Colorado Creative Music

On average, subscribers purchased 19.9 CDs annually, mostly through Sonik’s website. Annual subscriber retention rate was 90 percent. Sonik accumulated CDs from various suppliers and fulfilled its own orders. Annual fixed costs of fulfillment were $400,000; shipments averaged 3.7 CDs per package. Annual marketing expenses were $230,000; Sonik spent 90 percent on acquiring new subscribers and 5 percent on subscriber retention. Sonik’s cost of capital was 12 percent. It was considering three growth options: a. Continue the Niche Strategy: Sonik believed it could acquire 20,000-30,000 new customers per annum for the next several years without major new investment. Sonik also believed that spending $0.5 million per annum would increase customer retention to 95 percent. b. Mass-Market Strategy: Abandon the subscription model, add many other music genres, and build a mass-market brand.

|Discopress offered mass production of CDs, Dvds, video games. |Discopress only did on demand manufacturing of CDs till date. |

1. Read `Spotlight on Management` on pages 133-149 and the practice lesson `The Real World` on page 152. Please discuss the following questions in detail.  Your response to each question should consist of:  a minimum word count of 250 words and at least three (3) scholarly sources (1 resource can be the textbook):

Last Monday, I got to experience a sensational performance by the University Symphony, composed by Dr. Jonathan Pasternack, that enhanced my knowledge and emotional state through the uniqueness of both the symphony and opera act. Having only experienced a symphony once during the course of my life, I was ecstatic to attend such a soothing and joyful concert. The concert was fairly short, it last two hours, and consisted of 2 symphony songs and 1 opera act. The first two were symphony, which were played in a very unpredictable manner. The melody (violins) started off very slow and quickly increased their tempo. The orchestra performed many instances of crescendo and decrescendos; this kept the audience on the edge of their seats in

Jo-Na' Williams held a presentation at David Friend’s Recital Hall and was so kind to share her life story as Black American Woman trying to persevere in the music industry. She started of by saying that she got introduced to the music industry as singer/songwriter and from there she started writing and creating music for big artists, and was promised to be compensated for all her hard work, but those promises never became a reality. Jo-Na' felt very exploited and wanted to make sure it would never happened to her again, but most importantly she didn’t want it to happen to anyone else. From there she realized that she wanted to learn more about the laws in the entertainment industry, so that she can know her rights as a creator and so that

Hip-hop has been a part of African-American culture since it’s inception. Amir “Questlove” Thompson’s memoir Mo’ Meta Blues, co-written by Ben Greenman, shows the evolution of hip-hop from it’s early beginnings through 2013, as well as tells the story of one of the genre’s best musicians childhood in Philadelphia. Quest love grew up in Philadelphia and was raised by his father, a doo-wop singer, and mother, a singer/dancer who also ran a clothing store. From an early age Questlove was exposed to music, but only the music his parents wanted to hear. Questlove even tells of how he had to hide Prince albums in his drums set so his parents wouldn’t take him

The vision, mission statement, and the company values help direct the company’s strategic plan. The vision statement provides the direction the company desires to head. By knowing where the organization wants to be in the future the strategic plan will be developed accordingly to the desired outcome. The mission statement tells the potential customers what the organization is all about and creates a snap shot of the organizational values. The strategic plan is formulated to provide the backbone of the mission statement. Finally the organizational values help keep the core values in

(1) The management team must adopt a strategic management plan. First of all, they have to develop a clear vision and a mission statement to inspire and motivate all the frameworks for the company’s future strategic planning. According to “Mission Statements and Vision Statement” (2011), “by crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future” (p.1). The management team should create a mission statement that describes the company’s purpose and primary objective. For the vision statement, it should include the company’s value and purpose of the company. With a clear vision and mission statement, management and employees would be able to follow the right direction as a team. They also need to define “who their customers are, what products and services it supplies, and how these products and services are provided” (BUSN 460 Week 1 video, slide 3).

I normally pass by buskers, but the music of David Knight drew me in like a story begging you to reach the last page. It’s hard for musician’s to ‘make it’ in this industry, and it is easy to pass by the ones still doing the hard yards, where the local coffee shop is their arena. David Knight made me pause and see this for what it truly could be: stunning, moving and well-crafted

We agree with the way the cost per division is being calculated. However, we propose a different way to allocate indirect cost per product based on the number of hours calculated for each product and an estimate of the number of units needed for special effects, concept/design, and artist relations related to each product. Based on the calculations provided by Mr. King, we used the cost per hour or unit shown on the Resource-Based Cost Report to calculate the costs of each resource by product line. Once we had the cost resource-based, we calculated a percentage for Cassettes, CDs, and Digital Sound Tracks (DST). The percentage was applied to the “indirect costs allocated from central office”, shown on the product-type cost report, for each of the previously mentioned products. When we got the indirect costs, we noticed that DST absorbed most of those costs, which increased from $53,227 to $105,590. DST requires a lot more of recording studio hours, extensive special effects, new concept design, and continued artists relations. When comparing the indirect costs for Cassettes and CDs calculated using the Product Type-Based and the Service-Based systems, we noticed that both products’ indirect costs decreased by using the Service-Based system. Cassettes require less recording studio hours, moderate special effects, none modification to the

The company’s debt ratios are 54.5% in 1988, 58.69% in 1989, 62.7% in 1990, and 67.37% in 1991. What this means is that the company is increasing its financial risk by taking on more leverage. The company has been taking an extensive amount of purchasing over the past couple of years, which could be the reason as to why net income has not grown much beyond several thousands of dollars. One could argue that the company is trying to expand its inventory to help accumulate future sales. But another problem is that the company’s

Rapid Repair’s profitability appears good but their cash balance has shrunk. Write a report that provides a financial analysis

By using Ben and Jerry's as am example, I aim to detail and show that by having the characteristic's that make up an effective mission, vision and values of a firm that can be developed for the long term and withstand the test of time. Developing and defining the mission, vision and values of the firm and thus the development of a strategic vision act as the foundations (pillar 1 of the 5 pillars in Strategy formulation) for which a firm can craft and execute its strategy. Having clear mission, vision and value statements allows for the setting of objectives, provides guidance and acts as a benchmark for the crafting of a company's strategy to achieve those objectives and in the implementation of its strategy.

The world market of record music in 1990s was dominated by only five big corporations: BMG Entertainment, EMI, Sony Music Entertainment, Warner Music Group and Universal Music Group. The majors could maintain their status thanks to patents and agreements, technological improvements and M&As. The majors had the complete control of patents and music rights from the artists. Even though the artists tried to directly contact to the customers, they could not afford the attempt. Thus, they relied on the professional signers and on the publishing company. The

David, F. (2013). The Business Vision and Mission.  Strategic Management. Pearson Education Retrieved from http://faculty.unlv.edu/amiller/BUS496/david%20_sm14_inppt02.ppt