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Strategic Plan

Our strategic plan builds on over 55 years of success and defines a bold vision for the future.

Our Mission

Performing Arts Houston connects audiences with exceptional artists through diverse performances and learning experiences. We ignite and cultivate passion for the performing arts and together we explore the vast landscape of artistic expression to discover new understanding about ourselves, create community, inspire dialogue, and enrich our world.

Excellence is the result of passion, intentionality, and intelligent execution. We are committed to the highest standards of programming and professionalism across the organization.

Artistic Expression

The performing arts open pathways to expressing and understanding the human condition. We invite artists from all disciplines and backgrounds to share their unique voices, delighting our audiences while pushing creative boundaries.

Equity & Inclusion

We welcome everyone to participate in the performing arts. Through intentional and equitable opportunity, we celebrate and honor a wide-ranging diversity of viewpoints, experiences, and talents, helping us grow as individuals, strengthening our organization, and supporting a community that thrives.

The connections between our artists, audiences, and communities lie at the heart of our work. We serve our city and region through performances and programs that create a sense of belonging and meaning.

Exploration

In the spirit of adventure and greater understanding, we seek growth through continual learning. We challenge ourselves and our patrons, participants, partners, and artists to ask questions, gather insights, and explore new ideas.

Celebration

The arts celebrate life and nourish the human spirit. We recognize and appreciate the joy inherent in our work and we seek to infuse inspiration and celebration in all that we do.

Importance of Performing Arts and Artists

The performing arts drive the marketplace of ideas, sparking imagination and creativity in our daily lives. Artists play a vital role in society, helping us celebrate and interpret our past, present, and future.

Global Voices

Artists of all disciplines from around the world expand and strengthen our arts ecosystem. Experiencing diverse artistic voices from beyond our own community is imperative to human growth and understanding.

Performing Arts Build Community

There is no substitute for the shared experience of live performing arts. The arts are a universal language that create empathy, giving us a deeper understanding of each other and our histories, cultures, and values. When we experience the arts together, we build and strengthen community.

Equity Through The Arts

Systemic and institutional inequalities remain significant barriers for many people and communities. The performing arts can challenge inequities and contribute to a healthier society. As a presenter, we have a unique opportunity and responsibility to advance education and action toward a more equitable community.

Advancing The Arts

We contribute to the greater landscape of the performing arts by creating opportunity for artists and audiences to explore, innovate, and take risks.

Access to The Performing Arts

The performing arts are for everyone and every person is welcome. All people in our community should have access to the performing arts and see themselves represented on stage.

Lifelong Learning Includes The Performing Arts

The performing arts are an essential part of life-long learning; they fuel growth, creativity, self-confidence, aspiration, and empathy.

The Performing Arts Make a Vibrant City

The performing arts are vital to the sustainability of a city and its cultural and economic well-being. A strong presenting organization completes a thriving arts and cultural ecosystem.

Where We’re Going

We provide the most diverse and relevant performing arts experiences in Houston. We are essential to our community, providing space for audiences from all walks of life to experience connection through the arts. Through equitable representation and opportunity, we support and amplify the voice of the artist to create positive social, cultural, and economic growth.

Vision Elements

Programming.

Performing Arts Houston’s programs move art forward and represent the best of the performing arts. Through performances, arts education, and extended programming, we curate and create a season of the known and unknown, offering our audiences both the familiar and art they never imagined. The artists we support reflect the diversity of our community and world.

Everyone who engages with Performing Arts Houston, from students to patrons, artists to community partners, and staff to volunteers, participates enthusiastically and recognizes us as essential to the community. Our expanding and loyal audience reflects the breadth and diversity of Houston. We are trusted to provide a welcoming space to experience the transformational power of the arts.

Performing Arts Houston has an established organizational identity that honors our history and lights our way forward. We clearly communicate who we are, what we do, and how we do it. Our success is built on trusted relationships with artists, audiences, colleagues, and partners who know and celebrate our stories and impact.

Financial Strength

Performing Arts Houston’s financial position is strong and is sustained through consistent and effective earned and contributed income generation. Our financial strength supports our mission and provides flexibility to adapt to changing needs and pursue new ideas and opportunities.

Organizational Integrity

Quality and integrity are evident in all we do. Our people, structure, and culture support the pursuit of excellence, sustained health, equity, and long- term success. Serving on our staff or board is a coveted opportunity to effect positive change in our community through the arts.

Acknowledgements

Performing Arts Houston wishes to acknowledge the robust participation from the many individuals, stakeholders and community partners in the development of our strategic plan. We also recognize key supporters of this project, specifically the Performing Arts Houston Foundation and the many contributors to Arts Forward, Performing Arts Houston’s Relief and Response Fund.

2020-2021 Board of Directors

Willie C.W. Chiang,  Board Chair G. Mark Jodon,  Vice Board Chair and Secretary

Norah G. Adams Leah Bennett Charles Boettcher Chree Boydstun* Brian Bravo Michael Cannon Charles D. Davidson* Vijay D’Cruz Theresa A. Einhorn* Stephen Gill Sean Gorman Melanie Gray*† Michael Hatfield Jonathan Homeyer* Shawn K. Jackson Curt Karges*† Emily T. Kuo Stephen A. Lasher* Eileen Lawal* Theresa Mallett*† Donette T. Manley Ginni Mithoff Katherine Easterby Murphy* Michaelene Lusk Norton James J. Postl* Lance G. Reynolds Ann V. Rogers* Melanie B. Rother*† Gloria Ryan* Marisol Salazar Omar Samji Leslie Elkins Sasser Kristina H. Somerville H. William Swanstrom*† Tymothi O. Tombar*† Stephen M. Trauber* Robert B. Tudor III Marcus A. Watts* Margaret Alkek Williams

*Executive Committee †Vice President

Facilitators

Jim Oswald Maria Edmundson

Leadership Team

Willie Chiang Chuck Davidson Theresa Einhorn Mark Jodon Meg Booth Jordan Drum Leslie Nelson

Performing Arts Houston Staff Team

Meg Booth Jordan Drum Brian Glass Leslie Nelson Helena Oliver Jennifer Steiner Lee Strickland Claire Williamson

Working Group Members

Meg Booth Willie Chiang Shannon Crider Chuck Davidson Jordan Drum Theresa Einhorn Brian Glass Sean Gorman Melanie Gray Ismael Hernandez Mark Jodon Emily Kuo Katherine Easterby Murphy Leslie Nelson Troy Porter Lee Strickland Patty Tilton Claire Williamson

Focus Groups

With thanks to the many stakeholders, peer group participants, donors, community partners, and staff who participated in focus groups and interviews.

Laurel Bashaw Kipp Baxter C.C. Conner Marlana Doyle Andrew Edmonson Mike Espinosa Karen Farber Mark Folkes Todd Holloman Leisa Holland-Nelson Suzanne Holyfield Katie Jackman Mark Jacobs Jesse H. Jones Barbara Kauffman Bryan Kratish David Lake Lynn Lane Deborah Lugo Jaelyn Lyles Steve Malashock Rodolfo Morales Brenda Oliveira Susan Osterberg Freddie Piegsa Sam Quintero Mary Sapp Fischer Cissy Segall Davis Maxine Silberstein Kathryn Smith Jake Speck Jennifer Swartz Sherman Shwartz Stephanie Todd Wong Terry Zeno

Meeting Hosts

Melanie Gray & Mark Wawro H-E-B Central Market John Daugherty Realty Kirksey Architecture Plains All American Shearman and Sterling Trinity Downtown Truist Bank

performing arts center business plan

Financial Model, Business Plan and Dashboard Templates - FinModelsLab

Performing Arts Business Idea Description in 5 W’s and 1 H Format

By alex ryzhkov, resources on performing arts.

  • Financial Model
  • Business Plan
  • Value Proposition
  • One-Page Business Plan
  • SWOT Analysis
  • Business Model
  • Marketing Plan

Are you passionate about the performing arts? Do you have a business idea that could disrupt the industry? Look no further! In this article, we unveil an exciting new venture called Spotlight Collaborations, spearheaded by renowned theater director Sarah Johnson. With an aim to revolutionize the performing arts scene, Spotlight Collaborations bridges the gap between independent artists and established venues. Headquartered in the heart of the industry, New York City, this groundbreaking initiative is set to launch in 2024. With the US performing arts market reaching a staggering $XX billion, there has never been a better time to explore this opportunity. Spotlight Collaborations seeks to address the challenges faced by emerging artists, such as accessing wider audiences and securing a reliable revenue stream. Through a dedicated team, this visionary enterprise will match promising artists with suitable performance spaces, ensuring their talents shine brightly on the stage. Prepare to be amazed as we delve into the Who, What, Where, When, Why, and How of this exciting business idea!

Key Takeaways

  • Sarah Johnson, an accomplished theater director, is the driving force behind Spotlight Collaborations.
  • Spotlight Collaborations aims to revolutionize the performing arts industry by fostering partnerships between independent artists and established venues.
  • The venture will be headquartered in New York City, the hub of the performing arts industry in the US.
  • Spotlight Collaborations will officially launch in 2024, addressing the challenges faced by emerging artists in reaching wider audiences and establishing a stable revenue stream.
  • The venture will facilitate partnerships between artists and venues, employing a dedicated team to match promising artists with suitable performance spaces.

Spotlight Collaborations is the brainchild of Sarah Johnson, an accomplished theater director and the founder of Spotlight Productions, a prominent production company in the performing arts industry. Sarah's expertise in theater and her passion for supporting emerging artists have driven her to establish this innovative venture.

As the founder and driving force behind Spotlight Collaborations, Sarah Johnson will assume the role of CEO. She will bring her extensive experience and industry connections to lead the company towards its mission of revolutionizing the performing arts industry in the United States.

In addition to Sarah, Spotlight Collaborations will be staffed by a team of dedicated professionals including talent scouts, industry experts, and marketing specialists. These individuals will work together to identify promising independent artists and match them with suitable venues across the country.

  • Talent Scouts: Spotlight Collaborations will employ a team of talent scouts who will actively search for emerging artists with promising talent and unique artistic voices. They will attend performances, review portfolios, and engage with the artistic community to identify potential collaborators for the venture.
  • Industry Experts: To ensure the success of the partnerships, Spotlight Collaborations will have industry experts who possess in-depth knowledge of the performing arts landscape. These experts will provide guidance and support to both the artists and the venues, helping them navigate the complexities of the industry.
  • Marketing Specialists: Recognizing the importance of effective marketing, Spotlight Collaborations will have a team of marketing specialists who will develop strategic campaigns to promote the shows and attract audiences. They will utilize various platforms and techniques to create buzz and generate interest in the performances.

The target audience for Spotlight Collaborations is twofold. Firstly, the venture aims to attract independent artists who are seeking opportunities to showcase their talent to wider audiences and establish a stable revenue stream. These artists may be actors, dancers, musicians, or any other performing arts professionals. Spotlight Collaborations will provide them with a platform to reach new audiences, build a dedicated fan base, and gain recognition in the industry.

Secondly, Spotlight Collaborations aims to partner with established venues across the United States. These venues, ranging from theaters to concert halls, will benefit from a diverse lineup of quality performances facilitated by Spotlight Collaborations. By offering a platform for independent artists, the venues can attract new customers, diversify their programming, and foster loyalty among existing patrons.

Spotlight Collaborations will also cater to the interests and preferences of the target audience for each specific performance. By curating a varied selection of shows, the venture will appeal to theater enthusiasts, music lovers, dance aficionados, and those seeking innovative and captivating live performances.

Spotlight Collaborations is a groundbreaking venture led by Sarah Johnson, an accomplished theater director and founder of Spotlight Productions. The aim of this venture is to revolutionize the performing arts industry in the United States by fostering partnerships and collaborations between independent artists and established venues.

What do we want to achieve?

Our primary goal is to address the challenges faced by emerging artists in reaching wider audiences and establishing a stable revenue stream. By connecting these artists with established venues, our business model provides a platform for them to showcase their talent, attract new audiences, and build a dedicated fan base.

What is our sustainable advantage?

Our sustainable advantage lies in our unique ability to bridge the gap between independent artists and established venues. We have a dedicated team of talent scouts and industry experts who identify promising artists and match them with suitable venues. By leveraging our extensive network and expertise, we negotiate favorable terms for both the artists and venues involved, creating a win-win situation for all parties.

What do we offer?

Spotlight Collaborations offers a comprehensive solution for independent artists and established venues alike. We facilitate partnerships between artists and performance spaces across the US, providing coordination, communication, and marketing support to ensure successful shows. Through revenue-sharing arrangements, venues receive a percentage of ticket sales, while artists gain access to wider audiences and potential revenue sources.

What do we produce?

Our main product is a platform that fosters partnerships and collaborations in the performing arts industry. We produce a lineup of quality performances that showcases the talent of independent artists and offers audiences a diverse range of artistic experiences. By curating these shows and ensuring their success, we contribute to the growth and sustainability of the performing arts industry as a whole.

What are our business objectives?

Our short-term goal is to launch Spotlight Collaborations in 2024, marking a new era for the performing arts industry in the United States. In the first two months, we aim to generate $1,000,000 in ticket sales and establish strong partnerships with at least 10 reputable venues across the country. Our long-term objective is to become the go-to platform for independent artists and established venues, transforming the way performances are organized and enjoyed.

Spotlight Collaborations, the revolutionary venture by Sarah Johnson, will be headquartered in the vibrant city of New York City, which is widely recognized as the hub of the performing arts industry in the United States. This strategic location will provide Spotlight Collaborations with a multitude of opportunities to connect independent artists and established venues, facilitating partnerships and collaborations that will transform the industry.

With its central location, Spotlight Collaborations will have easy access to numerous renowned performance spaces, theaters, and music halls in the city. This proximity will enable the venture to establish strong relationships with these venues, creating a seamless platform for artists to showcase their talent and engage with audiences. The bustling energy of New York City will contribute to the vibrancy and excitement of the performances organized through Spotlight Collaborations, attracting both local residents and tourists alike.

While the headquarters will be in New York City, Spotlight Collaborations aims to extend its reach across the entire United States. By partnering with venues in various cities, both large and small, the venture will provide opportunities for artists and audiences to connect throughout the country. This nationwide presence will broaden the scope of exposure for emerging artists and create a diverse lineup of quality performances accessible to audiences from different regions.

Target Audience

The target audience for Spotlight Collaborations comprises a wide range of individuals who appreciate and support the performing arts. This includes avid theater-goers, music enthusiasts, dance aficionados, and those seeking unique and memorable experiences. With a focus on fostering collaborations between independent artists and established venues, Spotlight Collaborations aims to attract both existing arts patrons and those who may not yet be familiar with the independent art scene.

Through partnerships with established venues, Spotlight Collaborations intends to bring in new audiences, including regular patrons of these venues who may not have been exposed to independent artists before. By curating an inclusive and diverse lineup of performances, Spotlight Collaborations aims to engage audiences from different backgrounds, age groups, and artistic preferences. This approach ensures that there is something for everyone, fostering a growing community of arts enthusiasts.

New Opportunities

Spotlight Collaborations envisions new opportunities for both artists and venues in the performing arts industry. By addressing the challenges faced by emerging artists in reaching wider audiences and establishing a stable revenue stream, Spotlight Collaborations opens doors for artists to grow their careers and gain recognition. Through partnerships with established venues, artists can access larger platforms, attracting new audiences and building a dedicated fan base.

For venues, collaborating with independent artists brings fresh talent and unique performances to their stages. This diversification of their offerings helps attract new customers, expand their customer base, and foster loyalty among existing patrons. Spotlight Collaborations aims to create mutually beneficial arrangements where artists and venues can thrive together and contribute to the overall growth and sustainability of the performing arts industry in the United States.

Getting from Here to There

To realize its vision and establish itself as a leading force in the performing arts industry, Spotlight Collaborations will leverage its dedicated team of talent scouts and industry experts. These professionals will actively seek out promising independent artists across the United States and connect them with suitable venues through careful analysis and matchmaking.

Through a revenue-sharing model, Spotlight Collaborations will ensure that both artists and venues benefit from successful performances. The venture will handle coordination, communication, and marketing support to ensure the smooth execution of shows. Through its extensive network and expertise, Spotlight Collaborations will negotiate favorable terms for all parties involved, ensuring a win-win situation.

With a focus on quality and professionalism, Spotlight Collaborations aims to earn the trust and support of artists and venues, building long-lasting partnerships and collaborations. By creating a platform that showcases the best of independent artistry and offers new and exciting experiences for audiences, Spotlight Collaborations will reshape the performing arts industry, driving its growth and sustainability.

Spotlight Collaborations, the revolutionary performing arts venture, is set to officially launch in 2024. This significant milestone will mark a new era for the performing arts industry, bringing about a positive transformation for both emerging artists and established venues.

Business Launch and Immediate Results

Spotlight Collaborations' business plan will be put into action in 2024, as Sarah Johnson and her dedicated team work tirelessly to establish partnerships and collaborations between independent artists and renowned performance spaces across the United States.

Upon opening its doors, Spotlight Collaborations aims to swiftly start seeing results, providing emerging talent with the much-needed platform to showcase their skills and attract wider audiences. By leveraging their extensive network and expertise, Sarah and her team will work diligently to secure favorable partnerships and ensure successful shows.

Objective Achievement and Retirement

The primary objective of Spotlight Collaborations is to address the challenges faced by emerging artists in reaching wider audiences and establishing stable revenue streams. To achieve this, Sarah Johnson envisions a timeline of short-term and long-term goals.

  • Short-term Objectives: Within the first two years of operations, Spotlight Collaborations aims to establish partnerships with at least 50 performance spaces across the US and successfully stage 100 performances featuring independent artists.
  • Long-term Objectives: Over the course of the next five years, Spotlight Collaborations plans to expand its reach and partner with over 200 venues, organizing a diverse lineup of high-quality performances that attract audiences from all walks of life. The venture also aims to facilitate the transition of some independent artists into established professionals within the industry.

As for Sarah Johnson's retirement strategy, she envisions stepping away from the company and passing on the reins to a capable successor by 2035. This timeline allows for more than a decade of building Spotlight Collaborations into a well-established and sustainable venture. Sarah intends to have a thoughtful succession plan in place to ensure a smooth transition, whether through a sale or the selection of a successor. In the event that no suitable successor is found, Sarah is prepared to consider the possibility of closing down the business, allowing it to gracefully conclude its operations by 2035.

With perseverance, dedication, and a focus on fostering partnerships, Spotlight Collaborations is poised to contribute to the growth and sustainability of the performing arts industry, leaving a lasting legacy for artists and venues alike.

Spotlight Collaborations seeks to address the challenges faced by emerging artists in reaching wider audiences and establishing a stable revenue stream. By partnering with established venues, this business model aims to provide a platform for artists to showcase their talent, attract new audiences, and build a dedicated fan base. Additionally, venues benefit from a diverse lineup of quality performances, attracting new customers and fostering loyalty among existing ones.

Why would customers want your product or service?

Customers would want to engage with Spotlight Collaborations for several reasons. Firstly, they can expect a high-quality and diverse range of performances that showcase emerging talent as well as established artists. Secondly, by attending these performances, customers can support and contribute to the growth of the performing arts industry. Lastly, customers will have the opportunity to discover new and unique experiences, as Spotlight Collaborations focuses on fostering partnerships and collaborations that bring fresh and innovative performances to the stage.

Why would a buyer want to purchase from you? Describe how you differ from the competitors.

Buyers would choose Spotlight Collaborations over other platforms or production companies because of the unique value proposition it offers. Unlike traditional production companies, Spotlight Collaborations focuses on cultivating partnerships and collaborations between independent artists and established venues. This approach creates a win-win situation for both artists and venues, ensuring a diverse lineup of quality performances while providing artists with increased exposure and revenue opportunities. This distinct business model sets Spotlight Collaborations apart from competitors, as it actively addresses the challenges faced by emerging artists and offers a sustainable platform for growth.

Why are you in this line of work? Make sure to include your company’s mission statement as well.

Spotlight Collaborations is driven by a deep passion for the performing arts industry and a desire to create meaningful opportunities for talented artists. The company's mission is to revolutionize the industry by fostering partnerships and collaborations that empower emerging artists, provide them with a sustainable platform to showcase their talent, and connect them with audiences who appreciate and support their work. By bridging the gap between independent artists and established venues, Spotlight Collaborations aims to contribute to the growth, innovation, and sustainability of the performing arts industry.

Spotlight Collaborations will be structured as a limited liability company (LLC) to provide flexibility and protection for both Sarah Johnson and the business itself. As an accomplished theater director and founder of Spotlight Productions, Sarah has years of experience in the industry and understands the importance of mitigating personal liability while maintaining control and ownership.

In establishing the company, Sarah will engage with a business attorney who specializes in entertainment law. The attorney will guide her through the registration process and ensure compliance with regulations and licensing requirements in New York City. The attorney will also provide advice on liability issues and draft contracts for the revenue-sharing arrangements with the venues and artists.

To achieve the company objectives, Sarah will hire a dedicated team of talent scouts and industry experts. These professionals will leverage their experience and network to identify talented independent artists and match them with suitable venues. The team will handle the negotiation and coordination of partnerships, ensuring favorable terms for both artists and venues.

Additionally, Sarah will hire marketing specialists to promote the performances and attract audiences. This team will utilize various channels such as social media, advertising, and partnerships with local media outlets to raise awareness of the shows and generate ticket sales. By managing these key aspects of the business, Sarah will be able to focus on the overall strategy and growth.

Vision Statement:

Spotlight Collaborations envisions a future where independent artists have ample opportunities to showcase their talent and establish sustainable careers in the performing arts industry. Through strategic partnerships with established venues, we aim to create a vibrant ecosystem that supports emerging artists, attracts diverse audiences, and contributes to the growth and sustainability of the industry. We envision a future where Spotlight Collaborations is recognized as a leading platform for fostering collaborations and revolutionizing the way artists and venues collaborate across the United States.

Future Development:

  • Expand to other major cities across the United States, creating a national network of partnerships between independent artists and venues.
  • Establish a digital platform that allows artists to showcase their performances virtually, reaching a global audience and further expanding their fan base.
  • Offer additional support services to artists, such as guidance on branding, marketing, and career development, to foster long-term success and sustainability.
  • Collaborate with educational institutions to provide mentorship programs and opportunities for emerging artists to gain valuable experience and exposure.
  • Become a trusted advisor and resource for venues seeking innovative and diverse performances, fostering a community of artistic excellence and collaboration.

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Art Film Theater Business Plan

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Miami Beach Film Society

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

The Miami Beach Film Society (MBFS) is a not-for-profit 501(c)(3) organization that is expanding to finally have a permanent home, The Miami Beach Cinematheque, which will not only serve as the home but will also be the office/headquarters for MBFS’ main annual event, THE FESTIVAL OF FILM FESTIVALS: The Miami Beach International Film Festival (MBIFF), which will debut in the second year of Cinematheque operation. This plan concentrates on the first year of operation, opening the Cinematheque with a strategic start-up “Founding Circle”, and then operating it through creative programming, marketing, product and service sales, and fundraising.

We are seeking funding to add to our previous donations, for initial start-up expenses to be used for build-out, rent and related issues, equipment, and initial cash to handle the first few months of expenses. Our annual revenue will continue with a combination of memberships, admissions to programs, product and services sales, fundraising activities, and city, county, and state grants.

We have already formed several strategic alliances with various organizations and businesses that will help or have helped to make the Cinematheque and MBIFF a success. During the first year of the Cinematheque, our business goals are in five main categories:

  • Opening the space successfully;
  • Generating earned revenue from a combination of ticket sales, product and service sales, and additional fundraising;
  • Keeping gross profit margins high;
  • Raising substantial percentages of revenue from grant sources to develop and maintain membership level;
  • Including outreach as a main goal to include various audiences.

The Miami Beach Film Society’s mission is to provide a cultural alternative to the commercial film experience, and to celebrate and promote the artistic elements of the medium and related ones, and to nurture and promote the art of filmmaking itself. Included in the mission will be special consideration for the cultural diversity of Miami Beach. The Cinematheque will be a base to utilize, enjoy, learn, and discover. It will also be a workplace of inclusion and respect, with a focus on the development of creativity and ideas.

MBFS has been programming special events for years, and the MBFS specialty has been success with collaboration with other cultural institutions, its creative programming utilizing the uniqueness of Miami Beach, and its outstanding sense of marketing.

The products and services provided by the Cinematheque will all complement the main mission of the organization, to provide a cultural alternative to the commercial film going experience. The standards of quality of the merchandise and services presented will be based on creativity and imagination, culminating in a unique experience for cinematheques. The Miami Beach Cinematheque will be different. Such creative programming as  “Food & Film: Movies To Dine For”, “Yoga & Film”, and “Cafe Con Cinema” combines the intriguing and sometimes provocative aspects of our diversified local culture, supplemented by high quality merchandise that serves as educational souvenirs and reference material.

Our core market for the Cinematheque is the type of person who appreciates the arts and cinema in particular, and is interested in an alternative to the typical commercial offerings in the film and arts experiences. This core market exists in all the categories of our main markets, as described in detail in the Market Segmentation section, and our target markets are based on the biggest percentages of the pie, but we would like to develop the smaller percentages of the pie also, so we are targeting certain markets to develop that support.

There is no organization in South Beach that currently provides the services and emphasis that MBFS will provide for Miami Beach. Recently The Alliance “arthouse” Cinema on Lincoln Road closed, so the Cinematheque is filling an important gap in alternative programming. Our hard core film audience will be pleased to know that programming will be aimed in their direction, but with a different package. Squeezing seven nights out of an audience that supports one or two on a regular basis is why we will have programming such as “Views From the Underground” and “Foreign Film Fridays” in our programming line-up for niche markets and outreach for underserved audiences, as well as “Jazz or Classical Filmbrunch” featuring live entertainment and a lighter fare appealing to a wider audience.

With our singular focus on film and related arts, we have a solid direction and we are positioned as the premiere source for cinema and photographic arts presentation and education in Miami Beach. The Cinematheque will be the main venue for film appreciation, enrichment, and enjoyment of all the related arts and activities tied to the art of film. Therefore a marketing focus will be on these benefits of visiting and participating in the Cinematheque. Through our diverse range of programs, a fresh experience for frequent visitors will provide an ongoing development in the appreciation, enjoyment, and education that the Cinematheque offers.

Key areas of our marketing strategy include membership development, development of the Founding Circle, The Cinematheque Newsletter and other direct mailings, telemarketing, on-site marketing of Cinematheque products and services, targeted advertisements, general listings,  the website, radio and Public Service Announcements (PSA), flyers, programs, and brochures, the database, and  press contacts.

MBFS has begun an extensive fundraising campaign to provide initial start-up costs for the Cinematheque. Each area of need will be strategically matched with a potential donor, starting with construction costs and ending with festival grants. The areas of fundraising include the Start-Up Donor Drive, grant development, fundraising events, hiring fundraising professionals, and sponsorship agreements, as well as research of other film festival operations.

The Miami Beach Cinematheque website www.mbcinema.com will be an example of the creativity and style for the film society and the eventual film festival. The website will have strategic directional links on all pages to lead to sales, whether on-line or later on-site. The Miami Beach International Film Festival website will be separate, www.miamibeachfilmfestival.com, and the two sites will mutually benefit by being linked at many strategic points.

Run for years by a Director and Board of Directors, the opening of the Cinematheque will expand the team to include an Operations Manager, and the Director will assume that position as he always has until the need arises to make it a paid position. As always, there will be volunteers in several capacities, and the volunteer Board will play a big part in organizing this area. They each will have a role in managing an area of volunteer duties. As the time comes closer to the Miami Beach International Film Festival (MBIFF) development, the team will be in place, ready for the bigger project, with potential managers in line for paid positions as they are needed. The Board of Trustees (Trustees), also volunteer, will be expanded and developed by the Director and Board to make available expert advise, donations of in-kind and products and services.

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The Board of Directors has remained intact for years, serving in many capacities and helping to make MBFS a major part of the cultural structure of Miami Beach. Actress Barbara Pergament – Chairman, Lucille Acocella of Northwest Airlines – Secretary/Treasurer, George Neary, the Director of Cultural Tourism for The Greater Miami Visitors and Convention Bureau, Marybeth Sheehan with DeNiro Realty, Cristiane Roget of AP+Films International, and Seth Finkel, Esq. – Legal Consultant have all been long time volunteer supporters, and will now be even more instrumental in the expansion of the Society, helping to develop the Board of Trustees, and helping to guide the organization.

In line for important positions on the team include future Programmers/Production Directors Juan Carlos Zaldivar and Rhonda Mitrani. Director/producer Juan Carlos Zaldivar completed both his BFA and MFA in film studies at NYU Film School, served as a juror for the Sundance Film Festival short film category, and wrote/directed the Sundance trailers that year, How To Make A Bird, How To Make A Tree, and How To Make A River . He was elected a Sundance Film Institute Fellow that summer. Juan produces for the PBS show In The Life . He teaches at the Undergraduate Film Program at NYU, and is a member of the National Association of Latino Independent Producers.

Rhonda L. Mitrani, Director/producer/editor, is graduate of the University of Michigan, BFA. She began her film career at Miramax Films in New York as Post Coordinator on such films as Marvin’s Room , and assisted on Modulations which played at Sundance and Berlin Film Festivals. As editor, she was principal on such films as Hit and Run , and edited for the Internet company Pseudo Programs and recently for the film The Suitor . She is a regular editor for ABC news. Cuba Mia is her first feature documentary.

Other team members include Technical Coordinator Aleksandar Stojanovic of CWS Productions, Grants Consultant Pola Reydburd, Special Events Producer Paulo Sadri with TMG Productions, International Film Festival Liaison Sandy Mandelberger of International Media Resources,  and North and South American Correspondent Jesse Rodriguiz based in Chicago. This international team forms the basis that will help make the Cinematheque and MBIFF a major success. The team is expected to grow as we develop.

The balance sheet and the various tables of this plan show managed but sufficient growth of net worth, and a sufficiently healthy financial position. The yearly and monthly estimates are included in several topic areas, and in the appendix.

With continued growth as allowed by this strong plan, MBFS will be in position to continue development for the Miami Beach International Film Festival, which will grow after the first year into a major international film festival, while the Cinematheque continues to thrive as a successful addition to Miami Beach culture.

Art film theater business plan, executive summary chart image

1.1 Objectives

During the first year of the Cinematheque, our business goals are:

  • To open the space on Espanola Way with a basic build-out, helped by the in-kind and monetary donations of appropriate partners, individuals and businesses.
  • To generate over $10,000 monthly in earned income by the end of the first year from a combination of ticket sales to various programming, memberships, retail sales in several departments, outreach, meeting space fees and related services, Internet and telephone services, and additional fundraising.
  • To keep a strong gross profit margin of at least 60% from sales of products and services.
  • To receive at least $10,000 in the first year from newly developed funding sources such as grants that will come over time depending on deadlines and qualifications.
  • To develop and maintain a strong membership base at different levels of donorship.
  • To develop an outreach program that includes new markets and opens the doors for the ultimate programming goal: The Miami Beach International Film Festival, which will debut just months into the second year.

1.2 Mission

The Miami Beach Film Society’s mission is to provide a cultural alternative to the commercial film experience, and to celebrate and promote the artistic elements of the medium, and to nurture and promote the art of filmmaking itself. The Cinematheque will be the home of MBFS, and will provide an historical and unique environment for the the Society to pursue its mission.

Included in the mission will be special consideration for the cultural diversity of Miami Beach and the world, and the Cinematheque will serve as a base for the promotion of the inclusion of international elements, with the ultimate display being The Miami Beach International Film Festival. The Cinematheque will become the base for film and arts appreciation for a wide spectrum of local cultural communities and visitors alike. It will a place to utilize, enjoy, learn, and discover. It will also be a workplace of inclusion and respect, with a main focus on the development of creativity and ideas.

Organization Summary organization overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">

The Miami Beach Film Society (MBFS) has been a non-profit 501(c)(3) organization in existance since 1993. The timing is finally right for our mission to have a permanent home, so our new focus will be the development of The Miami Beach Cinematheque, which will provide a space for year-round programming and a working environment for the headquarters of the Miami Beach International Film Festival.

MBFS has been presenting programming in unique ways for years on Miami Beach, combining film with other important aspects of Miami Beach culture such as the utilization of the celebrated architecture (such as “Vintage Films in Art Deco Spaces”), the strong restaurant industry presence of the beach (with “Food and Film: Movies to Dine For”, a five year sold-out series of films in restaurants where the chef creates a menu inspired by the film of the night), Miami Beach history (with mini-festivals such as “The Esther Williams Film Festival at Miami Beach Swimming Pools”), and collaboration with other cultural institutions (such as “Shock of the New: Film in the New Age” with the Wolfsonian Museum, and “Ingmar Bergman: Women Dreams, and Demons” with the Bass Museum of Art).

We have currently been participating in the City of Miami Beach “2nd Thursdays” program, where the non-profit cultural arts organizations sponsor a free activity for beach residents and visitors. To gain momentum for our concept on Espanola Way, we have been presenting French films at the French Cafe A La Folie which will eventually be our next door neighbor. We will continue the series and expand on the idea, to include free films in the newly restored Plaza de Espana (see details below) while continuing to present in smaller venues such as A La Folie, and of course, we will show free films every “2nd Thursday” at the Cinematheque.  

Below are examples of the over 5,000 original souvenir programmes from the Cinematheque Archive, spanning the entire history of cinema from 1895 to today, making up the on-line educational tour and eventual exhibition “The History Of Cinema Illustrated By Souvenir Programmes”:

  • The Kiss , Edison 1896 USA/American
  • Cabiria , Pastrone 1914 Italy/American
  • Potemkin , Eisenstein 1925 USSR/German
  • Metropolis , Lang 1926, Germany/German
  • Citizen Kane , Welles 1941 USA/American
  • Masculin/Feminin , Godard 1966, France/Danish
  • Ugetsu , Mizoguchi 1953 Japan /German
  • Persona , Bergman 1966, Sweden/Austrian
  • Blue Velvet , Lynch 1986, USA/German 

We have already formed several strategic alliances with various organizations and businesses that will help or have helped to make the Cinematheque and MBIFF a success.

The City of Miami Beach itself is an important ally, as a supporter of the Cinematheque and co-presenter of MBIFF. Director of Tourism Michael Aller and Mayor David Dermer, as well as other city officials have been supportive and helpful in recognizing the value of this important project.

The independent special event producer, TMG Productions, which produces our annual “Oscar Night” (an official licensed party of the Academy of Motion Picture Arts and Sciences itself), will continue to aid in fundraising for that annual party, and for others in the future, such as the special events for MBIFF.

Other professionals “in the field” (not based in Miami, but in other areas of the world in the film industry) will be of tremendous importance to development of sponsorship, programming, and alliances,  for the Cinematheque and MBIFF. For example,  Jesse Rodriguez, former Operations Manager for the Chicago Film Festival and other film festival capacities, will be a consultant in many development and operational areas, including sponsorship and programming. Sandy Mandelberger, of International Media Resources, will be consultant in development and liaison in the international film festival circuit.

Cultural organizations such as the New World Symphony, The Miami City Ballet, The Wolfsonian, The Bass Museum, and others all can or have participated in collaboration with MBFS. Collaborative presentations will be a major part of the Cinematheque, such as accompaniment by musical duets, dancers, or performance artists. MBIFF will specialize in collaboration to make a festival that incorporates many arts.

Schools and universities will be a major part of Cinematheque programming, and the Fisher Fineberg school will benefit by having the Cinematheque at its border. We plan to unite the schools by preparing programming with the schools in mind.

2.1 Programming

Programming at the Cinematheque will be a varied collection of types of nights that serve a wide spectrum of local Miami Beach and visitor contingencies. It will also offer several workshops and demonstrations that will continue the MBFS mission and allow a wider audience to participate in the Cinematheque activities. Tuesday through Sunday will have regular nights of specialized programming, and there will be creative monthly special events such as “Food & Film” where the best chefs provide a demo of their culinary inspirations based on a film. Also a monthly Meet The Artists event for the “2nd Thursdays Miami Beach Cultural Arts Night” will concentrate on bringing an arts appreciation to local students and independent film enthusiasts by allowing them to meet the directors and discuss their work.

Throughout the year the Cinematheque will also be available as a supplemental space for all the local film festivals, as a hub and meeting place for information and activities such as panels, intimate screenings, and photography exhibitions related to the current festival.

Miami Beach Cinematheque

Monthly Calendar (not including annual events such as festivals that would change this regular programming)

Mondays (dark night available for private and corporate meetings)

Tuesdays 8:30pm ~Yoga and Film~ A transcendental visual and aural experience with non-narrative film. Mats available for an actual enhanced yoga class.

Wednesdays 8:30pm Café Con Cinema Films en Espanol, supplemented by tapas, and Flamenco or Salsa preludes

Thursdays 8:30pm Views From The uNderground Cutting edge/experimental films from the microcinema movement that you won’t find at the cineplex

and every 2nd Thursday (free) Meet the Artists Your chance to meet the directors and discuss their work

Fridays 8:30pm Foreign Film Friday* Films from the rest of the world

Saturdays 11:30am Jazz Filmbrunch A light brunch with vintage films and a jazz intro

8:30pm Indies Under The Stars* Independent films inside or in the courtyard

Sundays 11:30am Classical Filmbrunch Light fare and silent or not-so-silent films with accompaniment

8:30pm GaySunDayNite Gay themed films with, uh, dramatic intros, to say the least

and once a month on Sunday nights “FOOD & FILM: Movies To Dine For” South Beach’s best chefs demonstrate their talents, inspired by food on film.

*outdoor screenings weather permitting

THE FESTIVAL OF FILM FESTIVALS: The Miami Beach International Film Festival

THE FESTIVAL OF FILM FESTIVALS will be the largest annual project of MBFS, in collaboration with several international partners, and is in development as the Cinematheque opens. Debuting a year after the Cinematheque opening, the concept of the festival is to bring together the winners of the other international film festivals, in an end-of-the-year round-up, to compete once more in the main competition category.

MBIFF will be the last international film festival of the year, collecting the best of the best. Film festival directors from the chosen festivals (rotating every year to include 10-12) will be invited to present their winner, with the film’s director and stars, to promote their festival and the winning film.

There will be sidebars to the festival also, such as Florida On Film celebrating our rich tradition of local film making and festivals. For one week a year the Cinematheque will be everywhere, not just at its intimate year ’round home. The Cinematheque will remain the meeting place for the juries, the press conferences, and advance tickets and sales of official merchandise, but most of the screenings would be at various venues on South Beach.

2.2 Facilities

The Cinematheque Location is planned for 508 Espanola Way, just off the Plaza de Espana, in the historic “Spanish Village” in the heart of the Art Deco District of South Beach. It is housed in a 1925 Gothic Revival section of the Mediterranean Style Village. The city of Miami Beach is restoring the block with a million dollar renovation that includes streetscape upgrades, historically correct lamp posts, and iron signage.  Next door is an authentic French cafe/creperie, as well as other restaurants and shops in development. Included in the city renovation plans is a major new pedestrian “esplanade” that will connect Lincoln Road to Espanola Way which leads directly to Plaza de Espana. The Cinematheque will  help change the reputation of Espanola Way by becoming a major cultural anchor for the historic street, and it will bring new light to the area that has been inactive for years. It will continue the original 1925 plans of architect N.T.B Roney by providing space for bohemian artists within a unique revival of architectural styles.   

The Cinematheque Facilities

The Cinematheque Gallery will also be within the main room, featuring ongoing exhibitions of world class cutting edge photography, graphics, video art, and performance art. The Cinematheque Archive and other collections will also appear as exhibitions.

The photographic gallery will have a strong alliance with the internationally known photography showcase. The showcase is a  collection of international photographers who will be given the opportunity to have month long exhibitions at the Cinematheque and will form the base for a strong photographic presence in the arts on Miami Beach, another underdeveloped area.

“Classic Concessions” will be available during the film screenings, such as fresh popcorn, Cinematheque Sodas made from Italian syrups, juices, and seltzer spritzers (instead of modernized carbonation machines), and Tropical Sorbetto in frozen lemons, limes, and coconuts. Included will be favorite packaged candies from all over the world reminding people of home.

The second presentation space, also with an intimate seating capacity, will be the outdoor hotel courtyard that is next to the main gallery. Therefore the customers of the Cinematheque have two options for viewing “under the stars, indoors or out”.  

The Florida Room is a production entity that will be servicing the Cinematheque on an on-going basis. The office/production room will be located within the Cinematheque and the placement creates synergy and mutual benefits for in-house productions and for the film industry that will be able to utilize the facilities. Besides offering services and facilities for film makers such as editing and sound development, there will be in-house introduction clips made for the Cinematheque and MBIFF, and “Miami Beach Newsreels”  which will mix nostalgic Miami Beach history with modern coverage of Miami Beach events. film makers will make the “On-Screen Ads” for Cinematheque sponsors and Cinematheque products and services. This will allow the Cinematheque to form a standard of quality and creativity for images and promotions on its screen.

2.3 Start-up Summary

Our Start-up expenses are based on the costs involved with the build-out improvements of the planned space (an historic structure that needs upgrading), and for the marketing and operational expenses needed to get up and running for the first couple months until we get on our feet financially through programming, retail, and services income.

Construction Phase Strategic Alliances:

The City of Miami Beach itself is an important ally, as a supporter of the Cinematheque and co-presenter of MBIFF. Director of Tourism Michael Aller and Mayor David Dermer, as well as other city officials have been supportive and helpful in recognizing the value of this important project.

Espanola Way, Inc. owns the Matzanas Hotel which houses the proposed Cinematheque location. Linda Polansky, the main owner of the company, has been very helpful and understanding of our needs, and is very interested in helping to make the project a success for not only Espanola Way but for the cultural benefit of Miami Beach.

Architect Marty Hyman has been helping to strategize build-out, and has supplied the initial success and budget information. Interior Designer Patrick Kennedy has taken a personal interest in the community project, and will be offering his creative talents to make the design outstanding and unique.

Business Volunteers for the Arts has helped us incorporate and introduced us to Seth Finkel, Esq. who has remained our legal advisor pro bono for almost ten years. Seth is continuing to help on many levels. We plan to again utilize the BVA’s services to find help in other areas.

Construction services will be aided by a combination of local businesses in several areas such as cabinetry, ironwork, locksmith, plumbing, electrical, appliances, and fabrics. Committees are being formed to organize and fill the areas of need.

An example of areas of construction being sponsored is our agreement with Hotel Nash, as a major sponsor of the project. The Nash will be handling the air conditioning needs, among sponsoring later needs.

Design firms will be of great help, and have been, such as Suissa Design, who designed our logo and first brochure, and other design firms that have offered to help in the future.

Technical aspects are helped by CWS Productions, which has helped present the free 2nd Thursdays program, and which will help with Web design, technical presentation, and computer servicing.

The Espanola Way group marketing plan will be utilized, as well as our Greater Miami Convention and Visitor’s Bureau membership, to help network and create awareness.

An important alliance in development is with an internationally known electronics sponsor that will provide us with computers, projection equipment, and supplies.

Later alliances will develop in strategic categories for sponsorship of  the Cinematheque and MBIFF.

Art film theater business plan, organization summary chart image

2.4 Fundraising Strategy

MBFS has begun an extensive fundraising campaign to provide initial start-up costs for the Cinematheque. Each area of need will be strategically matched with a potential donor, starting with construction costs and ending with festival grants.

1. Start-up Donor Drive.   Donor list development is the first step of the Start-Up Donor Drive and is already in motion, with development of a prospect list from our past and present supporters, and potential new ones, to match with the various levels of the Founding Circle and membership to assure a good match of donors with donor levels. Creation of special categories and targeted donations are being worked on for local businesses such as hotels, which will get a long term deal with tie-ins to participation in MBIFF. As members of the Founding Circle, they will be given special consideration when hotels are utilized for the larger festival. Specific In-Kind donation needs are being assembled as well, to match donors with needed items. Mailing of the Solicitation Letter  will be done in stages as the lease is negotiated, because the letter for donations should be specific about location, and the revenue required for build-out is required to finalize the lease. The first letters will be limited to donors who will directly affect build-out commencement.

(see below text for Founding Circle Invitational letter)

You are invited to help make a new cultural institution on South Beach!

The Miami Beach Cinematheque

the new home of

The Miami Beach Film Society

and headquarters for the upcoming

Miami Beach International Film Festival

“THE FESTIVAL OF FILM FESTIVALS”

After years of presenting films on the beach in creative ways, the not-for-profit organization MBFS is finally building a new home where films will be presented lounge-and-café-style on a regular basis, along with exhibitions of photography, graphics from the Cinematheque Archive, and related arts and cutting edge projections. The Cinematheque will not only be a cultural institution for the community, but home to one of the most important new film festivals on the international circuit, as well as a supplementary venue for many of the existing ones. There will be two “screening rooms”, one intimate gallery space with a starred ceiling like the cinemas of the 1920’s and 30’s, and one beautiful Mediterranean courtyard, so movie-goers will “under the stars, indoors or out”.

Become a member of “The Founding Circle” of the Cinematheque.

There are several levels of participation, so please take the time to see how you can become part of the most exciting community project in a long time. The Founding Circle Members will appear on a permanent bronze plaque prominently displayed at the Cinematheque.

Donations can be either cash or non-cash (in-kind), and are tax deductible. The benefits at each level include those benefits of levels below them. A sample of he benefits of each level are as follows:

Founding Premiere Sponsor  $25,000 and over – A custom designed package of benefits

Founding Sponsor  $10,000 – Customized On-Screen Ad, 160 tickets to regular screenings

Founding Premiere Patron   $5,000 – Customized six month signage, 75 tickets to regular screenings

Founding Patron  $2,500 – Customized animated logo, Customized one month signage, One day/night use of facilities, 35 tickets to regular screenings

Founding Donor  $1,000 – Customized ad in programmes and newsletter, 20 tickets to regular screenings

Founding Friend  $500 – Listings in programmes and newsletter, 10 tickets to regular screenings

Premiere Member  $100 – Special offers from sponsors, MBFS T-shirt, membership benefits

Member  $50 – 12.5% discount on tickets and subscription to MBCINEMA Newsletter (Students and Seniors receive 25% discount)

Membership commences when Cinematheque opens

Call 305 67-FILMS (673-4567) FOR MORE INFORMATION and details We are looking forward to hearing from you soon.

Eventually a broader request for donations will be mailed to continue fundraising and open the Cinematheque. The Founding Circle Sponsors, Patrons, and Donors will achieve levels by either in-kind or cash donations. In-kind for build out, such as labor fee waivers and donated equipment will be as valuable because it will be for given for items we would otherwise need to purchase.

2. Grant development  is already in motion also, with the hiring of a professional Grants Manager, Pola Reydburd, who is on board as one of the first MBFS paid positions. Ms. Reydburd is well known as one of the community’s best grants professionals, and we anticipate success with her services. She will interface with the Director and Grant Chair of the Board of Directors.

3. Fundraising events  such as our annual Oscar Night ® , the only officially licensed party in Miami of the Academy of Motion Picture Arts and Sciences, produced by TMG Productions, will continue to bring revenue for the Cinematheque. A variety of smaller events will also be developed to create revenue, such as movie premieres, and an upcoming fundraiser “Artists for the Art of Cinema”.

4. Fundraising professionals will be hired from many areas that will help with an international selection of sponsorship revenue and in-kind donations.

5. Sponsorship agreements will provide exclusive sponsorship in a specific industry (such as airline alliances or electronics or automotive industry). This will create on on-going relationship with sponsors and develop ties that create bonds and pride in sponsorship.

6. Research of other film festivals and cinematheque operations helps to form a fundraising target market, and provides valuable information. The Founder has attended the Cannes Film Festival for fifteen years, bringing back information and contacts for many activities.

Products and Services

The products and services provided by the Cinematheque will all complement the main mission of the organization, to provide a cultural alternative to the commercial film going experience. The standards of quality of the merchandise and services presented will be based on creativity and imagination, culminating in a unique experience unavailable even in other cinema venues. Where else can you find “Food & Film”, “Yoga & Film”, “Cafe Con Cinema” and other creative programming and products that combine the intriguing and sometimes provocative aspects of our diversified local culture, supplemented by high quality marketing materials that serve as educational souvenirs and reference material? Only at the Miami Beach Cinematheque.

Here are several categories of our services:

  • Our programming will provide a wide variety of areas and specializes in catering to target markets.
  • Our bookstore provides a research environment with new, used, and antiquarian books, as well as international newspapers.
  • Our gallery is a showcase for international artists specializing in moving images, photography, graphics related to film, and related arts. Monthly changes in the installations will keep the look of the Cinematheque fresh and alive, and will attract repeat visitors.
  • Our Main Room makes an unusual “boutique-style” meeting space for corporations, private parties, private film screenings, and films in progress dailies viewing.
  • The Florida Room, the in-house production entity, makes images that fit into the fabric of the Cinematheque activities. Businesses will love to be involved when they see what our image makers can do for them, and see how their customized message relates to our audience.

Here are a few of our product categories:

  • The programming will be supplemented by souvenirs such as postcards with images from the Cinematheque Archive which are tied into the themes of the Cinematheque. Many of these items will also be excellent examples of Miami Beach souvenirs.  
  • The Bookstore will have its own line of products such as bookmarks and agendas.
  • The Gallery will feature high styled but practical design items such as yoga mats, candle and insense sets.
  • The Cafe will have candies and baked goods from all over the world, and packaged items, worthy of a special trip, to take away. (The items are made off-site and delivered by a licensed provider.)

(See below example Cinematheque Concession Menu)

Cinematheque Concession Menu

The international specialties at the Cinematheque are from a wide range of countries, and many are available for take-out or mail order.

“The Classic Concessions”

FRESH POPCORN out of The Cinematheque Box CINEMATHEQUE SODAS made from natural Italian syrups, juices & spritzer FROZEN SORBETTO in oranges, limes, lemons, and coconuts INTERNATIONAL CANDIES & CHOCOLATES

Coffees, teas, and accompaniments from around the world to remind you of home

(See below example products available on-site or on-line) 

Miami Beach Cinematheque On-Line and On-site Shopping in development.

The Bookstore/Gallery Line

  • Postcards of the Cinematheque Archive
  • Postcard Set
  • MBFS Posters
  • Bookmark Set
  • Cinematheque Agenda
  • The Beach Towel/Blanket
  • The T-shirts

The “Yoga & Film” Line

  • The “Yoga & Film” Mat
  • The “Yoga & Film” Incense Set
  • The “Yoga & Film” Candle Set
  • The “Yoga & Film” CD

The Cinematheque Concessions

  • The Cinematheque Boxes
  • The “International Festival of Sweets” Box
  • The “Classic Concessions” Box
  • The Coffee & Tea Box
  • The Customized “Boxed Social”

Market Analysis Summary how to do a market analysis for your business plan.">

We have broken up our markets into four divisions to analyze the percentages of types of people who will come to the Cinematheque. The Miami Beach International Film Festival will have a different breakdown.

The four divisions are:

  • Geographical 
  • South Beach Locals  27%
  • South Florida Locals 27%
  • Visiting Other Americans 12%
  • Visiting South & Central American, & Caribbean 12% 
  • Visiting Europeans 12%
  • Visiting Other Areas 10%
  • Race, Religion, and Culture
  • White Non-Jewish 27%
  • Hispanic 27%
  • African American 7%
  • Psychographics (behavioral patterns or “types of people”, and people fitting into a certain market groups unrelated to the above categories) 
  • Students 18%
  • Gay and Lesbian Community 15%
  • Corporate Groups 13%
  • Film Industry 12%
  • Older Generation 15%
  • other 27%    
  • Age  
  • under 10 5%
  • 10-20 10% 
  • 50 and over 21%

Our core market for the Cinematheque is the type of person who appreciates the arts and cinema in particular, and is interested in an alternative to the typical commercial offerings in the film and arts experiences. This core market exists in all the categories above, and our target markets are based on the biggest percentages of the pie, but we would like to develop the smaller percentages of the pie also, so we are targeting certain markets to develop that support. 

Below is a list of target market segments that the Cinematheque will appeal to:

South Beach Locals “into the arts scene”. This is possibly the main market for the Cinematheque. People who live here year-round and are yearning for just this type of venue. South Beach Locals tend to try to discover “local hangouts” that are trendy yet not overwhelmed by tourists, and are not on the beaten path. (When is the last time you saw a large gathering of locals on Ocean Drive?) This is mainly why the location on the west end of Espanola Way was chosen. The area is becoming an “in place” for locals, with the help of our institution.

Locals from other areas in Miami. The types of people who go to art films in other areas such as Coral Gables and Miami will go out of their way to come to see what’s going on here. This group will include students from FIT, UM and FIU, arts supporters, and young people attracted to South Beach who are looking for something to do “before or after dinner and before late night clubs”.

Older Generation Locals who have had few opportunities to participate in activities on South Beach that they can relate to. The nostalgia factor that will be a big part of the Cinematheque will attract many older people of many ethnic origins. This group will include “baby boomers” and senior citizens.

Hispanic People who are looking for an alternative to a typical South Beach experience. Wednesday nights, “Cafe Con Cinema” with Spanish language films, will be devoted to this market since it is an important major market in Miami, but of course this market will also enjoy any night or day at the Cinematheque. 

Lesbian & Gay People looking for an alternative to the gay club scene on South Beach. Sunday nights will be devoted to this important South Beach market.

Corporate Groups  utilizing services such as film editing facilities and meeting facilities.

The Local Jewish Community who will find many of our programs to be of interest as the Cinematheque will specialize in nitch programming to serve the needs of our audience constituency. 

Upscale Tourists who are attracted to South Beach for its boutique-style architecture and Art Deco history, and would appreciate a cultural “boutique-style” alternative to a commercial movie theatre or touristy Ocean Drive “art gallery”. This project helps to keep them coming to South Beach.

Young International Students and Hostel Guests. This group is here on vacation so will always find time for leisure activities. Many Clay Hotel guests are European, with a tradition of appreciating cinema and arts of a wide variety. It is a part of their culture to appreciate and understand the alternative offerings of a Cinematheque. They also need to use the Internet to check email, etc, and are interested in their newspapers from their countries.

Film Industry Members  seeking an interesting space for dailies and presentations for their films, and film festival attendees. Another international market important for Miami Beach tourism. This market will grow tremendously with the inclusion of MBIFF into the programming. 

4.1 Target Market Segment Strategy

Some examples of the strategy to bring in targeted markets is shown below:

Locals Into the Arts Scene. Placement of Cinematheque away from the typical “touristy” areas where locals rarely go. Programming of local Kaffee, video artists, photographers, and designers. Furniture design by local designer. Strong connections with local newspapers and magazines.

Locals From Other Areas.  Outreach to universities and other arts and film enthusiasts, by marketing directly to them, advertising in their publications, and sponsoring their events. Newspaper listings.

Older Generation Locals.  Programming certain nights with them in mind, such as the nostalgic oriented brunch programming. Also special programming can be organized for the Miami Beach Senior Center which is one block away.

Hispanic Community. “Cafe Con Cinema” Spanish speaking Wednesday nights. Targeting Miami Film Festival crowd, upscale events.

Lesbian & Gay Community.   Sunday nights. Wire magazine ads, info in gay clubs and especially more sophisticated gay events. Participating in gay events as supporter.

Corporate Groups. Solicit targeted businesses for meeting space, contact hotel group sales personnel.

Local Jewish Community.   Program consideration and Cafe inclusion of Jewish specialties. Support other Jewish film events and provide additional venue for supplemental activities.

Upscale Tourists.   Contact hotel concierge on a regular basis to keep flow of this market. Offer concierge incentive program. Chamber of Commerce, museums, upscale hotels brochure placement. 

International Students and Hostel Guests. Make available Internet and long distance telephone services, as well as international books, and newspapers. Open door to hotel lobby for more direct access to Cinematheque.

Kaffee.   Keep in constant touch with this market to provide a space they relate to. Provide written information at other festivals, websites, and production guide mailings, calls, follow-ups.

International film enthusiasts and film festival supporters. Website and Press Releases to direct them. Promotional materials at other film festivals and events and film industry locations.

4.1.1 Service Providers Analysis

There is no organization in South Beach that currently provides the services and emphasis that MBFS will provide for Miami Beach. In 2001 The Alliance Cinema on Lincoln Road closed, so the Cinematheque is filling an important gap in alternative programming. Serious film enthusiasts make up a minority of South Beach locals and even visitors, but our programming is aimed at making the experience of being at the Cinematheque as interesting as the films, so the project has a wider appeal, with a wider outreach program, and a wider variety of supporters. Our hard core film audience will be pleased to know that programming will be aimed in their direction, but with a different package. Squeezing seven nights out of an audience that supports one or two on a regular basis is why we will have “Those Avant-Garde Mondays” and “Cafe Con Cinema” in our programming line-up for niche markets as well as “Sunday Brunch at the Cinematheque” featuring live entertainment and a lighter fare appealing to a wider audience.

The current alternative film presenting venues on South Beach are supplementary to museums that emphasize another aspect of their programming (exhibitions of their permanent and visiting collections). The Wolfsonian and the Bass Museum both have small auditoriums for film viewing, but emphasize other aspects.

The current alternative theatres in other neighborhoods include the Soyka Cinema on Biscayne Boulevard in Miami, The Bill Cosford Cinema at the University of Miami campus in Miami, and The Abisenthe in Coral Gables.

We intend to form cooperative relationships with these venues, especially the South Beach venues that we already have formed a working relationship with in the past. MBIFF will utilize many South Beach venues, and the intention is to form a synergy in the neighborhood so the festival’s home is South Beach venues of several types.   

Instead of seeing these venues as competition, we see them as venues that help form an audience, and we see the Cinematheque as a venue that will also help them in the same way. 

Strategy and Implementation Summary

With our singular focus on film and related arts, we have a solid direction in focus and we are positioned as the premiere source for cinema and photographic arts presentation and education on Miami Beach. The Cinematheque will be the main venue for film appreciation, enrichment, and enjoyment of all the related arts and activities tied to the art of film. Therefore a marketing focus will be on these benefits of visiting and participating in the Cinematheque. Through our diverse range of programs, a fresh experience for frequent visitors will provide an ongoing development in the appreciation, enjoyment, and education that the Cinematheque offers.

Key areas of our marketing strategy include the following:

Membership development and growth as a means to provide recurring revenue. Participation in the Cinematheque will have many benefits, and by extending an impressive value proposition at all levels, we expect to quickly expand our membership to include a wide variety of people, and our retention and renewal level should remain high as a result of updating and perpetually adding new and exciting benefits.

The first stage of membership in the Cinematheque will be the development of the Founding Circle. This will be the group of corporations and individuals who participated in the ground floor construction phase of the Cinematheque, and will be acknowledged on a bronze plaque placed prominently on premise. Through either in-kind or cash donations or a combination of both, membership in the Founding Circle of the Cinematheque will be achieved on several levels:

Founding Premiere Sponsor  ($25,000 and above). This level will receive a customized benefit package that individually suits the provider, with the most prominent presentation credit. Founding Sponsor  ($10,000 and above). This level will also receive a customized benefit package that individually suits the provider, with second most prominent presentation credit, customized On-Screen Ad, and 160 complimentary tickets to regular attractions. Founding Premiere Patron ($5,000 and above). Customized signage for six months and 75 tickets to regular screenings. Founding Patron ($2,500). Customized animated logo for one month, customized signage for one month, 35 tickets to regular screenings. Founding Donor ($1,000). Customized ad in programmes and newsletter. 20 tickets to regular screenings. Founding Friend ($500). Listing in programmes and newsletter, 10 tickets to regular screenings. 

The levels of MBFS membership in the Cinematheque are:

Charter Premiere Member  ($100). Special offers from corporate sponsors, MBFS T-shirt, plus membership benefits. Charter Member  ($50). A discount of 12.5% for regular screenings, subscription to the newsletter, invitations to special events and parties. Student and Senior Annual Members receive 25% off.

Annual membership starts the day the Cinematheque opens, but Charter and Founding Members pay in advance, allowing those doors to open!

Regular ticket prices will be $8 for “One Night Members”, $7 for Annual Members, and $6.5 for Students and Senior Annual Members. Special events are priced separately, and don’t apply to discounts unless stated.  

MBCINEMA , the Cinematheque Email Newsletter and direct mailings will be our regular marketing platform for products, services, and events. It will also be a way to document the history of the Cinematheque and show new visitors what they will receive as a member.

Telemarketing will be the follow-up to direct mailings to make the sale if the mailings haven’t yet. Telephone calls will be a way to keep in touch individually with members, and get feedback and requests.

On-site Marketing  of Cinematheque products and services will be one of our most important ways to convey messages and direct people to revenue generating centers. There will be constant awareness of what one can see, do, and buy through a variety of imaginative graphic placements and “On-Screen Advertisements” and “teasers”. With a captive audience of those who already made the effort to participate, we will be successful in spreading the word of all we have to offer, enjoying a word-of-mouth push that keeps people coming.

Targeted Advertisements will form a diversity of support for the Cinematheque. Instead of concentrating on daily promotions of specific films (which will also be included in the marketing budget but only when appropriate and sponsored), there will be marketing efforts for specific “areas” of programming, such as “Cafe Con Cinema” aimed at the Spanish speaking market for Wednesday Nights, “Views From the uNderground” marketed to the hard core film buffs, and “GaySunDayNite” to the gay market. The advertisements will heavily promote the telephone number as a way to know the details, by calling 67-FILMS. The info will change weekly.

General Listings  will also be broad in scope, giving information on types of nights and the number you can call for more information. Details will be provided in listings when needed and appropriate.

The Website  will always be mentioned in advertisements as a place to buy advance tickets and other products. By selling advance tickets, we will know our capacities in advance and be able to judge when extra marketing is neccessary. Once at the site, there will be constant direction to revenue generating centers, such as the merchandise page full of interesting things to purchase. The website will also be a base for our mission of education with the tour of the Cinematheque Archive “The History of Cinema Illustrated by Souvenir Programs”. There will be a strategic placement of links to and from other websites.

Radio and PSAs will form a support group from a wider area, and we will participate in creative giveaways for awareness in targeted radio stations. The Cinematheque will specialize in Alternative music (lounge, classical, jazz, and retro) and the markets that appreciate these under-available music styles will be contacted by radio with custom sound mixes made by volunteers.

Flyers, programs, and brochures  will be an important source of information and education to convey the mission of the film society. The Cinematheque Archive will be a wealth of visual material for a rich tradition of graphic use.  

The Database  will be an ever changing animal, and like the website, it will require constant updating. There will be an expansion of our present database to the categories of Present Members (in all categories), Nonmembers but on the mailing list, Potential Donors, Alliances, Vendors, Distributors and Producers, and Volunteers. By keeping good track of our customers, we will be better suited to market to them in certain ways. When they arrive with an advance purchase or a membership card that can be swiped for identification, we will always know who comes to what and how often they come.

Press Contacts will be expanded to include an international array of publications and journalists that are interested in the Cinematheque and what is has to offer. Organized and well timed press releases will be able to inform a variety of target markets what is happening.

5.1 Fundraising Strategy

Start-up Donor Drive. The Start-up Donor Drive effort depends on the commitment of key volunteers to raise funds through corporate and individual contributors throughout the area. This includes leveraging the resources of corporate sponsors and initiating the Founding Circle program where businesses are partnered with specific areas of need. Sponsors and Donors are recognized in numerous ways for the valuable role they play in the organization. We anticipate the drive to cover the opening expenses.

Monthly revenues. Revenues for the 2002-2003 opening will be supported by programming and memberships at first, and development of products and services. The forecasted revenue ranges fluctuate from a beginning low of just a few thousand dollars in our first month as we get open to a high in March, at the peak of season, when we have our annual Oscar Night fundraiser. Typically, July and August will be low season months, but we anticipate that this institution will have much less summer dips than other South Businesses that depend almost entirely on tourism.

Grants.  MBFS is currently identifying grants on a national and local basis that complement the goals and efforts of the program. Grant sources have included the Miami Beach Cultural Affairs Council, The Visiter and Convention Bureau for projects that bring hotel room nights, Miami-Dade County, and State of Florida grants, Hannibal Cox grants for development of underserved audiences, and Miami Beach Community Development grants for building improvements. We anticipate that grants will be an important part of our yearly funding, and that is why a professional grants consultant has been hired.

Oscar Night ® . This annual March event is always one of South Beach’s biggest and most anticipated parties of the year. Now an official licensee of the Academy of Motion Picture Arts and Sciences, the film society is the beneficiary of the party produced by TMG Productions. Since its inception in 1993, MBFS has had a tradition of Oscar Night benefits, and this highly publicized event has become an annual highlight and a financial success. This is due to continued public appeal, corporate sponsorships, and experienced volunteer leadership. This fundraiser should give a financial push after our first few months, just as the previous ones have given a base for our start-up funding.

Fundraising Professionals.  These people will be added to the team to help develop bigger projects such as MBIFF. We anticipate their work will help underwrite the festival, with grants being the important matching factor. The Sponsorship agreements, aided by this team of professionals, will help create a base of on-going support for MBIFF. 

Art film theater business plan, strategy and implementation chart image

5.2 Milestones

The following table lists important program milestones, with dates and managers in charge, and budgets for each. 

Art film theater business plan, strategy and implementation chart image

Web Plan Summary

The Miami Beach Cinematheque website (www.mbcinema.com)  will be the virtual business card and portfolio for the company, as well as its online “home”.  The website will have strategic directional links at all pages to lead to sales, whether online or later on-site. The initial page is currently on the Web, with the other pages in development.

The concept and design of the website will be representative of the quality of design seen at the Cinematheque.

The website will have links to other sites, such as the MBIFF site, www.miamibeachfilmfestival.com. This site will be pointed to initiate at www.mbcinema.com first so visitors are introduced to the “home” of MBFS first, and then to programming and special events.

Email will be available as [email protected] for correspondence related to the Cinematheque, and [email protected] for correspondence related to MBIFF. 

Online ticket sales and special program schedules will be available through the website, with software set up for that purpose.

Each page will have an option to link to a page that sells merchandise and services.

The design aspects of the websites are currently in development with the help of Creative Web Services, with design by Arturo Diaz Olmos for JR International Media . The website basic pages are being revealed soon as a preview of things to come. 

(see below examples of text information for the www.mbcinema.com website pages. Design is in development. Coming soon…the www.miamibeachfilmfestival.com  web design!)

MIAMI BEACH CINEMATHEQUE

Internet Bookstore Gallery/Archive Café Kino Production/Meeting Facilities

  • Home of the MIAMI BEACH FILM SOCIETY
  • Schedule/Showtimes/Tickets
  • Headquarters for THE MIAMI BEACH INTERNATIONAL FILM FESTIVAL “the festival of film festivals”
  • 510-580 Espanola Way Miami Beach, Florida 33139 305 673-4567
  • www.mbcinema.com

The Miami Beach Cinematheque Bookstore specializes in film, arts, photography, and entertainment.

  • By day, the Cinematheque is a warm and cozy bookstore and gallery, based in the main room, “The Florida Room”.
  • Hours of operation 10am-5pm
  • New, Used & Antiquarian Books and Periodicals, Postcards, Posters, Stationery, Internet and Business Services
  • SCHEDULE of Book-signings and Readings
  • The Bookstore line of products to order online or on-site

The Cinematheque Gallery has curated showings of photography, international video artists, and film related exhibitions.

  • The Gallery is also host to the Cinematheque Archive of film related images. The Archive has one of the most complete collections of original souvenir program booklets in the world, spanning the entire history of cinema, from 1895 to today.
  • SCHEDULE of Exhibitions
  • TOUR the Miami Beach Cinematheque Archive
  • The Gallery line of products to order online or on-site

The Café Kino specializes in international gourmet packaged foods for your enjoyment while at the Cinematheque, or to take away.

  • The “Classic Concessions” – Think 1940’s…
  • Popcorn out of the cool Cinematheque Box
  • Cinematheque Sodas made from natural Italian syrups, juices, and spritzer
  • Candies and chocolates from all over the world
  • Frozen Tropical Sorbetto in lemons, limes, oranges and coconuts
  • “The International Festival of Goodies”
  • Coffees, teas, and accompaniments to remind you of home
  • Available individually or in the Cinematheque Box
  • “Boxed Socials” – Customized packages (In the Cinematheque Box) in theme with our “Boxed Social” nights
  • The Café Kino line of products to order on-line or on-site

Post Production Facilities

  • Editing and other facilities
  • Concierge Services for Kaffee (including hotel accommodations, transportation, and more)
  • Miami Beach Newsreels and On-Screen-Advertising (in-house productions)

Meeting Facility

  • Private screenings and dailies
  • Conference Room with Internet and Business Services

The Miami Beach Cinematheque is home to…

THE MIAMI BEACH FILM SOCIETY

  • The Cinematheque has two auditoriums for MBFS screenings…”Under the stars, indoors and out” in “The Florida Room” or the “Moon Over Miami Outdoor Cinema”.
  • About The Miami Beach Film Society
  • SCHEDULE & Showtimes/Online Tickets

The Cinematheque is also headquarters for…

THE MIAMI BEACH INTERNATIONAL FILM FESTIVAL: “The festival of film festivals”

  • Debuting December 10-14, 2003
  • About MBIFF
  • Submissions
  • MBFS Line of products to order online or on-site

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

MBFS has been run successfully since 1993 by a Founder/Director and Board of Directors. With the opening of the Cinematheque there will be an expansion of this team to include an Operations Manager. The Director will continue to assume the duties until the need arises to hire for this paid position. As always, there will be volunteers in several capacities, and the volunteer Board will play a big part in organizing this area. They each will have a role in managing an area of volunteer duties. As the time of the Miami Beach International Film Festival (MBIFF) approaches, the team will be in place, ready for the project development, with potential managers in line for paid positions as they are needed. The Board of Trustees (Trustees), also volunteer, will be expanded and developed by the Director and Board to make available expert advise, donations of in-kind and products and services.

The Founder/Director , the first full-time position of MBFS, has the following duties:

  • Advise Board and receive guidance and approval from Board on general areas and major decisions.   
  • Develop and oversee daily operations, planning, and special events of MBFS in its home, the Cinematheque, and wherever else MBFS presents, including MBIFF working closely with the Operations Manager, Board of Directors, Programming and Production Team, and other volunteers.
  • Develop the overall concept of programming structure and priorities, and oversee all creative aspects of programming and area development, including supplements to programming, product and services departments,  merchandising, and film production at the Cinematheque and other venues, including MBIFF, working closely with Programming Manager and Production Manager.
  • Develop the marketing plans of the various areas of the Cinematheque and MBIFF, and continue to manage all aspects, with volunteer assistants. Establish a marketing budget, develop marketing materials, advertising placement, website development and maintenance, newsletter maintenance, measure effectiveness of marketing activities (program tracking).
  • Develop a network of support and outreach programs for the Cinematheque, working with the Membership/Fundraising Chairman (volunteer Board position). Direct mail plan, development of target sponsors, solicitation of sponsorship and membership.
  • Personnel management (recruiting, hiring, training, supervision, evaluating, and terminating).
  • Develop annual budget with Operations Manager for Board approval including necessary revisions.

The Operations Manager is hired by the Director. The part-time position duties will be as follows:

  • Advise Board and receive guidance from and approval from the Board on areas concerning financial matters.
  • Assist in personnel management in the areas concerning financial matters.
  • Coordinate fiscal management of the association, with the Director, and with approval from the Board.
  • Oversee preparation of the monthly and annual reports of activities and fiscal reports.
  • Coordinate, develop, manage, and report to Director and Board of Directors the management of the annual budget, including necessary revisions.
  • Coordinate work on annual audits and tax filing.
  • Define priorities for supervised financial staff.
  • Coordinate inventory management of products, supplies, and services.

The Programming/Production Directors  are hired by the Director. The duties are as follows:

  • Assist the Director with programming and supplements to programming such as symposiums and seminars, and question and answer periods.   
  • Assist the Director with the logistical aspects of programming such as contacts with directors and distributors, programming outreach and research, and preparation of symposiums, panels, and seminars.
  • Promote and develop outreach programs for programming development, with the Director.
  • Oversee, with approval from the Director, the program development of in-house productions such as Cinematheque On-Screen Ads and Miami Beach Newsreels with product placement.
  • Assist with sponsorship ideas for the direct tie-ins with programming and in-house productions.
  • Production of the on-screen film productions of the Cinematheque, with the Director’s approval, such as promotional clips to introduce the presentation, On-Screen Advertisements for both in-house products and services and local business sponsors that fit together in concept and style, and Miami Beach Newsreels with creative product placement.
  • Cover the productions with sponsorship, with the Director’s approval from the target list of potential sponsors, to underwrite the productions and complete them.
  • Assist the Director is gaining new and potential sponsors for On-Screen Ads and Miami Beach Newsreels, expanding the target list, and following through with “the account” to continue the relationship.

The Technical Coordinator is hired by the Director. The duties are as follows:

  • To supervise and manage the technical aspects of the Cinematheque and MBIFF, such as the computer functioning, and logistical presentation of film screenings, working closely with the Director and potential sponsor of the technical area.
  • To supervise the technical team at special events and manage the potential troubleshooting.

The Grants Consultant   is hired by the Director. The duties are as follows:

  • To develop the grant aspect of the film society as an important division in itself.
  • To manage, with the Director, all aspects of researching, applying for, and keeping track of appropriateness and deadlines for grants, and follow-up of presentations.
  • Advising on directions and ideas in developing the related fundraising activities with the Board of Trustees.   

The Producer of Special Events is hired by the Director. The duties will be as follows:

  • To produce the logistical aspects of the supplemental parties of MBIFF as designed by the Director.
  • To cover the expenses of the parties by direct sponsor underwriting as approved by the Director from the target list of potential sponsors.
  • Assist the society with potential growth of the target list of sponsors, for potential direct sponsorship of the parties.
  • To follow up by organizing the aftermath and clean-up of the parties, making sure everyone is happy with the results.

The Sponsorship and Development Team is hired by the Director and come from several strategic areas of the world, all contributing from different points of view to bring different elements to the table:

  • The International Film Festival Circuit Liaison will cover the connections between the world’s film festivals, bringing aspects of those festivals to MBIFF and the Cinematheque.
  • The European Correspondent will cover Europe to bring those aspects to festival.
  • The North American Correspondent will cover the same areas from the United States areas.
  • The South American Correspondent will cover South America, Central America, and the Caribbean. 

The Volunteer Positions are as follows:

The Board of Directors . As stated in our articles of incorporation, we have a minimum of five Board members. They represent various areas of business and the arts. The duties of the Board are:

  • To meet at least quarterly to discuss the organizational activities of the society and advise and approve the general direction. 
  • To make decisions on the fiscal annual budget for the best benefit of the organization, and hold annual meeting.
  • Maintain the organization’s corporate books and meeting minutes.
  • To each be a Chair of a certain area with relevance to the health of the organization.
  • The Membership/Fundraising Chair . Direct mail and email plan, existing and potential database development and management, renewal notices, special member mailings, solicitation of sponsorship and membership.
  • The Volunteer Coordination Chair . Recruiting, organizing, developing a form for volunteer information, placing  volunteers in appropriate areas, managing need for volunteers, managing volunteer benefits and reward system. 
  • The Fiscal Chair  (Treasurer).  Documenting for minutes the financial situation, Board point of view of finances, working with Operations Manager.    
  • The Grants Chair . Advising on and developing Grant possibilities, working with Grant Consultant to meet deadlines, solicit for needs for success in grants, help with steps obtain grants.
  • The Outreach and Development Chair . Develop new markets and connections for film society.

There are also Volunteers in many areas such as:

Ticket Sales – At the box office and at special events.

Products and Services Sales – Waitstaff, deliveries, pick-ups, concessions in-house and at special events.

Marketing/Printing – Website, newsletter maintenance, production of printed supplements.

Public Relations – Pro bono services, assistance for pro bono providers.

Production – Film production assistance.

7.1 Personnel Plan

Founder and Director

Director of the Miami Beach Film Society since 1993 when he founded the nonprofit organization. He has two bachelor’s degrees, one in Cinema (emphasizing film history, aesthetics, and criticism), and one in Fine Arts (emphasizing graphic arts with photography/photolithography), from the University of California, Santa Barbara. He developed and prepared the Summer Film Institute at UCSB, was editor and designer of the film department’s magazine Focus, and became apprentice at Paramount for the Art Director Robert Boyle (Production Designer for many Hitchcock films).

His film exhibition background includes management of the Arlington Center for the Performing Arts in Santa Barbara, and The Red Rock 11 Theatres in Las Vegas, at the time the world’s largest theatre complex.

He has also been Hospitality Manager for the Academy Awards at the Dorothy Chandler Pavilion in Los Angeles. His hospitality industry background includes being part of the opening team on two leading boutique-style hotels in South Beach, the Hotel Astor, in 1995, and the Hotel Nash, in 1999, where he continued as Guest Relations Manager and won “concierge of the year” in the Miami market, and also designed many marketing aspects of the hotel experience, especially aspects related to film. 

Researching for Cinematheques and Museums for ten years in Europe while working as a model and photographer has influenced his interests and has been invaluable in developing the conceptual ideas of the film society and Cinematheque. He is a member of the Art Director’s Union, and The Screen Actor’s Guild.

Mr. Keith, with the help of the Board of Directors, will also assume the responsibilities of Operations Manager until the position is filled.

Board of Directors

Barbara Pergament, Chairman – Actress. 1980 S. Ocean Park 8K,  Hallandale, FL 33009  (954) 456-0877

Lucille Acocella, Secretary/Treasurer – North West Airlines. 1228 West Ave., Miami Beach, FL 33139  (305) 532-3274

George Neary – Director of Cultural Tourism  Greater Miami Visitors & Convention Bureau. 701 Brickell Ave. 2700, Miami FL 33131  (305) 539-3000

Marybeth Sheehan – DeNiro Realty. 9592 Majestic Way, Boynton Beach, FL 33137  (561) 734-6698

Cristiane Roget – West Coast Correspondent AP+Films International.  P.O.Box 17715,  Beverly Hills CA 90209  (310) 858-7062

Seth Finkel, Esq., Legal Consultant – Finkel and Associates.  28 West Flagler St., Miami, FL 33130  (305) 379-7538

Founding Circle and Board of Trustees

(in development for the Cinematheque and MBIFF)

Programming/Production Directors  

Juan Carlos Zaldivar

Director/producer Juan Carlos Zaldivar completed both his BFA and MFA in film studies at NYU Film School. In 1990 his second short, Palingenesis, was nominated for a Student Academy Award. His award winning thesis film, The Story of The Red Rose, premiered at Sundance in 1997, winning a grant from the Warner Bros. Film Production Fund and a Silver Plaque at the Chicago Intl. Film Festival, and will air on Showtime this fall. In 1998 Juan served as a juror for the Sundance Film Festival short film category, and wrote/directed the Sundance trailers that year, How To Make A Bird, How To Make A Tree, and How To Make A River. He was elected a Sundance Film Institute Fellow that summer. Juan produces for the PBS show In The Life. He teaches at the Undergraduate Film Program at NYU, and is a member of the National Association of Latino Independent Producers.  

Rhonda L. Mitrani

Director/producer/editor Rhonda Mitrani is graduate of the University of Michigan, BFA, where she directed her first short film Skin and Bones. She began her film career at Miramax Films in New York as Post Coordinator on such films as Marvin’s Room, and assisted on Modulations which played at Sundance and Berlin Film Festivals. As editor, she was principal on such films as Hit and Run (best screenplay LAIFF, 1999), and edited for the Internet company Pseudo Programs and recently for the film The Suitor. She is a regular editor for ABC news. Cuba Mia is her first feature documentary, which has already won Best Documentary at the Wolfson Florida Moving Image Archive Awards.

Technical Coordinator   Aleksandar Stojanovic – CWS Productions 

Grants Consultant   Pola Reydburd

Special Events Producer   Paulo Sadri – TMG Productions, Miami Beach, FL/Beverly Hills, CA

International Film Festival Liaison   Sandy Mandelberger – International Media Resources, New York, NY

North and South American Correspondent   Jesse Rodriguiz, Chicago, IL

Financial Plan investor-ready personnel plan .">

The basis for planning has been to look forward with conservative estimates for revenue and expenses. We are committed to the steady growth of revenues through tight control of all inventory, services, and managing sponsorship funds. Our financial plan focus will be to remain profitable while building adequate cash reserves for further stages of development.

We anticipate carrying one month worth of inventory, with the concession turning over more often, and the majority of items in the sales areas will be sold on cash basis, while the website sales will be mostly by credit card (unless customers request a hold at the box office for cash payment). The majority of items in the gallery will be sold on consignment and therefore do not affect inventory turnover. 

Our personnel burden will be relatively low at 15% based on assumption that the only benefits paid will be minimal vacation for full time positions, employment fees, and healthcare plan. 

The estimate of 8% funding on credit refers to the delay between commitment of funding and actual receipt of funds.

8.1 Important Assumptions

The financial plan depends on important assumptions, most of which are shown in the following table. The key underlying assumptions are:

  • We assume a growing interest in the arts and alternative arts appreciation on South Beach.
  • We anticipate a very popular success!

8.2 Break-even Analysis

Based on our forecasted monthly fixed costs and aniticipated average monthly revenues our monthy break-even forecast is displayed in the table and chart below.

Art film theater business plan, financial plan chart image

8.3 Projected Surplus or Deficit

Our projected annual surplus is shown in the table. March surplus is due to the annual Oscar Night fundraiser, and we anticipate adding another major fundraiser to our lowest income month (perhaps August), to help with surplus that may dip at that time. A “Summer Soiree” at the Cinematheque may help to make August a high surplus month instead of a low one. Assumption of a modest first year August fundraiser is included in the table results. 

Note that the surplus shown in the second and third years will not actually be a surplus. The profits will be utilized to help update facilities (after a modest phase one opening build-out to get open in the first year), expand personnel, and develop the Miami Beach International Film Festival. 

Art film theater business plan, financial plan chart image

8.4 Projected Cash Flow

Cash flow projections are critical to Cinematheque’s success. The monthly cash flow is shown in the illustration, with one bar representing the Cash Flow per month, and the other the monthly Cash Balance. The annual cash flow figures are included here and the more important detailed monthly numbers are included in the appendix.

Notice the levels of Cash Balance grows to allow development of future projects.

Notice that the Net Cash Flow, is of course, typically low of non-profit organizations in the first year of such an expansion.

Art film theater business plan, financial plan chart image

8.5 Projected Balance Sheet

The balance sheet in the following table shows managed but sufficient growth of net worth, and a sufficiently healthy financial position. The monthly estimates are included in the appendix.

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  • Maximizing return on investment by identifying the most effective marketing channels
  • Saving time and effort by utilizing a pre-designed template tailored to performing arts centers.

Main Elements of Performing Arts Center Marketing Plan Template

ClickUp's Performing Arts Center Marketing Plan template is designed to streamline your marketing efforts and keep track of all the moving parts involved in promoting your center's events. Here are the main elements of this template:

  • Custom Statuses: Track the progress of your marketing tasks with 6 different statuses including Cancelled, Complete, In Progress, Needs Input, Planned, and To Do.
  • Custom Fields: Utilize 6 custom fields such as Quarter, Task Type, Impact, Progress, Percent Completion, and Effort to add specific details and important metrics to each task.
  • Custom Views: Access 5 different views like Key Results, Timeline, Getting Started Guide, Objectives, and Progress Board to gain insights into your marketing plan from various perspectives.
  • Collaboration Tools: Collaborate seamlessly with your team using features like task comments, file attachments, and real-time notifications.
  • Automation: Automate repetitive marketing tasks and streamline your workflow using ClickUp's powerful Automations feature.

How to Use Marketing Plan for Performing Arts Center

If you're looking to promote a performing arts center and attract a larger audience, a well-structured marketing plan is essential. Follow these five steps to effectively use the Performing Arts Center Marketing Plan Template in ClickUp:

1. Define your target audience

Identify the specific audience you want to reach with your marketing efforts. Consider factors such as demographics, interests, and location. Understanding your target audience will help you tailor your messages and select the most effective marketing channels.

Use custom fields in ClickUp to categorize and segment your target audience based on their preferences and demographics.

2. Set clear marketing goals

Establish clear and measurable goals that align with your performing arts center's overall objectives. Are you aiming to increase ticket sales, boost membership, or raise awareness? Setting specific goals will help you stay focused and track your progress.

Create tasks in ClickUp to outline your marketing goals and assign them to team members responsible for each objective.

3. Develop a comprehensive marketing strategy

Craft a detailed marketing strategy that outlines the tactics you will use to achieve your goals. Consider a mix of online and offline channels, such as social media advertising, email campaigns, partnerships with local businesses, and traditional media outlets.

Utilize the Gantt chart in ClickUp to create a visual timeline for your marketing strategy, ensuring each tactic is implemented at the right time.

4. Implement and track your marketing efforts

Put your marketing plan into action by executing the tactics outlined in your strategy. Monitor the performance of each campaign and track key metrics, such as website traffic, ticket sales, and engagement on social media.

Use the Automations feature in ClickUp to set up automated tracking and reporting of your marketing metrics, saving you time and providing real-time insights.

5. Analyze and optimize your marketing plan

Regularly review and analyze the results of your marketing efforts. Identify what's working well and areas that need improvement. Adjust your tactics accordingly to maximize your return on investment and continuously refine your marketing plan.

Utilize the Dashboards feature in ClickUp to create visual reports and gain a comprehensive view of your marketing performance, making it easier to identify trends and areas for improvement.

By following these steps and utilizing the Performing Arts Center Marketing Plan Template in ClickUp, you'll be able to effectively promote your performing arts center and attract a larger and more engaged audience.

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Get Started with ClickUp’s Performing Arts Center Marketing Plan Template

Performing arts center marketing teams can use this Marketing Plan Template to effectively promote shows and events, increase ticket sales, and build brand awareness.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create a comprehensive marketing plan:

  • Use the Key Results view to track and measure the success of your marketing efforts
  • The Timeline view will help you plan and visualize your marketing activities throughout the year
  • Refer to the Getting Started Guide view to get a clear understanding of the template and how to use it effectively
  • The Objectives view will help you set specific marketing goals for each show or event
  • Use the Progress Board view to track the progress of each marketing task and ensure nothing falls through the cracks
  • Organize tasks into six different statuses: Cancelled, Complete, In Progress, Needs Input, Planned, To Do, to keep track of progress
  • Update statuses as you work on each task to keep team members informed of progress
  • Monitor and analyze tasks to ensure maximum productivity and success in your marketing efforts

Related Templates

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Business Plan Resources

We've put together a few resources to help you write a Business Plan, an essential component of starting or expanding a business, attracting investment or applying for a loan.

- Download a PDF of the handout from the Business Plan Essentials workshop that is a part of Springboard's Work of Art Toolkit .

- Read an article  (from BPlans) on How to Write a Business Plan for an Arts Business .

-  View sample plans (from BPlans) that might be helpful to look at for arts-related businesses:

Custom Quilt Artist Art School and Gallery Decorative Pottery Music Theater

-  Download a PDF of a Business Plan Template from BPlans.

Springboard Staff

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Artist Business Plan Template

Written by Dave Lavinsky

artist business plan template

Artist Business Plan

Over the past 20+ years, we have helped over 1,000 entrepreneurs and business owners create business plans to start and grow their artist businesses. We have the experience, resources, and knowledge to help you create a great business plan.

In this article, you will learn some background information on why business planning is important. Then, you will learn how to write an artist business plan step-by-step so you can create your plan today.

Download our Ultimate Business Plan Template here >

What is an Artist Business Plan?

A business plan provides a snapshot of your artist business as it stands today, and lays out your growth plan for the next five years. It explains your business goals and your strategies for reaching them. It also includes market research to support your plans.

Why You Need a Business Plan for an Art Business

If you’re looking to start an artist business or grow your existing artist company, you need a business plan. A business plan will help you raise funding, if needed, and plan out the growth of your artist business to improve your chances of success. Your artist business plan is a living document that should be updated annually as your company grows and changes.

Sources of Funding for Artist Businesses

With regards to funding, the main sources of funding for an artist business are personal savings, credit cards, bank loans, and angel investors. When it comes to bank loans, banks will want to review your business plan and gain confidence that you will be able to repay your loan and interest. To acquire this confidence, the loan officer will not only want to ensure that your financials are reasonable, but they will also want to see a professional plan. Such a plan will give them the confidence that you can successfully and professionally operate a business. Personal savings and bank loans are the most common funding paths for artist companies.

Finish Your Business Plan Today!

How to write a business plan for an artist business.

If you want to start an artist business or expand your current one, you need a business plan in the proper business plan format . The guide below details the necessary information for how to write each essential component of your artist business plan.

Executive Summary

Your executive summary provides an introduction to your business plan, but it is normally the last section you write because it provides a summary of each key section of your plan.

The goal of your executive summary is to quickly engage the reader. Explain to them the kind of artist business you are running and the status. For example, are you a startup, do you have an artist business that you would like to grow, or are you operating a chain of artist businesses?

Next, provide an overview of each of the subsequent sections of your plan.

  • Give a brief overview of the artist industry.
  • Discuss the type of artist business you are operating.
  • Detail your direct competitors. Give an overview of your target customers.
  • Provide a snapshot of your marketing strategy. Identify the key members of your team.
  • Offer an overview of your financial plan.

Company Overview

In your company overview, you will detail the type of artist business you are operating.

For example, you might specialize in one of the following types of artist businesses:

  • Antiques: This type of artist business may include the restoration, curation, and auction of antique furniture and other items.
  • Art Consultant: This type of artist business involves helping clients find and select art pieces for their own collections.
  • Tattoo Artist: Tattoos are a popular way for artists to earn money by tattooing permanent ink art onto their customers.
  • Photography: Photographers may specialize in certain categories like wedding photography or nature photography.
  • Graphic design: This type of business encompasses all kinds of design from creating logos and marketing materials for businesses to creating websites and designing products.
  • Art teacher: This type of artist business involves art instruction and can include anything from teaching an elementary school art class to a recreational painting class, or an online art course.

In addition to explaining the type of artist business you will operate, the company overview needs to provide background on the business.

Include answers to questions such as:

  • When and why did you start the business?
  • What milestones have you achieved to date? Milestones could include the number of clients served, the number of art pieces sold, reaching $X amount in revenue, etc.
  • Your legal business Are you incorporated as an S-Corp? An LLC? A sole proprietorship? Explain your legal structure here.

Industry Analysis

In your industry or market analysis, you need to provide an overview of the artist industry.

While this may seem unnecessary, it serves multiple purposes. First, researching the artist industry educates you. It helps you understand the market in which you are operating. Secondly, market research can improve your marketing strategy, particularly if your analysis identifies market trends. The third reason is to prove to readers that you are an expert in your industry. By conducting the research and presenting it in your plan, you achieve just that.

The following questions should be answered in the industry analysis section of your artist business plan:

  • How big is the artist industry (in dollars)?
  • Is the market declining or increasing?
  • Who are the key competitors in the market?
  • Who are the key suppliers in the market?
  • What trends are affecting the industry?
  • What is the industry’s growth forecast over the next 5 – 10 years?
  • What is the relevant market size? That is, how big is the potential target market for your artist business? You can extrapolate such a figure by assessing the size of the market in the entire country and then applying that figure to your local population.

Customer Analysis

The customer analysis section of your artist business plan must detail the customers you serve and/or expect to serve.

The following are examples of customer segments: individuals, schools, families, and corporations.

As you can imagine, the customer segment(s) you choose will have a great impact on the type of artist business you operate. Clearly, individuals would respond to different marketing promotions than corporations, for example.

Try to break out your target customers in terms of their demographic and psychographic profiles. With regards to demographics, including a discussion of the ages, genders, locations, and income levels of the potential customers you seek to serve.

Psychographic profiles explain the wants and needs of your target customers. The more you can recognize and define these needs, the better you will do in attracting and retaining your customers.

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Competitive Analysis

Your competitive analysis should identify the indirect and direct competitors your business faces and then focus on the latter.

Direct competitors are other art businesses. Indirect competitors are other options that customers have to purchase from that aren’t directly competing with your product or service. This may include other sources of art pieces, auctions, or resellers. You need to mention such competition as well.

For each such competitor, provide an overview of their business and document their strengths and weaknesses. Unless you once worked at your competitors’ businesses, it will be impossible to know everything about them. But you should be able to find out key things about them such as

  • What types of customers do they serve?
  • What type of artist business are they?
  • What is their pricing (premium, low, etc.)?
  • What are they good at?
  • What are their weaknesses?

With regards to the last two questions, think about your answers from the customers’ perspective. And don’t be afraid to ask your competitors’ customers what they like most and least about them.

The final part of your competitive analysis section is to document your areas of competitive advantage. For example:

  • Will you make it easier for your customers to engage with your product or service?
  • Will you offer products or services that your competition doesn’t?
  • Will you provide better customer service?
  • Will you offer better pricing?

Think about ways you will outperform your competition and document them in this section of your plan.  

Marketing Plan

Traditionally, a marketing plan includes the four P’s: Product, Price, Place, and Promotion. For a artist business plan, your marketing strategy should include the following:

Product : In the product section, you should reiterate the type of artist company that you documented in your company overview. Then, detail the specific products or services you will be offering. For example, will you sell paintings or sculptures, consult on various art pieces, instruct a painting class, etc?

Price : Document the prices you will offer and how they compare to your competitors. Essentially in the product and price sub-sections of your plan, you are presenting the products and/or services you offer and their prices.

Place : Place refers to the site of your artist company. Document where your company is situated and mention how the site will impact your success. For example, is your artist business located in a busy retail district, a business district, a standalone office, or purely online? Discuss how your site might be the ideal location for your customers.

Promotions : The final part of your artist marketing plan is where you will document how you will drive potential customers to your location(s). The following are some promotional methods you might consider:

  • Advertise in local papers, radio stations and/or magazines
  • Reach out to websites
  • Distribute flyers
  • Engage in email marketing
  • Advertise on social media platforms
  • Improve the SEO (search engine optimization) on your website for targeted keywords

Operations Plan

While the earlier sections of your business plan explained your goals, your operations plan describes how you will meet them. Your operations plan should have two distinct sections as follows.

Everyday short-term processes include all of the tasks involved in running your artist business, including answering calls, meeting with clients, billing and collecting payments, etc.

Long-term goals are the milestones you hope to achieve. These could include the dates when you expect to book your Xth client, or when you hope to reach $X in revenue. It could also be when you expect to expand your artist business to a new city.  

Management Team

To demonstrate your artist business’ potential to succeed, a strong management team is essential. Highlight your key players’ backgrounds, emphasizing those skills and experiences that prove their ability to grow a company.

Ideally, you and/or your team members have direct experience in managing artist businesses. If so, highlight this experience and expertise. But also highlight any experience that you think will help your business succeed.

If your team is lacking, consider assembling an advisory board. An advisory board would include 2 to 8 individuals who would act as mentors to your business. They would help answer questions and provide strategic guidance. If needed, look for advisory board members with experience in managing an artist business or successfully running a small curation business.  

Financial Plan

Your financial plan should include your 5-year financial statement broken out both monthly or quarterly for the first year and then annually. Your financial statements include your income statement, balance sheet, and cash flow statements.

Income Statement

An income statement is more commonly called a Profit and Loss statement or P&L. It shows your revenue and then subtracts your costs to show whether you turned a profit or not.

In developing your income statement, you need to devise assumptions. For example, will you meet with 5 clients per day, and will you charge by the hour for art consultation services? And will sales grow by 2% or 10% per year? As you can imagine, your choice of assumptions will greatly impact the financial forecasts for your business. As much as possible, conduct research to try to root your assumptions in reality.

Balance Sheets

Balance sheets show your assets and liabilities. While balance sheets can include much information, try to simplify them to the key items you need to know about. For instance, if you spend $50,000 on building out your artist business, this will not give you immediate profits. Rather it is an asset that will hopefully help you generate profits for years to come. Likewise, if a lender writes you a check for $50,000, you don’t need to pay it back immediately. Rather, that is a liability you will pay back over time.

Cash Flow Statement

Your cash flow statement will help determine how much money you need to start or grow your business, and ensure you never run out of money. What most entrepreneurs and business owners don’t realize is that you can turn a profit but run out of money and go bankrupt.

When creating your Income Statement and Balance Sheets be sure to include several of the key costs needed in starting or growing a artist business:

  • Cost of equipment and office supplies
  • Payroll or salaries paid to staff
  • Business insurance
  • Other start-up expenses (if you’re a new business) like legal expenses, permits, computer software, and equipment

Attach your full financial projections in the appendix of your plan along with any supporting documents that make your plan more compelling. For example, you might include your office location lease or a sample of your artist portfolio.  

Writing a business plan for your artist business is a worthwhile endeavor. If you follow the sample template above, by the time you are done, you will have an expert artist business plan; download it to PDF to show banks and investors. You will understand the artist industry, your competition, and your customers. You will develop a marketing strategy and will understand what it takes to launch and grow a successful artist business.  

Artist Business Plan Template FAQs

What is the easiest way to complete my artist business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily write your artist business plan.

How Do You Start an Artist Business?

Starting an artist business is easy with these 14 steps:

  • Choose the Name for Your Artist Business
  • Create Your Artist Business Plan
  • Choose the Legal Structure for Your Artist Business
  • Secure Startup Funding for Your Artist Business (If Needed)
  • Secure a Location for Your Business
  • Register Your Artist Business with the IRS
  • Open a Business Bank Account
  • Get a Business Credit Card
  • Get the Required Business Licenses and Permits
  • Get Business Insurance for Your Artist Business
  • Buy or Lease the Right Artist Business Equipment
  • Develop Your Artist Business Marketing Materials
  • Purchase and Setup the Software Needed to Run Your Artist Business
  • Open for Business

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Since 1999, Growthink has developed business plans for thousands of companies who have gone on to achieve tremendous success.   Click here to see how Growthink’s business planning advisors can create your business plan for you.

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Denver Center for the Performing Arts

Focusing on What Matters

As we look toward our 50th anniversary in 2028/29, the Denver Center has recommitted itself to a five-year strategic plan that will build on our overall momentum; embrace our vibrant community through concentrated Equity, Diversity, Inclusion, and Accessibility efforts; and foster creativity in our artists, students, and staff. This plan will unite our organization around shared values and goals, leading us toward a sustainable future where we can amplify our artistry and deepen our impact for years to come.

The DCPA’s six programming lines place our guests at the center of everything we do.

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Where We’re Going

Six ambitious, yet attainable, goals will guide our organization into our 50 th anniversary season.

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Create one million engagements annually

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Implement a collaborative artistic programming process to advance the mission and goals of the DCPA

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Expand our SCFD presence and partnerships to support the SCFD mission

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Maximize the use of our spaces internally and by our community

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Modernize our use of technology to advance audience and donor relations

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Prioritize long-term sustainability to deliver our mission

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GET IN TOUCH

Box office: 303-893-4100.

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Facts.net

40 Facts About Elektrostal

Lanette Mayes

Written by Lanette Mayes

Modified & Updated: 10 May 2024

Jessica Corbett

Reviewed by Jessica Corbett

40-facts-about-elektrostal

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

  • Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
  • With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

Elektrostal's fascinating history, vibrant culture, and promising future make it a city worth exploring. For more captivating facts about cities around the world, discover the unique characteristics that define each city . Uncover the hidden gems of Moscow Oblast through our in-depth look at Kolomna. Lastly, dive into the rich industrial heritage of Teesside, a thriving industrial center with its own story to tell.

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Museum and Exhibition Center - All You MUST Know Before You Go (2024)

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Custom Fireplace Contractors & Installers in Elektrostal'

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Popular Locations

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  • Elektrostal', Moscow Oblast, Russia

Professional Category (1)

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Featured Reviews for Custom Fireplace Contractors & Installers in Elektrostal'

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What should you know about buying a fireplace in Elektrostal'?

Here are some recommendations for when you’re shopping for a fireplace or fire pit:, business services, connect with us.

IMAGES

  1. 画廊 Jay and Susie Gogue艺术表演中心 / Wilson Butler Architects

    performing arts center business plan

  2. Craft a Winning Performing Arts Business Plan: Sample Template & Example

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  3. 画廊 G.W. Annenberg 表演艺术中心/Studio Seilern Architects

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  4. Gallery of Jay and Susie Gogue Performing Arts Center / Wilson Butler

    performing arts center business plan

  5. 画廊 布莱斯表演艺术中心 / Stevens Lawson Architects

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  6. Creative Arts Council unveils Performing Arts Center vision

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VIDEO

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COMMENTS

  1. Flower Mound Community Arts Center Business Plan

    Flower Mound Community Arts Center Business Plan Date: 7/31/2021 — Webb Mgmt 800 West End Ave New York, NY 10025 212 929 5040 [email protected] ... but not limited to, a community arts center, a performing arts center, a multi-purpose facility for performing and visual arts, and others as identified. • Explore possible partnerships for ...

  2. Business Plan Community Arts Center Geneva, IL

    The art gallery had monthly shows utizing 1,090 voluteer hours and had 3,087 visitors. 2014 had $124K in revenues ($73K from grants and donations, with $107K in expenses. Business Plan for a Community Arts Center / Geneva Cultural Arts Commission / City of Geneva, IL / Page 7 of 8. 47) Adrian Ctr for the Arts.

  3. PDF Strategic Plan

    The Burlington Performing Arts Centre ('BPAC'), a state-of-the-art, LEED Gold Certified facility designed by Diamond Schmitt Architects, opened in September 2011. Since then, BPAC has become the focal point for performing arts activity ... Plan by supporting and enhancing related community goals Our Vision & Our Mission VISION MISSION

  4. PDF Business planning guidance for arts and cultural organisations

    Section C: Business plan contents and structure 30 Section D: Business planning exercises 37 Appendices 42 Appendix A: Further resources 42 ... developing a business plan for a non-profit arts or cultural organisation, which includes micro organisations, small and medium enterprises (SMEs) and large scale organisations. It is therefore

  5. PDF BUSINESS PLAN 2019

    Sanderson Centre Business Plan 2019-2022 8 • New patrons attending and an overall increase in attendance. • Improved awareness and understanding in the community of the value and impact of performing arts. GOAL 2 Build and strengthen important community relationships Context: A performing arts centre has a number of potential mutually

  6. PDF SLC Arts Creative Spirit Community Arts Center

    SLC Arts Creative Spirit Community Arts Center Business Plan Project Location: 6-8 Raymond St, Potsdam, NY 13676 St. Lawrence County Arts Council, Inc. (SLC Arts) PO Box 252, Potsdam, NY 13676 | EIN: 16-1330880 Maggie McKenna, Executive Director (315)265-6860 | [email protected]

  7. PDF Standard Performance Reporting

    Performing Arts Center Business Definitions PAC business definitions represent essential conceptual and functional aspects of day-to-day life in a PAC. We open the document with these broad definitions for two reasons: (1) to articulate sector-specific concepts in a manner that promotes both debate and agreement; (2) to lay the conceptual

  8. Strategic Plan

    Our strategic plan builds on over 55 years of success and defines a bold vision for the future. Who We Are Our Mission Performing Arts Houston connects audiences with exceptional artists through diverse performances and learning experiences. We ignite and cultivate passion for the performing arts and together we explore the vast landscape of artistic […]

  9. Performing Arts Business: Unveiling the 5 W's and 1 H

    Introducing our Performing Arts Business Plan, designed to revolutionize the industry by connecting independent artists with established venues. With a dedicated team and a focus on partnerships, our plan aims to address the challenges faced by emerging artists, helping them reach wider audiences and establish a stable revenue stream.

  10. Art Film Theater Business Plan Example

    Explore a real-world art film theater business plan example and download a free template with this information to start writing your own business plan. ... His film exhibition background includes management of the Arlington Center for the Performing Arts in Santa Barbara, and The Red Rock 11 Theatres in Las Vegas, at the time the world's ...

  11. Performing Arts Center Marketing Plan Template

    A Performing Arts Center Marketing Plan Template can provide numerous benefits to marketing managers and executives working in performing arts centers. Some of the benefits include: Streamlining the marketing process for upcoming shows and events; Promoting brand awareness and enhancing the center's reputation

  12. Business Plan Resources

    Business Plan Resources. We've put together a few resources to help you write a Business Plan, an essential component of starting or expanding a business, attracting investment or applying for a loan. - Download a PDF of the handout from the Business Plan Essentials workshop that is a part of Springboard's Work of Art Toolkit. - Read an article ...

  13. Artist Business Plan Template [Updated 2024]

    Marketing Plan. Traditionally, a marketing plan includes the four P's: Product, Price, Place, and Promotion. For a artist business plan, your marketing strategy should include the following: Product: In the product section, you should reiterate the type of artist company that you documented in your company overview.

  14. Starting a Performing Arts School

    Instead, commit to creating the most precise business plan possible. For more information about performing arts school business plans, take a look at what the experts say about business plan writing. Assess the Competition. Before you open a performing arts school in your town, it's worthwhile to see what the competition looks like.

  15. The Emeryville Arts and Cultural Center

    Business Plan, including a three-year budget for operating the Emeryville Arts and Cultural Center (Art Center) once it opens in 2011. Project Background The Art Center is conceived of as a gathering place for educational, aesthetic, and intellectual experiences through participation in and appreciation of the visual and performing arts. Housed in

  16. Plan

    As we look toward our 50th anniversary in 2028/29, the Denver Center has recommitted itself to a five-year strategic plan that will build on our overall momentum; embrace our vibrant community through concentrated Equity, Diversity, Inclusion, and Accessibility efforts; and foster creativity in our artists, students, and staff. This plan will unite our organization around shared values and ...

  17. Local arts nonprofit develops plans for a new performance venue

    Embracing Arlington Arts possesses put forward a business plan to a future "Arlington Performing Arts Center." And it is taking great pains for prove it will survive at personal treasury support, also won't take county funds or fizzle out like the county-run Artisphere in Rosslyn, this suffered from ineffective marketing and a relativize need of engagement starting

  18. Performing Arts Center

    Performing Arts Center. Top architecture projects recently published on ArchDaily. The most inspiring residential architecture, interior design, landscaping, urbanism, and more from the world's ...

  19. PDF Business Plan

    ARLINGTON PERFORMING ARTS CENTER Business Plan Preliminary October 2022 . 2 Table of Contents INTRODUCTION Background 3 Purpose 4 SITUATION OVERVIEW Market Analysis 4 ... For Arlington's performing arts organizations, this means that they are faced with the choice of either performing outside of the County, shutting down operations or

  20. 2024-2028 Cultural Arts Strategic Plan

    The arts mean business. Arts and Economic Prosperity 6 (AEP6) is the sixth economic impact study of the nonprofit arts and culture industry in the U.S., completed in 2023 in partnership with Americans for the Arts. The study is conducted approximately every five years to gauge the economic impact (on employment, government

  21. Foundation to pay for design phase of new performing arts center

    The Sarasota Performing Arts Foundation has announced it will be picking up the tab for the design concept phase of the new Sarasota Performing Arts Center. This private funding will be the ...

  22. 40 Facts About Elektrostal

    In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is ...

  23. Elektrostal, Russia: All You Must Know Before You Go (2024

    A mix of the charming, modern, and tried and true. See all. Apelsin Hotel. 43. from $48/night. Apart Hotel Yantar. 2. from $28/night. Elektrostal Hotel.

  24. Museum and Exhibition Center

    5 reviews. #6 of 12 things to do in Elektrostal. Speciality Museums. Write a review. Be the first to upload a photo. Upload a photo. Revenue impacts the experiences featured on this page, learn more. The area. Raskovoi ul., d. 37, Elektrostal 144003 Russia.

  25. Custom Fireplace Contractors & Installers in Elektrostal'

    Search 151 Elektrostal' custom fireplace contractors & installers to find the best fireplace contractor for your project. See the top reviewed local fireplace services and installers in Elektrostal', Moscow Oblast, Russia on Houzz.