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Other Added - CCM Music Recording Company Case Study Part 1 - Company Overview
Marketing is not over when the campaign is in full swing. You need to be available to make adjustments and answer questions from your target prospects. Although calendars can fill up, always have multiple spots available to help others, they will create a great business relationship in the long run. Sometimes customers need extra attention to get an unrelated project completed. Even though this may take time out of your day, find out more about what they want and how you can help them accomplish their goals. I am not saying to work for free but I am saying you can give free advice to help them along the way. If you are already doing a great job on a different project for them and you were willing to share your knowledge on something unrelated, you are building further strength into your relationship. It is the relationship that will give you more projects to work on and not your charge out fee. I am always willing to give advice as long as I am not selling myself short. By this I mean that I do not want to show them how to complete the project, just nudge them in the right direction. If they need further advice, suggest they hire you onto the project for completion.Even though you may have a great dea
CCM business model includes following components:
Value Proposition: satisfaction of customers' needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expa
As a professional in the computer reseller business, you need to create strong recourse policies to handle any customer complaints. If these policies are clear and in place, you can have satisfied customers and a good reputation even if you run into snags along the way.Elements of Computer Reseller Business Recourse PoliciesThe most effective recourse policies give the customer a sense of total control. Listen to concerns, apologize for any inconveniences and quickly fix the problem. Taking action in this way will help build a positive relationship in the computer reseller business and give a customer the opportunity to get his needs best met.A Good AdvisorConsulting an advisor can help a computer reseller business build its reputation. Choose someone that has a strong presence in the community and put the advisor's name on all brochures, on the website and on the letterheads. Customers will trust you more as a business connected with a well-respected community leader.The Better Business BureauJoining the Better Business Bureau or another similar community group is also important for a computer reseller business. But do more than just join; attend meetings and
CCM, Colorado Creative Music, is music recording studio, founded in 1995 by Darren Curtis Skanson, primarily established as vanity label for producing, promoting and selling his own records, and consequently developed into microlabel with 4 product lines and 11 different albums. In 2000, the company sold 30,000 of Darren Curtis Skanson CDs and received net profit of $4,292.00. The company aims at expanding its customer base, acquire more popularity, and develop the company from microlabel to the independent one.
Vision/objectives
The business vision of Colorado Creative Music consists of three components - Core Value, Core Purpose and Visionary Goals (Thompson, Strickland, 2003).
Core values of CCM are quality, creativity, and excellent customer service. The core purpose of this organization is to make more people listen to classical and light acoustic music and admire it. As for the visionary goals, the strategic dilemma of the business arises. Thus, one of the visionary goal is to make the music produced, played and recorded by CCM musicians, heard by larger audience. The other visionary goal that doesn't completely go in line with the first one is to win the large custom market for the company's products and services. The collision here is in the primary value and target of the business: in the first case the attention is attached to the product, music, while the second one is focused on the development of the organization. This dilemma is the subject of strategic choice of the organization, which will be outlined and discussed later.
At the present moment, the main objectives of the company are: positioning the business against its rivals, development of distribution channels, development of the products and enhancement of the product line, anticipating changes in demand and adjusting the firm's strategy to respond to them.
Operating environment
The firm operates on American market which is characterized by political and economical stability, technical advancements in producing and distribution processes, large number of potential customers, broad demand and intense competition.
Business model
Business model is the mechanism for the company to generate the revenues and profits. It includes strategy and implementation thereof and should answer such questions as how the firm selects its customers, how it differentiates its products from those or rivals, how it creates utility for the customers, how it acquires and preserves them, promotion and distribution strategies, how it allocates its resources and derives profit. As for promotion and distribution techniques for Colorado Creative Music, the particular attention is attached to Internet aspect of the distribution and its capabilities.
Internet is not only alternative way to traditional methods of music distribution, but also a great opportunity for artists and music-recording companies to expose these products to broad public. The advantages of such means are low cost of entrance and enormous size of potential customers market. Traditional chain of music distribution includes such components as writer/performer, publisher, musical instruments company, live performances, venue equipment and services, recording, studio equipment and services, recorded performances such as night clubs, bars, business music, broadcast, film and music videos, and retail. These are traditional stages through which the song or other musical product must pass to get to the final customer. Internet makes this chain of distribution shorter and simpler, and therefore internet-based promotion, advertisement and distribution can be considered a new business model to base the business on. Further information on virtual distribution will be discussed in relevant section.
CCM business model includes following components:
Value Proposition: satisfaction of customers' needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expan
So what will you put on your resume when you apply for your first “job” in 3, 5, 10, 15 years?Depending on the work you are applying for, this can be challenging. Challenging but not impossible.The concept of putting “Domestic Engineer” or some other fancy way of describing time as a homemaker may seem amusing, but it doesn’t fool anyone.Rather, concentrate on the SKILLS you used in the various things you were doing.Pulling skills out of activities is in itself a skill, but a skill once mastered that is easy and even fun to use.From being a homemaker you have many, many valuable skills.Did you volunteer? This is a job. Just because it wasn’t paid, doesn’t make it any less valuable as a venue where you contributed effectively and gained new skills.You want to look carefully at the position for which you are applying – and this means doing this for every position. One resume does not fit all jobs.What skills are they asking for? What other skills, although not mentioned in words, would they obviously be very happy to find their applicant having? What other skills could be an advantage in this type of job?If
At the present moment, the main objectives of the company are: positioning the business against its rivals, development of distribution channels, development of the products and enhancement of the product line, anticipating changes in demand and adjusting the firm's strategy to respond to them.
Operating environment
The firm operates on American market which is characterized by political and economical stability, technical advancements in producing and distribution processes, large number of potential customers, broad demand and intense competition.
Business model
Business model is the mechanism for the company to generate the revenues and profits. It includes strategy and implementation thereof and should answer such questions as how the firm selects its customers, how it differentiates its products from those or rivals, how it creates utility for the customers, how it acquires and preserves them, promotion and distribution strategies, how it allocates its resources and derives profit. As for promotion and distribution techniques for Colorado Creative Music, the particular attention is attached to Internet aspect of the distribution and its capabilities.
Internet is not only alternative way to traditional methods of music distribution, but also a great opportunity for artists and music-recording companies to expose these products to broad public. The advantages of such means are low cost of entrance and enormous size of potential customers market. Traditional chain of music distribution includes such components as writer/performer, publisher, musical instruments company, live performances, venue equipment and services, recording, studio equipment and services, recorded performances such as night clubs, bars, business music, broadcast, film and music videos, and retail. These are traditional stages through which the song or other musical product must pass to get to the final customer. Internet makes this chain of distribution shorter and simpler, and therefore internet-based promotion, advertisement and distribution can be considered a new business model to base the business on. Further information on virtual distribution will be discussed in relevant section.
CCM business model includes following components:
Value Proposition: satisfaction of customers' needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expa
Many companies are surprised when they find excess inventory of fast moving items during a physical inventory. After getting over the initial surprise, they shrug their shoulders and say: “these are fast moving items and they should sell.” What they fail to realize is that even though fast moving items will sell, they carry unnecessary storage costs that affect their bottom line profit.Issues resulting from having the wrong purchasing information:- Fast moving items resulting in excess inventory. - Buying based on “gut feeling” rather than accurate computer information. - Buying “out of control.”Even fast moving items can result in excess inventory:In speaking with a mid-sized distribution company CEO about this subject, he told me that prior to the implementation of his new computer system, they always found excess inventory of his most successful selling items when the physical inventory was taken. When asked why this happened he said: “before we installed our new computer system, we did not have accurate information about our inventory level. Worrying that we would run out of stock, we ordered additional quantities of the fast moving items, not w
Operating environment
The firm operates on American market which is characterized by political and economical stability, technical advancements in producing and distribution processes, large number of potential customers, broad demand and intense competition.
Business model
Business model is the mechanism for the company to generate the revenues and profits. It includes strategy and implementation thereof and should answer such questions as how the firm selects its customers, how it differentiates its products from those or rivals, how it creates utility for the customers, how it acquires and preserves them, promotion and distribution strategies, how it allocates its resources and derives profit. As for promotion and distribution techniques for Colorado Creative Music, the particular attention is attached to Internet aspect of the distribution and its capabilities.
Internet is not only alternative way to traditional methods of music distribution, but also a great opportunity for artists and music-recording companies to expose these products to broad public. The advantages of such means are low cost of entrance and enormous size of potential customers market. Traditional chain of music distribution includes such components as writer/performer, publisher, musical instruments company, live performances, venue equipment and services, recording, studio equipment and services, recorded performances such as night clubs, bars, business music, broadcast, film and music videos, and retail. These are traditional stages through which the song or other musical product must pass to get to the final customer. Internet makes this chain of distribution shorter and simpler, and therefore internet-based promotion, advertisement and distribution can be considered a new business model to base the business on. Further information on virtual distribution will be discussed in relevant section.
CCM business model includes following components:
Value Proposition: satisfaction of customers' needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expa
Since the US launch of Dyson vacuum cleaners in 2003, they have taken the US market by storm. In fact, Dyson has been so successful – not just in the US, but throughout the world - that Hoover, once the powerhouse of the vacuum cleaner industry, has rapidly lost market share. In fact, Hoover has experienced such a decline in profitability that it has been put up for sale by its parent company.But how has Dyson achieved this success? Is it due to superior design and functionality or is it the result of a slick marketing campaign? The real question is this: how sustainable is Dyson's success? Marketing hype is OK in the short term, but can cost you down the line if customers do not become repeat buyers because they feel cheated by the initial sales pitch. On the other hand, if the Dyson range really does deliver, then customer loyalty will no doubt ensure long-term success.After much hard work and thousands of prototypes, James Dyson unveiled his first vacuum cleaner - the G force – back in 1991. He'd tried to take the Dyson concept to all of the major players in the industry, but was politely shown the door at every turn. With a lack of funding to turn his dream into reality, he was facing bankr
Internet is not only alternative way to traditional methods of music distribution, but also a great opportunity for artists and music-recording companies to expose these products to broad public. The advantages of such means are low cost of entrance and enormous size of potential customers market. Traditional chain of music distribution includes such components as writer/performer, publisher, musical instruments company, live performances, venue equipment and services, recording, studio equipment and services, recorded performances such as night clubs, bars, business music, broadcast, film and music videos, and retail. These are traditional stages through which the song or other musical product must pass to get to the final customer. Internet makes this chain of distribution shorter and simpler, and therefore internet-based promotion, advertisement and distribution can be considered a new business model to base the business on. Further information on virtual distribution will be discussed in relevant section.
CCM business model includes following components:
Value Proposition: satisfaction of customers' needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expa
Everywhere you look today, you see them. The logos are plastered all over the entryways into most business shops you see on the roads, you seem the at the bottom of every order form page online or in the paper, and even the olympics and the NFL!Visa and Mastercard logos are everywhere you want, or don't want them to be!With the country today spending so much money on credit, with the "buy now, pay later" mentality, accepting credit cards will truly increase your business simply by accepting these forms of payments.Debit cards are standard becoming the way younger adults pay. Cash is becoming also as obsolete as the 8 track!National Translink Corporation has conducted a survey all over 10,000 merchants that have been accepting credit cards for over 3 years. What the survey found, was that an astonishing 68% of the business owners stated an average of 45% increase in sales within 3 months of accepting all forms of payment. And that their customer base, was 60% of all customers used some type of payment other than cash.Don't limit your businesses ability to increase profits.Allow any customer to pay in whatever way they can, to truly help your business grow!C
CCM business model includes following components:
Value Proposition: satisfaction of customers' needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expanded.
Value Chain Structure: structure of the firm to be described below
Revenue generation: through sales, direct sales in particular; revenue generation roots need to be expanded.
Position in the value network: enters the most specialized industry segment. A large number of competitors from all 4 segments of the industry; business may be complemented through alliance with larger recording company.
Competitive strategy: company's strategy primarily focused on differentiation rather than cost leadership strategy, through internet distribution allows making the products of CCM cheaper than those of competitors.
Market segmentation, targeting, positioning
The music recording industry has 4 clearly identifiable segments: major recording studios, independent labels, micro-labels and vanity labels. Major companies have large quantities of artists under contracts, reaching the number of 100, specialize on multiple types of music - rock, country, jazz, classical, traditional and other, and have formal and reliable national and international channels of distribution. Independent labels have 10-100 artists under contract, focus on recording of one or two major music styles and have either national or most often regional distribution channels.
Micro-labels have less then 10 artists under contract and are tightly focused on definite style of music. They are characterized by small staff and manager performing as the leading artist of the studio. Micro-labels have rarely formal distribution system and heavily rely on direct sales to fans and wholesale to clubs and specialty retailers.
Vanity labels segment is the fourth, the last and the most specialized segment of the music recording industry. They are founded by independent artists for recording and selling their products (Darren& Winn, 2003). At present, CCM is the micro-label that strives to convert into independent label. Therefore, CCM currently occupies rather narrow market niche of classic and traditional acoustic music admirers within the age of 40-60, predominantly white, middle class females throughout the territory of the United States, though the major part of the customers is focused in Colorado region. This is the result of market targeting, when the studio developed the measure of segment attractiveness - loyal customers and fans of performers; music, and selected appropriate target segment.
Today, the company wishes to change the segment it operates into. To expand the company's market segment it should develop product differentiation aimed at selling various products with different characteristics to different market segments. So far such differentiation is not developed.
On the basis thereof, the positioning approach now applied by the firm is differentiation positioning, which lies in filling less competitive, smaller market niche in which the firm locates its brand and attracts its customers.
Products
At present, the company disposes of 4 product lines and 11 different records. The brand names of the Company are: Darren Curtis Skanson, Acoustictherapy, Andrew Thomas Harling and Music for Candles. The style of the music offered is the same throughout all the brands: light classical guitar.
Distribution channels
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