CCM Music Recording Company Case Study Part 1 – Company Overview
History, development and growth of CCM over time
CCM, Colorado Creative Music, is music recording studio, founded in 1995 by Darren Curtis Skanson, primarily established as vanity label for producing, promoting and selling his own records, and consequently developed into microlabel with 4 product lines and 11 different albums. In 2000, the company sold 30,000 of Darren Curtis Skanson CDs and received net profit of $4,292.00. The company aims at expanding its customer base, acquire more popularity, and develop the company from microlabel to the independent one.
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The business vision of Colorado Creative Music consists of three components – Core Value, Core Purpose and Visionary Goals (Thompson, Strickland, 2003).
Core values of CCM are quality, creativity, and excellent customer service. The core purpose of this organization is to make more people listen to classical and light acoustic music and admire it. As for the visionary goals, the strategic dilemma of the business arises. Thus, one of the visionary goal is to make the music produced, played and recorded by CCM musicians, heard by larger audience. The other visionary goal that doesn’t completely go in line with the first one is to win the large custom market for the company’s products and services. The collision here is in the primary value and target of the business: in the first case the attention is attached to the product, music, while the second one is focused on the development of the organization. This dilemma is the subject of strategic choice of the organization, which will be outlined and discussed later.
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At the present moment, the main objectives of the company are: positioning the business against its rivals, development of distribution channels, development of the products and enhancement of the product line, anticipating changes in demand and adjusting the firm’s strategy to respond to them.
The firm operates on American market which is characterized by political and economical stability, technical advancements in producing and distribution processes, large number of potential customers, broad demand and intense competition.
Business model is the mechanism for the company to generate the revenues and profits. It includes strategy and implementation thereof and should answer such questions as how the firm selects its customers, how it differentiates its products from those or rivals, how it creates utility for the customers, how it acquires and preserves them, promotion and distribution strategies, how it allocates its resources and derives profit. As for promotion and distribution techniques for Colorado Creative Music, the particular attention is attached to Internet aspect of the distribution and its capabilities.
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Internet is not only alternative way to traditional methods of music distribution, but also a great opportunity for artists and music-recording companies to expose these products to broad public. The advantages of such means are low cost of entrance and enormous size of potential customers market. Traditional chain of music distribution includes such components as writer/performer, publisher, musical instruments company, live performances, venue equipment and services, recording, studio equipment and services, recorded performances such as night clubs, bars, business music, broadcast, film and music videos, and retail. These are traditional stages through which the song or other musical product must pass to get to the final customer. Internet makes this chain of distribution shorter and simpler, and therefore internet-based promotion, advertisement and distribution can be considered a new business model to base the business on. Further information on virtual distribution will be discussed in relevant section.
CCM business model includes following components:
Value Proposition: satisfaction of customers’ needs in quality classic music;
Market Segment: white females (predominantly) and males of 40-60 age range. The market segment needs to be further expanded.
Value Chain Structure: structure of the firm to be described below
Revenue generation: through sales, direct sales in particular; revenue generation roots need to be expanded.
Position in the value network: enters the most specialized industry segment. A large number of competitors from all 4 segments of the industry; business may be complemented through alliance with larger recording company.
Competitive strategy: company’s strategy primarily focused on differentiation rather than cost leadership strategy, through internet distribution allows making the products of CCM cheaper than those of competitors.
Market segmentation, targeting, positioning
The music recording industry has 4 clearly identifiable segments: major recording studios, independent labels, micro-labels and vanity labels. Major companies have large quantities of artists under contracts, reaching the number of 100, specialize on multiple types of music – rock, country, jazz, classical, traditional and other, and have formal and reliable national and international channels of distribution. Independent labels have 10-100 artists under contract, focus on recording of one or two major music styles and have either national or most often regional distribution channels.
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