6. Burning Need
30-second video (editing in progress)
featuring interviews of Cleveland high school
students about the state of the education system
and the lack of fine-arts education
7. The Problem
“The country has
got to experiment with ways to
provide a better education experience
for its children”
TM
12. Competitive Advantage
After school & weekend personalized tutoring
Arts integration in 4 core areas
Open-door policy
Adults can learn too
Eclectic management
Global perspective & bilingual
TM
International artist exchange
Future Business Leaders of America
Doesn’t take much to teach! (labor)
13. Risks & Barriers to Entry
Market saturation, strategic
partnerships
Licensing
Breaking into the fundraising
“inner-circle”
TM
Highly-qualified staff, high turnover
Forming a Board
Facilities
14. Marketing Strategies
Grassroots & Guerilla Marketing:
Membership Cards
Digital Portfolios
Public Performances
TM
18. Management Team
Karah Vance, Managing Director & Head of Personnel
•Oversees management staff & operations
•Theatre, political science, legal research background
•Corporate management background & EBMS
•Education outreach background
Jaime Neligan, Public Relations & Marketing Manager
•Spanish and Theatre background
•Digital design & film
TM
19. Growth Projections & Milestones
Year 1 (2011)
Social Venture Capitalists & Board of Directors
Federal Tax Exemption
Ohio grant eligibility
Donated space
3 students per workshop
Year 2
http://endicottstudio.typepad.com/endicott_redux/events/ 6 students per workshop
Licensed after-school organization
Launch adult group workshops
Strategic partnerships
TM
Year 3
10 students per workshop
Local grant eligibility
20. 3-Year Growth in Sales
Revenue Assumptions %
Drama & Dance 116.7
Visual Art & Music 116.7
Ticket Sales 103.8
DVDs 116.7
TOTAL NET SALES 114.3
Projected Profits %
Total Net Sales 100.0
Cost of Goods Sold 54.4
Gross Profit 45.6
Total Expenses 95.8
Profit Before Taxes -50.2
21. Start-up Costs
Facilities $7,000
Equipment 17,400
Office Supplies 1,726
Fees & Other Expenses 8,005
Expenses
TOTAL $34,131
23. Year-One Assumptions (2011)
Revenue Assumptions $
Drama & Dance 10,620
Visual Art & Music 11,160
Ticket Sales 7,800
DVDs 12,600
TOTAL NET SALES 42,180
Projected Profits $
Total Net Sales 42,180
Cost of Goods Sold 35,009
Gross Profit 7,171
Total Expenses 117,048
Profit Before Taxes 109,877
24. Year-Two Assumptions (2012)
Revenue Assumptions $
Drama & Dance 21,240
Visual Art & Music 22,320
Ticket Sales 14,400
DVDs 25,200
TOTAL NET SALES 83,160
Projected Profits $
Total Net Sales 83,160
Cost of Goods Sold 49,064
Gross Profit 34,096
Total Expenses 87,656
Profit Before Taxes 53,560
25. Year-Three Assumptions (2013)
Revenue Assumptions $
Drama & Dance 35,400
Visual Art & Music 37,200
Ticket Sales 24,000
DVDs 42,000
TOTAL NET SALES 138,600
Projected Profits $
Total Net Sales 138,600
Cost of Goods Sold 59,598
Gross Profit 79,002
Total Expenses 48,148
Profit Before Taxes 30,854
26. Sources & Uses of Funds
AMOUNT BEING SOUGHT:
(Equity Investment)
$229,464
MAJOR USES OF FUNDS
Start-Up Costs 34,131
1st Year Initial Losses
Labor, Insurance, Marketing 109,877
2nd Year Initial Losses 53,560
3rd Year Initial Losses 31,896
TOTAL $195,333
TM
SCHOLARSHIP FUND: LABOR & MATERIALS
Drama&Dance 10.620
Art & Music 11,160
TOTAL $21,780
27. Nonprofit ROI
Board of Directors position,
Electing future Board members and employees,
Voting power on major company events,
Cross-promotion with investor’s business,
Liability protection
Tax write-offs
TM
http://www.silvermusic.org/demonstrationclasses.htm
28. Exit Strategy & Next Steps
EXPAND! MERGE!
STRATEGIC PARTNERSHIPS!
MORE WORKSHOPS!
TM
http://www.acewebsitehosting.com/otv/
