Leadership Portfolio Projects - Recap

While my projects were mentioned throughout the prior posts, I decided to recap all of the ongoing and "one-off" activities/projects I have been doing for Family Moons and their artists:

Artist Management:

• Ongoing renewal of review and renewal of contracts - introducing artists to Intellectual Property and management practices.
• Ongoing brand building and maintenance - Interviewing and formulation of artists' brand identities and revenue streams.
• Ongoing Promotions and performance booking - Promoting artists' and securing performance bookings.

Event Management:

• Technical Coordination, Scenic Building, Promotions - 2010 Winter DJ Olympics - Benefiting the American Cancer Society
• Technical Coordination, Promotions, Performance - Family Moons 12 Year Anniversary
• Charity event sponsorships - Arranging donation of time and labor to charitable causes.

UPCOMING:

• October 2010 - TBA - Event in Phoenix, AZ (Non-charity event)
• January 2011 - 2011 Winter DJ Olympics - Benefiting Arts Adventures (Respite for children with Autism)
• June 2011 - 2011 Summer DJ Olympics - Benefiting Watermelon Ranch (No-kill animal shelter)

This is a set of skills and traits that I have determined are necessary for efficient management:

Organization - must have a certain level of organization. But most importantly OTHER people need to understand your method of organization.

Problem Solving - If it can go wrong, it will. Be prepared to deal with anything and everything.

Honesty - Don't try and manipulate your way through business. It will come back to haunt you.

Love - If you don't love what your doing then you shouldn't be doing it.

Commitment - Stick it through, but always know when to take a break.

A Special Thanks

Of all the classes that I have been involved with I found two that really stand out: Business Plan Development and Executive Leadership. There placement in this program is planned, I know, but to really sit back and understand these two classes is a bit breathtaking.

School is about encouragement and offering students an avenue for growth and creation. I have come out of the program with full confidence in my business endeavors, something that I didn't have going in.

I offer my sincerest thanks, to all of you, from all my classes: for your time, patience, compassion, and even the swift kick in the behind when necessary.

"What we think, we become." - Buddha

Business Plan Development

A constant within the program has been research. Research can be the line between success and failure. Wisdom is indispensable. The following is the original Leadership Portfolio assignment from Business Plan Development.

Introduction

The two experts that I have chosen are David E. Gumpert and Kevin O’Leary. Each person has extensive experience in small and large business. Each person specializes in different industries. One is internet marketing and the other is educational software.
David E. Gumpert is the author of Burn Your Business Plan! What Investors Really Want from Entrepreneurs. Mr. Gumpert is “a former staff reporter with The Wall Street Journal, former small business and marketing editor of the Harvard Business Review, former senior editor of Inc. Magazine and a graduate of the University of Chicago and Columbia University.” (www.davidgumpert.com) Gumpert has authored multiple books on business.
Kevin O’Leary is most famous for his role on the ABC television show Shark Tank, a reality television show that puts business owners and entrepreneurs up against a panel of experienced and highly successful venture capitalists and businesspeople. O’Leary created and made successful SoftKey Software Products, an educational software company that was eventually sold to Mattel for 3.7 Billion Dollars.

Key Plan Components

Each individual had a unique perspective on a business plan. David Gumpert takes an approach that is written in his book, Burn Your Business Plan! What Investors Really Want from Entrepreneurs. Gumpert states, “entrepreneurs should focus their company-building efforts on such tasks as creating a Web site that communicates their business model, obtaining publicity, keeping the finances under control, and making sales before thinking seriously about writing a business plan.” (Gumpert, 2010) His statement lays out the importance of knowing the internal structure and organization of your company. Gumpert believes that if you don’t know where your company is with in its operations then the time spent on a business plan is useless and wasteful. Knowing where the company is at will inherently feed to your overall “plan” but the plan is not the primary focus, running your business is.
Kevin O’Leary counteracts David Gumpert’s opinion. “It's clear in how they described their business plan that they are the right people to execute their plan.” (O’Leary, 2010) He states the importance of having the right people for the right job. O’Leary continues to say, “If you look at the strengths or the attributes of those that are successful there are three things; one is that they are able to articulate their vision in a very short period of time.” (O’Leary, 2010) Cohesion between the plan and the person is imperative to communicating the concept quickly and accurately, especially when seeking funding.
Both experts seem to encourage a sense of optimism within realism. Being positive and having the correct attitude has more influence on investors then the actual written document.

Pitfalls

To major pitfalls were discovered when reviewing Gumpert and O’Leary. Gumpert discusses of stubbornness in planning. This pitfall goes along with his argument that business people should not spend so much time on the plan, but rather on the business itself. O’Leary links several problems into one: overvalue a product and not having the right people for the product.
Pitfall Avoidance
Avoid overvaluing of the products or services of MEMG will be difficult in the music industry. This is because the industry is attempts to place a value on non-tangible creativity. The biggest problem will be the artists directly. It was stated in Artist and Product management that an artist will tend to overvalue its talent and marketability.
Morrow Entertainment and Media Group plans to avoid the prior pitfalls by following exactly what each expert said. While the plan is important, it is more important to use the business plan as a reference document, in order to view where you are coming from and where you are going. MEMG plans to make a schedule and a time limit for reviewing the internal business plan to facilitate its correct usage.
The importance of having the correct people in the correct job has influenced MEMG to plan on adding staff earlier in the process. MEMG must utilize the strengths of others in order to make MEMG as successful as possible. Rather than incorporating staff at approximately year three, the Company will further research management pitfalls. One of those staff positions will be an additional artist manager. Utilizing a second manager will allow Morrow Entertainment and Media Group to handle artists more efficiently and price there services in a fair and appropriate manner.

Reference:

Gumpert, D. (2010). Burn your business plan!. Sourced from http://www.entrepreneurship.org/burn-your-business-plan.html on May 30, 2010.
Norton, A. (January 8, 2010). 411mania interviews: shark tank's daymond john & kevin o'leary. Sourced from http://www.411mania.com/movies/columns/126205/411maniaInterviews: Shark Tank%5C%5Cs-Daymond-John-&-Kevin-O%5C%5CLeary.htm on May 30, 2010.
ABC. Kevin o’leary shark tank biography. Sourced from http://abc.go.com/shows/shark tank/bio/kevin-oleary/276282 on May 30, 2010.

Mobile Marketing

The world of communication is growing at an exponential rate. Mobile technologies are linking societies and commerce worldwide. However, the United States is one of the slowest to fully integrate wireless technology. The interviews conducted for this assignment offer a unique perspective into the reasoning behind United States users. Most of those reasons are based on security and sensitivity to privacy. Yet, demographic differences allude that those reasons may change.

The conducted interviews presented many challenges of how mobile marketing will affect the business plan for Morrow Entertainment and Media Group. MEMG is committed to offering marketing strategies that will be legal and responsible. MEMG has already observed negative feedback just from simple promotional texts for shows. These texts are of a personal nature, not business, but the responses show how easily mobile users are annoyed and how easily the relationship is stressed.

Mobile is a relatively new marketing stream that requires a lot of caution when approaching. Through the class and projects you come to realize that mobile culture, in this country (USA), is still very private.

Internet Marketing and Web Search Optimization

Introduction:
The advent of the Mp3 has changed music forever. The effects have been felt through every musical genre, country, rap, pop, but none more than electronic dance music. Deejaying through the use of digital vinyl systems (DVS), such as Serato Scratch and Native Instruments Traktor, along with other digital software, such as Ableton Live, would cause a massive explosion in the popularity and accessibility of electronic music (Check out this article: http://sites.google.com/site/digitalimo/the-digital-state-of-the-dj).
At one point in time the only way to further your career as an electronic music producer or deejay was to find a label willing to give you a deal. Not the case any more. Any man, woman, and child can use the Internet to distribute, promote, and be successful off their creative content. This is because there is now no one to tell you whether it’s good enough or not. The days of the record executive are over. Welcome the new age of Digital Distribution.

Digital Distribution:
Digital distribution encompasses the act of transmitting any and all forms of digital content through digital means, i.e. the Internet. Digital distribution allows for artists to become self-publishers and disseminate their creative works using an ever-increasing list of digital options. These options include:
• Posting Content to Blogs and other Social Media Sites. See www.soundcloud.com.
• Using a digital distribution service. See www.ingrooves.com;
• Direct negotiations with digital retailers. See www.beatport.com or www.Junodownload.com;
• Direct sales using artist websites and other means.
A common argument is for-profit vs. free. Both sides play an important role the how an artist chooses to distribute their music and each side need to each other. Digital piracy has created the need for new thinking and new models of doing business in the digital world. The primary point that should be made is: there is no money in the record industry. Primary revenue is no longer obtained through the sales of records, or downloads. Creative ideas for income are now required as is the need for more gigs. Releasing music is now as much a part of marketing and promotions as the headshots.

Digital Download Retailers
The invention of the Mp3 created a need for a source to obtain them. At first, file sharing programs such as Morpheus, as well as sites such as Napster, filled the niche. But just as quick as they filled it, they closed it because of copyright infringement legal battles.
While the likes of those past practices set a precedent of piracy, new business models were created to answer the calls of those wishing to purchase high quality music. Those requests were mainly fueled by Deejays seeking higher fidelity in the digital market. In 2004, Beatport was founded. Beatport paved the way for legal digital music downloads. Not far behind, companies such as Juno and Audiojelly soon joined as the competition. The importance of digital retailers lies in the fact that most of them are relatively easy to join. And this creates an excellent opportunity for artists/labels wishing to reach global audiences.

An excellent example of internet marketing is Family Moons artist Omega: http://soundcloud.com/omegadubstep

Reference:
Beatport, LLC
www.beatport.com
Beatport – Wikipedia Article
http://en.wikipedia.org/wiki/Beatport
Digital Distribution Definition
http://en.wikipedia.org/wiki/Digital_distribution
InGrooves
ingrooves.com
Soundcloud
www.soundcloud.com

"Whatever words we utter should be chosen with care, for people will hear them and be influenced by them for good or ill." - Buddha

Entertainment Media Publishing and Distribution

It was this project that truly made me realize where I needed to take my career. Being unhappy with theatre for the last several years, I have discovered that electronic dance music is where my heart lies. This project provided the opportunity to begin putting pen to paper about a business that I have been discussing for several years.

Another major thing happened during this course, Family Moons nearly fell a part. It all goes back to where I quoted my uncle, "you have to set yourself up to succeed." Because of miscommunication and longtime tension, relations between the owners landed Family Moons in a near death situation. I am happy to say that it has been resolved but it reminds me how important it is to remain involved and informed on all business decisions AND to know when to let the reigns go and allow others to step up and take control. This situation created the need for a separate entity to be created. This is where my business plan has started taking shape.

Advanced Entertainment Law

This class and project were the most difficult pieces of the program for three reasons: I have no legal background, New Mexico is short on entertainment attorney's, and it was right after the holidays.

When I applied some of the legal wisdom (like never try to do a lawyers job yourself!) into Family Moons I received a lot of push back. That push is directly related to the financial problems I stated in a previous post. I have experienced the hesitation within my own businesses as well but legal representation is the WRONG place to cut corners. Protecting yourself and your business is of the upmost importance because, "it's not IF you get sued, it's WHEN you get sued." We are an over litigious society in which everyone sues everybody for everything. Not fully acknowledging legal risks and obtaining appropriate council can cost your ability to do business.

Product and Artist Management

Artist management is something I never thought I would take and interest in. Within this course several of my required LP projects took root and/or expanded. Due to my interest in artist management, I took the reigns on beginning to organize and brand our artists. During this time we:

• Began to produce the First New Mexico Winter DJ Olympics
• We also sponsored a Warehouse 508 fundraising event in which we donated performances from our roster.
• Expanded our artist branding initiative and finished contracts (check the Negotiation and Deal Making post)

Check out this PowerPoint Movie:

Negotiation and Deal Making

Introduction

     FamilyMoons, LLC, is a professional that produces and promotes, for-profit and not-for-profit, musical events. The group is comprised of musical artists, performance artists, promoters that work along side management staff. The organization has been active for over twelve years and has seen a significant amount of growth with in the last two years.

Problem

     FamilyMoons, LLC is formulating multiple contractual agreements for its staff and artists. I am an artist and a part of the management team for family moons. It was my job to provide input on clear, concise and fair agreements that will represent both the interest of FamilyMoons and each affiliated artists. It is important to note that each person involved in management of FamilyMoons is, in fact, an Artist within the organization. This fact perpetuates the need for an agreement that will provide rights and protections for each party because of the nature of the organization.

Roles and Concerns

     Prior to discussions, FamilyMoons artists and management were contacted and questioned on there primary concerns. All concerns fit within the five core concerns expressed in Roger Fisher and Daniel Shapiro’s book, Beyond Reason. However, each party expressed emphasis on significantly different concerns.

     Artists expressed a significantly different position than management. Artists main concerns focused on their affiliation with the FamilyMoons’ brand. Greg Rottenbush (personal communication, November 15, 2009) expressed, “musical support group.” The need for professional assistance and guidance surpassed all needs. The artists also recognized their role with in the organization as not just being artist. They attributed themselves as the root of marketing, specifically legitimizing their roles by calling themselves the “faces” of FamilyMoons. Their status as FamilyMoons artists are solidified by being figures in the public eye, ultimately playing the role as a Public Relations representative (personal communication, November 15, 2009).

     Management had very interesting concerns that drastically differentiated from the artists. The concerns directly related to the success and integrity of the business as a whole. Specifically, “Maintaining brand integrity, ensuring financial growth and controlling the creative direction,” were the primary concerns of Aaron Jackson, the Regional Director of Family Moons (personal communication, November 15, 2009).

     As said before, all 5 concerns were expressed within both groups. Both parties are committed to creating a positive and nurturing relationship that will help everybody grow. This point is the most important point in establishing the types of agreements that FamilyMoons will incorporate.

Agreements

     The goal of discussions was to discuss each and every document that should and would be presented to management and the artists for final negotiations. The documents to be discussed and presented to the FamilyMoons’ artists are: Affiliation Agreement, Management Agreement, Non-Disclosure Agreement, and Independent Contractor Agreement. The actual bodies of the agreements have not been finalized. This is because of the importance of the data that Adam Morrow researched. However, the four agreements listed were agreed upon as being necessary to the business.

     The affiliation agreement has two purposes: a) to protect the FamilyMoons brand from unauthorized use, and b) to allow the artist full rights to use the FamilyMoons brand on all authorized promotional material. This agreement allows the artist to publish and use FamilyMoons typesetting and logo material to help promote the artist’s public status. The agreements also gives the rights of the company approve the promotional materials in order to protect the company’s image. This agreement will have to be signed by all members of the organization.

     The Management agreement will establish management and booking services to all FamilyMoons’ artists. This agreement will establish necessary protocol for artist, management, and promoter negotiations. The agreement also includes exclusivity clauses for non-competition purposes. The agreement establishes a veil of protection for the artist by addressing the concerns for legal protection and guidance. Financial compensation and commissions are based on a tiered system. This agreement will only apply to musical artists and will possible be assigned to performance artists in the future.

     The Non-Disclosure agreement will state that all FamilyMoons’ related business is to be kept confidential. This agreement will also articulate consequences for acts of disclosure and will be signed by all members of the organization.

     The fourth and final agreement is the Independent Contractor agreement. This agreement will establish, for tax purposes, musical and performance artists as exclusive independent contractors to FamilyMoons, LLC. Artists and performers will be expected to moderate and record their own tax liabilities.

Lessons

     Several lessons have been learned from the creation of this document, the research, and the resulting proposals. The first lesson was the importance of listening and communicating to the concerns and problems of all involved parties. The act of communication and listening established a relationship between the artist and manager that will in turn create a stronger and fairer agreement because the feeling of appreciation and affiliation were met. This was by far the most important step because it allows for information to be processed prior to the actual negotiation. The second lesson was: even though all concerns may be heard, it will be difficult to address each concern fully for each party.

     The importance of these lessons are immeasurable. The research leaves a significant gap between what should and shouldn’t be included within the agreements. However, the act of contacting each party created an invaluable relationship between all groups that will open the door for positive and efficient negotiations.

Reference

Fisher, R. and Shapiro, D. (2006). Beyond reason: using emotions as you negotiate.

            New York. Penguin Group, Inc.

Global Business Strategy

Introduction

     The interview of Philip Dauman, from Digital Hollywood, provides a unique insight into the entertainment business world. He provides honest, down-to-earth advice that translates into the entire business community. Three main topics are transpired from the interview: the brand portfolio, marketing, the economy and the issue of Internet piracy.

     Philip Dauman is the president and chief executive officer of Viacom Incorporated. Viacom, Inc. “engages audiences on television, motion picture and digital platforms through many of the worlds best known entertainment brands.” Many of the popular brands on television including MTV, VH1, Comedy Central, Nickelodeon, and Paramount Pictures are products of Viacom, Inc. Viacom runs “approximately 160 channels and more than 400 online properties in 160 countries and territories” proving the global impact that Viacom has across the globe. Philip Dauman has been involved with Viacom since 1987, serving in multiple capacities.

Portfolio of Brands

     In the beginning of the interview, Philip Dauman expresses the importance of maintaining a strong portfolio of brands that creates a healthy portfolio of assets and those brands create and maintain a healthy relationship amongst each other in the portfolio. Viacom’s brands create value amongst each other by utilizing the viewership.

     The brands are intended to create value for the company and that will in turn continue to grow the company. When the value is demonstrated, the company will be placed into a stronger strategic position. More options are brought to the table as collateral when creating partnerships. When the strategic position is positive and a good set of assets is acquired, the ability to outlast economic fluctuations is solidified.

Marketing Integration

     An important point is the creation and preservation of relationships, both to the competitors and partners as well as the consumer. Integrated marketing strategies that add value to all partners and add value to strategic partnerships. By integrating marketing campaigns, brands have the exposure to new demographics and the chance to create a syncopated relationship with the other brands in the category. Integration also assists in creating ubiquitous brands that will compete globally. Integration continues through the utilization of the Internet. An Internet presence will only serve as an additional vehicle to expose your brand to the consumer.

Economy

     The economy, at the time of this writing, is in recession and poses other threats to the establishment and preservation of entertainment brands. If following the prior two points, the company will be in a better position to ride the waves of economic insecurities. Philip Dauman states in the interview that the economy is “never as bad as it seems.” (Media Summit, 2009) The psychological impact of economic recession is greater than the actual recession itself.

When addressing the economy in both peaks and troughs, it is imperative that a company constantly analyzes and if necessary, redirects, the company’s business plan. By continually assessing the situation, the company will be able recognize and reorganize to address issues that arise. This point cross-pollinates into the other parts of the organization.

Piracy

     The Internet has created a unique problem to entertainment business. The issue of piracy is a serious detriment to the profits of entertainment-based companies. While the interview with Philip Dauman does not directly address the issue, Viacom, Inc. is in the beginnings of a legal battle with Google, Inc. The litigation is based around the issue of piracy and the maintenance of

Intellectual property. For Viacom, the piracy issue is illegally hosted and distributed television programs and Paramount movies through the Internet. All creative and administrative parties deserve and expect to be paid for the products and services provided. The solution has yet to be found. However, Viacom has begun discussions with distribution companies and partners that could make Internet distribution profitable. By syncing services the possibility of erasing the want, or need, to solicit illegal materials may be solved using subscriptions that are rolled into current offered services.

Conclusion

By firmly protecting and maintaining a company’s brands, integrated marketing with in all elements of technology, and creating strategic partnerships a company will solidify its position and add value to its brands. Creation of a stronger product or service that is in high demand by the consumer will then add economic stability. 

References

Media Summit 2009. (2009, March 18). [Keynote speaker, Philip Dauman]. Video retrieved from the Digital Hollywood web site:             http://www.digitalhollywood.com/09MediaSummit/Media09KeynoteThree.html

Family Moons 12 Year Anniversary Event

August marked the 12th Anniversary of Family Moons. Management, including myself, organized a three day, two night, festival as a celebration. The event was located in Los Alamos, New Mexico and benefited the Los Alamos Fire Department, who were having financial difficulties. Image used with permission.

Forty Eight hours of solid music takes a large amount of organization, planning, patience, perseverance, problem solving, and a loud voice.

Entertainment Business Finance

This interview with Mr. Fisher shed some light on a few of the financial setbacks that seemed to plague Family Moons. My uncle said an interesting thing about business, "you have to set yourself up to succeed." Those words still echo through my head constantly. Family Moons hasn't really set itself up to succeed: no formal business plan, no formal management structure, and no description of managers roles.    

Give it a read:

Introduction

    Donald Fisher is an investor based out of Houston, Texas. At eighty-three years of age, the man is a wealth of knowledge. While his experience is not in the entertainment industry, his knowledge and expertise in retail, management, and investments can transfer to practically any industry.

     Mr. Fisher started his first company, a Retail Merchants Association, in the early nineteen fifties. The business was located in a small town and was supplying credit reports to business. The company was unsuccessful and after the sale of the business him and his wife, Estelle, bought an appliance retail store then a Laundromat in the same small town. After an unsuccessful run, Mr. Fisher sold both business and moved to Houston, Texas. During a long stint as a traveling appliance salesman, Mr. Fisher would work at a pawnshop, owned by a friend, on the weekends. His skills as a salesman and managing inventory developed during his employment and Mr. Fisher decided that he “could run a pawnshop better than him” (personal communication, September 19, 2009) and set out to open his first store. The first Circle Pawn Shop was opened in 1966.

     Donald Fisher is still active in the pawn community. Mr. Fisher helped form the Houston Pawn Brokers Association and was president of the Texas Pawn Brokers Association. He was influential in pushing for fair legislation providing greater protections to both pawn businesses and their customers. Conversational points centered around: business startup, maintenance, qualities needed by owners and mangers to sustain a profitable business and the role as an investor.

Startup Capital

     The question was asked how Mr. Fisher raised the startup capital and the answer was surprisingly shocking. The Fishers sold there dream house and began renting a small house right around the corner. It was with this money that the first store was opened. The decision to use this form of income was based out of necessity. This was due to the Fishers not having any capital assets to use for a loan. Mr. Fisher expressed that “it takes money to make money,” and that is the most difficult hurdle when forming a business.

     Mr. Fisher used a local bank to finance short term loans that would help supply cash flow for the day-to-day operations and often to help pay income taxes. Stress was placed on an open communication and relationship between a business owner and a lender. Even more stress was placed on the relationship. Mr. Fisher states, “Most small businesses will start out with a bank loan. It is important to use a local bank.” Mr. Fisher’s reasons are simple. A lender must understand the nature of the borrower and the nature of the business. Within large lending institutions it is difficult to obtain timely information and responses to loan requests due to the different parties involved in the process. Mr. Fisher encourages the use of locally owned financial institutions because of the market understanding that they will have. Further more, the ability to have your requested handled by someone with instant authority is important because it helps develop the relationship with the bank. Mr. Fisher used the bank that supplied the company’s short-term loans for many years to follow.

     Within the Master of Science in Entertainment Business program through Full Sail, the thesis is based on the formation of a business plan. This plan is integral to the formation and maintenance of successful business. Mr. Fisher explained a question for creating a plan and, in turn, a business: How can I provide a service, enjoy doing it, and make money? His answer was, “find a service or product, either new or make one better, be willing to do what ever it takes to do it, and start digging.” His answer was similar to Rich Dad, Poor Dad. Rich dad explains why he likes Texans. Rich dad states, “When Texans win, they win big. And when they lose, it’s spectacular.” (Kiyosaki, 2000) It is perseverance that creates a successful business.

Maintenance

     The maintenance of a business can be the most challenging, yet most exciting experiences. Mr. Fisher said, that a business could be “a lot of fun, but with a lot of heartache.” The key to understanding your business is to understand your market and your plan. His advice was to “know what’s going on” and “constantly reviewing your plan.”

     A business owner must: know people in the industry, know the laws, and stay involved. Mr. Fisher did this by, 1: being involved in the various associations with in the state, county and state communities. These associations give market feedback that is imperative to the survival of the industry. If Mr. Fisher didn’t have an association in the area, he created one and ultimately helped create markets in areas that didn’t have pawn services. The creation of these associations also aided in garnering support from politicians. By having influence in the political community, laws are easier to create and change when necessary. And, 2: read. The information in trade magazines and publications are important because of information on market health and trends in the rest of the country and world. Mr. Fisher reads Forbes and the Wall Street Journal constantly. He said, “I would read about the large companies and try to model what they were doing. If it works for them, then it could work for me.”

     Maintenance of a business requires constant attention to the business plan. Flexibility and commitment are the primary attributes when addressing problems and solutions. As a business owner “you worry about the business twenty four hours a day, everyday.”

Qualities of a Business Owner

     Mr. Fisher said, “you either work for someone else or you have people work for you and neither is wrong.” This phrase rings from all facets of the business community and all throughout the textbooks in the Full Sail program. In Executive Leadership the concept of integrity overflows from everything that is read. It is Mr. Fisher’s integrity that has allowed him be successful. Success is understanding, nurturing, and believing in your employees. Mr. Fisher knew that the more he built an employee then the more productive his business would be.

     Donald Fisher shared a story of his first business partner. A manager with the company was working six days a week. Mr. Fisher told the manager to start taking Saturdays off to have more time with his family. The manager, about two weeks later, approached Mr. Fisher and stated that he wanted to work six days in order to make more money. The manager’s perseverance led Mr. Fisher to offer the manager a partnership within the company. The manager became successful, as did the business, and Mr. Fisher eventually sold the store to the Manager. This perseverance on part of the manager and the integrity of Mr. Fisher to help build the manager created a symbiotic relationship that enhanced the business.

Investments

The success and wealth of Mr. Fisher grew out of the investments he made in his businesses. Through the sale of the various pawn chains, he created a new role for himself. Moving from owner to investor, Mr. Fisher how uses his experience as a vehicle for educating his investments and providing consultations for businesses involved in the associations.

Mr. Fisher’s decisions on investment are based entirely on the business plans provided. His investments are primarily pawnbrokers and real estate and small businesses. Emphasis on the business plan enforces the importance of quality research and planning. Primary information that is reviewed is the financial statements, specifically the balance sheet and income statement. Proof of a viable plan is the most important factor when deciding to finance a business. Mr. Fisher’s investments are also primarily business that were started by him, in which he sold and continues to consult.

Conclusion

“You have to do what ever it takes to be successful,” Mr. Fisher states over and over. The people involved in the company are counting on the business owner to provide and manage in a responsible and efficient manner. Integrity and the desire to build the employees within the company is the start to a successful business.

Reference:

Bergernon, Pierre G. (2002). Survivor’s guide to finance.

            Mason, Ohio: South-Western.

Kiyosaki, Robert T. (2000). Rich dad, poor dad.

            New York: Grand Central Publishing.

Business Storytelling & Brand Development

The music industry has an interesting trend happening: it is no longer about record sales, its about the artist brand. The old ways of making money are out the door and new, far more lucrative, opportunities exist when the artist is marketed as its own brand. We have translated brand development into Family Moons. One of the many hats I am wearing is that of an Artist Manager. 

Amongst the activities of process building, I am now evaluating our artists and creating a brand strategy for each artist and it is no easy task. However, we have seen moderate success. Our artists' bookings have increased to each artist playing at least once per month, some more. Originally artists were only being booked once every couple of months. 

But how exactly did we do it?
Public perception is the most important factor I have discovered when trying to apply worth to an artist. We've started expanding our deejays' shows. Adding more for the same price creates more value as well as more opportunity for growing the fan base.

Look at Future Simple Project (a Family Moons group):

http://futuresimpleproject.com/

Executive Leadership

The Organization that I have joined is called Family Moons. Family Moons is a collective of deejay’s, musicians, producers, and visual and performance artists and volunteers. In the past, the group specialized in creating all ages, low cost electronic music events in the state of New Mexico. In 2004 the founders of the organization relocated to Boulder, Colorado, where it continued growing and meeting new contacts.

In 2009 a decision was made by the founders of Family Moons to fully license and reorganize the collective in New Mexico into a full-blown business. The organization brought in many new artists and performers; I was invited to be apart of the collective in May 2009. All new artist’s entered with a specific vision and mission: to produce a series of charity events benefiting and educating the Albuquerque Community on social issues including homelessness, gay rights, and underprivileged youth.

Many non-profits in Albuquerque have had significant cut backs due to the decrease in donations. Family Moons feels that with the musical following that the collective has created in its 12 years of promotions (specifically with the school aged community), that it is in a prime position to offer its services to help raise awareness that these organizations are a vital network to New Mexico’s underprivileged youth and families. Organizations to be supported are: The Storehouse Food Pantry, The Albuquerque Animal Humane Association and Warehouse 508.

Project and Team Management

The project and team management leadership portfolio project created growth within Family Moons because of the skills it nurtured. These skills, organization and risk assessment, directly correlated to processes that were being created within Family Moons.

Specific processes were needed:

How to submit an event idea

How to format that submission

What information was needed to be reviewed

We came up with a paper form in which certain questions were required to be answered. Those questions were: What is the show Concept? Where is the Proposed Venue? What is the budget? and How will it be financed? It is extremely difficult to direct creative people into such a strict form. But, this formula was able to help our team evaluate ideas in a realistic fashion.