XVThree Strategic Plan 2015

Developed for the client by Adam Weiss and Cody Walker

March 2015

Table of Contents
Page
Executive Summary .......................................................................................................... 3
1.0 Organization Background .......................................................................................... 4
1.1 Business definition .......................................................................................... 4
1.2 Vision ............................................................................................................... 4
1.3 Mission............................................................................................................. 4
1.4 Value Proposition............................................................................................. 4
1.5 Organization Structure ..................................................................................... 5
1.5.1 CEO/Founder .................................................................................... 5
1.5.2 Human Resources Manager .............................................................. 6
1.5.3 Tour Manager.................................................................................... 6
1.5.4 Photographer & Videographer .......................................................... 6
1.5.5 Special Events Coordinator............................................................... 6
1.5.6 Publicist ............................................................................................ 6
1.6 History & Culture ........................................................................................... 6
2.0 Situation Analysis ....................................................................................................... 7
2.1 Definition & Scope of Situation ...................................................................... 7
2.2 Stakeholders Effected ..................................................................................... 7
2.3 Competition ..................................................................................................... 8
2.4 SWOT Analysis ............................................................................................... 8
2.5 Market Position .............................................................................................. 10
3.0 Plan .......................................................................................................................... 10
3.1 Objectives, Strategies, and Tactics ................................................................ 10
3.2 Critical Success Factors ................................................................................ 12
3.3 Key Performance Indicators ......................................................................... 12
3.4 Budget & Resource Allocations .................................................................... 13
3.5 Timeline ......................................................................................................... 13
3.6 Evaluation Method & Anticipated Results .................................................... 14
Appendices ...................................................................................................................... 15
A. Budget and Resource Allocation..................................................................... 15
B. Timeline .......................................................................................................... 16

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Executive Summary
XVThree is a new business located in Chicago, Ill that provides premier artist booking,
branding, and management services. The business has a huge potential for growth both
financially and within the entertainment services industry. Since XVThree has only been
in operation for one years time, it is still figuring out its business model and revenue
streams.
This document is a plan to aid XVThree in the remaining nine months of its fiscal year,
which started April 1, 2015. First, the business will be analyzed to review its method of
operations and make note of its performance thus far. Then, the plan will discuss the
growth potential as well as potential problem areas of XVThree. Several objectives for
XVThree have been developed, including:

A plan to increase organization visibility by 50% by the end of the calendar year.
A plan to establish credibility of the organization, its employees, and its services
by the end of the calendar year.
A plan to help employees develop a total of four strategic partners during the
remainder 9 months of the calendar (and fiscal) year.

The strategic plan will serve as a guide to aid XVThree in the implementation of the
suggested objectives, strategies, and tactics included within this document. All employees
should be brought up to speed on this plan so that XVThree may reach optimal
organizational performance. Compliance with this plan detailed below will help push
XVThree from a niche occupier to the challenger of industry leaders.

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1.0 Organization Background

This section serves as a basis of knowledge about the core business of XVThree. It
provides the supplementary material necessary to understand the situation analysis in
section 2.0 and the plan section in 3.0.
1.1 Business Definition
XVThree is the premier artist booking, management, and branding agency rooted in the
heart of downtown Chicago. XVThree takes pride in holding itself to the highest standard
of artist service and delivering high value to its artists through its services, dedication to
personal branding, and the overall evolution of its artists careers. XVThree treats its
artists like family and, in turn, promotes a healthy productive relationship between artist
and the agency. By building this style of relationship with its artists, XVThree delivers
impeccable Midwest hospitality with absolute attention to detail when developing
opportunities that bring its family of artists careers to the next level of success.
XVThree takes an all-inclusive approach to positioning their artists music within the
industry by coordinating logistics, marketing, public relations, media production,
management, and booking. XVThree does not operate on a typical 9 a.m. to 5 p.m.
schedule but, rather uses a 24/7 mission that delivers notable milestones in an artists
career.
XVThrees small yet talented roster of musicians has allowed its personal to focus on
creating unique performance opportunities and alternative revenue streams through
strategic partnerships with venues/promoters, multimedia companies, and fashion outlets.
The strategic partnerships are what have made XVThree the inimitable agency that it is
and allows their roster of artists to thrive in the quick changing music and entertainment
industry.
1.2 Vision
To position the agency as the premier artist, booking, and branding management agency
in Chicago, Ill., and throughout the Midwest.
1.3 Mission
To catapult its artists careers to the next level by offering a detailed management style
that capitalizes upon current trends in the industry, the formulation of unique
partnerships, and detailed plans for artists projects.
1.4 Value Proposition
XVThree serves its clients by alleviating the stress and activities of managing their
careers. By taking care of all business aspects behind an artists career, XVThree has
created an environment for its artists to grow and focus on their projects. The following is
the value proposition that will guide all work and, especially, communications from
XVThree:

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 Thesis: XVThree provides professional services for its roster of artists in an

environment that promotes success, unique opportunities, and notable career
milestones.
Proof Points:
XVThree serves its artists around the clock to ensure their success no
matter where in the world they are.
Strategic partnerships provide our artists with alternative revenue and
promotional streams that will bring their careers and projects to the next
level of success.
XVThree provides many of its services in-house, which allows projects to
be completed faster and kept under lock and key to avoid information
leaks.
XVThree treats its artists like family and, in turn, promotes a healthy
productive relationship between artist and management.
1.5 Organization Structure
XVThree is a sole proprietorship with a limited liability company (LLC) license. The
organization is remotely located at 2150 S. Canalport Ave. in Chicago, Ill., and consists
of six employees (see chart below). The owner and employees have specified
responsibilities that provide a specific purpose to the business. Below the chart are
descriptions of the job roles.

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1.5.1 CEO/Founder (Mike Bronke)

Bronke is responsible for the day-to-day management of his artist roster and company.
Responsibilities include: managing artist projects, formulating strategic partnerships,
scouting for alternate revenue streams, planning tours, and coordinating with the rest of
his team.
*Bronke also serves as XVThrees booking agent for working with outside talent.
1.5.2 Human Resources Manager (Margarita Villa)
Margarita is responsible for handling payroll, accounting, managing the office, and
coordinating travel for out of town events.
1.5.3 Tour Manager (Brittany Bowen)
Brittany is responsible for overseeing all aspects of the tour, including logistics,
venue/artist check-in, and handling media opportunities (interviews, etc.) while on the
road.
1.5.4 Photographer & Videographer (Yuya Ohashi)
Yuya is the in-house cinematographer and is responsible for all digital media content for
XVThree and its artists releases.
1.5.5 Special Events Coordinator (Adam Weiss)
Adam is responsible for the success of all events and concerts that pertain to the
organization. Adam achieves this by coordinating with XVThree staff, volunteers, and
outside resources.
1.5.6 Publicist (Cody Walker)
Cody is responsible for coordinating media coverage for XVThree events and artists.
Cody is also responsible for monitoring all XVThree and client social media accounts.
Daily activities include: writing press releases, blog posts, and fostering relationships
with media outlets/personnel.
1.6 History & Culture
Mike Bronke realized his passion for entrepreneurship after he began selling cars out of a
car dealership in Elmhurst, Ill. It was at this dealership where Bronke learned the art of
sales and negotiation. After working at the dealership for a short period of time, Bronke
began noticing the business starting to fail. Shortly after his suspicions, Bronke stood by
and watched as one of the top family owned dealerships in the area closed its doors.
After witnessing a multi-million dollar family business go to ruins, Bronke, traveled to a
community college in Scottsdale, Ariz., where he pursued a degree in business and
entrepreneurship. Bronke then took this knowledge with him back to Chicago, Ill., to start
the artist booking, branding, and management agency, XVThree. Bronke realized
XVThrees potential after gaining inspiration from the hit television series Entourage.
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Creating the name for XVThree was Bronkes first task. The company logo represents the
Roman numeral for 18. The number 18, referencing the age you officially become an
adult in U.S. culture and embrace all responsibilities. Since Bronke considers himself a
self-made man, he thought this to be a fitting title symbolizing responsibility, change, and
potential.
Playing off of the symbolism for the company name, Bronke has formulated a culture
that inspires, engages, and motivates employees to seek out the best opportunities for
their artists. It is the goal of Bronke to build XVThree into the premier artist booking,
branding, and management agency he knows it can be. Taking pages from his life
experiences, Bronke vows not to let personal greed affect the business.
2.0. Situation Analysis
XVThree has created a niche environment for itself by filling the void in Chicago, Ill. as
the premier artist booking, branding, and management agency. This section is a
breakdown and analysis of XVThrees operating situation encapsulating a national
marketplace for its roster of artists. This sections covers stakeholders affected by its
business decisions, explains the competition, and a performance analysis of XVThrees
strengths, weakness, opportunities, and threats (SWOT).
2.1 Definition & Scope of Situation
The community has slowly been noticing XVThree as it has only been in operation for
one year. With only six employees, few stakeholder, and two bottom tier artists, there is
uncertainty as to when the company will begin to collect enough revenue to properly
compensate its employees for their time, invest back into the company to promote
growth, and invest back into its artists to help offset the costs attributed to the start-up of
a developing career.
XVThree specializes in branding artists and assisting in the guidance of their careers so
that they are able to grow into a commercially viable product. XVThree wants to
establish itself as the premier artist booking, branding, and management agency were
artists and employees are treated like family. Despite the success of the organization over
the past year, several issues have developed:

Currently there is not enough operating revenue to compensate employees for

their time. XVThree plans to utilize a detailed budget for the organization so that
they are able to compensate employees for their work by summer 2015.
XVThree has done work with internationally recognized for-profit and nonprofit
companies to help with lack of industry experience and help subsidize operational
cost. (i.e., The Remix Project, Lululemon Athletica, and OVOSound)
As of now, there are no top-tier clients to pull in a great amount of revenue.
Currently, twenty percent of all profits that artist make is invested back into the
organization. The profits will steadily increase over the next fiscal year as artists
become more credible.
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There is a substantial amount of debt incurred from other investors and an

organization.

Implementing strategies to improve these issues will enable XVThree to become the
premier artist booking, branding, and management agency in Chicago.
2.2 Stakeholders Effected
XVThree has few stakeholders on whom the organizations success or failure depends
on. Mike Bronke, CEO/agent of XVThree, is the primary financial supporter of the
organization. If Bronke were to fail at securing bookings for XVThree artists, the
organization could fail to pay its employees and cover the agencies operational costs.
That being said, XVThree depends on the success of its artists and employees to continue
to develop its brand and create opportunities for artists that will generate revenue. Other
stakeholders affected include: producers crafting music for XVThree artists, strategic
partners formed, and fans of XVThree artists.
If the artists work cannot meet project deadlines, the entire timing of an album release
will be thrown off and forced to be adjusted. This can cripple the timing of a release and
potentially a tour, which would be the worst-case scenario. XVThree has several strategic
partners that must maintain a positive public appearance in order to add value to
XVThree artists. If a strategic partner does not maintain a healthy image, XVThree will
have no choice but to terminate the partnership. Termination of the partnership maintains
the legitimacy of XVThree and their artists, regardless of the actions of the strategic
partners.
2.3 Competition
At this time there are few organizations in the Chicagoland area that XVThree is in direct
competition with based on services provided and current talent roster. The competition is
categorized as very strong, strong, and weak. Very strong competition represents a
serious threat to XVThree because that company offers similar services to the same
community and have years of industry experience. A strong competitor also offers similar
talent and services, but pose less of a threat than the very strong competition because of
XVThrees superior talent and in-house services. Weak competitors do not pose a great
threat to XVThree; these businesses are not as valued to the customers because of
XVThrees niche in the R&B, Hip Hop, and EDM genres of music. However weak
competitors could become strong if not monitored and addressed. The following list
presents the three levels of competition:
Very Strong: On the Grind Management is a managerial service to a range of
talent, including recording artists & music producers. On The Grind Management
is a very strong competitor because it is a startup that caters to a similar crowd
and represents artist of the same genre.
Strong: Closed Sessions is an independent hip-hop label that has accomplished a
great deal within the Chicago hip-hop scene since it started in 2009, making them
a strong competitor.

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Weak: Weak competitors include any artist management and booking agency that cater
to a wide variety of all genres other than hip-hop or EDM. Competitors that have been
around for more than three plus years (i.e., Impulse Talent, Flower Booking, Windish
Agency, etc.) would pose a weak threat because the focus is completely different from
XVThrees vision.
2.4 SWOT Analysis
This analysis of XVThrees strengths, weaknesses, opportunities, and threats (SWOT)
reveals categories of advantage, disadvantage, growth, and limitations to its continued
operation. Each SWOT item is stated (i.e., aspect), defined in terms of what it means to
the company (i.e., implications), and addressed in terms of what may work to meet that
aspect for the companys benefit (i.e., possible actions).
Aspects

Strengths

Weaknesses

Implications

Possible Actions

In-house services

Allows XVThree to operate

more efficiently and more
cost effectively

Continue to develop XVThree

employees through the use of
seminars, boot camps, and
classes

Small artist roster

Demonstrates that XVThrees

artists receive more attention
to their projects

Continue to expand upon already

created artist plan for the next two
years

Passionate
employees and a
positive work
environment

Creates an environment
that allows for the
exploration of ideas
Builds a positive reputation
among industry
professionals
Demeans the value of the
company as a premier talent
agency

Hold employee meetings on a

regular basis and devise a proper
platform to do so (i.e., Cisco
WebEx)

No office
space/permanent
location

Limits the connectivity and

relationships built among
employees

No investment capitol
from outside
stakeholders

Limits the company from

investing back into itself and
roster of artists

Create an alternative space where

employees will be able to interact
with one another as well as the
artists and potential business
partners
Secure investment from outside
stakeholders.
Create sponsorship packages
for future projects and events

No face of the
organization (meaning
no nationally recognized
talent)

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Obtain a direct support position for

an XVThree artist on a nationally
recognized tour

Opportunities

Strong networking skills

among employees

Allows XVThree to build

crucial relationships that will
further the advancement of
the organization and its
artists
Allows XVThree to create
more unique performance
opportunities

Send employees to represent the

organization in conferences and
events (i.e., SXSW, EDMBiz)

Niche market

The ambiguity of XVThrees

artist roster allows them to be
strategically placed in more
markets

Continue to release unique

content that capitalizes on
exclusivity of the R&B, Hip Hop,
and EDM genres of music.

Limited fan base

XVThrees limited fan base

does not engage the level of
fans that will contribute to the
growth of its artists

Continually advocate the talents of

XVThree and its artists within the
entertainment community through
visibility with the public

Debt

XVThree has incurred a small

amount of debt by floating
artist operational costs (i.e.,
merch, websites, promotion)

Seek out alternative revenue

sources other than just live
performances and revenue from
music sales

Lack of experience in
the industry

This is holding the company

back because the employees
are not as aware of
opportunities surrounding
XVThree and its clients

Continue to research and

educate employees
Search for opportunities
outside of XVThree that will
and value back to the
organization

Build strong
relationships with local
nonprofits, venues, and
promoters

Threats

Continue to build strong artist

promotional materials that outline
notable achievements in the
artists career

2.5 Market Position

XVThree is positioned as a niche occupier in the Chicago marketplace, appealing to a fan
base that straddles the line in participating and listening to R&B, Hip Hop, and EDM.
XVThree accomplishes this with client talents spanning across the genres of music listed
in the section above. XVThree seeks talent from creative individuals and partners them
with unique sponsors to promote an image in line with the culture of XVThree, the artist,
and fan base. XVThree-chosen sponsors exude a lifestyle that promotes wanderlust,
adventure, and opulence.
3.0 Plan
The following section showcases a strategic plan of action for XVThree for the remainder
of the fiscal year (April 1, 2015 to March 31, 2016). The plan in this section provides
XVThree the means to better position itself in the industry as a credible agency with
deliverable services. The following subsections include objectives, strategies, and tactics;
critical success factors; key performance indicators; budget and resource allocations; an
implementation timeline; and the final evaluation method and anticipated results.

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3.1 Objectives, Strategies, and Tactics

The following table shows the objectives, strategies, and tactics that make up the central
part of this plan as well as the subsequent subsections.

Objectives are the main goals the organization needs to accomplish in order to
achieve its vision. Each objective includes four parts: (1) a preferred effect, (2) a
goal stated as a quantifiable measure, (3) the target audience affected, and (4) an
established deadline. The benchmarks for each goal appear after each objective
stated below.
Strategies are the categories of task XVThree needs to do to accomplish to fulfill
objectives.
Tactics are the specific actions that XVThree will take to accomplish each
strategy.
OBJECTIVES

1. Increase organization visibility by

50% by the end of the calendar
year
(Currently, the visibility of the
organization is very low and only
features bottom tier talent. The
organization will steadily gain
visibility as the talent develops and
matures.)

STRATEGIES
Media relations (traditional and
digital media)
Online marketing efforts

TACTICS
Have an industry publication
arrange an interview with the CEO
of XVThree
Build a presence on local
directories
Implement an email submission
form on XVThree website
Develop XVThrees and clients
YouTube channel

(Benchmark: An Additional 500 plus

followers/subscribers across all
social media platforms.)
2. Establish credibility of the
Provide and share company
organization, its employees, and
language and mission for
services by the end of the
employees and public
calendar year.
Engage and develop employee
(Establishing credibility within the
recognition at industry events
industry will aid the agency in
promoting and securing opportunities
for its artist.)

Change language on website to

match the mission and vision of
the CEO.

(Benchmark: Record if employees

attended and obtained knowledge
and contacts that would better
promote business effort.)

Send employees to industry

related conferences such as;
EDMBiz and SXSW

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Procuring testimonials from

strategic partners, notable publics,
and businesses XVThree has
worked with on past projects and
adding them to the website

3. Employees will develop a total

of four strategic partners during
the remainder 9 months of the
calendar (and fiscal) year
(Strategic partners are incredibility
vital to the maturation and success
of new artist and start-up
organizations.)

Strengthen the relationships

between local nonprofits, venues,
and promoters

Research potential partners that

match company culture and roster
of artists

Employees will scan environment

for new opportunities to
collaborate with niche
organizations.

Seek and coordinate events that

allow for possible collaborations

(Benchmark: Develop four mutually

beneficial relationships that will aid
XVThree in business efforts.)

3.2 Critical Success Factors

The following table shows three categories of factors that could affect XVThree
positively and negatively when attempting to meet its objectives.
OBJECTIVES
1. Increase
organization
visibility by 50%

2. Establish credibility
of the organization,
its employees, and
services

3. Employees will
develop a total of
four strategic
partners

OPPORTUNITES

BARRIERS

ENVIRONMENT

Allow for more

booking
opportunities for
XVThree artists

The amount
of attention
given to one
client may
take away
from another

Build relationship with

venues and promoters
nationally

This will position

XVThree not only as
niche occupier but
showcase the
organization as a
leader in the
industry
Create alternate
revenue streams

Lack of
industry
experience
could limit
unknown
opportunities

Strengthen the market

position of XVThree in the
industry

Resistance to
goal.

Build XVThrees
reputation as a agency
that gives back to its
supporters

Create unique
opportunitys that
capitalize on the
market position of a
niche occupier
Give back to the
community

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Provide unique
experience/opportunities
for the public and parties
involves

RESOURCES
Evaluate/increase
artist productivity
Streamline the
music making
process to allow
for easy transition
from recording to
published tracks
Increase
productivity and
efficiency of
business making
tactics.
Diversify
XVThrees
potential business
portfolio

Page 13 of 18

3.3 Key Performance Indicators (KPIs)

KPIs are periodic measurements logged by XVThree along the way to ensure the plan is
on the path to success. For each listed objective, specific measurements will be logged by
the XVThree staff bi-weekly and quarterly, and then compared to the benchmark.

Objective 1Increase organization visibility by 50% by the end of the calendar

year.
o Benchmark: Record if employees attended and obtained knowledge and
contacts that would better promote business efforts
o KPITraffic to social media outlets and website should increase steadily
over the next 12 months.
o Run analytics reports bi-weekly to record growth
Objective 2Establish credibility of the organization, its employees, and services
by the end of the calendar year
o BenchmarkRecord if employees attended and obtained knowledge and
contacts that would better promote business effort
o KPIIncrease revenue from company outputs.
o Observe monthly accounting reports to document revenue
Objective 3Employees develop a total of four strategic partners during the
remaining 9 months of the calendar (and fiscal) year.
o BenchmarkDevelop four mutually beneficial relationships that will aid
XVThree in business efforts
o KPIXVThree will acquire two new strategic business partners within a
six month period

3.4 Budget & Resource Allocations

XVThree is a new business and it is especially important for the organization to have the
proper budget and resource allocations in order to implement the plan described in the
prior subsections and remain successful. The budget (see Appendix A) lists only those
expenses necessary to fulfill objectives, strategies, and tactics described in section 3.1.
This budget offers opportunities with XVThrees best interests in mind. It is important to
mention that we are not budgeting for advertising, although there may be potential to do
so in the future. Currently, the resources being allocated allow XVThree to operate at full
capacity. Investing in organizational and employee credibility establishing opportunities
has the potential to drive new business, and pull XVThree into the market position of a
challenger.
3.5 Timeline (beginning with the proposals acceptance/approval)
To capitalize on the objectives, strategies, and tactics included in XVThrees strategic
plan, a detailed timeline (see appendix B) has been created to provide scope of the entire
project. The timeline will guide XVThree staff from the time of implementation and
through the evaluation period.

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Over the course of the fiscal year, there are several points of implementation that occur
during the months of March through June. The success of the objectives created is highly
critical during these months, as the tactics implemented will aid the organization in
increased visibility and credibility.
3.6 Evaluation Method & Anticipated Results
To determine if this plan is successful, XVThree must evaluate the efforts of this plan.
See section 3.3 for KPIs and benchmarks.
Objective 1Increase organization visibility by 50% by the end of the calendar
year.
o If by the end of the year if visibility was able to increase 5.5% each month
(after the plan begins) or totals 50%, the plan was successful.
o If the plan was not successful, make adjustments for the next fiscal year.
Objective 2Establish credibility of the organization, its employees, and services
by the end of the calendar year.
o If tactics are executed properly, XVThree should see an increase in
business opportunities.
o If tactics are not executed accordingly, all chances to establish credibility
within the industry have been lost for this year.
Objective 3Employees develop a total of four strategic partners during the
remaining 9 months of the calendar (and fiscal) year.
o If strategic partnerships have been developed, XVThree should see an
increase in business opportunity for the organization and their artists.
o If strategic partnerships have not been made, XVThree stands to lose
potential opportunities and investment capital.

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Appendices
A. Budget and Resource Allocation Spreadsheet

Organizational Budget (Overall) ~ 2015

ACCT EXPENSES

100 Objective 1
Implement an email
submission form on XVThree
110 website
200 Objective 2

210

211

212
213
214
215
216

Send employees to
industry related conferences
such as; EDMBiz and SXSW
Hotel accomidations for
EDMBiz at the Signature at
MGM Grand
Hotel accomidations for
SXSW at the Best Western
Plus Austin City Hotel
Dinner meal buyouts
during EDMBiz confrence
Dinner meal buyouts
during SXSW confrence
Plane tickets for EDMBiz
Plane tickets for SXSW

TOTAL

TOTAL
BUDGET

NOTES

$120.00

$10.00 a month will be allocated to pay

for the online mailier service

$3,142.80

EDMBiz ->Type: General Badge - Ticket

Price $369.00 x 3 + Service Fee $28.60 x
3 | SXSW -> Type: Music Badge - Ticket
Price $650.00 x 3

$675.00

Room Price $75 x3 (rooms) for 3 nights

$2,175.00

Room Price $145 x3 (rooms) for 5 nights

$21.00

$35.00 x3 employees for 2 nights

$420.00
$795.00
$2,502.00

$35.00 x3 employees for 4 nights

$265.00 x3 employees
$834.00 x3 employees

$9,850.80

Employees traveling: CEO/Agent,

Publicist, and Special Events Coordinator

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B. Timeline

Objectives & Tactics

Objective 1: Visibilty increase

Specific
Dates/Notes
To be kept ongoing
throughout year
Based on
publication time
ASAP

Publish CEO in idustry publication

Step A: Research

ASAP

EDMBiz: 6/16 6/18, SXSW: 3/13 -

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Step B: Send pitches

Establish organization in local
directories
Create email submission form
Develop YouTube channel
Objective 2: Establish Credibility
Match language to CEO's vision
Procure testimonials
Employees attend conferences
Objective 3: Develop strategic
partnerships
Research
Collaboration opportunities

4/1

4/15

4/29

5/13

5/27

6/10
6/24
7/8
7/22
8/5
8/19
9/2
9/16
9/30
10/14
10/28
11/11
11/25
12/9
12/23
1/6
1/20
2/3
2/17
3/2
3/16
3/30

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