1. Strategic Business Proposal 1 of 24
Strategic Business Proposal
for
SFX Entertainment Inc.
For:​ SFX
http://sfxii.com
Prepared On:​ ​May 7, 2016
Prepared By:​ ​Valentina Morcillo
Monica Mercedes
Douglas Sheffer
Ana Velasquez
Marion Jones
Instructor Name​:​ Anneliese Quaile

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Contents
Introduction 3
Executive Summary 3
1. Organizational Challenges & Proposed Solution 4
Organizational Challenges 4
Proposed Solution 4
2. Environmental Scanning 5
Internal Analysis 5
External Analysis 8
3. Strategy Formulation 12
Operations 12
Sales, Marketing, & Distribution 13
Legal & Ethical 13
4. Proposal Budget & Projections 14
Sales Projections 14
Cost Analysis 17
Project Budget 17
5. Strategy Implementation 18
Timeline and Key Milestones 18
6. Future Plans 20
Long­Term Opportunity and Development Plans 20
7. Appendices and References 22­26
Appendices 22
Appendix 1:Competitive Analysis 22
Appendix 2: Marketing Timeline 23
References 23

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Introduction
Executive Summary
With SFX Entertainment being the world's largest electronic dance music festival company this
proposal will outline how the creation of a new age festival mobile app could result in a complete turn­around
for SFX Entertainment. Your company filed for bankruptcy in December 2015 after a failed takeover by
Sillerman Investment Company. The filing of bankruptcy resulted in SFX Entertainment converting to a private
company and regardless of this filing executives within the company claim that festivals and events would still
remain operational while a restructuring plan is being put into action. Along with the restructuring plan we
are proposing the creation of a mobile application to increase net profits by the end of 2017. By partnering up
with Square Cash, Google Maps, and others, we hope that this innovative idea will draw the attention of new
customers, since its main purpose is to maximize the experience of all those festival goers with each of the
unique features. This mobile application includes features like Ground GPS, Find My Friends, Event and
Festival Alerts, and also making the purchase of merchandise, food and drinks much easier and safer.
As the marketing team we are aiming for the app to bring a new innovative sense to the company, by
exploring other facets of the entertainment industry such as live streaming and introducing a merchandising
like thus making each individual experience more memorable while attracting new crowds to each festival. In
addition to this, since the application will be included with the purchase of the ticket, ticket prices would
increase by an extra $10 per ticket, thus increasing overall ticketing revenue. We are proposing with the
introduction of the live streaming feature, and making it available to fans from all over the world at half of
each festivals ticket price more fans will be drawn to SFX Entertainment and their new mobile application.
Within this proposal we have conducted a thorough analysis the internal and external factors the are
affecting SFX Entertainment and the very possible effect this mobile application could produce for SFX
Entertainment. We have also included an in­depth Cost Analysis for producing and marketing this mobile
application and our Sales Projections for a 3 year time period on how to bring SFX Entertainment out of the
black and into the green financially. We have laid out a good Strategy Implementation by including an
in­depth 3 year timeline for product development, implementation, marketing, and the overall effect of the
product on and SFX Entertainment and the industry. Closing up the proposal we have included what future
opportunities await this mobile application and SFX.
1: Challenges & Solutions
Organizational Challenges
SFX Entertainment Inc., a rather young electronic music festival production company declared bankruptcy in
late December 2015. SFX had a rough year filled with failed takeover bids by the company’s founder Robert
Sillerman. In the most recent takeover attempt Sillerman Investment Company (SIC) controlled by Mr.

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Sillerman failed to deliver on both portions of the preferred investment. Due to the internal struggles within
the company its stock plummeted by 95 percent which resulted in SFX filing for bankruptcy. Despite the rough
year with Mr. Sillerman and his investment company, he will remain the chairman of SFX and publicly stated
his optimism for the future of the company by saying ​“Of course this was not where we thought we’d be, but
with this restructuring we have the opportunity to achieve all that SFX can and will be.” (Sisario, 2016) ​Filing
for bankruptcy aside, the company’s many festivals around the world will remain operational.
We were brought into SFX Entertainment as the marketing team to help maximize profit for the upcoming
years. With our ideas, we hope to raise the company's fan interaction and make our festivals a more fulfilling
experience. We also hope to bring in advertisers and sponsors in order to help alleviate festival production
expenses for the company. With these changes, we also hope to raise our stock value.
Proposed Solution
Here at SFX Entertainment we will develop an all around festival mobile application that will give its users an
unprecedented ease of access during their favorite festivals. Our app will give users basic features for festivals
like Grounds GPS, Find My Friends, Event Alerts, and Festival Alerts. Aside from those basic features, our
application also gives its users some unique features such as Merchandise and Food Ordering, Festival Lost
and Found, and a Festival Ground Taxi service. Each feature is for the purpose of maximizing all festival goers’
experience. Our mobile application will partner with Square Cash which will make purchasing easier for
festival goers and will add an increased level of security for the app users. After experiencing such a
devastating blow to such a young company, this application will introduce the opportunity for another
revenue stream for SFX. Some of the features of this app are made specifically to increase revenue for the
company. For example, the Food and Merchandising ordering feature of our mobile application will present a
great opportunity for SFX to retain a small portion of each individual sale and by introducing a Festival Video
Shop SFX will be able to see a increase in profits for a rather low production cost of the videos. We are
forecasting that after the application is rolled out to festival goers SFX will see a measureable increase in Live
revenue in as little as 3 months or the end of the next Financial Quarter.
Mobile applications for businesses in this current digital world is becoming more and more of an necessity.
Melanie Haselmayr is an expert in the business, marketing strategy, a co­founder and owner of business such
as TranspaRENT and MH Asset Group and a published contributor to Forbes.com. In her article on 2014 she
wrote,
“​The more often you can get customers involved with your app, the sooner they will be inclined
to buy your product and/or service. In advertising this is called the “​effective frequency​”: as a rule of
thumb, hearing and/or seeing your brand approximately 20 times is what will get you truly noticed.”
(Haselmayr, 2014)
The author goes on to list many other benefits for companies to want to build a mobile platform.

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2: Environmental Scanning
Internal Analysis
Company Overview
SFX is one of the largest production companies of live events and entertainment. Their goals are to put their
resources into all their festivals and events to add new exciting and creative elements and venture into new
markets. In order to provide the best experiences on the planet to their fans. “SFX's mission is to provide
electronic music fans with the best possible live experiences, music discovery, media and digital
connectivity”(Robert F.X,2016). Our proposed solution fits perfectly into the business model because
nowadays, technology has become almost a necessity in everyday lives. Our app will fix nearly any problem
that a fan might have. For example, find a friend, schedule alerts, emergency button etc. All these features
will increase the experiences of all attendees. They are specifically designed to eliminate any festival
problems, like finding food, finding your friends, or making it to see your favorite artist on time.
Financial Standings
On December 2015, SFX Entertainment filed for bankruptcy and went private. The company’s founder, Robert
Sillerman failed to deliver the financial plans for the company and the stock plummeted 95% from $13 per
share to $0.03 per share. Sillerman put out a statement stating that this is not where they expected to be as a
company, but that they will continue to move forward into restructuring the company. As of now, the
company is $300 million in debt. At the beginning of 2016, they entered into a restructuring support
agreement with ad hoc group of bondholders, receiving $15 million financing to begin the restructure of SFX
entertainment (SFX Entertainment Inc, 2016).
In the year of 2015, SFX Entertainment held a total of 297 festivals totaling over 1.9 million attendees. In the
first 3 quarters of 2015 running from January to September, the company’s revenue totaled to $306.48
million (SFX Entertainment Inc, 2015). The operating expenses for those months totaled to $405.67 million,
leaving them at a loss of $99.2 million for the year(Google Finances, 2015). This trend was also seen in the
past years with a loss of $109.25 million in 2014 and $89.58 in 2013. SFX Entertainment has seen this
reoccurring trend happen from year to year where they are incurring more costs than they are able to bring in
with revenues putting the company in the black financially except for 2014 where the company had a net
profit of $4,936,000
The major problem SFX Entertainment is currently facing is that their yearly operating expenses are way too
high. Because of this, SFX Entertainment has been forced to make cuts wherever possible in order to reduce
their operating expenses. They have begun by reducing their staff at the New York headquarters office by 50
employees (SFX Entertainment Inc, 2016). They have also announced that they will not be producing a
number of their annual festivals in 2016, including Tomorrowland, Tomorrowworld, Mysteryland, Stereosonic,
and many more. By cutting these costs they hope to be at a better financial standing by the end of 2016.
With our app, we hope to help SFX Entertainment bring in additional revenue that they have not received
before. The largest revenue stream we hope to acquire is advertisment revenue. With our app, SFX

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Entertainment will be able to sell additional advertising slots to major companies who do not feel the need to
necessarily sponsor our festivals, but would still like to place their product in front of our fans. We will also be
able to bring in revenue from merchandise sales directly from our app and a portion of any food and drink
sales made on the app, as well as a portion of the ground taxi revenue. We also hope to gain support from
additional sponsors for our festivals by giving them another avenue where our fans can view and interact with
their products. With bringing customer interaction we also hope to increase our following and attendance to
our festivals. Since we would be including the app with the price of the ticket to our festivals, our ticket prices
will increase by $10 per ticket. That will also help bring in additional revenue that will help us keep up with
the high operating expenses. Aside from that, we will be adding a live stream feature to our app that will only
be available for regions that are not in the immediate area of where our festival is taking place. This service
will be available to those fans for half the price of the ticket. This will help us bring in revenue from customers
who would otherwise not have attended our festival because of travel expenses.
In order to alleviate the expenses of developing our app, we will be using resources that are already being
used within the company. For the live stream, we will be able to use the video production equipment already
in place at all of SFX Entertainment festivals, taking away the cost of hiring a new video production team.
Another existing resource within the company that will help facilitate our app is by using the music streaming
app platform they already have in place called beatport, and adding our features to it. This will be of
tremendous help because it will eliminate the expense of having to produce a whole new app and will give us
the opportunity to include tier pricing for all of the different features within the app, bringing in a whole new
revenue stream.
Organizational Strengths
“SFX Entertainment, Inc. is the largest global producer of live events and digital entertainment content
focused exclusively on electronic music culture (‘‘EMC’’)” ​(SFX, 2013)​. Essentially, ​SFX has found a niche
for itself within the music industry. They have successfully cornered the EDM (electronic dance music)
field of the industry. SFX Entertainment has held on and will continue to hold some of the biggest
music festivals in the world. The company is international, much like its many festivals. Some of the
festivals which SFX is notorious for include Freaqshow (Amsterdam), Spring Awakening (Chicago, IL),
Tomorrowland (Belgium), Tomorrowworld (​Atlanta, GA.), Electric Zoo (New York, NY), Life in Color
(multiple countries, states, and cities), and many more). Last year SFX put on 297 Music Festivals and
events worldwide. The majority of these festivals had very high attendance rates which has only been
increasing over the years.
Organizational Weaknesses
Although SFX is notorious for throwing some of the biggest and best festivals in the world, they are rarely
breaking even on the majority of these events. In the third financial quarter of 2014, SFX’s net loss was at $54
million, compared to a profit of only $5 million (Mac, Ryan. 2016). One of SFX’ main faults is they are
spending an overabundant amount of money on the production of these massive worldwide events, where
they are not seeing any profitable income in return. At it’s start in October of 2013 SFX was valued at a near
$1 billion. Since then SFX has lost almost 90 percent of its value to Nasdaq (Mac, Ryan. 2016). SFX came into
the industry with full force and took on a little too much a little too fast. Eager they were, it may not have

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been the most rational business move. Many industry observers believe that SFX’s doom was in large part due
to their lack of authenticity. “‘From the start it felt corporate and it felt like people were acquiring these guys
in an almost inorganic way’ said Neil Jacobson, an executive vice president at Interscope Records” (Mac, Ryan.
2016). Former CEO and founder of SFX, Robert SIllerman, admitted in a 2012 interview with Billboard that he
knew nothing about EDM. The company was blindsided by the instantaneous success they desired, that they
forgot one very important thing: music festival success is based off of the connection festival attendees make
and the experience they have, which are both created through building a brand one can relate to and feel a
connection with.
Customers
The customer landscape for our proposal includes a relatively young audience. The target market includes
18­25 year old males and females. This audience is primarily caucasian and is making an annual income of
about 30K/35K. The majority of these customers will be in college or the beginning of their careers, as well as
single (not married), and most likely do not have children. This is a tech­savvy customer base, that enjoy
electronic music, and the experience music festivals provide. These customers/festival goers are most likely
energetic and fun loving, seeking the best possible experience. Most of these customers will have former
experience using similar apps, our goal is to have ours be the best, and give users a truly successful and
fulfilling festival experience by using it. With our app and the growing electronic market as well as growing
advances in technology, “SFX stands to benefit as EDM takes an even bigger hold of the global market, its 2
billion Millennials and the advertisers desperately chasing that demographic.” (​McGrath, 2013). The
demographic for SFX coincides with that of our proposal so that they can only benefit from each other.
Collaborators
For our proposal to have a strong financial infrastructure we choose to partner with a company called Square
Cash. As previously discussed Square Cash adds an increased level of security to all its clients personal
information and any banking information and this will make the ordering through the application much easier
to use for festival goers. Another important partnership that will be utilized in order to make this proposal a
successful venture will be to partner this mobile application with Perryscope Productions, SFX Entertainments
merchandise company. Through this partnership Perryscope and SFX will make all available festival
merchandise and any other SFX merchandise accessible on the app so festival goers can easily pre­order
merchandise with square cash and choose to either pick them up at the merch tent of have them delivered to
their home address. Another partnership that is key for some of the proposed features of this mobile app is to
partner with Google Maps for GPS tracking and to make the “Find my Friends” feature more accurate. With
these three partnerships being well established businesses there is little to no risks that will be introduced
into this proposal. There are a couple key concerns or issues that may arise with these partnerships, one of
them being between this app and Perryscope Productions handling a much larger supply of merchandise at
Festivals due to a possibly higher demand through pre­orders.
External Analysis
Competitors
1­ SXSW: SXSW GO is presented by Showtime:
(Direct Competitor)

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SXSW GO is the official SXSW mobile app. It includes features like “Recommendations”, where the app
can personalize event recommendations based on the “favorite” events from the schedule and trending
opinions of the SXSW community (Apple Developer). “Lineup”, “Attendees”, “My Favorites”, “Discover” and
“Registration Quick Code” are some of the other features included in the app. Unfortunately this app received
many negative reviews. The app was most recently updated March 13th of this year, which was actually
during the festival itself. The app received ⅘ stars on the itunes app store. Although 4 out of 5 is not too bad
for a festival many attendees of the festival pitched their complaints via the app store.
2­ AEG Live (Coachella):
(Direct Competitor)
The Coachella Mobile App was first released in 2014 right before the 15th anniversary of the fest. The
app is updated every year before each festival. In its most recent version update (updated last Apr. 13, 2016)
the app includes brand new features along with updated features from previous years. Features include, a
“map”, a “line up/schedule” feature where you can create a personalized schedule, “news and social” to keep
updated of festival info, a “wristband” feature where you activate your wristband, and an “eat and drink”
feature where you can look at food options and even personalize a menu. The newest features are the “Here
active listening” feature which provides live listening with an interactive twist and the Virtual/Augmented
Reality feature where you can take a virtual tour of the festival site and campgrounds. You can now also track
where the shuttle bus is located thanks to the apps most recent update. The most current version of the
application received a 3 and half out of 5 stars and the overall rating on the app is merely a 3 out of 5.
3­Ultra Music Festivals:
(Direct Competitor)
Ultra Music Festival’s app has been updated multiple times since its creation, the most recent update
to the app was on Feb 24,2016 with wonderful features like “Artist Information” where people can look up
anything about stages and the set times. It also provides GPS in order to guide attendees to location such as:
food, merchandise, food, first aid and sponsor area etc. The Ultra app includes a camera where people can
share their experiences with other attendees and be able to look at the show from a different perspective.
They also updated and enhanced UMF radio experiences and they incorporate a video content powered by
UMF. With this app you can build your schedule and share it with your friends.
4­ Red Frog Events(FireFly):
(Direct Competitor)
Red Frog Events has been putting on Firefly music festival for nearly 4 years now. The Festival also released an
app for it attendees, however it seems the application has not yet been updated for the 2016 festival which is
only 42 days away according to the websites countdown clock. The most recent version of this app does
include many interesting features such as the “Firefly Radio” feature where you can listen to Firefly featured
artists, or the “Festival Experience” feature which is almost a guide to all the things there are to do during the
festival. Other features include, a “map” feature with zoom capabilities, a “firefly favorites” feature, a “news
and social” feature which can be integrated with one’s personal social media to keep updated or update your
own posts, “pre festival Guide” which is like a FAQ and “wristband registration” to register your wristband of
course..
After examining all our competitors, we can classify all of our competitors a direct competition, because all
them have an app for their festivals and events. We were able to identify the most successful app, which was
SXSW GO. when it comes to social media the most successful is Ultra with 1.5M Followers on Instagram,
3,121,152 Likes on Facebook and 1.33 M followers on twitter.

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Business Climate
Political & Regulatory:
One major concern many app users have is they wonder if their private banking information is truly safe when
synced with a mobile app. More often than not we are seeing more and more mobile applications that are
offering some sort of pay for service feature. For example Snapchat offers a Snapcash feature and of course
there are thousands of mobile games out there that offers a micro transaction feature that allows the user to
sync up there financial information with the app to make quick purchases. Our application offers several
different options for the user to make purchases through their cell phone to make their festival experience
better. Of course this will raise many concerns of a situation similar to Starbucks in May of 2014 where
“criminals have been breaking into individual customer rewards accounts.” (Pagliery, 2014) By partnering with
Square Cash we hope to eliminate all security risks such as these. Square claims that information submitted to
them is “encrypted and submitted to our servers securely, regardless of whether you're using a public or
private WiFi connection or a data service on your phone (such as 3G, 4G or EDGE)." (Martin, 2013) Privacy and
security will be our number one priority with our application as such all shared personal information will be
protected with a strict privacy policy.
Economic:
Music Festivals bring with them a significant economic impact. According to Miami City Commission meeting
the Ultra Festival generated $79 million in annual economic impact for Miami. These impacts happen mostly
on hospitality and tourism companies. For example, hotels and bars will benefit tremendously from the big
crowd that attend festivals. Music festivals have such a big impact on the community's economy because
most of them last at least a whole weekend, and some could even go on for a couple of weeks. According to
Rian Bosse, bars that are open for festival after parties have been known to make more money on festival
weekends than any other weekend, some breaking even for the year. Music festivals also have huge impacts
on merchandise for advertisers and artists. Many artists will lower their performance prices for festivals, some
even not charging at all, because they make more revenue from merchandise sales (Godard, 2015).
Social:
SFX Entertainment and subsidiaries are the leading international dance music event producer that operates in
19 countries and 4 continents. SFX Entertainment produces world renowned festivals such as Tomorrowland,
Sensation and Mysteryland also due to the recent rise Electronic Dance Music (EDM) these festivals have seen
a rise in ticket sales. In 2015 “​Mr. Watson noted that as recently as 2010, EDM’s audience was so marginal
that Nielsen didn’t even list it as a separate genre”​ (Heyman 2015). Forbes began tracking DJ earnings in 2012
and in that year the top 10 EDM DJ’s earned $125 million for 2012 as compared to two years later in 2014 the
top 10 EDM DJs earned $274 million an increase of 120% in such a short time. EDM festivals has seen a
tenfold increase in attendance since 2007 to 1.4 million in attendance at EDM festivals in the US according to
Glenn Peoples 2015. This increase in popularity will be directly beneficial to SFX Entertainment and will see a
rise in festival ticket sales and should result in a large amount of downloads for the company’s new mobile
festival app.
Technological:
Since we are producing an app, there are certain aspects as far as developing the app and features that will be
used on the app, such as GPS, alerts and alarms, live streams, and much more. While the Google Play Store
has more lenient regulations for their applications, the Apple App Store can take anywhere from one week to
one month to approve an app for their devices. There are certain regulations you have to meet in order for an

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app to be available in the Apple App Store. Some of these regulations include the app must not crash, the app
must not use non­public APIs, the app icon and name must be consistent across multiple devices, any push
notifications must be using Apple’s API, and many more (apple developer, 2016). We will be sure that our app
developer will have access to and follow all of the regulation requirements from the Google Play Store and
the Apple App Store. Some of the features on our app require external services to be in place in order for the
feature to be available, like the live stream feature. We made sure that those external factors are already in
place at the festivals so that it does not become an extra expense on the company. For example, the festivals
our app would work with already has a video production team at each location, therefore SFX entertainment
would not have to fit a video production team into the budget in order to provide the live stream feature.
Business Opportunities
Our proposal offers many opportunities for SFX to monetize in new and creative ways. One of the
opportunities the company has to make extra profit from these events is the “taxi” feature our app will offer.
With this feature customers can get golf cart transportation around the festival for an extra cost, which can be
paid through the app. Another opportunity that SFX has in front of them is the opportunity to sell different
types of merchandise; this can be promoted and even purchased through our app. According to David Adler,
CEO and founder of event industry media company, ​BizBash​“The new generation of event and meeting
organizers are digital natives and are thinking about how humans interact, learn, and process,” if this is true
for SFX then our proposal will be a perfect way to incorporate what they’ve learned from their customers over
previous years, and make an excellent app. This could only benefit the company by attracting more potential
customers. A really great opportunity the company has in front of them is the chance to film the lives
performances from events and festivals and edit and piece them together as a type of memorabilia for fans
and customers. This “film” can be priced differently depending on whether customers want to purchase a
blu­ray version, a DVD version, or a digital download. Not only can a film be made but a downloadable audio
playlist or CD with songs from a particular festival or event can be made to sell to fans and customers as well
as. With this and other merchandise there’s also the possibility of selling bundles even along with tickets.
These are just some of many positive opportunities SFX is facing with our proposal.
Business Threats
SFX faces a few threats within the marketplace. One of these include Lollapalooza’s digital wristband, named
Lolla Cashless. These wristbands are able to link up to credit card information for food and drink purchases
within the festival. Lollapalooza claims to be the first major US music festival that has implemented radio
frequency identification (RFID) to enable wristbands for payments. (Adweek. 2014). This poses a threat to our
SFX mobile app, where we will be introducing a similar feature, but instead of using new technology to
activate a digital wristband, SFX will be partnering with an already existing company, Square Cash, to
complete money transactions.
SFX already has an existing mobile app, Beatport. Beatport is a music download and streaming app where
fans, DJs, producers and artists alike can create, connect and discover through one single platform. Beatport
offers services like music and video streaming, track downloads, creating and sharing mixes, enjoying festivals
and events live online, and accessing news (Beatport. 2015). Other music streaming services could pose a
threat to our SFX mobile app, where we will be implementing Beatport within. Although Beatport has ver 50
million unique visitors, it is not the most popular music streaming service. Those among the most popular are
Spotify, with 75 million users, iHeart Radio with 48 million users, and Pandora with 81.5 million users (Taylor,
B. 2014). Although Beatport is not the most popular streaming service, it does happen to have a niche market
which we can capitalize on. Beatport is unique in the sense that it offers additional services within the app,

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like music downloads, creating and sharing mixes between peers, live online streaming of festivals and events
and news updates.
EDM (electronic dance music) is a billion dollar industry, but a number of observers seem to think the bubble
is about to burst. What this means is that EDM has reached its peak, and festival attendance seems to be
plateauing. Electric Daisy Carnival (EDC) was one of the first electronic dance festivals to reach the scene in
1997. Soon after, EDM events started to creep up around the world, reaching the number one spot for
highest grossing live event. “Not including corporate revenue, in 2014 EDC Las Vegas put over $337 million
into Clarke County, Nevada, compared to Super Bowl XLIX which generated an estimated $500 million”
(Stabile, R. 2015). It’s clear that electronic dance music events were all the rage in 2013, EDM’s build up has
slowed down considerably as the market continues to mature. (Robehmed, N. 2015).
“In 2014 the top ten acts earned $267.5 million, but that was only 11% more than they did in
2013. Over the past year the total is $274 million, up just 2.5%. Overall market revenue grew
37% in 2013 compared to 12% in 2014, according to Billboard. EDM’s slice of U.S. track sales
was flat at 4.6% last year, Nielsen reports” (Robehmed, N. 2015).
The oversaturation of EDM culture has affected the mass amounts of revenue and income the industry once
saw. It is important to research, adapt and apply all cultural changes in order to stay relevant in an industry
that is always changing.
3: Strategy Formulation
Operations
This proposed solution will have little impact on the overall operation of the SFX Entertainment
but will see a larger overhaul of Beatport, one of SFX’s subsidiaries. Beatport recently shut down in
2015 and is currently on the auction block in hopes of recouping the investment made by SFX
Entertainment. This proposal would put a stop to that current pending sale and Beatport’s technical
department would be restructured to allow for research, development, and continued tech support
and operation of this mobile app. This would include hiring a new team of mobile app developers for
in­house development and maintenance. Beatport would also retrain the current tech support
personnel and customer support personnel to expand their knowledge base on the new features of
this mobile app and their general operations. Along with this restructuring Beatport will be rebranded
into SFX­treme Productions.
There will be addition of a live streaming production department within the parent company
SFX Entertainment. This department will stand as a homebase of operation that manages all
production teams worldwide. This new department will also work closely with the technical
department of SFX­treme Productions where the Live Stream is being managed and made available to
the public.
Another important aspect that will change the general operations of SFX would be to create a
new merchandising line with Perryscope Productions. To make this merchandise available at the time
of the launch the Perryscope design team will be charged with creating a whole new line of festival

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merchandise. This merchandise will be available through the app’s store feature.
Sales, Marketing, & Distribution
Our product is an all in one music festival app, designed for all SFX music festivals, the app comes equipped
with streaming service, and merchandise shop. The product will be available on the iTunes app store first then
will be released in the android app store shortly after. The app can be downloaded free but in order to get
access to a specific Festival’s page, you have to purchase a ticket through the app or if you already purchased
it, simply type in your redemption code. Otherwise you can enjoy the streaming service and merchandise
features of the app. The streaming of music is free but with ads, there’s two options to subscribe in order to
avoid ads each tier has its benefits and are priced differently. The first tier will be available at $10.99 and will
not only be ad free but also allows access to archived footage from past festivals. The second tier priced at
$15.99 includes ad free listening and video streaming as well as the option to download said track. This
application will be promoted heavily through SFX social media as well as specific festivals web pages and
social media as those events approach. The current name holder we have for the mobile application is
“SFX­treme”. We are planning to use multiple pricing strategies to monetize from the app. For the streaming
service we are using status quo pricing, essentially matching our streaming competitors’ prices.
In order to market our app we will have demo videos released as well as click through and banner ads on
YouTube, all social media for SFX , subsidiaries, and all their festivals. We will also release a promotional
video. Our campaign will Insist that our app helps create a better and more complete experience, which truly
is our goal.
Legal & Ethical
Legal Factors
There are a couple of legal factors to take into consideration when creating an application. This is especially
true for us because we will be collecting personal information from our customers. One of the biggest and
most important legal factors is the protection of this personal information, such as name, address, credit card
numbers, and phone numbers. In order to safely collect this information, we will be partnering with Square
Cash. Since they already have a fantastic system for collecting classified information from customers as well as
keeping it safe, we do not have to worry about being sued for information hacks. Another legal issue we face
with our app is licensing for any music streamed through our app. Since SFX Entertainment already owns a
music­streaming app, they already have these licenses in place; therefore we do not need to acquire any
additional licenses for streaming on our app. The final legal consideration we have to take into account is
intellectual property protection. The name of our app needs to be trademarked and copyright as well as a
couple of our features that need to be patented. For example, our idea for the taxi service on the grounds is
something that we have considered patenting because it is something the no one else is doing. This and any
other permissions and liabilities will be covered in the terms and conditions of the terms and conditions of the
app that each customer will need to accept in order to use the app. A legal team will be implemented into our
company to draft any contracts or terms we will need in order to protect ourselves as well as our customers
using our new app.

13. Strategic Business Proposal Page 13 of 24
Ethical Considerations
Aside from legal factors, we also have ethical factors to take into consideration. One of the most important is
protecting our customers’ information. This is both a legal and ethical factor and is one that we take very
seriously. We made sure to research all the possibilities to best deal with this factor. Square Cash was by far
the safest way to collect and protect sensitive information. Since we are dealing with festivals, one of our
ethical considerations was how to protect the environment, or festival grounds from trash. We decided to
include recycling stations in all of our events and show the locations of these stations on the map feature of
our app. This will help us keep our event grounds clean and safe for everyone. Our mission as a company is to
provide the best experience for our customers. In order to do this, we must make sure that they are
protected. Our terms and conditions will have a section that will state that images and videos will be taken at
our festival and put into our application. They may or may not be in the videos and photos and by accepting
the terms and conditions, they are agreeing to allow us to use photos and videos of them on our app. This is
something that is already being used in the terms and conditions when customers buy tickets to our events.
Aside from that, we promise not to sell or use any information or images for any other purposes other than
our immediate website and app. We also will not be spamming our customers with unnecessary emails,
letters or notifications.
4: Proposal Budget & Projections
Sales Projections
Our team had to consider many different factors when attempting to ascertain the breakdown of our
projected sales revenue. As a first step we had to determine what each one of our projected sales items were
worth by conducting research on many other popular festivals and pricing our products accordingly. We then
had to figure out what the average attendance was for each of SFX Entertainment’s 99 festivals, according to
SFX Entertainment Reports Third Quarter Financial Results attendance for 2015 rose “​36.8% over the prior
year period to 4,082,000 attendees” (SFX Entertainment, Inc. 2015)​. As a final step we had to figure by best
guess on average how many units would be sold per festival for the total 99 festivals that SFX Entertainment
held in 2015. At a first glance the sales projections seem to be overly high but our proposal is not your
traditional mobile app this mobile app allows the user the ability to not only listen to music but stream live
festivals, order festival merchandise and festival videos, and order a festival “taxi” service as well as many
other features to create an enjoyable festival experience for the user. Overall after initial release of the
product in 2017 we figured that the projected 3 year revenue for our proposal would account for an increase
in revenue by 3.3 billions dollars across a baseline total of 40% of the live Festivals bringing in good sales
numbers for each revenue source.
Projected Unit
Name
Unit
Price
2017 #
of Units
2017 Total
Sales
2018 #
of Units
2018 Total
Sales
2019 # of
Units
2019 Total
Sales
3 year Unit
Sales
Festival Taxi
Service

14. Strategic Business Proposal Page 14 of 24
Pre­Purchase $45 5,000 $9,000,000 7,500 $13,500,000 9,000.00 $16,200,000 $38,700,000
Day of Purchase $20 3,500 $2,800,000 5,000 $4,000,000 7,500.00 $6,000,000 $12,800,000
Merchandise
T­shirts $25 18,750 $18,750,000 20,000 $20,000,000 21,000.00 $21,000,000 $59,750,000
Tanks $20 4,700 $3,760,000 6,000 $4,800,000 7,000.00 $5,600,000 $14,160,000
Hoodies $50 4,000 $8,000,000 5,500 $11,000,000 7,000.00 $14,000,000 $33,000,000
Hats $25 7,500 $7,500,000 8,500 $8,500,000 10,000.00 $10,000,000 $26,000,000
Bandanas $15 6,700 $4,020,000 7,000 $4,200,000 9,000.00 $5,400,000 $13,620,000
Sweatpants $35 7,500 $10,500,000 8,300 $11,620,000 10,000.00 $14,000,000 $36,120,000
Leggings $40 10,000 $16,000,000 11,500 $18,400,000 13,000.00 $20,800,000 $55,200,000
Camel Backs $70 4,000 $11,200,000 5,000 $14,000,000 7,000.00 $19,600,000 $44,800,000
Accessories
(Average Price) $26 22,500 $23,067,000 24,000 $24,604,800 26,500.00 $27,167,800 $74,839,600
Posters $15 6,700 $4,020,000 7,200 $4,320,000 8,500.00 $5,100,000 $13,440,000
Flag $25 4,700 $4,700,000 5,300 $5,300,000 7,000.00 $7,000,000 $17,000,000
­
Festival Live
Stream $120 100,000 $480,000,000 150,000 $720,000,000 180,000.00 $864,000,000 $2,064,000,000
Archive Videos
Festival Video
DVD $30 10,000 $12,000,000 12,000 $14,400,000 14,000.00 $16,800,000 $43,200,000
Festival Video
Blu­Ray $20 6,500 $5,200,000 7,500 $6,000,000 8,500.00 $6,800,000 $18,000,000
Mobile
Advertisement
Advertisers
Package 1
(quarterly) $1,000 6 $6,000 8 $8,000 10.00 $10,000 $24,000
Advertisers
Package 2
(quarterly) $1,500 20 $30,000 25 $37,500 30.00 $45,000 $112,500
Advertisers
Package 3
(quarterly) $2,000 10 $20,000 13 $26,000 15.00 $30,000 $76,000
Mobile App
Sales
Free Download $0 55,000 $0 59,000 $0 62,000.00 $0 $0
Standard
Download $10.99 13,750 $72,534,000 32,000 $168,806,400 34,000.00 $179,356,800 $420,697,200
Premium
Download $15.99 7,500 $57,564,000 19,000 $145,828,800 22,500.00 $172,692,000 $376,084,800
Total Sales $750,671,000 $1,199,351,500 $1,411,601,600 $3,361,624,100

15. Strategic Business Proposal Page 15 of 24
Cost Analysis
When reviewing the cost analysis for our proposal we considered many different factors to come up with our
cost. To start off with the operational cost of 2017 is considerably higher than following years because of the
initial cost for application development. Mobile app development cost vary depending on the which
development company one would go with. According to clutch.com “​ ​the median cost range is between
$37,913 and $171,450, but could climb up to $500,000 or higher.​” (nbeach, 2015) and while our analysis is
based on research the most accurate way to find out how much this proposal will be to develop would be to
obtain price quotes from several development companies.
Sales cost for this proposal would include funding a team of sales representatives to sell advertising packages
for this application, this team is budgeted for $200,000 to allow for selling the semi­annual advertising
packages. This proposal has also budgeted for another $300,000 for music royalties at around $0.17 per every
100 plays and DVD/Blu­ray packaging costs at an average of $1.50 per DVD/Blu­ray with larger bulk orders
receiving a larger discount. With the millions and millions of mobile apps on the market today it is harder and
harder to successfully market apps but if SFX wanted to push their application in the top 25 app chart it would
take a considerable amount of money. According to recent research by Fiksu, “​ it can take up $200,000 in ad
expenses to push an app into the US top 25 iOS app ranks.” (Fieir, 2015) Achieving that accolade would be
something to eventually work towards but to start off with we are budgeting for a $150,000 marketing budget
to get this application a jumpstart on the market.
When considering how much to budget for distribution there were a couple key factors to calculate for. The
most important distribution fee to to take account of is how much it will cost to publish the app on popular
app marketplaces such as Google Play and iTunes. For example, “​developer fees can range from free up to
matching the ​Apple App Store​ fee of $99/year. ​Google Play​ ​has a one­time fee of $25,” (Mackenzie, 2012).
App fees have risen since then but the same general principle still applies and on top of this fee this proposal
has budgeted for another 30% which is given to the app store for use of their marketplace. The overall budget
for distribution is $500,000 which allows for other cost such as merchandise, Blu­Ray, and DVD storage and
distribution costs.
Other aspects of the budget that have been accounted for are Legal and Ethical costs. This proposal allows for
$175,000 in 2017 to account for new contract drafting fees, for example the Business Law Group charges
anywhere from $1,800 to $5,000 for contract drafting and negotiating. As for ethical fees this proposal
budgets a possible $75,000 for issues, such as customer service resolutions.
Included in this projected budget is an allocation of $1,500,000 as a restructuring cost for SFX
Entertainment and Beatport. This cost will allow for the changes and rebranding that have been explained for
the company currently known as Beatport but will soon be known as SFX­treme Productions. Other
restructuring cost will include the addition of a new department within the parent company SFX
Entertainment. Included in this portion of the budget is also the cost on training and hiring of new personnel
within the SFX Entertainment and SFX­treme.

16. Strategic Business Proposal Page 16 of 24
Currently SFX Entertainment is sitting at a debt amount of $490.236 million. During the first year after
implementation of our proposal we are currently expecting to make more than enough net profit to be able
to repay this debt and still make a profit before the fourth quarter financial report is posted. During the first
year after implementation the annual revenue is projected to be $750.671 million and after all debt are
cleared there would be an expected net profit of $257.210 million. This would alleviate the need for SFX
Entertainment to operate in the black and open up future opportunities for this company.
Project Budget
Total Sales 2017 2018 2019
Yearly Revenue $750,671,000 $1,199,351,500.00 $1,411,601,600
Operations: $400,000.00 $200,000.00 $200,000.00
Sales: $500,000.00 $500,000.00 $500,000.00
Marketing: $150,000.00 $150,000.00 $150,000.00
Distribution: $500,000.00 $500,000.00 $500,000.00
Legal: $100,000.00 $50,000.00 $50,000.00
Ethical: $75,000.00 $75,000.00 $75,000.00
Restructure $1,500,000.00 ­ ­
Current Debt $490,236,000.00 ­ ­
Net Profits $257,210,000 $1,197,876,500 $1,410,126,600
5: Strategy Implementation
Timeline & Key Milestones
Starting now, May 15, 2016, we are committed to executing the business plan in a chronological fashion.
Before spending any unnecessary money we will brainstorm and develop solid ideas and conduct research on
those ideas. Through that process the already existing team will develop into a more business­like
atmosphere. Once the team is established, we will start planning the entire project. It is important before
things get too far to register your business entity. We are also trying to rebrand SFX’s mobile app since
Beatport recently went out of commission so we will be designing a new logo. The first year is always the
most hectic because it is essential you define the business opportunity this creates for your team members
and consumers alike. You are required to define the specific, complete business strategy and plan. One must
organize a budget to project what the business is willing to afford. Year one is about having meetings with a
number of professionals: attorney, accountant, advisor, consultant, bank, business partnerships, sponsors,

17. Strategic Business Proposal Page 17 of 24
etc. You must know your competition in the first year and be ready to compete with them. The goal is to
throw a launch party for the app towards the beginning of the summer and the end of our first business year
by executing a flawless marketing plan. (see Appendix 2: Marketing Timeline) The second year will focus on
the mistakes made in the first year, correcting those mistakes and hiring new employees and training them on
the equipment. We will also focus greatly on our brand development. SFX want to be recognized for the
festivals they throw. Year three will focus on product and development and product expansion.
Year One
Date/Timeframe Event/Milestone
May 15­May 30,
2016
Idea development
May 18­June 3, 2016 Conduct research
May 27­June 3, 2016 Team development
June 6­­July 11,2016 Strategic planning
June 17, 2016 Register business entity
June 24, 2016 Logo design
July 5, 2016 Define business opportunity
July 8, 2016 Define business strategy
July 31, 2016 Complete business plan
August 8, 2016 Organize a budget
August 12­August 22,
2016
Analyze competition
August 29,2016 Meet with attorney
August 30­
September 4, 2016
Apply for appropriate permits
September 18, 2016 Obtain appropriate permits
September 21­
September 30, 2016
Meet with potential sponsors
October 3, 2016 Meet with bank
October 5, 2016 Apply for business loans
October 10­October
31, 2016
Meet with potential business partnerships
October 31, 2016 Choose advisor’s: attorney, consultant, agents and brokers
November 14­
November 28, 2016
Expand app development department
December 5, 2016 Review important documents and contracts with attorney and advisor
December 19, 2016 Draw up product launch plan
December 23, 2016 Make sure business filings and licenses are complete (copyright, trademark,
patents)
January 2 ­May 6
2017
Execute marketing plan
March 15­March 18,
2017
Plan product launch party

18. Strategic Business Proposal Page 18 of 24
March 27­April 8,
2017­
Arrange for business announcement ads (Newspaper, TV, radio, mobile app,
etc)
April 1­April 15 2017 Design and order signs
April 29, 2017 Contact friends, family members, business associates, etc.
May 6, 2017 Product Launch Party
Year Two
Date/Timeframe Event/Milestone
July 24, 2017 Analyze data
July 31, 2017 Re­read the business plan
July 31­Aug 21, 2017 Update & revise business plan
Aug 14­Sep 8, 2017 Formalize processes & procedures
July 31­October 20,
2017
Brainstorm ideas on helping the company
October 23, 2017 Write out job descriptions
October 30, 2017 Hire additional app developers
November 1, 2017 Develop training programs
November 2­
December 22, 2017
Train old and new employees
January 1­ April 1,
2018
Brand development
January 1­ May 5,
2018
Execute a marketing plan
Year Three
Date/Timeframe Event/Milestone
July 30, 2018 Analyze data
July 30, 2018 Re­read business plan
Aug 6, 2018 Organize new budget
Aug 13, 2018 Update technology
September 3, 2018 Hire a management team
September 10, 2018 Delegate authority
September 17­
September 24, 2018
New technology training
September 10­ Nov
2, 2018
Product development
October 8­Nov 30,
2018
Product expansion
December 3, 2018 Develop a marketing plan
December 17, 2018­
May 3, 2019
Execute marketing plan

19. Strategic Business Proposal Page 19 of 24
6: Future Plans
Long­term Opportunity & Development Plans
In the first three years of our development, our main goal is to get to a point where we are constantly making
profit. Beyond that, our long term goals is to continue to grow the app as its popularity grows. At this moment
we are only focusing on electronic music for the music streaming portion of our a pp due to the electronic
dance music festival’s FSX is a part of. In the future, we want to expand to other genre of music as well, in app
festival features and streaming services. We want to build our streaming platform to be as popular as apps
like Spotify and Pandora, along with interactive features that Spotify and Pandora do not offer. We believe
that we could become a platform for all types of music styles with the right marketing approach. Once we
acquire those customers, SFX Entertainment would also be able to expand into other genres of festivals as
well. Another long­term opportunity for our app is Virtual Reality technology. As this technology grows, we
want to be able to provide the live festival streaming portion of our app in a Virtual Reality experience. This
will further enhance our company mission of providing an unforgettable experience for each and every one of
our customers.
7: Appendices and References
Appendices
Reference the attached appendices and any supplemental items that support your problem and
solution, such as financial forms and marketing materials, which you will be including as reference
material. The appendices should be numbered and labeled to match your table of contents and should
match the formatting of the rest of the document (with the exception of the marketing material).
Appendix 1: Competitive Analysis
SXSW, LLC
AEG Live Ultra Enterprise RedFrog Events
Mobile App. Yes Yes Yes Yes
Social Media
: 112K Followers
: 516,672 Likes
: 926K Followers
: 1.7M Likes
: 1.5M
Followers
:55.6K
Followers

20. Strategic Business Proposal Page 20 of 24
: 12K Followers : 796.2K Followers : 3,121,152
Likes
:1.33M
Followers
: 214,259 Likes
: 796.2K
Followers
Ticket Sold 376,000
Attendees
425,000 (2 festival) 330,000 Total
Attendees
90,000 Attendees
Festival Revenues $315.3 million. $5 to $10 million
(USD) per year
$47 million in
2014
$12.6 million in
2013
Appendix 2: Marketing Timeline
Projected Release
Timeframe
Marketing Step
January Mobile App Release Date Announcement (mobile, web, radio)
Release Website Banner Ads
February Release Youtube Commercial Advertisement
Release Social Media Banner Ads
March Arrange Business Announcement Ads (Radio, TV, Newspaper, Mobile App)
Blog and Music website Reviews for upcoming Mobile App
April Release Business Announcement Ads (Radio, TV, Newspaper, Mobile App)
Mobile App reviews, Beta Version (Tech publications)
May Product Launch Party (March 6th 2017)
Product Launch Date (March 6th 2017)
June After Release App Reviews
July
Appendix 3: Marketing Timeline
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