kreatif silens

1. Business Plan2013 kreatif silens

2. Business Plan • The Project • Mission and Objectives • Market and Competition • Strategies and Policies • Marketing Plan • Production and Sales • Human Resources • Previous Results • Economic/Financial Plan • Conclusions

3. 1- The project kreatif silens

4. The idea A unique space for the creative process of sound: music recording, sound art and research.

5. Why? • A unique place: • A extremely isolated farm. • Silent, tranquil, motivational place. • The farm has accommodation. • There are no similar spaces currently in Iceland. • More than just a music recording space, 'creative silence' is a larger concept.

6. The people Halldor H Bjarnason • Audio engineer and sound artist with BSc in Audio Production from SAE Institute. • 7 years of experience within the music industry. • 3 years of experience managing his own business. • Experience with teaching professional audio at university level.

7. Expectations Income expectatations: • 40-52 clients per year. • € 72.756 first year income. Income factors: • Rent of creative space • Rent of cottages • Relative webpage advertsisment • Fundings: • Innovative • Social/local community YEAR 1 YEAR 2 YEAR 3

8. 2- Mission & Objectives kreatif silens

9. Vision The long term vision is that 'kreatif silens' will attract international musicians and artists because of the uniqness of the place. 'creative silence' will become a recognized name and a place that artists will travel to from over the world because of the isolation, inspiration and tranquility.

10. Mission Inital development of the space. - Create a knowledge of the space. - Share information about the space online and with people related to music and sound art. - Get the word out that there is a space available specifically directed to specific artists and musicians. - In the first year we expect 10-20 musicians and artists to use the creative recording and investigation space. These artists will pay for the creative space as well as accommodation.

11. Values • Quality: • The place. • Personal service and attention to the client. • Specific services: • Space with or without engineer. • Space for different sound work and research. • Space with unique accommodation. • The sound of the place itself. • A unique base for the creative process.

12. Objectivesshort term Generating knowledge and interest. - Create and send information packages to established artists and already made connections and spread the word. - In the first year we expect 10-20 musicians and artists to use the creative recording and investigation space. These artists will pay for the creative space as well as accommodation.

13. Objectiveslong term Long term objectives include reaching a secure status as a desirable space for international as well as national artists and musicians. This recording and creative space will serve as a center for sound art becoming more and more involved in national art events as well as collaborate with international sound artists and organizations.

14. 3- Market & competition kreatif silens

15. Clients Our direct clients: - Musicians - Sound artists - Sound scholars - Sound researchers General audience/clients: The artists that use our services have their own connections and collegues who therefore automatically connect with us.

16. Actual market A unique concept in the actual market. - This is one of the strengths of 'keative silens'. - The current market holds no concept or company that is in detail built in the same way as 'creative silence'. - Recording studios exist and artistic residencies exist. Sound residencies and sound research centers on the other hand do not. Small: Island Studios (recording, accommodation) Medium: Greenhouse Studios (artistic, recording) Large: SIM Residency (artistic residency, accomodation, working studios)

17. Long term market The long term focus is on the international market. A 3 year marketing plan includes reaching international artists and acquiring a recognized status as an attractive space for musicians and sound artists.

18. Tendencia Iceland is a small community and many artists are involved in more than one project. Musicians especially help each other out with recordings, spaces and other aspects of the process. The art scene is like that in a city, a collective effort where everyone knows everyone.

19. Amount of visitors to Iceland is increasing: 5 enseñas dominan el 95% del mercado

20. Key facts of the future Demand for a creative space in Iceland: Travel is becoming cheaper. Iceland is becoming more recognized internationally for both its art as well as its nature. Tourism is increasing fast in Iceland – thus more airlines are deciding to fly to Iceland – thus traveling to Iceland becomes easier and therefore its becoming more accessible for artists. All in all, artists have more opportunities to travel and work on their art in an isolated place abroad such as Iceland.

21. Internal Key Factors In only about 5 years there have been formed 3 new artistic residencies in Iceland. It is increasingly easier to create your own recording studio with software becoming more available as well as the knowledge and know-how being shared thanks to the internet. The recording and arts scene in Iceland is small, everyone works together making the national scene resemble more that of a city or a town. Competition is not as an important factor when everyone shares information, space and knowledge.

22. Main competition In Iceland the concept of direct competition does not exist. Because of the small scene instead of competing it is common to co-operate and share. Nonetheless there are other organizations that can be considered some sort of competition: In 2012 SÍM (Association of Icelandic Visual Artists) received 250 international artists from 30 countries to its residency. This is an organization on a very different level from 'creative silence', being partially funded and aided by governmental departments. Its size and capability is large but also very general. For sound artists this organization is not fully equipped to offer a recording or investigative space.

23. Main competition The main competition of 'kreatif silens' should be considered to be international. If an artist has the choice to go to one sound studio or another in Iceland it is not really much of a choice or a competition. Choosing between countries is another thing. Our competition are organizations abroad, especially in Europe and Scandinavia that offer similar concepts as 'kreatif silens'. International competition example: STEIM (the Studio for Electro-Instrumental Music) in The Netherlands. steim.org (the following is taken from the STEIM website where they offer studio rental) Studio 1 – €200 per day: Large, sound-proof studio with adjustable acoustic treatment suitable for medium sized ensembles. Studio 2 – €200 per day: Small, sound-proofed and acoustically treated control room connected to Studio 1. Suitable for small ensembles, mixing, and mastering. Studio 3 – €100 per day: Large non-treated space suitable for practice and performance. Studio 1 and 2 may be rented together for €300 per day and studio rental per hour is also possible. Basic equipment and 21% VAT are included in the prices. Prices may vary when more specific equipment is desired.

24. Competition What do our competitors have over us? • Experience • Equipment • Connections • Collectiveness We need time to build up, to start collecting equipment, gain experience, gain friends, make connections and learn.

25. 4- Strategy and politics kreatif silens

26. SWOT ANALYSIS Strengths Weaknesses 1- Attained equipment 2- Attained place/structures 3- Attractive project 4- Longing to participate 5- Previous experience 1- Little experience 2- Company startup 3- Equipment 4- Studios Oppurtunities Threats 1- No national competition 2- National co-operation 3- Collective partners 4- Still a small concept and a while until the market overflows with similar companies 1- Lack of participation 2- Increase of small studios 3- Both tourism and audio sectors are still young in Iceland and therefore fragile.

27. Our 'valor' against the competition Location and concept are the strongest values 'kreatif silens' has to offer. Focusing on sound art and recordings gives the organization a clear stand withing the Specializations, service quality, exclusivity, guarantee, professionality

28. Tendency of the market What is the tendency of the audience? What is the tendency of the clients? Artists, musicians etc?

29. The marketing linein the long term 1) The strongest social networks will become our source of updates towards our audience. 2) 'creatif silens' videoblog will show the process of music recordings, use of equipment, creative process, sound artists at work etc. 3) Word-by-mouth. The word spreads quickly when there is something unique out there.

30. Benefits forpartners/sponsors Why should anyone invest in our company? Music recording is a rising business and becoming a more open business for anyone to partake in. Studies furthermore show that, against previous statements by the music industry, music sales are on the rise. So more recordings! The other aspects of 'creatif silens' allows it to be more than a recording studio. It is a cultural center. A space for artists, scholars and researchers within the field of sound and audio. Additionaly there are also social benefits of sponsoring cultural companies and organizations.

31. 5- Marketing plan kreatif silens

32. Product Policy Personal services: Pack “Weekend Music Recording”: 25% dto. • Objective: Interest bands in coming to record • Includes an audio engineer and possibly a production team. Special week rates: Week rates calculate 20% discount of normal price.

33. Price Policy The inical price policy is designed and calculated according to market similarities. Location, isolation and unique factors of the space are then taken into account to detail the prices further. The prices are at market level or below, since this space plans on receiving additional funds from the tourism business at the same location.

34. Communication and Sales Sales strengths Personal communication with client Uniqness in market Atención Personal al usuario privado General promotion: Internet Social networks (Facebook, Twitter, etc.) Local promotion (spreading the word)

35. 6- Sales Plan kreatif silens

36. Sales Plan

37. Sales Predictions- 1 year plan -

38. Sales Predictions- 3 year plan -

39. 7- Human Resources kreatif silens

40. Key people/management Halldor Bjarnason – Project director, mixing/recording engineer • 7 years in-sector experience • 3 years own company owner Hired contractors: Viktor Smári – Mixing/recording engineer • 7 years in sector experience • Life long musician Jóhann Kulp– Web programming, webdesign Arnar Helgi – Mastering engineer

41. Human resources plan Halldór Bjarnason - director Viktor Smári – recording/mixing engineer Jóhann Kúlp - website Arnar Helgi – mastering engineer Invited workshop hosts

42. 8- Previous Results kreatif silens

43. Umbral Rentabilidad 2013 – 4,092.83 € 2014 – 4,226.72 € 2015 – 4,346.60 €

44. 1st Year Results First year sales: First 6 months 6,063.00 6,063.00 6,063.00 6,063.00 6,063.00 6,063.00 Half year total: 36,378.00 Second 6 months 6,063.00 6,063.00 6,063.00 6,063.00 6,063.00 6,063.00 Total: 72,756.00

45. 3 Year Results YEAR 1 YEAR 2 YEAR 3

46. Previsional Balance

47. Tesorería Explotación Inversión progresiva y acorde al desarrolllo

48. 9- Plan de Financiación kreatif silens

49. Investment Plan Inversión progresiva y acorde al desarrolllo

50. Financing Plan