 2023 By JamesCall Leave a Comment


    Driving School Business Plan


    Markam Driving School (MDS) offers a wide range of driver services. It is ultimately the goal of the company to be a one-stop facility for all driver needs, including registration, licensing, etc., but at this time Markam mainly offers private and commercial driver education in the Seattle, WA area. MDS has been positioned as an affordable facility offering excellent service.

    1.1 Objectives

    Markam Driving School (MDS), has the following objectives for the next three year:

    • In the third year, sales revenues will reach approximately $2.1million
    • You can expand by opening two additional facilities in Portland, OR or Tacoma.
    • Become the low cost provider of comprehensive driving education services in the Pacific Northwest.

    1.2 Mission

    Markam Driving school’s mission is simple: to provide driver education courses that are convenient, comprehensive, and high-quality at a reasonable price. Safety is the most important aspect in driver education. It is the goal of Markam Driving School to have graduates of our programs with the safest driving records of any other competitor in the Pacific Northwest and to exploit that reputation to create greater market share.

    1.3 Keys To Success

    Markam Driving School is in a historic moment. The company has an impressive track record of providing low-cost drivers education services that are comparable in quality to the greater Seattle area. It is now ready for expansion into the Pacific Northwest. The firm will open two more facilities in Portland OR and Tacoma WA.

    When the company was established six years ago, the owners saw a huge untapped market. Customers wanted high-quality driver education at a low price. No company could provide that. The large companies charged too much, while the local companies did not offer enough programs or services. It was possible to create synergies with other organizations that were buyers or suppliers. By doing this, a company can reduce costs, eliminate competition and increase market share. This has been MDS&#8217’s driving strategy since its inception. The company’s successful growth in mature markets has been a testament to its management strategy. Now the company is ready to expand and the keys to success over the next three years for such an endeavor are as follows:

    • Lower costs result in a company’s gross margin increasing to 66%
    • For each facility, a cost control officer should be appointed. They will report to the president and general manger.
    • Implement a cost reduction program across the entire company.
    • In order to reduce costs even further, strengthen and promote strategic alliances and partnerships between suppliers.
    • Strive to secure contracts with organizations that require our services like police departments and high schools.


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    Filed Under: Businnes Plan Tagged With: business, driving, school

    Dog Obedience School Business Plan

    March 3, 2023 By JamesCall Leave a Comment


    Dog Obedience School Business Plan


    Canine Critter College is a Eugene-based obedience school. Canine Critter College’s unique approach to dog obedience is what makes it so special. Tri C focuses on the training of the dog rather than the training of the owner. It also helps to establish clear lines between the dog’s owner and dog. One of the most important lessons is to establish communication with the dog and understand his social and physical behaviors.

    Canine Critter College plans to use this strategy in order to create long-term, satisfied customers. Canine Critter College will continue to gain market share through its customer-centric business model and training philosophy.

    Canine Critter College should be profitable by the seventh month and will make $91,000 in annual revenues for year three.

    1.1 Mission

    Canine Critter College’s mission is to offer the best dog training program. Customers are our goal. All else will follow if we live by this principle. Our services will exceed our customers’ expectations.

    1.2 Objectives

    These are the objectives for the first three year of operation:

    1. To create a service-based company whose primary goal is to exceed customer’s expectations.
    2. To increase the number clients by 20% each year.
    3. To develop a sustainable start-up business.

    1.3 Keys to Success

    A service that is affordable and valued by customers is key to success. A customer-centric business model is the tool to achieve success.


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    Filed Under: Businnes Plan Tagged With: business, obedience, school

    School Fundraising Business Plan

    March 3, 2023 By JamesCall Leave a Comment


    School Fundraising Business Plan


    Catholic School Development Foundation, (CSDF), will be a nonprofit operating foundation whose sole purpose it to provide guidance and support in the areas of development and fundraising to Catholic elementary or secondary schools. By definition, an operating foundation is “An organization that uses its resources to conduct research or provide a direct service.” (Foundation Directory, 1995, p. vi.)

    Although most foundations depend on large endowments, the foundation concept behind it relies instead on a ‘#8220’living endowment. This refers specifically to the sisters, brothers, and priests who have educated multiple generations of immigrant families, while still living in poverty. Historically, our Catholic schools have had no financial endowment; rather they flourished at very low cost to families because of extremely low overhead–thanks to their living endowment.

    However, CSDF consultants can be operated via a living endowment. This does not mean they must be religious. Nor does it mean that CSDF employees live a life of poverty. In fact, compensation is just as good as that offered by for-profit firms. Understanding the costs and fees associated with for-profit consulting is key to understanding how this is possible.

    For-profit companies charge $15,000 per month to campaign work. This is a standard industry fee. About one third of this amount goes directly to the consultants who do the work. Another third covers overhead (primarily training costs as well as the cost of making presentations in other parts of the country for new work). The owner of the company makes a third of the profit. This standard income/expense structure creates a problem for the “for-profit” and an opportunity for the “not-for-profit.”

    The problem with conventional firms is that many young consultants look at the monthly fees and see their paychecks and decide to take on the job. Consequently, established national companies face constant turnover, recruiting and training costs and a chronic lack experience in the workers who actually do it. They have also created an explosion of regional competition. Over the past ten decades, there has been an explosion in the number of development consulting companies. Many have no other employees than the owner. The business card may state “John Doe & Associates” but rarely are there associates.

    The third of the fees normally considered profit offers the chance for the not-forprofit. What if those profits were not used to purchase a beach house for a business owner but instead were put into a cash reserve to help Catholic schools that cannot afford the development counsel. While Jesuit High School may easily afford high monthly fees, St. Ann’s Indian School cannot. By setting aside the “profits” from one client, CSDF could afford to send a consultant to St Ann’s. In doing so, CSDF consultants will be the new living endowment serving those schools least able to afford development counsel.

    1.1 Objectives

    1. In Year 1, there were two clients, four in Year 2, and seven in Year 3. From here on, growth is possible much faster.
    2. Sales are steadily growing from Year 1 to Year 3.
    3. Break even in three years consecutively as CSDF establishes itself and its reputation. Generate earnings in year four allowing us to begin gratis consulting projects.

    1.2 Mission

    Catholic School Development Foundation was established to provide guidance to America’s Catholic elementary school and high schools.

    • We are specialists and not generalists because we have our eyes on one goal.
    • We are free from profit pressures and take the long-term perspective of building lasting relationships with our supporters.
    • We will always work in the long-term interests of our clients. If you’re not ready for a campaign we will let you know. Then we’ll do everything we can to get ready.
    • We are not fundraising consultants. We have a holistic approach to the financial well-being and sustainability of the school.
    • Our primary function as consultants is very similar to that a teacher. In our case, we teach by ‘doing.’ This implies, of course, a partnership between teacher and student.

  • Knowing the unique circumstances of raising money for schools, we only employ consultants with specific experience in this area.
  • Though we are a not-for-profit organization, to attract experienced specialists we must compete with the largest firms in the country. As we work on a sliding basis, we ask that our clients keep this in their minds as they evaluate our proposal.
  • Campaigns can be stressful. Prayer keeps us positive and calls us to the mission behind our money. It also helps us to understand each other. It helps to overcome fear and encourages those who give. We believe prayer is an essential part of success.
  • 1.3 Keys to Success

    Here are the keys to success

    1. Ability to attract and RETAIN qualified personnel.
    2. Perception in the marketplace as a specialist serving Catholic schools.
    3. Establishing trust and promoting their cause as a nonprofit.

    A consulting firm’s capital is what walks out of the doors every evening at five. Only the experience of the employees in the firm is the real equity. They are the key to the firm’s ability to attract future business.

    It is not easy to retain skilled people. There has been a boom in the number of consulting firms that provide consulting and fundraising services to non-profits since the 1980s. Many independent consultants have been trained by large national firms. The organization that discovers how to attract and retain qualified people will ultimately win the day. This is the most important factor in success.

    It is tempting to start your own business once you have some experience. The answer lies in the nature and structure of an undeveloped industry: fundraising consulting is the most ‘low entry barriers’ business.

    • There are no requirements for education.
    • There are no requirements for a professional degree.
    • There are no licensing requirements. Licensing is not required for anyone who does a ten dollars haircut. But a consultant leading a $10 million campaign–putting an organization at great risk–requires none.

    • In the end, relationships are more important than knowledge and experience when it comes to getting work. Since so few Board members are experienced in major gift fundraising, they find it difficult to tell the difference between good salesmen or professionals.
    • One successful campaign can launch a career in consulting, especially if it was a well-known prep school.
    • Finally, the costs of office and start-up are minimal. A home office is enough since clients don’t visit the firm. A professional voice mail system can create the illusion of a bigger, more established company. Many small businesses started by one man for less than $5,000.

    In short, it is very easy to set up an independent business. But if an organization is going to grow, it must retain qualified personnel. This will require that consultants are more likely to stay than to go. This is the key issue that we will be discussing later.

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    Filed Under: Businnes Plan Tagged With: business, fundraising, school

    Art School Gallery Business Plan

    March 3, 2023 By JamesCall Leave a Comment


    Art School Gallery Business Plan


    ArtSphere Gallery School of Art (ArtSphere), was established in September of 2012. It had grown from a small back room into a full 787-square-foot facility located at the corner of Main Street, Birmingham, AL. The business has been growing steadily since September but not in a linear fashion. This business plan will help to create a framework that allows for maximum profit potential and growth. The plan’s successful implementation will lead to increasing profits each year by the third-year.

    These are the key success factors and crucial factors, ranked in order of importance

    • The art lesson market is open to all.
    • Completing some alterations to premises.
    • Making changes to certain operational or pricing practices.
    • The sale of art supplies can bring in additional income.

    1.1 Objectives

    ArtSphere’s greatest opportunity is to teach art to paid customers. This can only be done by eight people at once. It is important to penetrate the 9 A.M.-3 P.M. market every day. This is the largest portion of ArtSphere’s teaching capacity (61%). This is without doubt the key element for the future growth of profits. The main objective of the project is to gradually increase market penetration from its current almost zero level to 90% full capacity by end of second-year.

    Due to the fact that the afternoon market segment (22% of total capacity), is almost fully booked, another objective is to fill out the evening hours (Monday through Wednesday) 7:30 P.M.-9:30 P.M. These eight hours will be easier to fill. This goal must be met by the end of month 5.

    Additionally, art supplies should be separated from art lessons to maximize profit.

    A final objective is to maintain the present level of portrait work, produced under contract by clients, as well as maintain the historical level of sales of art work created by the owners of ArtSphere prior to the recent mushrooming of art instruction.

    1.2 Mission

    The ArtSphere aims to provide professional and competent instruction in art within a welcoming environment, while also catering to the needs of diverse target market groups. The ArtSphere tries to cultivate a more personal and longer term relationship with the customer than can be achieved by a typical six session generic art course taught at Bessemer State College. The ArtSphere recognizes that the real product it sells is different from the art instruction given. Helena Rubenstein has been quoted saying, “In a factory we produce cosmetics, but the product which we sell is called “hope.” ‘”

    ArtSphere follows this philosophy. Different buyers will see the product differently. An art school application may require assistance for a serious young student. A 70-year old woman might want to fill her day with fun activities. An executive who is stressed may seek solace and relaxation. You can get encouragement, technical advice, stress relief, loneliness escape, self-expression and other support. The ArtSphere sells many products. Art lessons can be obtained for less than $5.00 an hour through some evening classes at the state college. The ArtSphere can’t compete with these prices. We can only create and maintain high sales levels by creating the “real” product that customers want.

    Success keys 1.3

    How well the owners can adapt the product to the customers’ needs (emotional and technical) is the most important aspect of success. the customers.

    • The limited spaces (maximum of eight) have no shelf life. They can be compared to plane seats. If a 10 o’clock spot is not sold today, it will be gone forever. To avoid no-shows, it is crucial that customers sign up on a monthly basis. Payments must be made in advance. The possibility of changing time slots is still possible. Walk-ins are possible, provided that there is enough inventory. However, these products must be priced at a premium so customers will sign up.
    • Like most businesses, it is key to recognize and encourage the “heavy user.” A “heavy user” would be someone happy to work at his easel two to three hours at a time, several times a week.

    If, however, an hour art lesson does not come to a signaled end, for example, lights being turned off, then the customer may simply continue working for hours. It is crucial to signal the end of a lesson by collecting student’s canvases so they can be stored for the next lesson. Anyone who wants to enroll for a longer duration need not sign up. Only this way can owners make money from “heavy users”.

  • Both owners are creative and sometimes reluctant to adhere to certain policies that promote profitability. The key to this plan’s success is its flexibility.
  • Because of its unique nature, it is not permissible to buy the product as a take-out. It must be consumed within the premises. It is therefore essential to create an environment that suits the customers’ needs. A lack of lighting, clutter, cleanliness, policies regarding smoking and seating arrangements, etc. are all issues that must be addressed. All must be addressed. The ArtSphere is in a prime location, with easy access to the harbor and the town landing. It has all the potential of creating a unique atmosphere that’s superior to a conventional rectangular classroom at an institution of higher education.
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    Filed Under: Businnes Plan Tagged With: business, gallery, school

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