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Art Supply Store and Gallery Business Plan


Art Supply Store and Gallery Business Plan


The NALB Creative Centre (NCC), is where artists come together. NALB stands as an acronym for “No artist left behind”, with our company’s by-line being: “Live Your Arts.” NCC is specialty retail store offering a wide array of materials and supplies to artists, crafters, and educators. NCC will be a welcoming facility that will support crafters, professionals, and amateurs in the Big Island’s art community. NALB will sponsor art shows and competitions, art and craft fairs, scholarships for artists to continue their formal education, and other community events. NALB will offer creative classes and workshops in many media and techniques.

The Market

NALB is leading in an exciting, growing market. Only two stores currently exist on Hawaii offering only art and craft supplies. None of these stores can offer education or hands-on experiences. They do not support the artists in any active way. They are also not able to give the high level of customer support that NALB can. NALB is unique in that it is run by artists and is the only art supply shop on the island. NALB Creative Center will tap into the growing number of professional artists in West Hawaii. We will also cater to the growing needs of retirees (100% increase in the past three years), many of which have settled in Kona thanks to the vibrant arts community. NALB will market actively for teachers and students in the rapidly growing private and public education systems.

The Organization

NALB is operated and owned by practicing artists. The company was founded on the belief that satisfied customers are essential to its success. With this in mind, NALB Creative Center will be working hard to ensure that all of their customers’ expectations are exceeded in all transactions. NCC will continue to be active in the local art scene by participating and educating. NALB staff will get training in the most recent trends and products. NALB’8217;s owners can anticipate consumer trends and make them happen in their creative work.

Products, Services and Delivery

NALB will locate in the commercial business district between Costco and Home Depot in a store of 3,000 square feet. Many of the original tenants were cabinetmakers. NALB has the space and ability to offer many types of art and craft materials. Our size will enable us to buy directly from the manufacturer, which will reduce middle man markups. Regular customers will get discounts. For orders over $300, we will offer free delivery in North Kona. NALB will provide Artist’s Oasis holidays for travelers through the arrangement of local accommodations, renting equipment and selling supplies. We also offer maps and guides.

Financials

NCC will make modest profits in the first month. The ability to buy wholesale will result in a 50% increase in margins. Sales in the first full year will be slightly over $300,000. Although existing art supply shops are reporting growth of over 30%, we are conservatively projecting a growth rate in the first year of sales of slightly more than $300,000. We budget prudently but have great vision.

1.1 Objectives

  1. Customer Satisfaction – To create an environment where art and crafts enthusiasts can shop by providing knowledgeable and professional support. Customer satisfaction is measured by repeat business (our goal to have 50% of our customers returning within six months to purchase additional products) and multiple sales. Our goal is for 30% of sales to be accompanied by additional purchases.
  2. To gain 80% market share to become the most important art and craft supplier on the Island.
  3. To reach a 50% profit margin in the first year.
  4. To be a vocal and active member of the community. To provide ongoing reinvestment through sponsorship of community festivities and activities.
  5. To develop, in year two and three, Artist’s Oasis of Hawaii. We would rent materials and accommodation locally for visiting artists.

1.2 Keys to Success

In order for NALB Creative Center to succeed we must:

  • Provide 100% satisfaction for all our customers.
  • Places where the target customer base is likely to learn about your store are ideal places to advertise and promote it.
  • Continuously evaluate sales and inventory levels, and adjust them accordingly.
  • Provide products that have the highest quality, reliability and quality. Our competitors must offer more premium products than we do. Offering loss leaders and other promotions that encourage customers to visit the store to make purchases, view our service line, and sign up in future events are all good ideas.
  • Be active member of the community.
  • Provide in-store classes, demonstrations, and events.

    • 1.3 Mission

    NALB Creative Center is a non-profit organization that supports and promotes the island as an artist’s destination and oasis.

    We will strive, constantly, to supply what the consumer is asking for; we will continually review what is available in the marketplace. We will provide new products and services to the areas of need. NALB will be maintained as an area for artists to gather.

    Our customers will define success as their trust in us and their ability to deliver on their price, service, or selection expectations.

    Stained Glass Gallery Business Plan


    Stained Glass Gallery Business Plan


    Jan Primak discovered stained-glass art more than ten years ago. In six months, Jan Primak was teaching the art and running a successful Richmond stained glass retail shop. She also developed her own artistic style. Jan returned to Montclair to continue her work in stained glass. Glass Dreams was later established, which is a successful gallery and art studio.

    Glass Dreams in Montclair is not only an art studio but also a small retail store for tools, glass and supplies.

    Glass Dreams is expanding the retail outlet to provide a second storefront that offers the best selection of supplies, tools, and glass in Montclair. The new storefront will be located adjacent to the studio. The original shopfront will serve as a reference center with over 610 glass books, and as a training facility for novice and expert artists.

    Glass Dreams will be able to secure a $50,000, long-term loan for the establishment of a second storefront.

    1.1 Mission

    Glass Dreams’ mission is to offer consumers one of a kind stained glass art as well as provide tools and training to both serious and recreational artists.

    1.2 Keys to Success

    • Friendly staff who can answer customers’ questions quickly
    • Excellent instruction in stainedglass making
    • Customers will be drawn to the store’s comfortable environment.


    Art School Gallery Business Plan


    Art School Gallery Business Plan


    ArtSphere Gallery School of Art (ArtSphere), opened its doors in September after moving from its old back room to a 787 square foot facility at the corner of Main Street in Birmingham, AL. Since September the business has grown substantially, but in an unordered way. This business plan will provide a framework for growth that maximizes profit potential. Successful realization of this plan will produce increasing profits annually by the end of the third year.

    In order of importance, the following are key factors and keys to success:

    • For art lessons, penetration into the market during the day.
    • Some alterations are made to the premises.
    • Making changes to pricing or operational practices.
    • Art supplies can be sold as an additional source of income.

    1.1 Objectives

    ArtSphere has the most potential for growth by teaching art to paying clients. It is possible to teach art to eight people simultaneously, but the capacity for this task is very limited. The main objective is to reach the 9 A.M. to 3. P.M. daily market. This is the largest portion of ArtSphere’s teaching capacity (61%). This is the most crucial element for future profits development. The primary objective is to increase the penetration of this market sector gradually from its current near zero level to 90% at the end of the second year.

    Since the afternoon market sector (22% capacity) is nearly full, it is important to fill the evening hours. These are Monday through Thursday from 7:30 P.M. to 9:00 P.M. These eight hours are much easier to fill. This goal should be reached by the end of Month 5.

    Another objective is to seperate art supplies and art lessons in order to make art supplies a separate profit centre.

    Final objective: To maintain the level currently achieved in portrait work by clients under contract as well as to maintain the historical level sales of ArtSphere’s art work prior to the mushrooming of art instruction.

    1.2 Mission

    The ArtSphere is dedicated to providing competent, professional instruction in art in friendly, pleasant surroundings while catering to the varying needs of different target market groups. The ArtSphere strives to establish a deeper and more lasting relationship with customers than the six-session generic course offered by Bessemer State College. ArtSphere knows that the product it actually sells is not the one it teaches. Helena Rubenstein was quoted as saying that although cosmetics are manufactured in a factory, the product sold is called hope. ‘”

    This thinking holds true at the ArtSphere. Different buyers will see the product differently. An artist school may require special assistance to compile a portfolio for a serious student. A 70-year old woman might want to fill her day with fun activities. Stressed executives may be looking for solace or relaxation. Encouragement, technical advice, stress-relief, escape from loneliness, self-expression, etc. ArtSphere is a distributor of many products. Art lessons are affordable at as little as $5.00 per lesson in evening classes at some state colleges. These prices are too high for the ArtSphere. Only by tailoring the product to customers’ needs can we create and sustain high levels of sales.

    1.3 Keys for Success

    The most important factor in ensuring success is the ability of owners to tailor the product to their customers’ specific needs (emotional. psychological. etc.). 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 the issue of “no-shows”, it is imperative that customers sign up monthly and pay 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 all businesses, it’s important to recognize the &#8220heavy user and encourage them.

    If an hour-long lesson in art does not conclude with the lights being turned off or the lights being turned off, customers may continue to work for hours. To ensure that the lesson ends in a timely manner, students should be able to collect their canvases and store them for the next session. Only those who wish to take part in a longer session can enroll for a shorter period. Owners can only make a profit when the heavy user is enrolled.

  • Both owners are artistic and at times reluctant to insist on certain policies designed to encourage profitability. A willingness to be flexible in this department is key to the success of this plan.
  • The special nature of the product does not allow for it to be purchased on a “take-out” basis. It must be consumed at the location. It is crucial to ensure that customers have a pleasant environment. 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 located within easy reach of the harbor landing and has the potential to create a more relaxed atmosphere than a traditional rectangular classroom at state colleges.