Art School Museum Business Plan


Art School Museum Business Plan


Hands On! Children’s Art Museum of Chicago. Hands On! ) is not-for-profit 501 (c)(3) organization. Hands on! was created to offer unique and meaningful arts programming to all children, to teach children about the arts and to create a lifetime audience for the arts. We intend to provide a dynamic, constantly evolving program. Even though we will have programs that include all forms of fine art, our emphasis is on visual arts. Most activities will be accessible to the public on a walk-in basis. The Museum will be staffed with working artists. All structured activities will be led and directed by master artist-teachers.

The President’s Committee on the Arts and Humanities and the Arts Education Partnership initiated a study last January to examine the effect of arts experiences on young children and to discover how and why they changed. Studies show that children with higher levels of participation in the arts outperform those with lower levels. Champions of Change found that arts education can help students at high risk reach other disciplines. Arts education offers young people authentic learning experiences that challenge their brains, hearts, and bodies. Arts education helps students learn; it can enhance creativity, self-discipline, and the skills and confidence necessary to meet the challenges encountered during their lives.

Three of the founding board members are mothers of young children and are uniquely qualified to help bring this project to fruition. Karolyn Kuehner is the Executive Director. She holds a Bachelor of Music in Piano Pedagogy as well as a Master of Music in Piano Performance and Pedagogy with highest honors from Chicago Musical College of Roosevelt University. Over the past 10 years she was a Roosevelt University lecturer in piano and served on the Elmhurst College and Concordia University piano faculties. Ms. Kuehner, who was recognized for her contributions to piano pedagogy, received the D.H. Baldwin Fellowship. Ms. Kuehner, a Girl Scouts of Chicago Brownie Troop leader, is a strong advocate for homeschooling. She was a guest on Educate! Channel 20 and Medill Reports, Northwestern University. Interviews featuring Ms. Kuehner can be found in Chicago Parent or the Homeschooling Link.

Sheri Jendra (Operations Director) holds a Bachelor of Arts Degree in Public Administration as well as a Master of Public Administration degree at Governors State University. Formerly, she was the Beverly Area Planning Association’s Housing Director. This is a non-profit community organization. She has also served as Assistant Planner for the Northeastern Illinois Planning Commission. Ms. Jendra serves as a volunteer in numerous capacities at St. Barnabas Catholic Church. She also participates in youth sports activities.

Nancy McGourty, Marketing director, has a Bachelor of Science (Commerce) degree from DePaul University, with a major of Marketing. Previous employment includes the position of Assistant Vice President/Marketing at Founders Bank, Economic Development Director for the Beverly Area Planning Association, and Marketing Officer in the Corporate and Institutional Banking group at First Chicago Bank. As a director of Southwest Beverly Improvement Association, as well a volunteer for Sutherland Elementary School and St. Barnabas Catholic Church as well the AYSO, Ms. McGourty remains active in Beverly/Morgan Park.

Our Board of Director members include the founder board members. They are joined by James Lindsey and Paul Tuminaro who are both Chicago-based artists advocates and members of the NewGroup Board of the Museum of Contemporary Art.

We are looking for funds to finance the initial start up costs. This includes legal costs as well leasehold improvements, rent and similar expenses.

We estimate that approximately 60% hands on!’s annual revenue comes from a combination of admissions, programming, memberships, and other related activities. The rest of our funding will come from:

  • Writing proposals for grants

foundations.

  • Solicitation of individuals, corporations, or small businesses.
  • An annual benefit concert with large scale benefits for families, as well as special events.
  • There are many small-scale fundraising opportunities.

    • Objectives

    Hands-On!‘#8216’s objectives in the first year of business were:

    • To generate earned revenue from a combination of membership and admission fees, programming, outreach, retail sales, and special events.
    • To secure new funding sources like foundation grants, grants from the government, and private or corporate donations.
    • To have 375 total paid members.
    • To serve 1,500 children through our outreach programs.

    Mission

    Hands on!‘s mission is to inspire children of all ages through the performing and visual arts. Hands-On! seeks to create an environment where children of all ages, abilities and experiences can freely imagine, create and welcome the arts to their lives through the fine arts. hands on! is a professional environment that encourages creativity, innovation, and respects individuals.

    Keys to Success

    This topic is not included in the original company plan. It is only included here to be a placeholder for anyone using this plan as an example. Remember that the default outline is flexible because every business plan differs. There are many great plans that omit certain topics and add other topics. The outline is a suggestion, not a checklist. You can easily modify and delete topics. It is your plan, not the software’s.

    Driving School Business Plan


    Driving School Business Plan


    Markam Driving School (MDS) offers a wide range of driver services. The ultimate goal of the company is to provide a single-stop service for all driver needs including licensing and registration. However, Markam currently offers private and commercial driving education in the Seattle, WA region. MDS is an affordable facility that offers excellent service.

    1.1 Objectives

    The following are Markam Driving School’s goals for the next three years:

    • Achieve sales revenues of approximately $2.1 million by year three.
    • You can expand by opening two additional facilities in Portland, OR or Tacoma.
    • You can become the low-cost provider for comprehensive driving instruction services in the Pacific Northwest.

    1.2 Mission

    Markam Driving school’s mission is simple: to provide driver education courses that are convenient, comprehensive, and high-quality at a reasonable price. The most important aspect of driver education is SAFETY. Markam Driving School’s goal is to ensure that our graduates have the best driving records in the Pacific Northwest. This reputation will help us gain more market share.

    1.3 Keys to Success

    Markam Driving School has reached a significant point in its history. The company has a great track record of offering affordable driver education services at a comparable price for the greater Seattle region. Now, it is looking to expand its reach into the Pacific Northwest. The firm intends to open two additional facilities, one in Portland OR and the second in Tacoma WA.

    When the company was established six years ago, the owners saw a huge untapped market. No company was providing what the customers truly demanded, high quality driver education at the lowest possible cost. Larger companies were charging too high for their services, and local companies weren’t providing sufficient programs or services. The opportunity rested in creating synergy with other organizations that were either buyers or suppliers. A company could cut costs, avoid competition and gain market share by doing so. This has been MDS&#8217’s driving strategy since its inception. The company’s successful growth in mature markets has been a testament to its management strategy. The company is now ready and willing to expand. These are the keys for success over the next 3 years.

    • Lower costs so that the company’s gross margin increases to 66%.
    • Name a cost controller for each of these new facilities, who will report to both the president/general manager.
    • For every employee, implement a cost-reduction plan.
    • So as to further reduce costs, strengthen your relationships with suppliers and seek strategic alliances.
    • Strive for contracts with organizations who require our services.


    Dog Obedience School Business Plan


    Dog Obedience School Business Plan


    Canine Critter College is a Eugene-based obedience school. Canine Critter College’s unique approach to dog obedience is what makes it so special. Tri C does not train dogs, but teaches owners how to properly train their dog. One of the most important lessons is to establish communication with the dog and understand his social and physical behaviors.

    Canine Critter College is leveraging this strategy to grow a loyal customer base. Canine Critter College’s customer-centric approach and training philosophy will ensure that they continue to grow their market share.

    Canine Critter College should be profitable by the seventh month and will make $91,000 in annual revenues for year three.

    1.1 Mission

    Canine Critter College’s mission is to provide the finest dog training program available. We exist to attract and maintain customers. When we adhere to this maxim, everything else will fall into place. Our services will meet or exceed customer expectations.

    1.2 Objectives

    The objectives for the first three years of operation include:

    1. To establish a service-based organization whose primary goal will be to exceed customer’s expectations.
    2. To increase the number of clients by 20% a year.
    3. To develop a sustainable start-up business.

    1.3 Keys To Success

    Delivering a service that customers love at a reasonable price is the key to success. A customer-centric business model is the tool to achieve success.


    School Fundraising Business Plan


    School Fundraising Business Plan


    Catholic School Development Foundation (CSDF), a non-profit operating foundation, will have the sole purpose of providing development and fund-raising counsel to Catholic elementary schools and secondary schools. An operating foundation is defined as: “An organization which uses its resources in order to conduct research or provide direct service.” (Foundation Directory. 1995. p. vi.)

    Operating foundations rely on large endowments. However, this foundation’s concept relies upon a #8220;living fund. This refers to the sisters and brothers who educated many generations of immigrants while also living a vow for poverty. Our Catholic schools have never had a financial endowment. Instead, their flourishing at very low costs to families is due to their living endowment.

    To operate CSDF via a living endowment does not mean that the consultants working through CSDF must be vowed religious. It does not necessarily mean that CSDF employees will live in poverty. Actually, compensation can be as high as for-profit businesses. To understand how this is possible one must first understand the for-profit consulting fee/cost structure.

    For-profit agencies charge campaign work fees at an industry-standard $15,000 per client. About one-third of this amount goes to the consultant who does the work. Another third is overhead, which is primarily training costs and the cost to make presentations across the country to new clients. The remaining three-thirds is profit for the firm’s owner. This standard income/expenses structure is a problem to the #8220for-profit whereas it presents an opportunity to the?8220not-for–profit.

    The problem with conventional firms is that many young consultants look at the monthly fees and see their paychecks and decide to take on the job. Consequently, established national companies face constant turnover, recruiting and training costs and a chronic lack experience in the workers who actually do it. They also have created a flood of regional competition. Over the past ten-years, there has been a surge in the number and size of development consulting businesses. Most have only one owner. Although the business card might read “John Doe & Associates”, there are very few associates.

    One-third of fees, which would normally be profits, is an opportunity for the non-profit. What if those profits were not used to purchase a beach house for a business owner but instead were put into a cash reserve to help Catholic schools that cannot afford the development counsel. Jesuit High School can afford the high monthly fees but St. Ann’s Indian School cannot. CSDF could send a consultant for St. Ann’s Indian school by putting aside the #8220profits from one client.

    1.1 Objectives

    1. Two clients in Year 1 and four in Year 2. Seven in Year 3. From here, growth can accelerate much more quickly.
    2. Sales growing steadily from Year 1 through Year 3.
    3. Break even for three consecutive years as CSDF establishes its name and reputation. Generate earnings in year four allowing us to begin gratis consulting projects.

    1.2 Mission

    Catholic School Development Foundation exists in order to offer development counsel to America’s Catholic elementary, and high school schools.

    • We are specialists. Not generalists.
    • We look long-term at building lasting relationships between our school and our supporters, as a way to relieve profit pressures.
    • We will always do what is in the best interests of our clients. We will tell you if you aren’t ready to take part in a campaign. If you are not ready for a campaign, we will let you know.
    • We are development consultants, not fundraising consultants. We are able to provide comprehensive advice on the financial health for the school.
    • Our primary function as consultants is very similar to that a teacher. We teach by doing. This is a partnership between teacher/student.

  • Because we understand the unique circumstances involved in raising money for schools, our consultants are only those who have previous experience in this area.
  • Though we are a not-for-profit organization, to attract experienced specialists we must compete with the largest firms in the country. Our proposal is based on a sliding-scale system. We ask our clients to keep this in mind as they review our proposal.
  • Campaigns can be stressful. Prayer keeps us positive and calls us to the mission behind our money. It also helps us to understand each other. It alleviates fear in those who ask it and warms the hearts who give. We believe that prayer is an integral part to success.

    • 1.3 Keys to Success

    Here are the keys that will lead to success:

    1. Ability to attract and keep qualified personnel.
    2. As a specialist in Catholic schools, perception on the market
    3. As a non-profit dedicated to their cause, we establish trust with potential clients.

    A consulting firm’s capital is what walks out of the doors every evening at five. The only real equity rests in the experience levels of the people in the firm, for they represent the ability of the firm to attract future business.

    It can be hard to keep skilled employees. Since the late 1980s there has been an explosion of new consulting firms serving non-profits with fundraising and consulting services. Many independent consultants have been trained by large national firms. The organization that discovers how to attract and retain qualified people will ultimately win the day. This is the main to success.

    After gaining some experience, why is it so tempting to open their own companies? The answer lies in the nature of a not-yet-mature industry: fundraising consulting is the ultimate ‘low entry barriers’ business.

    • There are no education requirements.
    • There are not any requirements for a professional level.
    • There are no licensing requirements. The person giving a ten dollar haircut must be licensed. An individual who is leading a $10,000,000 campaign, which can put an organization at great risk, requires a license.

    • In the end, finding work is about relationships and not having knowledge or experience. Due to the fact that so few Board members have significant experience with major gifts fundraising, it can be difficult for them not to differentiate between experienced salesmen from professionals.
    • It only takes one successful campaign to launch a career as a consultant, especially if that school was a high-profile prep school.
    • The office and start-up costs are also minimal. Clients will not visit the company, so a home office will suffice. A voice mail system that works well can give the impression of an established, larger company. Many small-sized firms were started for less than $5,000.

    In short, it is relatively easy to establish an independent firm. To grow an organization, it must have qualified employees. To do this, it must be more attractive for consultants to stay than to leave. This is the central issue we will discuss later.

    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.