NCCA: Comprehensive Report on New Business Model Development

This report presents a new business model for the National Commission for Culture and Arts (NCCA), focusing on developing a new sales force to improve transactions. It begins with an executive summary and introduction to NCCA, followed by an analysis of the current business model and the art industry. Customer and competitive analyses are performed, followed by a SWOT analysis. The report includes a detailed marketing plan, operational plan, and financial plan, along with an analysis of teamwork and ongoing project tasks. The financial plan includes initial investments, sales forecasts, cost of goods, expenses, fixed assets, and an income statement. The report also examines the art industry, customer needs, and competitive landscape in Birmingham, Australia, considering various art schools and classes. The report emphasizes the importance of creativity and provides a comprehensive overview of the business model, including marketing and operational strategies for the NCCA art gallery.

Running head: NEW BUSINESS MODEL
New Business Model for the NCCA
Name of the Student:
Name of the University:
Authors Note:

1NEW BUSINESS MODEL
Table of Contents
1. Executive summary.....................................................................................................................2
2. Introduction (NCCA)...................................................................................................................2
3. Current Business Model..............................................................................................................3
4. Art Industry analysis....................................................................................................................3
5. Customer analysis........................................................................................................................4
6. Competitive analysis....................................................................................................................4
7. SWOT analysis............................................................................................................................5
8. Work with Attributes...................................................................................................................7
9. Creativity in business Model.......................................................................................................7
10. Marketing plan...........................................................................................................................8
11. Operational plan.........................................................................................................................8
12. Financial plan.............................................................................................................................9
13. Team work...............................................................................................................................17
14. Ongoing task in project............................................................................................................18
Reference List................................................................................................................................19

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1. Executive summary
The art gallery would develop new sales force for closing transactions with the interested
customers with the help of actions of overall marketing and operational strategy. The
organisation would carry out a market research by appointing a reputed market research and
development agency to realise the potential prospects of business in the selected target market.
Most of the initial contacts would be obtained with the help of telephone inquiries. The interested
agencies would be shortlisted and they would develop a brief profile. Accordingly, the agency
that is focussed on providing services at lower cost would be selected. In addition, it would
ensure peaceful surroundings in its art gallery as a part of its operational plan for providing
stress-relief to the customers.
2. Introduction (NCCA)
At core of its business operations situated in Intramuros, “the National Commission for
Culture and Arts (NCCA)” additionally has the support of the “Filipino Visual Arts” people
group by opening the presentation space at anteroom of NCCA Building in light of present
requests of presenting contemporary craftsmanship outlook within Philippines. The formation of
NCCA Gallery devoted to modern expressions of joint activity by “Committees on Visual Arts
(NCVA)” and on “Art Galleries (NCAG)” (Agrawal, Singh and Murtaza 2016).
Through the foundation of the display, the two boards of trustees imagine to enable
youthful craftsmen to get their artwork presentation without adversely affecting their enthusiasm
to investigate new propensities in consideration to recently developed workmanship. New
display is equipped to suit video presentations and portable boards for business purposes.

3NEW BUSINESS MODEL
3. Current Business Model
There is a need in Birmingham for frequently planned, respectably valued, privately sited
art classes, that can be provided at any time of the day. Current art galleries are observed to be
unfit for serving bigger market section that includes participation groups or minor organizations
(Awino and Mutua 2014).
4. Art Industry analysis
The act of developing art works allowed tribes individuals to convey learning about
nation and culture. Deals provided monetary help to numerous Indigenous families compelled to
reside within government mission stations within areas such as Bass Strait, Victoria, New South
Wales and Queensland. The company is associated with honor winning association the Koori
Heritage Trust in Victoria (Chou, Techatassanasoontorn and Hung 2015).
In addition, Aboriginal and Torres Strait Islander craftsmanship is observed to remain
globally open and is deemed to be an effective artwork. Moreover, Western Desert workmanship
development is deemed to remain a major aspect amongst the most noteworthy craftsmanship
advancements in the modern era craftsmanship. In 2004 there were around 96 employees and
specialty focuses all over Australia, within the states and districts, including urban, country and
remote groups that give several fundamental support for Indigenous craftsmen (Creon, Grover
and Teng 2017).
Indigenous workmanship has grasped innovation. “Native Online Art” and “Maningrida
Arts and Culture” can be considered as illustrations. There exist numerous displays and
presentations on Indigenous craftsmanship on online platform that has improved universal
ubiquity and familiarity with “Aboriginal and Torres Trait” Islander workmanship.

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5. Customer analysis
In recent times, there is a need in Birmingham for frequently planned, respectably valued,
privately sited art classes, available all through the year. Existing arts are completely unfit to act
as a bigger market section and includes participation groups and minor organizations.
The general population of Birmingham requires craftsmanship talent, particularly ones
engaged with customised interests of the students (Creon, Grover and Teng 2017).
6. Competitive analysis
Outside the ArtSphere there exist different areas in Australia in which art lessons remain
accessible:
Art School of Australia
The school is situated within Professional Building situated in Milgray Lane. James Nash
takes responsibility of taking classes at nights and on Saturday mornings on years before 1975.
Paul is an educated person inside the town, who shows craftsmanship on neighborhood TV
channel. A primary purpose of company seems to situate the business on School Lane opposite
the Cafe Lasa. Art Classes are provided for four days for $56. Every lesson takes place for one
and half hours (Eva et al. 2014).
Australia State College
The Australia “State College Community Enrichment Program” provides a few
craftsmanship classes at night. Mill classes (Drawing Introduction) is provided on Thursday at
night from 7:00P.M. to 9:30 P.M. that has expenses of $68 in six lessons. Normal expense is

5NEW BUSINESS MODEL
deemed to remain approximately $4.50 per study hour. Notice of such lessons is sent to every
single address in Birmingham (Chou 2015).
7. SWOT analysis
Strengths
The company has constantly been building up its administrations to address the issues of
their customers. This is shown in their gallery remodels and extension that occurred in 2008.
 The display has a solid notoriety and extraordinary measure attained from the
neighborhood group (Toronto)
 People in Toronto is offered chance to show their presentation and training of visual
expressions
 Gives instructive classes and supports students and develops specialists to take an interest
in the Gallery's exercises
 The greatest workmanship exhibition in North America
 Shows more than 79,000 fine arts
 There is enthusiasm for Public Art and a desire for greater innovativeness over the city
 There is an enthusiasm to create openings, encourage development in art display
Weaknesses
 With Toronto's numerous vacation spots, the Art Gallery of Ontario needs to keep up an
advantage in this classification and attract individuals to the office over others. All these
other stimulation remains inside the city and additionally has a solid online proximity
(Eva et al. 2014).

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 There is an absence of training and comprehension of craftsmanship for some Canadians.
This might be a direct result of Canada's unique social foundations.
Opportunities
 Adequately utilizing on the web online networking to build up a superior consciousness
of craftsmanship can help expand business AGO presently is missing. The company can
likewise offer their fine art pieces using well known locales, for example, eBay and
Amazon. com can outline a sub area from the present site where kids can take an interest
in intelligent diversions to help educate the significance of workmanship
 The company ought to have occasions to attract students where famous neighborhood
music specialists can come and play music while showing different contemporary
craftsmanship pieces (Eva et al. 2014).
 With the new advances in innovation, AGO needs to give more comfort to their
supporters on these sites to view and inquire about workmanship accumulations. This can
incorporate an online historical center inventory so a few guests don't need go to the
display (Creon, Grover and Teng 2017).
Threats
 In case web-based social networking sources are not connecting with, individuals may
quit taking an interest or monitoring AGO's presence on the web.
 In case AGO improves approaches to attract Ontario's childhood business.
 With the end of all AGO's new online networking sites they have to guarantee they can
give individuals more accommodation to individuals (Eva et al. 2014).

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 Challenging associations inside a similar industry that might have the capacity to give an
online ordeal to their art organizations. In this way AGO needs to build up an advantage
on the web.
8. Work with Attributes
The ArtSphere is devoted to offer capable, proficient direction in craftsmanship in well
wonderful environment while considering the fluctuating needs of various target audience. The
ArtSphere attempts to develop an individual and extended association with the client which
might be accomplished by regular six session nonexclusive workmanship course conducted at
Bessemer State College. Helena Rubenstein stated that, "in the plant we make beautifying
agents, yet the item we offer is called ‘trust’ (Eva et al. 2014).
This analysis remains constant within ArtSphere. The item put up for sale is seen in a
different way by various purchasers. A student having capabilities might require extraordinary
support in accumulating portfolio along with the craftsmanship school. A 70 year-old lady might
be looking for an effective approach. An official might be looking for comfort and relaxation
(Ho and Lu 2015). Encouragement, specialized guidance, stretch alleviation, escapes from
forlornness, self-articulation within ArtSphere. The proprietors of ArtSphere perceive that
craftsmanship lessons might be attained under $5.00/hour in certain state school evening lessons.
The ArtSphere might not endeavor to deal with these costs.
9. Creativity in business Model
At present there is a need in Australia for frequently planned, respectably valued,
privately sited workmanship guideline classes, accessible at various circumstances in recent

8NEW BUSINESS MODEL
years. Existing scenes are completely reserved or unfit to provide as bigger market section that
includes participation gatherings and minor organizations (Eva et al. 2014).
10. Marketing plan
When preparing the market section table beneath and ArtSphere's accessible limit, it is
decided which course the advertising strategies must be taken:
The school children are target audience for advertisement with likely size of market of
1,666 and inner area of a few operation months along with 88 hours of limit. This last era at
night was observed to be less in demand considering capacity guideline of 12,042 (Creon,
Grover and Teng 2017). Clearly, advertising system at ArtSphere should be focused on greatest
schedule opening, 9 A.M. to 3 P.M. time span. NCCA has generated a successful brand through
consistency of offer regarding contemporary visual arts from the northern region. Being a public
gallery, its reputation acts as a place to observe recent trends within contemporary visual arts,
time-based work and installation that is not object-based or market-driven.

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11. Operational plan
The art gallery would develop new sales force for closing the transactions with the
desired customers generated with the help of actions of overall marketing and operational
strategy. The organisation would carry out a market research by appointing a reputed market
research and development agency to gain knowledge regarding the potential prospects of
business in the selected target market. Most of the initial contacts would be obtained with the
help of telephone inquiries responding to the offer of NCCA (Ho and Lu 2015). The interested
agencies would be shortlisted and they would joy down a brief profile. Accordingly, the agency
offering to provide services at lower cost would be selected. In addition, it would ensure peaceful
surroundings in its art gallery as a part of its operational plan for providing stress-relief to the
customers.
In addition, the organisation would try to enter into long-term relationships with the
potential suppliers in the operating market. However, the restricted budget might restrict the
organisation to contact with the high quality suppliers in the initial stage (Awino and Mutua
2014). With the passage of time, the organisation would seek to increase contacts with the top
suppliers in the market to improve its overall business performance (Creon, Grover and Teng
2017). Thus, these would be the major parts of the operations plan of the organisation in the
initial stage, which would be enhanced with the passage of time.
12. Financial plan
Initial investment:
Year 0 1 2 3

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(a) CAPITAL
Share capital
Loans
Loan repayments
(b) SALES FORECAST
Sales Value 50,000 68,000 80,000 88,000
(c) COST OF GOODS 22,000 23,000 27,000 30,000
(d) EXPENSES
Premises 0 12,000 14,000 15,000
Wages 12,000 12,000 15,000 16,000
General Expenses 2,500 2,700 2,800 2,900
Interest
Market survey 1,500
Prelim expenses 7,500
Lease payments 25,000
Dividends
(e) FIXED ASSETS

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Building
Furniture 10,000
Vehicles 8,000
Machinery and Equipment 15,000
Income statement:
Year 0 1 2 3 4 5
Revenue 0 68,000 80,000 88,000 0 0
Cost of sales 0 23,000 27,000 30,000 0 0
Gross profit 0 45,000 53,000 58,000 0 0
Expenses/overheads
Premises (rent, rates) 0 12,000 14,000 15,000 0
Wages and salaries 12,000 15,000 16,000 0 0