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Edited Text
Zoe Schneider
GEMB M.A. Candidate
June 15th, 2019
Grown, Gifted, and Black Consulting
Executive Summary
The world is full of young, gifted persons of color - the ‘Nina Simone’s, the ‘Robert
Johnson’s, and the ‘Berry Gordy’s. So often, these individuals do not have adequate support to
develop their craft into a sustainable career. At Grown, Gifted, and Black Consulting, we work to
take young, developing artists from creative adolescence to professional, artistic adulthood. We
provide opportunities, encouragement, and resources for emerging musical artists, because we
imagine a better tomorrow, and we believe the work of unheard creators will take us there.
Operating as a creative media social enterprise, we are focused on working with artists of color
from limiting financial backgrounds, but we are welcoming to all. Through comprehensive
mentorship, administrative support, and informative workshops, we will enable our clients to
create sustainable artistic careers. Our team of compassionate, young, business professionals are
informed and equipped to support our clients with a diverse catalog of knowledge and
experience, generating effective and efficient service. With services ranging from social media
management, to digital marketing and strategy, industry counseling, contract negotiation support,
and more, it's our mission to use our expertise to help monetize their talents, and empower them
with tools to manage their artistic careers.
1. Company Overview
1.1 Name and Brands
Legal Name:
•
Grown, Gifted, and Black Consulting
Official Abbreviation:
•
GGBC
Brands:
•
Grown, Gifted, and Black
•
Interchangeable with Grown, Gifted, and Black Consulting
Website Domain Name:
www.growngiftedandblack.com
1.2 Sector
Industry Sector: Professional, Scientific, and Technical Services
NAICS Code 541611
Administrative Management and General Management Consulting Services
1.3 Legal Form
Limited Liability Company
I’m not committed to maintaining permanent ownership of this business, and do not plan
to develop it as a sole proprietorship. The security of limited liability is attractive, as well as the
ease in which control over the company could be transferred to another person when I feel ready
transition to a more passive role. Additionally, I would like to have partners in this pursuit within
the first 3 years and prepare to introduce a co-administrator. While the activities of this enterprise
could qualify for non-profit status, through six years of work in the non-profit sector, as founder
I have determined this is not the ideal path for the growth of this company. This venture could be
classified as social entrepreneurship or social enterprise, but the expectations and regulations
imposed on a non-profit on a federal level would hinder the success of this business.
1.4 State of Registration
GGBC will be launched in Boston, Massachusetts. Not only have I discovered a market
opportunity, I am very familiar with this urban landscape and its artistic community, having
studied music in Boston myself for many years. Additionally, my extensive knowledge of the
Bostonian culture will be advantageous for navigating the market and connecting with
consumers. While GGBC is able to work for many artists remotely, the majority of our business
will be conducted in the Greater Boston area. I will be registering my taxes in Massachusetts, the
company will be incorporated in this state, and it will be my home base as the CEO.
1.5 Core Activities and Competitive Advantage
Grown, Gifted, and Black is a consulting firm focused on providing administrative
support, industry counseling, and creative opportunities to developing musicians. Our services
welcome music creators from all backgrounds, but we have an emphasis on supporting young
artists of color. Our business model could be compared to that of Full Picture Consulting, a
brand-consulting agency based in New York, NY. This is a company with admirable mastery of
monetizing a personal network. Founded by Desiree Gruber, the company has been able to
facilitate iconic partnerships and events, as well as develop culturally impactful original content.
Although their work refers mainly to the fashion and lifestyle sectors there is much GGBC can
learn from their business model and trajectory. We strive to embody their ideals of intimate and
dedicated partnership between their employees and clients, however our clientele differ. GGBC
has set out to work specifically with a vulnerable population. Our consulting services would be
most useful to young musical artists with limited financial resources, who want to develop their
artistic identity and expand their brand reach. Run by young music business professionals, it's a
symbiotic relationship wherein lies the opportunity for our team to learn and develop best
practices for the promotion of artists in the music industry, while providing necessary services to
those who would not be able to procure them otherwise.
We provide many counseling and management opportunities, including personal profile
evaluation and development, to help artists explore their artistic identity and prepare a
professional profile for promotion, sponsorships or partnerships, or live performance
opportunities. GGBC also offers social media engagement and growth assistance, procuring and
facilitating brand partnerships and sponsorships, advising clients on contractual negotiations,
digital asset creation such as a website support, creative support, live performance bookings,
public relations, and networking opportunities. Volunteer consultants will conduct a large
portion of our main business activities, and are a critical part of our organizational structure.
Volunteered legal council from Annelise Rivero, bar certified lawyer, social media engagement
consulting from HSG visuals, a US based media management company, and Jody Slagel,
Berklee Alumni, assisting with financial management of GGBC, as well as offering financial
literacy assistance to our clientele. These donated services will be beneficial to potential clients,
and integral to the appeal of the company.
At Grown, Gifted, and Black artists such as Nina Simone, Robert Johnson, and Berry
Gordy inspire our ethos. American musicians and people of color who struggled deeply within
an industry that was not designed to support and encourage them as black artists. From their
example, we've learned the power of being young, gifted, and black - but now we've grown up.
In our world, and within the world of music today, young artists often find themselves lost and
unable to capitalize within the industry. It's our mission to build a bridge between the talent and
the industry to create sustainable and monetized careers for these developing artists. A key
component of our business model will be providing opportunities for young musicians to be
mentored by fellow artists and industry professionals. Activating a network of successful
professionals of color, such as ethnomusicologist Dr. Bill Banfield, publicist Yvette Noel-Shure,
or musician and professor Lawrence Watson, will allow our clients to obtain valuable guidance
and support that can be often hard to find within professional settings. Our competitive
advantage rests in the youth of our staff, the pulse of culture at their fingertips. We are
experienced and well connected nationally to provide optimal service to our artists. Immediate
access to the people who need our services most and a keen awareness of how to communicate
effectively with them will allow us to build impactful and sustainable partnerships.
2. Corporate Identity
2.1 Main Stakeholders
The young artists we intend to develop are the main stakeholders. We are not concerned
with our own in recognition in the industry, and we are not concerned with financial viability and
success, our sole mission is to empower young artists with business skills they need to survive in
the music industry. We’ve adapted a wholly client-centric business model, because they are our
priority above the expectations of others. Ideally, the company will become a resource for other
companies, like independent or major record labels to source talent, and short-term live music
venues around Boston, which could become stakeholders as we book our clients for
performances.
2.2 Mission Statement
“Young, gifted, and black
We must begin to tell our young
There's a world waiting for you
This is a quest that's just begun”
Many young people of color in this world, and especially within the entertainment
industry, have been forced to grow up quickly, and without the support and guidance of mentors.
We want to provide the encouragement and expertise to allow young artists the creative space to
revert to a childlike sense of curiosity and freedom in their artistic pursuits. Great art demands
great artists, and we want to help creators focus exclusively on the creation of their art, by
helping them monetize and sustain its economic success. We want the dreams, ideas, and visions
of gifted, young artists come to life, and facilitate their transition into effective and impactful
public campaigns. Our mission statement concentrates on learned and refined music industry
expertise to uplift and artistry and professionalism of developing musical artists of color.
2.3 Values/Mantra
We value the voice and vulnerability of young artists. We want to arm them with the
tools for success and help shape their careers into sustainable revenue-creating endeavors.
We believe:
•
There is worth not only in the productivity, but the humanity of developing artists.
•
People of color encounter systemic challenges that hinder professional and financial
success, requiring specific kinds of support to enjoy thriving careers.
•
We will always prioritize authenticity.
•
Do your work with passion or don’t do it at all.
•
Self-awareness, and an attitude of gratitude, is the foundation for an extraordinary life.
2.4 Visual Identity
The colors used for our visual representation will be black, for aesthetic quality, and
purple to represent the color of royalty, providing the foundation a dignified and regal visual
campaign.
Our font option will be Bebas Neue simply
because it looks amazing in Black, it's easy
to read, and I believe offers the strong, yet
approachable message we’re aiming for.
Our proposed logo, with a modern vision,
with respect to the values of the past,
attempts to reproduce the feelings of
vintage Motown style.
2.5 Communication
Printed: With a young target demographic, I do not foresee GGBC having a strong presence in
printed media. In promoting upcoming artists, however, one cannot emphasize enough how
important it is to maintain a positive relationship with the Press, including but not limited to
newspapers, magazines, even zines in the Boston area. I have been working in media relations
for years, and I have a positive relationship with much of the printed media in the Boston area,
but this is not how the strongest base of our consumer audience chooses to receive news,
information, and media. We will preserve our time and resources by investing in other
communication outlets, but our relationship with traditional media will be an integral part of our
success as a business.
Digital: In pulling resources from printed media, we’re able to reinvest into a strong
relationship with digital media. With young emerging artists, the easiest way to connect with
them is through various forms of digital communication. We will facilitate a dialogue, and
provide resources and information with a strong newsletter and email chain. Our business model
does not require extreme amounts of direct advertising, but it does require constant
communication with a broad audience on behalf of our clientele. To broadcast a message, and
share art or information, there is no more effective method available today.
Social Media: Our strongest efforts lie in assembling a strong team with a deep understanding
of digital social media platforms. In time, GGBC will grow its own brand recognition and
expand its social media imprint, but our team’s focus lies with our clients’ brands. It is social
media that allows fans and artists to connect, and it is increasingly important for us to have a
strong relationship with all social media platforms to ensure the success of the people we
represent.
Social Media Handles:
Instagram: growngiftedandblack
Twitter: growngiftedabc
Facebook: growngiftedandblack
3. Business Environment & Customer
3.1 Value Proposition
In a world systemically positioned against them, young, black persons must grow up
faster than their peers and they often lack the support and guidance needed to live a safe, happy,
and healthy life. To be young, Black, and gifted is a privilege, but developing creators of color
often struggle to turn their talents into sustainable careers. At Grown, Gifted, and Black
Consulting, we want to provide opportunities for young artists of color to be nurtured and
empowered to profitably bring their art into the world.
Through administrative and advisory services, at GGBC we hope to provide artists with
the creative space to embrace a childlike sense of wonder and inspiration that will empower their
art. Staffed by industry experts, we are a team committed to growing and supporting the POC
artist community in every way possible. Our ultimate goal is to help young POC artists craft
impactful careers, and to help these brilliant young minds adapt a sense of pride, security, and
sustainability.
3.2 Pricing Policy
Grown gifted and black is a social enterprise, so we are only interested in generating
enough revenue to sustain vital business activities. Any capital we do require, for website
maintenance compensating partners and staff, will come from general tiered pricing system for
different services such as EPK development, website creation, or social media management.
Pricing will be on an individual basis, taking into consideration the financial viability of each
client. Additionally, there will be a cost-free component to this consulting model, in which we
will be acquiring Grown, Gifted, and Black fellows. People with a promising musical career on
the horizon, such as jazz drummer Jas Kayser, or Los Angeles based artist Floyd Fuji, would be
offered the services for free in exchange for our marketing use of the content we create for them
and in the partnerships we acquire for them. This will help us acquire customer trust and expose
us to our key demographic: young artists of color. We will also be exploring a referral discount,
for example, for artists our clients work with who join our services.
3.3 Market Positioning
On the graph of perceived benefits verse price, I believe GGBC falls in the mid left
quadrant between low cost, low price, and disruptive. Being a social enterprise, our focus is on
service. Service for communities and service to our clientele, as well as service to the greater
good by helping artists create music that will be impactful and well received by the general
population. We save valuable time for the clients we represent, by using our expertise for many
of the administrative tasks that distract young people from creating. We want to be socially
conscious and impactful by making a point to represent some of the most vulnerable people in
business and society: young people of color, people with disabilities, and persons within the
LGBTQIA+ community.
With GGBC’s willingness to represent and work for such a niche corner of the market, I
think we will stand out from other consulting firms because we're a “For us, by us” (FUBU)
business. Operating without profits in mind, we're not particularly bothered by the scalability of
our model. We prefer to prioritize intimate partnerships built with the clients we represent, by
offering tailored custom consulting experiences. We would rather do great work for a few artists,
than mediocre work for more people.
3.4 Customer Segmentation
While our mission is aimed toward young artists of color, we're welcoming to all. Our
most prominent motive is to work with musicians who need our services in return for their
artistic productivity, allowing for immense diversity within our key demographic. We are not
prejudiced against musicians from a more mature age range, but we understand that young
musicians more frequently do not have the financial means to obtain the services we offer.
3.5 Customer Data
About 10% of the United States population considers themselves musicians. With about
2.1 million artists on Spotify, about a quarter of them approximately 23% are losing money on
their musical endeavors. The majority of musicians need a secondary source of income to
support themselves. We want to appeal to this vulnerable population and offer them
opportunities to monetize their talents into musical careers allowing them to focus on maximum
production of art.
4. Marketing Strategy
4.1 Major Trends
Micro: The general quality of life of young people in the US is expensive, with student debt,
high city living costs, and high unemployment rates crushing an entire generation. To earn a
living wage, one needs to be making upwards of $31,740 or $15.26/hour, according to the Living
Wage Calculator from the Massachusetts Institute of Technology (MIT). At the close of their 1st
Quarter 2019, the Bureau of Labor Statistics (BLS) published numbers indicating startling
poverty levels for 16-24 year olds. Even the average young American adult makes $579 per
week, just over $30,000 per year, placing young people at risk of poverty. The average young
person of color is living at the poverty line, making approximately $24,400 annually. The
financial epidemic of the millennial generation and generation z leaves little financial freedom to
the young, gifted creators of today. These income statistics are based off of localized data to
Boston Massachusetts, being where this company will be incorporated and the majority of our
clientele will be located.
Industry: Many artists struggle to receive adequate compensation efficiently. With touring and
live music earning higher revenue than that of recorded music or streaming, it's absolutely vital
to be surrounded by people who understand how to capitalize on these opportunities.
Additionally it's now possible to create standards of music and art once reserved for only major
labels, with just a computer and a home studio. There is plenty of opportunity to make highquality music and carefully refine a brand, with do-it-yourself tools and impactful mentorship.
In the music industry now, it is almost impossible to make it without the support of
industry experts. There is a constant stream of opportunities to monetize good content, but
without the right knowledge and industry connections, developing artists are in the dark. With
rising costs for higher education, professional training is not feasible for everyone, so we will
create an empowering, symbiotic relationship with our clientele, bridging sustainable pathways
into the industry.
Market: I believe it's vital we remember that we are working with a do-it-yourself market.
Young artists today are aware and fluent in many tools available to help start their careers,
though they may not know the external environmental factors that need to be considered, as well.
Our main focus is going to be based in education so that we are not only providing services for
young people; we empower them with resources to sustain their careers long after our working
relationship has ended.
Many pop culture trends in the United States are based off of the art, music, and
traditions of the black community. We want to identify these trends and empower young people
of color to take ownership of the ideas and competencies that have been capitalized and
commercialized by those outside of their community of creators. Imparting a sense of ownership
and awareness will be a product of in-house education on diversity and inclusion, encouraging
all clients to be open-minded, informed citizens of the world. Younger generations are both well
informed and globally conscious. The social conscience of these young people often leans
towards a liberal, activist mindset, which will foster a positive public perception of the work
we're trying to do with young artistic communities filled with people of color.
4.2 Market Size
.
According to the United States Department of Labor Occupational Statistics,
approximately 41,680 professional musicians live in the greater Boston area. While the focus of
GGBC will be artists towards the beginning of their career, we will be open to working with
musicians at any stage of professional life. We’re excited to work with whoever is in need of our
services, only taking on a load that will allow us to maintain authentic and effective relationships
with clients. Given where the company will be incorporated, a large portion of business will be
conducted with people in the Boston area.
4.3 Business Competition
While of course there is competition, our research hasn’t revealed a music consulting
service geared to work specifically with the young POC population. BlackBox, Music Media
Consulting, and Black Panda are all successful music consulting services, but their focus lies in
branding and PR. Grown, Gifted, and Black will use our expertise to reach all facets of the music
industry. Our focus on representing young people of color allows us to occupy a unique space in
the market and appeal to young artists who might crave this important consideration. Well you
can find countless music consultants of every gender, race, and age demographic, there is
something to be said for working with people who understand parts of your identity that couldn't
be understood from anything other than shared lived experiences.
4.4 SWOT Analysis
Positive
Internal
Negative
Extensive knowledge of Music Unpredictability/Unreliability of the consistency of
Industry
volunteer contributors
Strong institutional partnerships New in market
between labor supply
Limited financial resources
Staffed by mix of seasoned
industry veterans and young Passion project, hard to make partners prioritize the
industry professionals offering a work
compelling ix of perspectives
First hand experience with
successful music monetization
campaigns
External Social consciousness is trending
Huge market of people in need of services with
very limited resources to spend on them.
Huge
market
of
young
musicians in need of career The most lucrative aspects of the industry change
guidance
everyday, will be vital to maintain relationships
with people well versed in these market
Socially conscious models are components
favored in media and advertising
Publically offered services depend heavily on
Existing clientele has large donated work
platforms and strong networks,
long reach for community
advertising.
5. Financial Projections
The following is a detailed description of the projected required capital GGBC will need in its
first year of business. The projected numbers are for an LLC in Boston, Massachusetts, where
the company will launch, staffed by the owner and operator, Zoe Schneider. There are items
integral to running a business that will be donated at the moment but have the potential to
become a vital operational expense, including, but not limited to, the future need for a working
space or co-working space membership, salary expense as full or part-time employees are hired,
and eventually upgrading to a paid website hosting service. The financials listed below include
the purchase of equipment, supplies, and goods required to deliver services, legal and accounting
costs, as well as overhead and salaries. Each figure includes a description of the basis for all
statements and assumptions. A 10% contingency cost has been added for unforeseen costs.
5.1 Required Capital
Amount
Month
Per For
Months
LegalZoom Customized Business packaging
plan/Accounting with QuickBooks
Grown, Gifted, and Black Consulting LLC
Operating
Expenses (OPEX) Registration
Massachusetts filing
Operating Agreement, EIN, and Licenses
Registered Agent Service
Legal Protection and guidance
$787.00
$787.00
Monthly Fixed Expenses:
12
Marketing and Advertising
Facebook targeted ads
Google Adwords
Social Media/Content development
consulting
Printing costs (Flyers, Business Cards,
Pamphlets, Menus)
Print Ads/Online Ads
$100.00
$1,200.00
Telephone & Utilities
$30.00
$360.00
Internet & Web-Hosting
$50.00
$600.00
Electricity
$0.00
$0.00
Subscription for software
$17.00
$204.00
Monthly Fixed Expenses Sub-total (I)
$984.00
$11,808.00
$0.00
$0.00
$50.00
$50.00
$600.00
$600.00
Licenses and Permits (PRO Blanket Licenses
& Stock Exchange)
$700.00
$700.00
Asset Purchases:
Software and Apps
Asset Purchase Sub-Total (II)
Startup Expenses You Pay Once:
Capital Expenses Trademark & Business Registration
(CAPEX)
Legal and Accounting Organization Costs
Startup Expenses You Pay Once Sub-total
(III)
$1,350.00
$1,350.00
TOTAL EXPENSES (I+II+III)
$2,334.00
$13,158.00
Contingency (10%)
$2,567.40
$14,473.80
Total Estimated Cash Needed to Start For 12 Months $14,473.80
(TOTAL EXPENSES +10%)
5.2 Potential Risks
We run risk in our socially charged mission, and if it’s not appealing to the general public, our
company will struggle to sustain our services, despite our unique competitive value. We have
made artists the priority over profits, which we are forecasting will lead to a better customer
experience, however, without substantial amounts of revenue we will not be able to execute
projects at as high a standard of quality as we would like to. Additionally, it could be a
challenge to build a reliable network of industry professionals who are willing to engage with
our mission on a consistent basis, because the majority of partners we’re collaborating with
within our organization are young industry professionals. This business model is not scalable and
that may pose threat to our sustainability, due to how much investment of time and energy is
required for each artist campaign. We're going to mitigate these risks by committing to slow and
manageable growth at the Inception of the company, letting our experiences, trials, and errors
guide the future decision-making processes of our organization.
5.3 Evaluation Metrics and Control
We will be evaluating our effectiveness and viability by measuring our actual financial
performance against projections. Ideally, we want to generate enough revenue to cover
operational costs and invest in our artists. Being a social enterprise, the greatest marker of
success is how many artists we've worked with that are able to sustain their lifestyles solely thru
their artistry, without additional sources of income.
GEMB M.A. Candidate
June 15th, 2019
Grown, Gifted, and Black Consulting
Executive Summary
The world is full of young, gifted persons of color - the ‘Nina Simone’s, the ‘Robert
Johnson’s, and the ‘Berry Gordy’s. So often, these individuals do not have adequate support to
develop their craft into a sustainable career. At Grown, Gifted, and Black Consulting, we work to
take young, developing artists from creative adolescence to professional, artistic adulthood. We
provide opportunities, encouragement, and resources for emerging musical artists, because we
imagine a better tomorrow, and we believe the work of unheard creators will take us there.
Operating as a creative media social enterprise, we are focused on working with artists of color
from limiting financial backgrounds, but we are welcoming to all. Through comprehensive
mentorship, administrative support, and informative workshops, we will enable our clients to
create sustainable artistic careers. Our team of compassionate, young, business professionals are
informed and equipped to support our clients with a diverse catalog of knowledge and
experience, generating effective and efficient service. With services ranging from social media
management, to digital marketing and strategy, industry counseling, contract negotiation support,
and more, it's our mission to use our expertise to help monetize their talents, and empower them
with tools to manage their artistic careers.
1. Company Overview
1.1 Name and Brands
Legal Name:
•
Grown, Gifted, and Black Consulting
Official Abbreviation:
•
GGBC
Brands:
•
Grown, Gifted, and Black
•
Interchangeable with Grown, Gifted, and Black Consulting
Website Domain Name:
www.growngiftedandblack.com
1.2 Sector
Industry Sector: Professional, Scientific, and Technical Services
NAICS Code 541611
Administrative Management and General Management Consulting Services
1.3 Legal Form
Limited Liability Company
I’m not committed to maintaining permanent ownership of this business, and do not plan
to develop it as a sole proprietorship. The security of limited liability is attractive, as well as the
ease in which control over the company could be transferred to another person when I feel ready
transition to a more passive role. Additionally, I would like to have partners in this pursuit within
the first 3 years and prepare to introduce a co-administrator. While the activities of this enterprise
could qualify for non-profit status, through six years of work in the non-profit sector, as founder
I have determined this is not the ideal path for the growth of this company. This venture could be
classified as social entrepreneurship or social enterprise, but the expectations and regulations
imposed on a non-profit on a federal level would hinder the success of this business.
1.4 State of Registration
GGBC will be launched in Boston, Massachusetts. Not only have I discovered a market
opportunity, I am very familiar with this urban landscape and its artistic community, having
studied music in Boston myself for many years. Additionally, my extensive knowledge of the
Bostonian culture will be advantageous for navigating the market and connecting with
consumers. While GGBC is able to work for many artists remotely, the majority of our business
will be conducted in the Greater Boston area. I will be registering my taxes in Massachusetts, the
company will be incorporated in this state, and it will be my home base as the CEO.
1.5 Core Activities and Competitive Advantage
Grown, Gifted, and Black is a consulting firm focused on providing administrative
support, industry counseling, and creative opportunities to developing musicians. Our services
welcome music creators from all backgrounds, but we have an emphasis on supporting young
artists of color. Our business model could be compared to that of Full Picture Consulting, a
brand-consulting agency based in New York, NY. This is a company with admirable mastery of
monetizing a personal network. Founded by Desiree Gruber, the company has been able to
facilitate iconic partnerships and events, as well as develop culturally impactful original content.
Although their work refers mainly to the fashion and lifestyle sectors there is much GGBC can
learn from their business model and trajectory. We strive to embody their ideals of intimate and
dedicated partnership between their employees and clients, however our clientele differ. GGBC
has set out to work specifically with a vulnerable population. Our consulting services would be
most useful to young musical artists with limited financial resources, who want to develop their
artistic identity and expand their brand reach. Run by young music business professionals, it's a
symbiotic relationship wherein lies the opportunity for our team to learn and develop best
practices for the promotion of artists in the music industry, while providing necessary services to
those who would not be able to procure them otherwise.
We provide many counseling and management opportunities, including personal profile
evaluation and development, to help artists explore their artistic identity and prepare a
professional profile for promotion, sponsorships or partnerships, or live performance
opportunities. GGBC also offers social media engagement and growth assistance, procuring and
facilitating brand partnerships and sponsorships, advising clients on contractual negotiations,
digital asset creation such as a website support, creative support, live performance bookings,
public relations, and networking opportunities. Volunteer consultants will conduct a large
portion of our main business activities, and are a critical part of our organizational structure.
Volunteered legal council from Annelise Rivero, bar certified lawyer, social media engagement
consulting from HSG visuals, a US based media management company, and Jody Slagel,
Berklee Alumni, assisting with financial management of GGBC, as well as offering financial
literacy assistance to our clientele. These donated services will be beneficial to potential clients,
and integral to the appeal of the company.
At Grown, Gifted, and Black artists such as Nina Simone, Robert Johnson, and Berry
Gordy inspire our ethos. American musicians and people of color who struggled deeply within
an industry that was not designed to support and encourage them as black artists. From their
example, we've learned the power of being young, gifted, and black - but now we've grown up.
In our world, and within the world of music today, young artists often find themselves lost and
unable to capitalize within the industry. It's our mission to build a bridge between the talent and
the industry to create sustainable and monetized careers for these developing artists. A key
component of our business model will be providing opportunities for young musicians to be
mentored by fellow artists and industry professionals. Activating a network of successful
professionals of color, such as ethnomusicologist Dr. Bill Banfield, publicist Yvette Noel-Shure,
or musician and professor Lawrence Watson, will allow our clients to obtain valuable guidance
and support that can be often hard to find within professional settings. Our competitive
advantage rests in the youth of our staff, the pulse of culture at their fingertips. We are
experienced and well connected nationally to provide optimal service to our artists. Immediate
access to the people who need our services most and a keen awareness of how to communicate
effectively with them will allow us to build impactful and sustainable partnerships.
2. Corporate Identity
2.1 Main Stakeholders
The young artists we intend to develop are the main stakeholders. We are not concerned
with our own in recognition in the industry, and we are not concerned with financial viability and
success, our sole mission is to empower young artists with business skills they need to survive in
the music industry. We’ve adapted a wholly client-centric business model, because they are our
priority above the expectations of others. Ideally, the company will become a resource for other
companies, like independent or major record labels to source talent, and short-term live music
venues around Boston, which could become stakeholders as we book our clients for
performances.
2.2 Mission Statement
“Young, gifted, and black
We must begin to tell our young
There's a world waiting for you
This is a quest that's just begun”
Many young people of color in this world, and especially within the entertainment
industry, have been forced to grow up quickly, and without the support and guidance of mentors.
We want to provide the encouragement and expertise to allow young artists the creative space to
revert to a childlike sense of curiosity and freedom in their artistic pursuits. Great art demands
great artists, and we want to help creators focus exclusively on the creation of their art, by
helping them monetize and sustain its economic success. We want the dreams, ideas, and visions
of gifted, young artists come to life, and facilitate their transition into effective and impactful
public campaigns. Our mission statement concentrates on learned and refined music industry
expertise to uplift and artistry and professionalism of developing musical artists of color.
2.3 Values/Mantra
We value the voice and vulnerability of young artists. We want to arm them with the
tools for success and help shape their careers into sustainable revenue-creating endeavors.
We believe:
•
There is worth not only in the productivity, but the humanity of developing artists.
•
People of color encounter systemic challenges that hinder professional and financial
success, requiring specific kinds of support to enjoy thriving careers.
•
We will always prioritize authenticity.
•
Do your work with passion or don’t do it at all.
•
Self-awareness, and an attitude of gratitude, is the foundation for an extraordinary life.
2.4 Visual Identity
The colors used for our visual representation will be black, for aesthetic quality, and
purple to represent the color of royalty, providing the foundation a dignified and regal visual
campaign.
Our font option will be Bebas Neue simply
because it looks amazing in Black, it's easy
to read, and I believe offers the strong, yet
approachable message we’re aiming for.
Our proposed logo, with a modern vision,
with respect to the values of the past,
attempts to reproduce the feelings of
vintage Motown style.
2.5 Communication
Printed: With a young target demographic, I do not foresee GGBC having a strong presence in
printed media. In promoting upcoming artists, however, one cannot emphasize enough how
important it is to maintain a positive relationship with the Press, including but not limited to
newspapers, magazines, even zines in the Boston area. I have been working in media relations
for years, and I have a positive relationship with much of the printed media in the Boston area,
but this is not how the strongest base of our consumer audience chooses to receive news,
information, and media. We will preserve our time and resources by investing in other
communication outlets, but our relationship with traditional media will be an integral part of our
success as a business.
Digital: In pulling resources from printed media, we’re able to reinvest into a strong
relationship with digital media. With young emerging artists, the easiest way to connect with
them is through various forms of digital communication. We will facilitate a dialogue, and
provide resources and information with a strong newsletter and email chain. Our business model
does not require extreme amounts of direct advertising, but it does require constant
communication with a broad audience on behalf of our clientele. To broadcast a message, and
share art or information, there is no more effective method available today.
Social Media: Our strongest efforts lie in assembling a strong team with a deep understanding
of digital social media platforms. In time, GGBC will grow its own brand recognition and
expand its social media imprint, but our team’s focus lies with our clients’ brands. It is social
media that allows fans and artists to connect, and it is increasingly important for us to have a
strong relationship with all social media platforms to ensure the success of the people we
represent.
Social Media Handles:
Instagram: growngiftedandblack
Twitter: growngiftedabc
Facebook: growngiftedandblack
3. Business Environment & Customer
3.1 Value Proposition
In a world systemically positioned against them, young, black persons must grow up
faster than their peers and they often lack the support and guidance needed to live a safe, happy,
and healthy life. To be young, Black, and gifted is a privilege, but developing creators of color
often struggle to turn their talents into sustainable careers. At Grown, Gifted, and Black
Consulting, we want to provide opportunities for young artists of color to be nurtured and
empowered to profitably bring their art into the world.
Through administrative and advisory services, at GGBC we hope to provide artists with
the creative space to embrace a childlike sense of wonder and inspiration that will empower their
art. Staffed by industry experts, we are a team committed to growing and supporting the POC
artist community in every way possible. Our ultimate goal is to help young POC artists craft
impactful careers, and to help these brilliant young minds adapt a sense of pride, security, and
sustainability.
3.2 Pricing Policy
Grown gifted and black is a social enterprise, so we are only interested in generating
enough revenue to sustain vital business activities. Any capital we do require, for website
maintenance compensating partners and staff, will come from general tiered pricing system for
different services such as EPK development, website creation, or social media management.
Pricing will be on an individual basis, taking into consideration the financial viability of each
client. Additionally, there will be a cost-free component to this consulting model, in which we
will be acquiring Grown, Gifted, and Black fellows. People with a promising musical career on
the horizon, such as jazz drummer Jas Kayser, or Los Angeles based artist Floyd Fuji, would be
offered the services for free in exchange for our marketing use of the content we create for them
and in the partnerships we acquire for them. This will help us acquire customer trust and expose
us to our key demographic: young artists of color. We will also be exploring a referral discount,
for example, for artists our clients work with who join our services.
3.3 Market Positioning
On the graph of perceived benefits verse price, I believe GGBC falls in the mid left
quadrant between low cost, low price, and disruptive. Being a social enterprise, our focus is on
service. Service for communities and service to our clientele, as well as service to the greater
good by helping artists create music that will be impactful and well received by the general
population. We save valuable time for the clients we represent, by using our expertise for many
of the administrative tasks that distract young people from creating. We want to be socially
conscious and impactful by making a point to represent some of the most vulnerable people in
business and society: young people of color, people with disabilities, and persons within the
LGBTQIA+ community.
With GGBC’s willingness to represent and work for such a niche corner of the market, I
think we will stand out from other consulting firms because we're a “For us, by us” (FUBU)
business. Operating without profits in mind, we're not particularly bothered by the scalability of
our model. We prefer to prioritize intimate partnerships built with the clients we represent, by
offering tailored custom consulting experiences. We would rather do great work for a few artists,
than mediocre work for more people.
3.4 Customer Segmentation
While our mission is aimed toward young artists of color, we're welcoming to all. Our
most prominent motive is to work with musicians who need our services in return for their
artistic productivity, allowing for immense diversity within our key demographic. We are not
prejudiced against musicians from a more mature age range, but we understand that young
musicians more frequently do not have the financial means to obtain the services we offer.
3.5 Customer Data
About 10% of the United States population considers themselves musicians. With about
2.1 million artists on Spotify, about a quarter of them approximately 23% are losing money on
their musical endeavors. The majority of musicians need a secondary source of income to
support themselves. We want to appeal to this vulnerable population and offer them
opportunities to monetize their talents into musical careers allowing them to focus on maximum
production of art.
4. Marketing Strategy
4.1 Major Trends
Micro: The general quality of life of young people in the US is expensive, with student debt,
high city living costs, and high unemployment rates crushing an entire generation. To earn a
living wage, one needs to be making upwards of $31,740 or $15.26/hour, according to the Living
Wage Calculator from the Massachusetts Institute of Technology (MIT). At the close of their 1st
Quarter 2019, the Bureau of Labor Statistics (BLS) published numbers indicating startling
poverty levels for 16-24 year olds. Even the average young American adult makes $579 per
week, just over $30,000 per year, placing young people at risk of poverty. The average young
person of color is living at the poverty line, making approximately $24,400 annually. The
financial epidemic of the millennial generation and generation z leaves little financial freedom to
the young, gifted creators of today. These income statistics are based off of localized data to
Boston Massachusetts, being where this company will be incorporated and the majority of our
clientele will be located.
Industry: Many artists struggle to receive adequate compensation efficiently. With touring and
live music earning higher revenue than that of recorded music or streaming, it's absolutely vital
to be surrounded by people who understand how to capitalize on these opportunities.
Additionally it's now possible to create standards of music and art once reserved for only major
labels, with just a computer and a home studio. There is plenty of opportunity to make highquality music and carefully refine a brand, with do-it-yourself tools and impactful mentorship.
In the music industry now, it is almost impossible to make it without the support of
industry experts. There is a constant stream of opportunities to monetize good content, but
without the right knowledge and industry connections, developing artists are in the dark. With
rising costs for higher education, professional training is not feasible for everyone, so we will
create an empowering, symbiotic relationship with our clientele, bridging sustainable pathways
into the industry.
Market: I believe it's vital we remember that we are working with a do-it-yourself market.
Young artists today are aware and fluent in many tools available to help start their careers,
though they may not know the external environmental factors that need to be considered, as well.
Our main focus is going to be based in education so that we are not only providing services for
young people; we empower them with resources to sustain their careers long after our working
relationship has ended.
Many pop culture trends in the United States are based off of the art, music, and
traditions of the black community. We want to identify these trends and empower young people
of color to take ownership of the ideas and competencies that have been capitalized and
commercialized by those outside of their community of creators. Imparting a sense of ownership
and awareness will be a product of in-house education on diversity and inclusion, encouraging
all clients to be open-minded, informed citizens of the world. Younger generations are both well
informed and globally conscious. The social conscience of these young people often leans
towards a liberal, activist mindset, which will foster a positive public perception of the work
we're trying to do with young artistic communities filled with people of color.
4.2 Market Size
.
According to the United States Department of Labor Occupational Statistics,
approximately 41,680 professional musicians live in the greater Boston area. While the focus of
GGBC will be artists towards the beginning of their career, we will be open to working with
musicians at any stage of professional life. We’re excited to work with whoever is in need of our
services, only taking on a load that will allow us to maintain authentic and effective relationships
with clients. Given where the company will be incorporated, a large portion of business will be
conducted with people in the Boston area.
4.3 Business Competition
While of course there is competition, our research hasn’t revealed a music consulting
service geared to work specifically with the young POC population. BlackBox, Music Media
Consulting, and Black Panda are all successful music consulting services, but their focus lies in
branding and PR. Grown, Gifted, and Black will use our expertise to reach all facets of the music
industry. Our focus on representing young people of color allows us to occupy a unique space in
the market and appeal to young artists who might crave this important consideration. Well you
can find countless music consultants of every gender, race, and age demographic, there is
something to be said for working with people who understand parts of your identity that couldn't
be understood from anything other than shared lived experiences.
4.4 SWOT Analysis
Positive
Internal
Negative
Extensive knowledge of Music Unpredictability/Unreliability of the consistency of
Industry
volunteer contributors
Strong institutional partnerships New in market
between labor supply
Limited financial resources
Staffed by mix of seasoned
industry veterans and young Passion project, hard to make partners prioritize the
industry professionals offering a work
compelling ix of perspectives
First hand experience with
successful music monetization
campaigns
External Social consciousness is trending
Huge market of people in need of services with
very limited resources to spend on them.
Huge
market
of
young
musicians in need of career The most lucrative aspects of the industry change
guidance
everyday, will be vital to maintain relationships
with people well versed in these market
Socially conscious models are components
favored in media and advertising
Publically offered services depend heavily on
Existing clientele has large donated work
platforms and strong networks,
long reach for community
advertising.
5. Financial Projections
The following is a detailed description of the projected required capital GGBC will need in its
first year of business. The projected numbers are for an LLC in Boston, Massachusetts, where
the company will launch, staffed by the owner and operator, Zoe Schneider. There are items
integral to running a business that will be donated at the moment but have the potential to
become a vital operational expense, including, but not limited to, the future need for a working
space or co-working space membership, salary expense as full or part-time employees are hired,
and eventually upgrading to a paid website hosting service. The financials listed below include
the purchase of equipment, supplies, and goods required to deliver services, legal and accounting
costs, as well as overhead and salaries. Each figure includes a description of the basis for all
statements and assumptions. A 10% contingency cost has been added for unforeseen costs.
5.1 Required Capital
Amount
Month
Per For
Months
LegalZoom Customized Business packaging
plan/Accounting with QuickBooks
Grown, Gifted, and Black Consulting LLC
Operating
Expenses (OPEX) Registration
Massachusetts filing
Operating Agreement, EIN, and Licenses
Registered Agent Service
Legal Protection and guidance
$787.00
$787.00
Monthly Fixed Expenses:
12
Marketing and Advertising
Facebook targeted ads
Google Adwords
Social Media/Content development
consulting
Printing costs (Flyers, Business Cards,
Pamphlets, Menus)
Print Ads/Online Ads
$100.00
$1,200.00
Telephone & Utilities
$30.00
$360.00
Internet & Web-Hosting
$50.00
$600.00
Electricity
$0.00
$0.00
Subscription for software
$17.00
$204.00
Monthly Fixed Expenses Sub-total (I)
$984.00
$11,808.00
$0.00
$0.00
$50.00
$50.00
$600.00
$600.00
Licenses and Permits (PRO Blanket Licenses
& Stock Exchange)
$700.00
$700.00
Asset Purchases:
Software and Apps
Asset Purchase Sub-Total (II)
Startup Expenses You Pay Once:
Capital Expenses Trademark & Business Registration
(CAPEX)
Legal and Accounting Organization Costs
Startup Expenses You Pay Once Sub-total
(III)
$1,350.00
$1,350.00
TOTAL EXPENSES (I+II+III)
$2,334.00
$13,158.00
Contingency (10%)
$2,567.40
$14,473.80
Total Estimated Cash Needed to Start For 12 Months $14,473.80
(TOTAL EXPENSES +10%)
5.2 Potential Risks
We run risk in our socially charged mission, and if it’s not appealing to the general public, our
company will struggle to sustain our services, despite our unique competitive value. We have
made artists the priority over profits, which we are forecasting will lead to a better customer
experience, however, without substantial amounts of revenue we will not be able to execute
projects at as high a standard of quality as we would like to. Additionally, it could be a
challenge to build a reliable network of industry professionals who are willing to engage with
our mission on a consistent basis, because the majority of partners we’re collaborating with
within our organization are young industry professionals. This business model is not scalable and
that may pose threat to our sustainability, due to how much investment of time and energy is
required for each artist campaign. We're going to mitigate these risks by committing to slow and
manageable growth at the Inception of the company, letting our experiences, trials, and errors
guide the future decision-making processes of our organization.
5.3 Evaluation Metrics and Control
We will be evaluating our effectiveness and viability by measuring our actual financial
performance against projections. Ideally, we want to generate enough revenue to cover
operational costs and invest in our artists. Being a social enterprise, the greatest marker of
success is how many artists we've worked with that are able to sustain their lifestyles solely thru
their artistry, without additional sources of income.
Media of
