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1. M U S I C
PA R T N E R S H I
P N O R T H
Marketing
strategies

2. R E V I E W O F M U S I C PA R T N E R S H I P
N O R T H M A R K E T I N G S T R AT E G I E S
• The organization tries and offers professional
development and music classes to the young individuals.
• The organization keeps its services with affordable prices so
that customers can afford the services.
• The organization proposes to provide quality services and
provides excellence with the help of musical pathways
(Cloonan, 2016).

3. M A R K E T I N G M I X
• Marketing mix can be understood
as some factors that affect
the profitability and operations
of the business.
• There are certain factors like
product, price, place and
promotion and the organization.
Music partnership north has a
different perspective in terms of
handling the business
operations.

4. M A R K E T I N G
M I X – P R O D U C T
• This organization provides
customized music lessons in
form of personalised learning
and teaching.
• It consists of many songs
related to instrumental
courses and with the help of
creative apps that gives it
an advantage above the
competitors.
• It also provides hybrid and
blended music lessons.

5. M A R K E T I N G M I X –
P R I C E
• The prices of the services of Music
Partnership North are one class
£1045 two classes £1286, three
classes £1622 four classes.
• There are pocket friendly projects too
for Cost £540 two classes £810 three
classes (Bennett, 2015) .
• The Cost £1296 for 36 weeks. Course
with certificate

6. M A R K E T I N G M I X – P L A C E
• This organization has different hubs in England which provides the
users with convenience of taking the services.
• The Music Partnership North Northumberland and Sage
Gateshead have joint together for providing quality services to the
consumers.
• Music partnership North has its main hubs in Northumberland and
Newcastle (mpn_newcastle, 2021).

7. M A R K E T I N G M I X -
P R O M O T I O N
• This is observed that the organization Music
Partnership North has minimal social media
presence and is not very active.
• It mainly thinks that number and type of
instruments attracts the consumers so they
have different varieties of instruments so that
when the customers visit the site, they enrol
for lessons.
• It has collaborated with many other
organizations for the same (MPN Music Hub,
2021).

8. S E R V I C E S

9. S T R E N G T H A N D
W E A K N E S S E S O F
C U R R E N T S T R AT E G I E S
Strengths Weaknesses
1. The customers get
attracted to the
affordable prices.
1. Low prices leads to
decrease in the profit
margin and also leads the
competitors to win over
Music Partnership North.
2. The organization
provides customized
and personalized
lessons for the
individuals.
2. The audience size is not
very large.
3. The organization
has joint ventures
which makes the
promotional level
strong (Choi &
Burnes, 2013
3. Minimal appearance at
social media sites.

10. P E S T E L
A N A LY S I S
Political
Ranked almost on 8th
position in world.
Technological
Learning is done with the help of
virtual learning also.
Following the Instagram trends
for increasing the followers.
Economic
Stable economy after
facing Brexit.
Legal
Following the National music
educational plans.
Social
Leisure is quite
important.
Believes in social
equality.
Success driven
premises (Music
Partnership North,
2021)
Environmental
Eco system score : 69.13
Environment health: 96.03
Score of EPI: 79.89

11. S W O T
A N A LY S I S
Strength
The facilities are equipped
fully.
Teaching is done in diverse
ways.
The mission is to provide
music classes.
Weaknesses
No events and no plans.
Social media presence is
very less.
Only government granted
income.
Minimal brand image.
Opportunity
Contains diverse
instruments and many
facilities.
It can generate income on
individual basis.
Threats
Its competitors are its
threats.
Upcoming technology.
Government policies are
not very supportive.

12. P O R T E R ' S
F I V E F O R C E S
O F I N D U S T R Y
Supplier power
The power of the suppliers in the
industry is quite less because
the level of competition is more.
Buyer power Buyer have preferences to
choose from in the industry.
Competitive rivalry Competition has high fixed costs
and strategic stakes.
Threat of
substitution
Improving the performance of
price with the help of virtual
learning and games (Music
Partnership North - Newcastle,
2021).
Threat of new
entry
Differentiation needs and
economies of scales.

13. C O M P E T I T O R
S A N A LY S I S
Development of the market Diversification
SAGE, Nemco and
Northern Music
Centre
Penetration of the market
Nemco, SAGE
and Northern Music Centre
Development of the
product
SAGE

14. D E V E L O P M E N T O F N E W M A R K E T I N G
S T R AT E G Y
The new marketing strategies can be improving
the social media presence so that the company
can earn more profits and customer base.
Elevating the technical aspects of the
organization so that the company can exceed its
competitors.
Budget of marketing should be increased.

15. N E W M A R K E T I N G S T R AT E G Y –
C U R R E N T C H A L L E N G E S
• Evolving technology in the industry.
• Limited budget and resources.
• Minimal social media presence.

16. 5 Y E A R S V I S I O N A N D K P I O F
C U R R E N T M A R K E T I N G S T R AT E G Y
• To grow its customer base and provide music classes with
quality.
• Quality techniques and increased consumers.
• Increasing variety of the music instruments.

17. V I S I O N S F O R N E W M A R K E T I N G
S T R AT E G Y
• To increase the consumer base in the organization.
• Increasing the sales in the organization.
• Increasing the profit margin and also the brand image so that the
company can beat its competitors,

18. K E Y
R E C O M M E N D AT I O
N
• As per the observation ,
the organization should focus upon
the social media presence and
technical aspects.
• Marketing should be done on a
major basis.
• Complying with the rules and
regulation of the government.

19. I M P L E M E N TAT I O N
• The implementation can only happen with the help of increasing
the usage of social media and their requirements.
• The business plan will focus upon the requirements that will
certainly help the organization to grow and improving the service
offerings and genres.
• Filtering the music contents as this will help the consumers to
choose and to understand better.

20. F I N A N C I A L B U D G E T A N A LY S I S

21. F I N A N C I A L
A N A LY S I S

22. F I N A N C I A L A N A LY S I S
• Brand improvement- The organization will improve their brand image
with the help of marketing skills and the budget will be $150.
• ROI= It is estimated that the return on investment will be derived in
nearly 7-8 months as the consumers are expected.
• Virtual fundraising will be done with the help of online campaign and
online social media presence that will help in deriving the outcomes of
the same.

23. R E F E R E N C E S
• Music Partnership North - Newcastle, 2021, Music Partnership North Newcastle".
[Online] Available at: https://www.servicestoschools.org.uk/Services/148 [Accessed
21st October 2021]
• MPN Music Hub, 2021, MPN Music Hub @MPNEHub. [Online] Available at:
https://twitter.com/MPNEHub?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauth
or[Accessed 21st October 2021].
• mpn_newcastle, 2021, Music Partnership North Newcastle provides instrumental tuition,
curriculum support and a variety of musical activities in Newcastle . [Online] Available at:
https://www.instagram.com/mpn_newcastle/?hl=en [Accessed 21st October 2021].
• Music Partnership North, 2021, Music Partnership North – online music lessons. [Online]
Available at: https://northumberlandeducation.co.uk/music-partnership-north-online-music-
lessons/ [Accessed 21st October 2021].

24. R E F E R E N C E S
• Cloonan, M., 2016. Popular music and the state in the UK: Culture, trade or industry?. Routledge.
https://www.taylorfrancis.com/books/mono/10.4324/9781315601410/popular-music-state-uk-martin-
cloonan
• Bennett, T.G.P., 2015. Learning the Music Business: Evaluating the ‘Vocational Turn’in Music Industry
Education. https://kclpure.kcl.ac.uk/portal/en/publications/learning-the-music-business(99560071-a4f4-
4179-8cdc-5fa2c0087999).html
• Meier, L.M., 2015. Popular music making and promotional work inside the ‘new’music industry. In The
Routledge companion to the cultural industries (pp. 418-428). Routledge.
https://www.taylorfrancis.com/chapters/edit/10.4324/9781315725437-45/popular-music-making-
promotional-work-inside-new-music-industry-leslie-meier
• Choi, H. and Burnes, B., 2013. The internet and value co-creation: the case of the popular music
industry. Prometheus, 31(1), pp.35-53.
https://www.tandfonline.com/doi/abs/10.1080/08109028.2013.774595