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diversifikation
                             en kreativ vækststrategi




Fortælle om bagrunden. K, J, T og U kollegaer, konkurrenter, fælles vision.
sommerhustur i 2007.
opstarten
•   Strategi / Idealisme
    •   Provisionsbaseret forretning
    •   Fokus på artistrådgivning
    •   Markedsudvikling
    •   Produktudvikling
artister

Lava, WMW, Nephew, Kashmir, Spleen, VETO, Under Byen, Oh Land The
Storm, The Fashion, Trentemøller, etc.
management
Skabe helhed nærhed og sammenhæng i systemet
vækstudfordringer
                        •   Kapacitetsgrænse for management
                        •   Aktualitet - Album/Turnécykler
                        •   Sæsonudsving i livebranchen
                        •   Usikkerhed om markedpotentiale
                        •   Investeringstungt at
                            markedsudvikle + faldende
                            plademarked
                        •   Lang ROI horisont




-Umuligt at yde kvalitativ rådgivning til mere en 4 artister. Gode managers
hænger ikke på træerne og det er en meget personlig relation.
-Sommerfestivaler, klubturnéer er ikke den store cashcow, KODA en gang
om året.
- Pladeselskaberne giver ikke længer toursupport
relaterede ydelser
                              360˚
                        •   Booking / Formidling
                        •   Venue- og bardrift / Festival
                        •   Digital Distribution - Phonofile
                        •   Kommercielle partnerskaber
                            •   Kashmir/Royal - Nephew/DSB -
                                osv.




Kiggede på vores omverden, kollegaer, konkurrenter, etc.
Fornuft, indtrængen mulig
booking / formidling

                        •   bruttoprovision = risikofrit
                        •   større masse - pt 30 artister
                        •   mere kontrol + synergier
                        •   strategisk samarbejde med
                            Live Nation




Live Nation havde svært ved at konkurrere pga arrangørstatus.
venue og bardrift +
          festival
•   Bremen Teater stod overfor
    udfordringer
•   Frost blev opfundet
•   synergier, netværk, profil
•   erfaring med artister
•   miljø / kultur / samlingssted
•   ansætte nøglemedarbejdere
digital distribution

•   Phonofile licens - stærkt
    lokalt produkt
•   aggregator for pladeselskaber
•   masse gennem
    pladeselskabsnetværk
•   ansætte nøglemedarbejder -
    viden/service
kommercielle partnerskaber

•   brandanalyse
•   stort publikum = kommerciel
    interesse
•   inspiration fra sporten
•   ansætte nøglemedarbejder
•   skabe produkter der giver værdi
    begge veje
•   forbehold for integritet
status


•   tredoblet omsætningen på et år
•   fra 6 til 20 medarbejdere på et år
nye udfordringer
•   Ledelse
•   Organisation /administration
•   Intern kommunikation
•   Øjne på synergier/
    suboptimering
•   De bedste medarbejdere

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Ulrik Ørum-Petersen, Volcano ved Passion A/S

  • 1.
  • 2. diversifikation en kreativ vækststrategi Fortælle om bagrunden. K, J, T og U kollegaer, konkurrenter, fælles vision. sommerhustur i 2007.
  • 3. opstarten • Strategi / Idealisme • Provisionsbaseret forretning • Fokus på artistrådgivning • Markedsudvikling • Produktudvikling
  • 4. artister Lava, WMW, Nephew, Kashmir, Spleen, VETO, Under Byen, Oh Land The Storm, The Fashion, Trentemøller, etc.
  • 5. management Skabe helhed nærhed og sammenhæng i systemet
  • 6. vækstudfordringer • Kapacitetsgrænse for management • Aktualitet - Album/Turnécykler • Sæsonudsving i livebranchen • Usikkerhed om markedpotentiale • Investeringstungt at markedsudvikle + faldende plademarked • Lang ROI horisont -Umuligt at yde kvalitativ rådgivning til mere en 4 artister. Gode managers hænger ikke på træerne og det er en meget personlig relation. -Sommerfestivaler, klubturnéer er ikke den store cashcow, KODA en gang om året. - Pladeselskaberne giver ikke længer toursupport
  • 7. relaterede ydelser 360˚ • Booking / Formidling • Venue- og bardrift / Festival • Digital Distribution - Phonofile • Kommercielle partnerskaber • Kashmir/Royal - Nephew/DSB - osv. Kiggede på vores omverden, kollegaer, konkurrenter, etc. Fornuft, indtrængen mulig
  • 8. booking / formidling • bruttoprovision = risikofrit • større masse - pt 30 artister • mere kontrol + synergier • strategisk samarbejde med Live Nation Live Nation havde svært ved at konkurrere pga arrangørstatus.
  • 9. venue og bardrift + festival • Bremen Teater stod overfor udfordringer • Frost blev opfundet • synergier, netværk, profil • erfaring med artister • miljø / kultur / samlingssted • ansætte nøglemedarbejdere
  • 10. digital distribution • Phonofile licens - stærkt lokalt produkt • aggregator for pladeselskaber • masse gennem pladeselskabsnetværk • ansætte nøglemedarbejder - viden/service
  • 11. kommercielle partnerskaber • brandanalyse • stort publikum = kommerciel interesse • inspiration fra sporten • ansætte nøglemedarbejder • skabe produkter der giver værdi begge veje • forbehold for integritet
  • 12. status • tredoblet omsætningen på et år • fra 6 til 20 medarbejdere på et år
  • 13. nye udfordringer • Ledelse • Organisation /administration • Intern kommunikation • Øjne på synergier/ suboptimering • De bedste medarbejdere