In Assessment 2, you will develop a structure, and a strategic plan, for a new or non-existent arts, cultural or creative industries organisation.

Your Strategic Plan should follow the format offered in the KTB210 Creative Industries Management Study Guide, in particular in Topic 8.

Your Strategic Plan should therefore vision, mission, values and objectives, a SWOT analysis, a set of strategic initiatives and action points, and a

plan to implement these action points, together with staffing, scheduling and costing details.

Your Strategic Plan may be for an organisation in any sector of the arts, cultural or creative industries, but whichever sector you choose you should
be sure to conduct detailed research, analysis and interpretation in order to present a suitable Strategic Plan for the organisation.


Executive Summary

Australia in recent years has seen that working parents want their children to be independent from childhood. Independence in not only their home works, but also building and realising their ability to do something more apart from academics and be at the forefront of their society. Creative industries are traditionally the ones involving arts, film, fashion etc., (Australia Council for the Arts, n.d) but we wanted to try something different by managing a company that imparts performing arts and sports teachings to young students, to develop and pursue their talents and discover something new along with academics.

This strategic plan is made keeping in mind, to establish such an organisation from scratch in Brisbane and what it takes to set standards and manage them in a blue ocean market. All the plans are focused from the point of view of setting up a new organisation. Maintenance and growth strategies have been planned for the next three years.

This document not only serves us as a check to keep our balance but also made to; attract investors for the growth and prosperity of the organisation.













Executive Summary. 2

1.      Skill City Pvt. Ltd. 4

2.      Strategic Plan 2012-2015. 4

2.1        Vision. 4

2.2        Mission. 5

2.3        Values. 5

2.4        Objectives. 5

2.5        Strategies to Achieve Objectives: 6

I)       SWOT Analysis: 6

II)     Internal Operations. 7

3.      Action Plans. 8

3.1        Selection Procedure of Employees. 8

3.2        Staff Training. 8

3.3        Performance Management 9

3.4        Factors critical to success and probability of the same. 9

3.5        Marketing Strategy: 9

3.6        Key Risks and Contingency Plans. 10

4       Costing/Financials: 10

5       References: 11


















1.    Skill City Pvt. Ltd.

Skill City is a one-stop solution for parents who seek holistic development of their child and want their kids to be a part of something more than the usual academia. Thus we, at Skill City, offer exposure of various activities (via workshops by trained professionals) to children aged between 5-11 years, which would not only lead to their overall development but also enhance their creative and public speaking skills. The differentiating factor of Skill City is that all enrolled children-“Skillers” will undergo all activities which will not only provide an enriching experience but also enable the child and his/her parents to decide his area of interest(for the long term pursuance) rationally. The continuous and descriptive feedback given by the trainers at Skill City will be an important guiding factor.

The structure of the organisation will be a flat and simple; something like the one shown below:


As of now the controlling head of the organisation would be seated in the Brisbane head office, managing different teaching centres through the centre heads. Each centre head manages the schedules, functions and people of their centres .i.e the teachers/ instructors of different courses.

2.    Strategic Plan 2012-2015

2.1          Vision

Increase the happiness and satisfaction of all Queenslanders by allowing parents a carefree parenthood and their children opportunity to strive ahead in life, to have complete exposure to different aspects of extracurricular activities, discover their natural abilities, and help make Queensland a diverse and dynamic state (Queensland Art Gallery, n.d).

2.2          Mission

To support children of Queensland fulfil their destiny by discovering hidden talents early in life and have a socially and economically sound lifestyle.

2.3          Values

  • Individual Abilities
  • Community Understanding
  • Respect and Trust
  • Recognition and Feedback
  • Sustained Life

2.4          Objectives

During the lifetime of Skill City we aim to achieve the following ambitions because they provide the associated benefits. This forms the existence of our organisation:

  • Providing exposure of multiple activities at an early age, when one is open to try new things. It will enable the child to decide his/her area of interest for long term pursuance.
  • Interaction with other children/peer group will enhance the personality of the child.
  • Continuous motivation to children to be more proactive in outdoor activities instead of leading a sedentary lifestyle (TV and video games etc.) which is a major concern among parents these days.
  • Children are never too young to develop leadership and good communication skills. Thus these workshops will inculcate creativity, confidence and willingness to take initiatives which are equally required along with academia in today’s competitive world.

Workshops conducted will include:

  • Dance and Music
  • Sports
  • Creativity Enhancement & Performing Arts
  • Develop Public Speaking skills

These workshops will be organized in batches over Weekends i.e. Saturday, Sunday and Wednesday/Thursday after school hours. Tie-up with a school (based on the location and other factors) will be done to use their premise for organizing the workshops. We will follow the revenue sharing model for the tie-up.

2.5          Strategies to Achieve Objectives:

I)      SWOT Analysis:

Strength: This venture doesn’t need a huge capital investment. Also this comes under the informal sub-sector and hence not many approvals are required from the government. The premises for organizing the workshops will be arranged by a tie-up with a school on revenue sharing model. The trainers for the workshops will be on a contractual basis i.e. they will be paid per hour according to the number of classes they take. These trainers will not be hired permanently.

Weakness: The only drawback for our kind of organisation is that; there is no industry standard to compare with and it’s a easily replicable model.

Threats and Opportunities: At present there is no established brand in the market which provides the same service i.e. no service provider which offers multiple skill exposure at one location throughout the year. Our main competition comes from:

  • Local Players: Local players who teach single skills like dance, music etc., at their homes or small rental place. But these players don’t offer a brand. Also no feedback is provided by these players on the performance of the child.
  • Summer Camps: Camps take up multiple skills and the workshops are usually held in school premises. The major limitation of these camps are that they are active during vacations only i.e. for maximum 2 months.
  • Indoor Games (Video games): Xbox, Play station etc., are the new best friends of children. These are the activities which keep children hooked and prevent them from doing outdoor activities. Thus these serve as the prime competitors to “Skill-City”. But parents these days are considerably worried about the side effects these games have on the children starting from poor eyesight to obesity. (Jyothi, B., Babu, G., & Krishna, I. (2008)).

II)   Internal Operations

The various operations that are to be managed are as follows, this would include daily activities and long term planning:


  • The monthly schedule would be prepared on an ongoing basis; based on the number of students enrolled and also the availability of partner schools.
  • The schedule would be made; which would have every detail like timing, trainer in charge, which school, number of children, educational and physical background of children attending the class. If there are new students, the list would be provided to the trainer at least 1 week ahead of time.
  • This function would have regular interaction with trainers, on weekly basis to check their accommodation in the schedule. Trainer has to inform the centre about their absence 2 weeks ahead of time and the same goes for contract termination.



  • The payment of the trainers would be taken care on a contractual monthly basis in accordance with their hourly attendance of the schedule.
  • The contract sharing of revenues with the partner schools would also be taken care through this wing.
  • An entity would be created for the payments to be given in by the parents/students.
  • The promotion and advertising and budget along with other financial budgets would be decided and planned on a monthly basis.


Marketing and Personal Relations:

  • A media and publicity wing would be created to maintain the continuous activities for the promotion of Skill City.
  • The activities would involve advertising through kiosks, print ads; publicity campaigns in schools to the target the children and parents at various hotel, clubs & offices.
  • It would also be responsible for maintaining relations with the partner schools and involve gathering new partners based on the student base generated.
  • The feedback process is of at most importance for this unit as this would be the most trusting and WOM generating area for us.
    • Credentials; including the name and Permanent Account Number of the prospective employee are confirmed.
    • Once the same is done, employee competencies in required areas are looked at. Preference is also given to students of these disciplines and those who have had prior experience of working with children.
    • Various psychometric tests are carried out to find how suitable the prospective employee is, to fit in to the setup of training young people, which requires key skills such as mentoring ability and patience.
      • The selected employee goes through a probation period, where his performance and behaviour are evaluated by another trainer or administrative staff from “Skill City”.

3.    Action Plans

3.1          Selection Procedure of Employees

3.2          Staff Training

Our Areas of Focus When Training the Staff:

1. Risk Management. We role-play these scenarios so that our staff can envision how the outcomes should play out. Staffs have to participate.

2. The Basics. We train our staff not only on the details–but also the basics: First impressions, Group management, Professionalism, Ability to handle and give feedback.

3. Fun. Training has to be fun; Skill City is about the kids–building their self-confidence, learning new skills and maintaining health.

4. Evolve. Training programs can get stale quickly. The programs should evolve from season to season–this helps address the “been there done that” mentality of seasoned and experienced trainers.

3.3          Performance Management

  • In Skill City the feedback of the parents will play a key role.
  • Bi-monthly feedback to be taken from the parents of the students.
  • Tests would be conducted for students and it will be judged by external faculties of the skill concerned. This would enable to gauge the effort taken by the trainer to train the students.
  • Quarterly meet with the parents will be held.
  • Benchmarking for the faculties would be done based on the number of hours trained and feedback received.
  • Trainers would need to achieve at least 1 level of advanced training in their skill set every year.

3.4          Factors critical to success and probability of the same

Since the trainers have to give feedback for the overall development of the child, word of mouth will play a key role in influencing the behaviour of parents, who generally tend to seek suggestions and recommendations from other parents, friends or colleagues. Referral programs can also be initiated for parents to promote other families sending their children to skill city. Also children’s own interest to go and participate in skill city, will give an indication to the parents if they are enjoying and benefiting from the experience. For this continuous engagement and novel ideas are going to be implemented in skill city. The probability of success of skill city is high with the burgeoning demand in education sector, focused on providing skills to the children apart from regular reading and writing. The focus if laid on right targets and informed customers who understand the needs of growing children, skill city will definitely be successful.

3.5          Marketing Strategy:




3.6          Key Risks and Contingency Plans

Initial enrolments may not be as expected because of the existing relationship with the local players teaching a single skill or due to the unwillingness of children. This can be taken care of by the two pronged approach- different marketing strategies focusing on parents and children simultaneously. Children are targeted at schools by getting then indulged in fun activities, that will be a very different experience from class room’s pedagogy. Parents are targeted in mall activations, “Skill City” kiosks at renowned clubs in the city and positive Word-Of-Mouth.

4      Costing/Financials:

The initial investment to start the venture is $100,000 for the first quarter. After that, the business is self-sustainable from the operational cash flows. For starting up, we will be self-financing the project. In later phases, when we want to expand “Skill City” and establish the brand identity for the venture, funding will be required from investors.


Number of Schools  to be covered at launch 5
Average number of students in a standard 40
Total Standards covered per school Standard 1 to 5 (Age 6-11 years)
Total Students 1000
Assuming- 5% enrollment 50
Fee Charge Per Month Per Kid 50


Year Assumptions
2012-13 2013-14 2014-15  
Number of Students Enrolled per month 600 690 793 Assuming 5% enrolment and 15% increase
Fees 360000 414000 475800 $50 per student per month
School Activations 6000 6900 7930 Goodies Cost=$ 10/student
Pamphlets 400 600 800 Pamphlets distribution increasingly
Mall Activations 12000 N/A N/A Rent Charges@4 weekends for 3 Months
Website(Hosting+Development) 4000 N/A N/A Initial Cost for Year 1
School Rent 72000 82800 95160 Revenue Sharing @20%
Yellow Pages and Directories 900 900 900 $900 for the Year
Salaries to trainers 4320 4320 4320 3 sessions/week for batch of 50 children  ,Trainer Salary $30 Per hour
Office Rental 24,000 24,000 24,000 Fixed Cost = $2000
Administrative Cost 9000 10350 11895 2.5% of revenue
Total Cost 132620 129870 145005  
Gross Profit 227380 284130 330795  
Tax @ 30% 68214 85239 99238.5  
PAT 159166 198891 231556.5  
NPV 441047.545  


5      References:



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