Funding

BIZ ZAR ENTERPRIZES ENTERTAINMENT COMPANY PERFORMING ARTS CENTER(N.W.S.P.A.C.M.A) AND MUSIC ACADEMY Fairview Park Ohio N.W.S.F.P.A.C.M.A. Business Plan Excerpts August 2017

Core and Distinctive Competencies
∞ Programming vision
∞ A seamless experience for patrons
∞ Centralized box office
∞ Student participation
OPERATIONAL STRATEGIES
∞ Independent 501(c)(3) to operate, manage and finance the facility
Short-term:
∞ Qualified Management Agreement between the entity and BZE
Intermediate-term:
∞ Deepen relationship with external producing organizations
∞ BZE to decrease developmental support of ACADEMY
∞ Build endowment through naming gifts program

Long-term:
∞ Possible revenue streams through consortium agreements based on economic benefit
∞ Commercial theatrical development participation agreements
∞ Continue to build endowment
FINANCIAL STRATEGIES
Combination of projected ticket revenue, ticket surcharges, interest on endowment, grants,
opening season angels/membership and concessions revenue.
Future success of the venue as a rental facility for non-profits and commercial users
STAFFING STRATEGIES
Artistic / Facility operations / Marketing and press / Development
∞ Artistic Director of Performing Arts Center
∞ Assistant Director (Producing Director)
∞ Managing Director (Box Office / House Manager)
∞ Theater Technical Director
∞ Administrative Assistant II
∞ Stage hands (part-time as needed)
∞ Marketing and press
∞ Development
Above positions include the three existing Madison Project staff positions.
BUSINESS OFFERINGS
Performing Arts Center And Music Academy
Music Recording
Music Video Shoots
Promotion of Music Artists / Music Tours
Sound Production
Educating our Clients ( They Get Clasroom Credits)
Studio Session
Production of Jingles for Organizations
Marketing and Sales Music
Managing of Music Artist
Setting up of Recording Studios for Clients
Sell of Musical Equipment
Music Consulting Services

FLOW CHART FOR KEY POSITIONS
ACADEMY TIME LINE
September 2017 through September 2019
FUNDING SOURCES FOR OPENING SEASON
Potential grants and memberships
GALA FIRST SEASON PROGRAMMING
∞ Main Stage
∞ Free Arts Education
∞ Ticketed Children’s Programming
PROJECTED USE DAYS OPENING SEASON 2006-07
37 days – FAIRVIEW PARK Alive! Performance Series through ACADEMY
33 days – BZE Music Department
12 days – Other BZE Departments and Programs
54 days – Non-Profit Groups with current interest in opening season

Business introduction
BIZ ZAR ENTERPRISES Entertainment Company is to become a specialist in turning upcoming musical artists into stars / celebrities and already made music artists / starts into mega – super stars. BIZ ZAR ENTERPRISES Entertainment Company will at all times demonstrate it’s commitment to sustainability, both individually and as a entertainment company, by actively participating in our communities and integrating sustainable business practices wherever possible.
BIZ ZAR ENTEPRIZES Entertainment Company is going to offer varieties of services within the scope of the music industry in the United States of America. Our intention of starting our entertainment company is to make profits from the music industry and we will do all that is permitted by the law in the US to achieve our aim and ambition.
BIZ ZAR ENTERPRIZES is an unusual but sustainable business model for an entertainment Enterprise and Independent record label. The company has been founded by Mont Travis Phillips II as and Cleveland Ohio registered LLC. The business operates to brand, promote, distribute, advertise, educate, build websites for local underground artists, groups, and bands, all with the common element of improvisation.
On SEPTEMBER 9TH , 2006, BZE set out on a new mission on a new state-of-the-art performance and visual arts facility. Within the framework of the overall mission of BZE , the Performing Arts Center will strive to promote artistic excellence, creativity, collaboration and the free exchange of ideas in an open, caring community of learners.
The facility will be used by BZE ranging from student ensemble performances to a world-class presenting series of professional artists operated under a separate 501(c)(3) non-profit organization New World Soldiers Foundation .
Community groups will be able to showcase their talents and rental clients will utilize the space both for profit and non-profit organizations.
Discussions are also underway to have a commercially developed theatrical component at the
Center.
A 1000-seat Theater will anchor the performing arts complex at the N.W.S.F.P.A.C.M.A.
Which will be constructed in Fairview Park, Ohio. An art gallery will feature student and
faculty exhibitions in addition to world-class Cleveland Ohio artists such as Gerald Levert and
Bone Thugs-N- Harmony. The smaller rehearsal hall will be used as a classroom for various BZE music
groups in addition to presentations of spontaneous and experimental works. The facility also
includes 29 music practice rooms for students of BZE Music Academy.
New World Soldiers Foundation Performing Arts Center and Academy will become an independent 501(c)(3) and serve as the operational arm of the BZE and performing arts center, providing free arts education, producing new works and creating a presenting season.
The new 501(c)(3) will operate, manage and finance the facility and be responsible for
securing additional rental revenue, preparing an annual work plan with Board of Trustees of The BZE
approval, and schedule BZE events as required.
BZE presenting program will host high-level professional productions in dance, video, theater, voice recitals, chamber orchestra, film and lectures and will include programs of arts education outreach for local and neighboring K-12 schools, talented youth and young adults. They will earn classroom credits if considered by the School boards.
Mission Analysis
The mission of the N.W.S.F.P.A.C.M.A. is to contribute to our cultural community through excellence in
education and the arts, performing arts, helping to build a new generation of audience and artists. Within the framework of the overall mission of BIZ ZAR ENTERPRIZES, N.W.S.P.A.C.M.A. will strive to promote artistic excellence, creativity, collaboration and the free exchange of ideas in an open, caring community of learners.
BIZ ZAR ENTERPRIZES exists as an entertainment enterprise whose mission is to, brand, promote, advertise, consult and distribute the selected talented youth. BIZ ZAR ENTERPRIZES will educate these individuals through our N.W.S.P.A.C.M.A. in business & finance, time management, stage presence, music & video production, sound engineering, video editing, transportation, security, mechanics, detailing, web design & graphics and branding.

BIZ ZAR ENTERPRIZES takes pride in helping the youth of today channel their energy in a positive manner.

BIZ ZAR ENTERPRIZES has been established to brand, promote advertise, develop, and educate its artists, groups, bands, and at the same time make a fair profit.

BIZ ZAR ENTERPRIZES will help to make a change in the world today, by helping the talented youth advance their skills and take it to the next level. Our staff and executives will provide opportunities for the advancement of entrepreneurs, in music production & engineering , concerts & touring, video production & editing, promotions , digital marketing, web design & graphics, branding, advertisement, artist development, money management, businss & finance, transportation, and security. Our venues will be the platform to give selected individuals the hands on opportunities to sharpen their skills, train, and learn a trade for a successful business mindset.

BIZ ZAR ENTERPRIZES transportation department will transport clients to and from recording studio, to and from their residence or hotel, to and from airports and venues. We will transport clients to and from video shoot locations. Our transportation vehicles will have armed security/ body guards aboard for safety reasons.

Industry Analysis
The retail record industry is dominated by a few large corporations. These corporations control over 87% of the CD sales in this country. 8% of the sales are controlled by Indie record labels, a less commercial version of the large corporations. The remaining 5% is a Hodge podge of record labels. Most labels take the shot gun approach to sales. They sign up lots of different bands and hope a few make it big. On the bands that are a commercial success, there are huge windfalls of profit to be made by the record corporations. The Indie labels are similar, however, they are a bit more selective and do not always go for the most commercially viable bands.

Economic Analysis
The cost of setting up a fully operational Entertainment company to a larger extent has reduced from what it used to be; and many thanks to the advancement of technology and perhaps the internet. These days it is now easier to see people set up a recording studio in their houses. All they need do is register a recording label and pronto, they will be in business.
If you are considering starting your own fully operational entertainment company, you might just want to consider not making profits immediately. This is so that your ability to be consistent might be established. If continue in the business, it wouldn’t be too long before you gain fame and fortune. All it takes to gain recognition in the music industry is to nurture a world – class music artiste under your company.
SWOT Analysis
BIZ ZAR ENTERPRIZES Entertainment Company engaged the services of a core professional in the area of entertainment and music consulting and structuring to assist the organization in building a full operational entertainment company that can favorably compete with other leading entertainment companies in the United States of America.

Part of what the business consultant did was to work with the management of the company in conducting a SWOT analysis for BIZ ZAR ENTERPRIZES Entertainment Company. Here is a summary from the result of the SWOT analysis that was conducted on behalf of BIZ ZAR ENTERPRIZES Entertainment Company;

Strength:
Our core strength lies in the power of our team and the state of the art music studio equipment that we have. We have a team that can go all the way to give our clients value for their money; a team that can make an upcoming music artist a star within a short period of time. We are well positioned and we know we will attract loads of clients from the first day we open our doors for business.
Weakness:
As a new fully operational entertainment company, it might take some time for our organization to break into the market and attract some well – established music artists to sign under our compay; that is perhaps our major weakness.
Opportunities:
The opportunities in the music industry are massive and we are ready to take advantage of any opportunity that comes our way.

Competative Threat:
Technology and the internet which of course is a major tool for the advancement and gains achieved in the music industry can also poses a threat to the industry. The truth is that with the advancement of technology, it is now easier for new Ent. companies to come into the industry and compete with entertainment companies

Local night clubs: Strengths–serve alcohol for those inclined. Weaknesses–limited seating capacity, limited age groups, dangerous environment.

Major artist concerts: Strengths–live performances by major artists. Weaknesses–high ticket costs, excessive travel, unsecure parking accommodations, and infrequent eve

Vision
Our vision is to help upcoming music artists to become stars and to help established music artists to become mega – super stars
BIZ ZAR ENTERPRIZES
N.W.S.F.P.A.C.M.A. mission is well defined and will serve as the guiding force towards realizing one
of its core visions, which is to become a spontaneous, playground for College students,
professional artists, community and audience members. N.W.S.F.P.A.C.M.A. will ideally become a
center where celebrities in town for a few months between film projects may participate in a
short theatrical run; a place where smaller experimental ensembles in town with a larger
visiting symphony may perform a new avant-garde work; a Westside home for larger nonprofit
arts organizations; a venue for local artists and arts organizations; and a place where
artists and non-artists can feel a part of a thriving artistic and educational community.
Additionally, the opportunity for art institutes students to perform in a world-class venue get clasroom credits, that willraise the bar for music students and can be utilized as a recruitment tool for up-andcoming musicians and performing artists, both nationally and internationally.
Short-term
The keystone to the success of the short-term operating strategy is the successful creation and

implementation of a new 501(c)(3) and a “qualified management” agreement between the
entity and BZE. Staff is currently working with legal counsel to create the 501(c)(3) New World Soldiers Foundation and
determine how it can best function within the structure of other colleges . Upon creating the 501(c)(3), selecting a Governing Board and creating the agreement with the Colleges in the area , staff will begin to secure artists for the opening season.
Intermediate-term
Many of the short-term goals will continue into the intermediate term – the 2nd and 3rd years of
operations. Staff will build on the success of the opening season increasing the number of
performances, continue to build an active board, secure naming opportunity gifts to build endowment, and secure sponsorship and rental revenue.

N.W.S.F.P.A.C.M.A. will also deepen its relationship with external producing organizations.
N.W.S.F.P.A.C.M.A. staff members throughout a four-year phase out. On-going efforts will continue to raise funds, build endowment and secure additional memberships for the facility. There will be an increase in volunteer opportunities and a multi-tiered level of memberships will be launched in the 2nd year of operation.

N.W.S.F.P.A.C.M.A. staff will also continue to build relationships
with the surrounding community and cultural arts entities of the City of Fairview Park and surrounding communities of Cleveland Ohio. Presently, staff is represented on the Arts Commission and has a strong relationship with the Convention and Visitors Bureau.
Staff has been in discussion with City Cleveland
Ohio Cultural Affairs staff on how local arts groups can have a presence at the site through some form of City consortium agreement. Local hotels have adopted the project and underwritten events on behalf of the project.
The Staff will be contacting The Ohio Chamber of Commerce to see if they demonstrate enthusiasm for the Center as well.

Long-term
Long-term strategies will be a continuation of intermediate ones as the scope of the project and
its potential grows. The long-term strategies include various types of consortium building to
tap into additional revenue streams. The new facility is of exceptional quality. Its theatrical capability and support spaces exceed those found in many, if not most, Broadway theaters in New York City, for example.
Its acoustic characteristics are expected to rank it among houses with the highest standards available anywhere. It boasts a premium location, near Fairviews Park business section This facility will have both superior academic educational value and local economic benefit as a cultural arts facility.
Future arrangements may be possible with the City of Fairview Park, for example, as it develops its own cultural master plan and proposes funding mechanisms for the identified projects.
Revenue streams created through consortium agreements support many similar facilities in other cities and these types of alliances are a mechanism that can share certain costs of marketing, data collection, and presentation programming. BZE staff is currently participating in the formulation of a local cultural plan and is exploring alliances with other performing institutions.
Objectives
• Build Performingd Arts Center and Music Academy
• To become the premier major enterprise, based on venues and mp3 sales, within three years.
• Get selected artists groups and bands singed to a major record label
• Delivering artists groups and bands that the target audience will find irresistible
• Access the music and distribution network that feeds local artists to the various cultures.
• Establish the necessary strategic alliances to assure the widest possible distribution of our music.
• Reach a profitability status
• Purchase/ Lease Buildings for offices
• Purchase Equipment for Music & Video Production
• Acquire working capital
• Acquire transportation vehicles ( to safely transport Clients)
• Implement Safety Training for Security,
• To expand Nationally ( Start Call Center)

STAFFING STRATEGIES
In order for the organization to succeed there will be a need for a variety of staff members to
deal with the day-today functions of the facility. Comparing to other performance
venues, identified positions can be categorized into four domains: staff for artistic
programming, facility operations/management, marketing and press, and development. The N.W.S.F.P.A.C.M.A.
financial plan accounts for all of these areas – some on a permanent basis and others as needed.

N.W.S.F.P.A.C.M.A. LINE SEPT 2017 THRU SEPT 2019

August- September 2017
∞ Flesh out the programming details and operational
framework for PACMA’s main stage theater’s Gala
Inaugural Season.
∞ Begin process to create separate 501(c)(3).
September 2017
∞ Secure funding to underwrite Season One start-up costs
related to locking in performance artists, staffing, and the
development of marketing and other promotional materials.
∞ Continue to identify and recruit prospective artists to
perform during Season One.
∞ Hire part time Grant writer to pursue development
opportunities for programming and endowment, and create
a membership program for the theater.
∞ Begin work on “Qualified Management” agreement with
new 501(c)(3).
October -December 2017
∞ Series of private donor functions TBA.
∞ Implementing process of 501(c)(3) Board
∞ Finalize Management agreement with College
∞ Establish job flow for current staff in transitioning from
developmental to operational status
∞ Attend booking conferences and festivals.
∞ Finalize Season One programming.
∞ Formulate marketing strategy and PR/Press strategy in
anticipation of 2017 Season One announcement.
∞ Public at-the-site KMOZART fund drive and launch press
site tours.
∞ Coordinate production of brochure for distribution at and
following the Season One announcement.
∞ Establish Box Office procedures for processing Season
One subscription and single ticket sales.
∞ Hire Managing Director position.
∞ Hire Theater Technical Director as needed.
∞ Begin weekly staff programming/production meeting.
∞ Finalize details of fundraising opportunity for Programming
Endowment tied to gala opening events.
∞ Begin RFP process for concessions

January – March 2018
∞ 501(c)(3) status approved.
∞ Launch membership program.
∞ Continue donor events to sell memberships and tickets.
∞ Stage press conference to publicly announce the
programming line-up for the Gala Inaugural Season.
∞ Finish rental brochure and technical specs.
∞ Meet with potential rental clients.
∞ Facilitate Season One brochure distribution.
∞ Implement marketing plan that will escalate toward the
October 2018
gala opening.
March – August 2018
∞ Box office implemented – tickets sold for events.
∞ Sneak-sneak peek party and kick off gala party.
∞ Execute physical move of PACMA staff onto theater site.
∞ Test soft opening of theater; begin technical testing of hall.
∞ Community and internal staged events
∞ SMC performances with Music Department, etc.
October -December 2018
∞ Kick-off Gala Inaugural Season of PACMA’s main stage.
∞ Host first of three galas that will be interspersed throughout
the Season One and tied to specific music or theatrical
premieres. Gala will feature a voice recital by worldrenowned
tenor (not yet publicly announced).
January – March 2019
∞ Begin to book artistic roster for Season Two.
∞ Formulate Season Two marketing plan and develop
promotional materials.
∞ Continue on-going fundraising.
∞ Host second of three galas. Gala to feature a Chamber
Ensemble performance under the direction of a renowned
composer (not yet publicly announced).
March 2019
∞ Host last of three galas. Gala to feature distinguished
actors to star in a six-week run of a Season One theatrical
presentation (not yet publicly announced).
May 2019
∞ Conclude Season One.
∞ Continue ongoing fundraising
June – August 2019
∞ Announce Season Two.
∞ Rent theater.
∞ Clean and maintain theater.
∞ Staff vacation.
September – October 2019
∞ Begin Season Two.

Company Summary
BIZ ZAR ENTERPRIZES a start-up organization that has been founded as an Ohio based L.L.C. The founder is Mont Travis Phillips II . The company was founded in September 2006.

Company Ownership
The company has been founded and is primarily owned by Mont Travis Phillips II . Mont has invested personal funds in the business and will seek additional investment money from friends and family.
C.O.O. Yashua Ben Yehuda was Hired By Mont Travis Phillips in 2011

Below is the business structure that we will build BIZ ZAR ENTERPRIZES Entertainement Company

Chief Executive Officer
Chief Operating Officer
Entertainment Lawyer / Legal Secretary
Talent Hunt Manager
Studio Manager
Music / Record Producer
Sound / Recording Engineer
Video Producer
Video Editor
Admin and HR Manager
Marketing and Sales Executive
Accountant/ C.F.O.
Front Desk Officer
Teachers

Roles and Responsibilities

Chief Executive Office:
Responsible for providing direction for the firm
Creating, communicating, and implementing the organization’s vision, mission, and overall direction – i.e. leading the development and implementation of the overall organization’s strategy.
Responsible for handling high profile clients and deals
Responsible for fixing prices and signing business deals
Responsible for signing checks and documents on behalf of the company
Evaluates the success of the organization
Reports to the board

Chief Operating Officer
Provide day-to-day leadership and management to a service organization that mirrors the adopted mission and core values of the company. Bottom line: Build a beautiful company.
Responsible for driving the company to achieve and surpass sales, profitability, cash flow and business goals and objectives.
Responsible for the measurement and effectiveness of all processes internal and external. Provides timely, accurate and complete reports on the operating condition of the company.
Spearhead the development, communication and implementation of effective growth strategies and processes.
Collaborate with the management team to develop and implement plans for the operational infrastructure of systems, processes, and personnel designed to accommodate the rapid growth objectives of our organization.
Motivate and lead a high performance management team; attract, recruit and retain required members of the executive team not currently in place; provide mentoring as a cornerstone to the management career development program.
Act as lead “client-care officer” through direct contact with every client and partner.
Assist, as required, in raising additional capital at appropriate valuations to enable the Company to meet sales, growth, and market share objectives.
Foster a success-oriented, accountable environment within the company.
Represent the firm with clients, investors, and business partners.
Entertainment Lawyer / Legal Secretary
Responsible for drawing up contracts and other legal documents for the company
Advise artists and the organization accordingly before signing any musical artists under the company’s label
Welcomes guests and clients by greeting them in person or on the telephone; answering or directing inquiries.
Produces information by transcribing, formatting, inputting, editing, retrieving, copying, and transmitting text, data, and graphics; coordinating case preparation.
Provides historical reference by developing and utilizing filing and retrieval systems; recording meeting discussions; maintaining transcripts; documenting and maintaining evidence.

Updates job knowledge by participating in educational opportunities; reading professional publications; maintaining personal networks; participating in professional organizations.
Enhances department and organization reputation by accepting ownership for accomplishing new and different requests; exploring opportunities to add value to job accomplishments.
Tour Coordinator / Talent Hunt Manager
Responsible for sourcing for music talents and grooming them
Responsible for coordinating music tours for the company
Assists in writing music lyrics for music artists
Handles any other responsibility as assigned by the Chief Executive Officer

Studio Manager
Responsible for tracking hours during studio session and billing clients.
Responsible for managing the company’s recording studio
Part of the team responsible for selecting the songs that will be promoted and the songs that will be sold as singles.
Handles any other responsibility as assigned by the Chief Executive Officer

Music / Record Producer
Responsible for recording and producing music and jingles for music artists and clients
Part of the team responsible for selecting the songs that will be promoted and the songs that will be sold as singles.
Helps to decide the order the songs will play in throughout the album (i.e. the songs’ track numbers).
Responsible for choosing top notch album cover for music artists
Handles any other responsibility as assigned by the Chief Executive Officer

Sound / Recording Engineer
Responsible for handle any sound related job for the company; helps achieve certain specific sounds or feelings to portray through that matches with the lyrics.
Responsible for mixing and producing beats and sounds for our clients; mix the songs into the final version for the music album.
Part of the team responsible for selecting the songs that will be promoted and the songs that will be sold as singles.

Video Producer
Studio Production
Works in collaboration with other clients and production staff to produce a variety of video products for
broadcasting, compression output, webcasting, video streaming, and digital distribution; plans and directs
assigned studio productions; oversees operation of small multi-camera studio and portable live studio setups;
operates video switching, character generation and digital video effects equipment, edit controllers, cameras, hard
disk video recorders, and audio mixers; sets up and adjusts studio lighting equipment including fixed and portable
tungsten lights; adjusts audio equipment including assorted lavalier, cardiod and shotgun microphones; works
with clients to prepare “B-roll” footage for inclusion in live productions; provides limited troubleshooting of video,
audio and lighting equipment; performs routine equipment maintenance; researches trends and makes
recommendations to department for software and equipment purchases. In cooperation with other staff, coordinates pre-production and production planning activities; communicates

technical information in non-technical terms; conducts field-based video production which involves interacting with
clients and operating all portable video and audio equipment; transports and sets up lighting and audio equipment
as required; provides limited troubleshooting and maintenance of field production equipment.
Post-Production
Plans and performs video post-production tasks which includes reviewing footage, making editorial decisions,
video transcoding, rough cuts, audio adjustment, color correction, and final editing using Final Cut Pro software;
utilizes computer graphics and special effects for video post-production in accordance with the overall production
concepts; compresses video projects for output; captures recorded video using software and encode media as
appropriate; makes video products available in a variety of formats including DVDs or streaming media files;
publishes, organizes, and optimizes media on third party websites such as YouTube, Facebook Twitter, and other
social media platforms; coordinates internal and external duplication services as required.

Video Editor
Organize and string together raw footage into a continuous whole according to scripts or the instructions of directors and producers.
Edit audio or video recordings.
Review assembled films or edited videotapes on screens or monitors to determine if corrections are necessary.
Manage content of broadcasts or presentations.
Trim film segments to specified lengths and reassemble segments in sequences that present stories with maximum effect.
Edit audio or video recordings.
Determine the specific audio and visual effects and music necessary to complete films.
Determine presentation subjects or content.
Select and combine the most effective shots of each scene to form a logical and smoothly running story.
Edit audio or video recordings.
Determine presentation subjects or content.
Set up and operate computer editing systems, electronic titling systems, video switching equipment, and digital video effects units to produce a final product.
Edit audio or video recordings.
Operate communications, transmissions, or broadcasting equipment.
Edit films and videotapes to insert music, dialogue, and sound effects, to arrange films into sequences, and to correct errors, using editing equipment.
Edit audio or video recordings.
Cut shot sequences to different angles at specific points in scenes, making each individual cut as fluid and seamless as possible.
Edit audio or video recordings.
Piece sounds together to develop film soundtracks.
Edit audio or video recordings.
Mark frames where a particular shot or piece of sound is to begin or end.
Label production materials.
Supervise and coordinate activities of workers engaged in film editing, assembling, and recording activities.

Coordinate activities of production personnel.
Manipulate plot, score, sound, and graphics to make the parts into a continuous whole, working closely with people in audio, visual, music, optical, or special effects departments.
Edit audio or video recordings.
Verify key numbers and time codes on materials.
Verify accuracy of data.
Record needed sounds or obtain them from sound effects libraries.
Operate audio recording equipment.
Review footage sequence by sequence to become familiar with it before assembling it into a final product.
Manage content of broadcasts or presentations.
Program computerized graphic effects.
Create computer-generated graphics or animation.
Confer with producers and directors concerning layout or editing approaches needed to increase dramatic or entertainment value of productions.
Collaborate with others to determine technical details of productions.
Conduct film screenings for directors and members of production staffs.
Collaborate with music editors to select appropriate passages of music and develop production scores.
Collaborate with others to prepare or perform artistic productions.
Study scripts to become familiar with production concepts and requirements.
Study scripts to determine project requirements.
Develop post-production models for films.
Estimate how long audiences watching comedies will laugh at each gag line or situation to space scenes appropriately.
Determine technical requirements of productions or projects.
Discuss the sound requirements of pictures with sound effects editors.
Collaborate with others to determine technical details of productions.

Admin and HR Manager
Responsible for overseeing the smooth running of HR and administrative tasks for the organization
Maintains office supplies by checking stocks; placing and expediting orders; evaluating new products.
Ensures operation of studio equipment by completing preventive maintenance requirements; calling for repairs.
Defining job positions for recruitment and managing interviewing process
Carrying out staff induction for new team members
Responsible for training, evaluation and assessment of employees
Responsible for arranging travel, meetings and appointments
Designs job descriptions with KPI to drive performance management for clients
Regularly hold meetings with key stakeholders to review the effectiveness of HR Policies, Procedures and Processes
Facilitates and coordinates strategic sessions.
Works directly with clients in a non-advising capacity, such as answering questions, scheduling appointments and making sure all training concerns are properly taken care off

Oversee the smooth running of the daily office activities.
Marketing and Sales Executive
Once the album is ready, then the marketing team will go out to market and promote the album
Identifies, prioritizes, and reaches out to new partners, and business opportunities et al
Identifies business opportunities; follows up on development leads and contacts; participates in the structuring and financing of projects; assures the completion of music projects.
Responsible for supervising implementation, advocate for the customer’s needs, and communicate with clients and music artists
Develops, executes and evaluates new plans for expanding increase sales
Documents all customer contact and information
Represents the company in strategic meetings
Helps to increase sales and growth for the company

Accountant/C.F.O.
Responsible for preparing financial reports, budgets, and financial statements for the organization
Provides managements with financial analyses, development budgets, and accounting reports; analyzes financial feasibility for the most complex proposed projects; conducts market research to forecast trends and business conditions.
Responsible for financial forecasting and risks analysis.
Performs cash management, general ledger accounting, and financial reporting for one or more properties.
Responsible for developing and managing financial systems and policies
Responsible for administering payrolls
Ensuring compliance with taxation legislation
Handles all financial transactions for the company
Serves as internal auditor for the company

Client Service Executive

Ensures that all contacts with clients (e-mail, walk-In center, SMS or phone) provides the client with a personalized customer service experience of the highest level

Through interaction with clients on the phone, uses every opportunity to build client’s interest in the company’s products and services
Manages administrative duties assigned by the manager in an effective and timely manner
Consistently stays abreast of any new information on the company’s products, promotional campaigns etc. to ensure accurate and helpful information is supplied to clients when they make enquiries

Front Desk Officer
Receives Visitors / clients on behalf of the organization
Receives parcels / documents for the company
Handles enquiries via e-mail and phone calls for the organization
Distributes mails in the organization
Handles any other duties as assigned my the line manager

Teachers
Building a classroom culture in which students enjoy music;
-Engaging students in the creative process and encouraging their talents
-Expanding their knowledge and understanding of music and music theory
-Introducing lessons that have the ability to impact to the community
-Introducing/expanding on basic instrument knowledge
Presenting lessons in a comprehensive manner and use visual/audio means to facilitate learning
Providing individualized instruction to each student by promoting interactive learning
Creating and distributing educational content
planning and preparing lessons in relation to individual pupils’ needs and examination syllabuses
acquiring appropriate teaching materials and resources
teaching music theory, aural skills and practical techniques to pupils
entering and preparing pupils for examinations
motivating pupils and encouraging progress
liaising with academic staff and parents
creating and maintaining a network of contacts to ensure work continuity
ensuring up-to-date knowledge and awareness of examination requirements
assessing pupils’ abilities, providing feedback and writing reports
arranging recitals and concerts for pupils’ families and friends
keeping financial, administrative and business records
advertising or publicising the business

Start-up Summary
BIZ ZAR ENTERPRIZES has the following start-up expenses and the purchase of equipment:
• Purchase a buildings for Performin Arts Center and Music Academy / Rehabilitation if any)
Daily functioning offices ( Rehabilitation if any)
• Working Capital To Hire Pay Staff
• Comapny Vehicles
• Computer systems with three workstations, printer, CD-RW, Microsoft Office, and Microsoft Access.
• Legal fees regarding business formation and generating and reviewing contracts.
• Copier, fax, and a phone line.
• Various office supplies.
• Internet service with installation (High Speed Braoadband
• Recording Studio Equipment
• Video Production Equipment

Financial Plan I.
Financial Budget & Expenditure
The cost of setting up a fully operational Entertainment company to a larger extent has reduced from what it used to be; many thanks to the advancement of technology and perhaps the internet. These days it is now easier to see people set up a recording studio in their house. All they need to do is to register a recording label and pronto! They’ll be in business Basically, it is not expensive starting a fully operational company in the United States of America. The amount required to start a Entertainment company may vary slightly from country to country and from states to states. Part of the factors that can influence the start – up cost of a entertainment is the amount needed to rent or lease a facility, the cost of the equipment you would need and the money needed to brand your business.

On more serious note, starting your own record label is to a large extent dependent on your preference and budget. You could budget and spend millions of dollars, or you could choose to spend moderately; far below a million dollar. When it comes to purchasing microphones and head phones, we will go for Neumann u87; it will cost us about $2000 or more.

For mixer, we will opt for the Euphonix or any other brand of our choice. But Euphonix is great (especially with is sweet sounding pre amp and on board compressors). It will cost us about $48,000 or more. On the alternative, we can choose to go for purely digital and skip the mixer altogether. This means that we will need a good audio inter face with multiple inputs. 12 stereo pairs minimum. The emu 1820m is a good one.

Then cables (nothing else but mogami cables. these are the best audio cable in the market for now; although we may explore other options). We would need to create budget for pre amp. Avalon is perhaps our best bet and we can get it for about $2500 or less.

We have also prepared a good budget for monitor; monitor is one of the most important gadgets we would need in starting our own record label and record studio. We have made provision for a Yamaha monitor; it is simply one of the best we can get in the market.

When it comes to acquiring a computer, we just have to budget for high end computer designed for such purpose. It is important for computer to have a very large memory, high end graphic card, and 2.6 GHz quad core processor and we will search for good software to work with.

Essentially, this is the area we are looking towards spending our start – up capital on;
The budget for Liability insurance, permits and license – $2,500
The Amount needed to acquire 2 suitable Offices facilities with enough space for performings arts center and music academy, professional music studio in a business district 6 months (Re – Construction of the facility inclusive) – $540,000.
The Cost for equipping the office (computers, printers, fax machines, furniture, telephones, filing cabins, safety gadgets and electronics et al) – $5,000
The cost for equipping the music studio with the required gadgets – $100,000
The Cost of Launching your official Website – $600
Budget for paying at least 5 employees for 3 months and utility bills – $200,000
Additional Expenditure (Business cards, Signage, Adverts and Promotions et al) – $2,500
Miscellaneous – $1,000
Company Vehicles $300,000
Stage Lighting $20, 000
Video Equipment $100,000
Working Capital $200,000

Going by the report from the research and feasibility studies, we will need about $1,137,000.00
to set up a full operational Entertainment Company,and Performing Arts Center Music Academy in the United States of America.

Finacial Plan II.
BIZ ZAR ENTERPRIZES Entertainment Company will generate income by offering the following services;
Venue Ticket Sales
Concession Sales
Music Recording
Cd Sales

Mp3 & Dowloads
Music Video Shoots
Promotion of Music Artists / Music Tours
Sound Production
Studio Session
Promotions & Advertising
Website Creation
Branding
Radio Rotation
Production of Jingles for Organizations
Marketing and Sales Music
Managing of Music Artist
Setting up of Recording Studios for Clients
Sell of Musical Equipment
Music Consulting Services
Transportation
Security
Educational Programs & Schooling

One thing is certain when it comes to music; music never dies and the demand for good music will continue to grow. This goes to show that any record label that is known to always produce good music will continue to attract talented music artists and that will sure translate to increase in revenue generation for the entertainment Company. Educating our Staff, Youth and Clients will strengthen the Plight of entreprenuerel success rate for the endowment of the performing arts.

We are well positioned to take on the available market in the U.S. and we are quite optimistic that we will meet our set target of generating enough income / profits from the first six month of operations and grow the business and our clientele base beyond Ohio to other states in the U.S. and even the global market.
Below is the sales projection for BIZ ZAR ENTERPRIZES Entertainment Company, it is based on the location of our business and other factors as it relates to Entertainment start – ups in the United States;

First Year-: $175,000.00
Second Year-: $536,000.00
Third Year-: $1,250,000.00
Fourth Year -: $3,250,000.00
Fifth Year – $ 4,588,000.00
N.B: This projection is done based on facts and figures that are obtainable in the music industry.

Ticket sales, rental income and concessions can generate nearly $2.5 million in revenue, over a five year period
Cd and Mp3 sales
Industry Revenue Analysis

The Analysis Recording Industry Association of America (RIAA) recently published the shipment figures for recorded music in the US for 2016. The statistics highlight a tremendous shift from selling music (CDs and downloads) to accessing music (by streaming services). In the US, music consumers paid for the first time more for music access by ad-supported and paid streaming services (US$ 3.9bn) than for CDs, music downloads and ringtones (US$ 3.5bn).

ASIA AND AUSTRALASIA: returned to growth
in 2015 and saw revenue grow further last year
by 5.1%. The region saw a 45.6% rise in streaming
income, offsetting a 9.4% decline in digital
downloads and contributing to an 18.7% rise
in digital revenue. Physical formats declined by
1.8%. The Japanese market is the largest in the
region and the second largest market globally.
It grew by 1.1%, with digital growth of 12.6% offsetting
a 1.3% decline in physical sales. China grew
by 20.3% and has undergone enormous change in
the last few years

EUROPE: grew by 4.0% in 2016, a slightly higher
rate than the 3.7% growth in 2015. It remains
a highly diverse region, with markets adopting
streaming formats at varying rates. In Sweden,
streaming revenue comprises 69% of the
market, growing by 9.9%. By contrast, in Germany,
the world’s fourth largest music market,
physical sales represent 52% of the total market.
It saw streaming revenue increase by a significant
73.0%. The whole region saw a sharp increase
in streaming revenue of 45.5%.
LATIN AMERICA: was, for the seventh consecutive
year, the region with the highest level of growth
in revenue, seeing a 12.0% rise. Digital revenue grew
by 31.2%, driven by a surge in streaming revenue of
57.0%. Mexico, the region’s second largest market,
grew by 23.6% and many smaller markets also saw
growth, while the largest market, Brazil, declined by
2.8% last year.
NORTH AMERICA: grew by 7.9%, a significant
increase on last year’s growth of 1.5%. Digital revenue
was the driving force, growing by 16.5% and
more than offsetting declining physical sales
of -17.1%. Streaming revenue showed growth
of 84.1%. The US – the world’s largest recorded
music market – continued its evolution, seeing an
80.5% rise in streaming income and growing by
7.6% overall, a significant increase on last year’s
1.0 % growth.
EXIT STRATEGY
As BZE reaches profitability and becomes a stable operation, several lucrative exit scenarios become viable. BZE may be acquired by a major record company, or the shareholders may liquidate their ownership positions through sale of shares to management or outside investors.
BIZZAR ENTERPRIZES revenue growth rate will be at a higher percentage of 2.5 % anually based on our extensive business relationships with the majors in the entertainment industry. B.Z.E. founders are seeking $4.5 million in equity investment capital for this exciting company. These funds will be used to: a) establish corporate offices, b) maintain overhead expenses, c) acquire and secure artists, d) fund project production budgets, e) fund multi-faceted marketing and promotion budgets. A staged infusion of capital over the course of the first 10 months of operations will provide BZE with the necessary financial resources. A linked offering composed of common stock, preferred stock and debentures is being offered by BZE.
USE OF FUNDS
Funds will be used to establish corporate offices, maintain overhead expenses, acquire and secure artists, fund project production budgets, and fund multi-faceted marketing and promotion budgets.

INCOME STATEMENT PROJECTIONS

BZE projects revenues of over $5.7 million in its initial year, growing to $26.3 million by 2020. Profits in 2019 are expected to be $4.5 million.

BZE will generate the majority of its revenue from the sale of pre-recorded music product. This includes compact discs (CDS), CD singles, enhanced CDs and digital music formats. For purposes of revenue forecasts, management has projected varying unit volumes for each of its projects. Sales will occur within a fifteen-month time frame from the release date. Based upon the intensity of BZE marketing plan/budget for its projects, the following unit projections will be quickly attained and surpassed.

Artist # 1 – 250,000 units/release

Artist #2 – 250,000 units/release

Artist # 3- 125,000 units/release

Artist# 4 – 125,000 units/release

BZE will gross approximately $8.75 for each full-length compact disc sold. The current retail price averages approximately $14.72. Revenue will also be earned from the sales of digital music through iTunes and other online retailers. BZE will release and promote three to four singles from each full-length album project. Revenue projections in the financial model are based upon the following estimates of “single” sales.

Artists # 1 – 3 Singles – 51,000 units/single release

Artists # 2 – 2 Singles – 51,000 units/single release

Artists # 3- 2 Singles – 25,000 units/single release

Artist # 4 – 3 Singles – 25,000 units/single release

Additional BZE profit centers will include distribution services, video sales revenue, merchandise sales revenue and concert promotion revenue. Initially representing less than 5% of the company’s revenues, the magnitude and scope of these areas will increase as BZE and its artists’ reputations grow.

CASH FLOW PROJECTIONS

After 23 months, BZE will become cash flow positive and self-sustaining. The company will maintain a cash balance of at least nine months of operating expenses to ensure an adequate buffer for collecting receivables and unforeseen costs associated with this industry.

BALANCE SHEET

After four years it is projected that BZE will hold approximately $20 million in cash and liquid assets, with a total assets equating to over $28 million. With only $1.7 million in liabilities, retained earnings are projected to grow quickly, leading to higher net worth for stockholders.

ASSUMPTIONS

Accounts Receivable – A/R are conservatively projected with 45% of A/R collections occurring in a 1-29 day period and the remaining 55% in a 90-120 day period. The majority of accounts receivable will be outstanding from the distribution company, which receives payment directly from retailers and will subsequently remunerate BZE. Because of the extended nature of A/R in the industry (typically 60 days), BZE will utilize A/R Financing to assist its cash position in the first two years of operations, or longer. A 3.5% A/R financing fee is incorporated in the financial model. The size, strength and reliability of BZE distribution partners will provide a traditional financial institution or an A/R Factor with the proper security to create a working relationship for BZE’s paper.

Inventory – Inventory for album releases and upcoming product has been conservatively projected. Despite the fact that lead times for manufactured products are approximately two weeks, BZE financial model calculates inventory purchases in the following manner: 30%-60 days prior to sale and 70% – 30 days prior to sale. The majority of the pre-Recorded music product will be stored with the manufacturer and shipped directly to the distributor’s fulfillment/distribution centers. A small amount of sample (1,000-2,000 units) and promotional products will be kept on hand at BZE corporate offices.

Accounts Payable – For purposes of this financial model, A/P is separated into two categories: Manufacturing A/P, and Artist Royalty/Mechanical A/P. Adhering to the conservative approach, the model is constructed with Manufacturing A/P being paid in the same month that the expense is incurred. Artist Royalties will be accumulated and paid bi-annually, in August and February.

Project Production Budgets – These vary depending on the genre of the project. Established relationships and affiliations in the industry enable BZE to produce its projects over a ninety-day period, for approximately half the typical cost paid by a major label record company. Projects produced through BZE URBAN and require $121,000, BZE Recording’s projects (Inspirational/Gospel) require $80,000 and BZEprojects (Rap/Hip Hop) require $45,000.

Marketing & Promotion Budgets – These vary depending on the particular genre of music. Projects produced and released from BZE will be allocated approximately $781,000 while $390,000 will be slotted for projects. Projects from both BZE and BZE Urban will utilize approximately $240,000. Marketing budgets will be expired through the course of twelve-month marketing campaigns.