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Performing Arts School Business Plan (Sample Template)

A performing arts school business provides specialized education in disciplines such as music, dance, theater, and visual arts. These schools cater to students of all ages, offering a range of programs from beginner to advanced levels, including recreational classes, pre-professional training, and degree programs.

They often feature professional instructors, performance opportunities, and state-of-the-art facilities. The market for performing arts education is substantial, driven by a growing interest in arts and culture. In the U.S., the performing arts education sector has seen steady growth, with notable demand in urban areas.

According to IBISWorld, the market size of the arts, entertainment, and recreation industry was projected to reach $310.9 billion in 2023, reflecting the sector’s significant economic impact.

Performing arts schools play a critical role in fostering creativity, discipline, and cultural enrichment, contributing to the broader creative economy.

Steps on How to Write a Performing Arts School Business Plan

  1. Executive Summary

Albert Eastwood® Performing Arts School, Inc., based in Tulsa, Oklahoma, is a premier institution dedicated to providing comprehensive education in the performing arts.

The school aims to nurture talent and foster creativity across various disciplines, including music, dance, theatre, and visual arts.

With a commitment to excellence, the institution offers a broad spectrum of programs catering to students of all ages and skill levels, from beginners to those seeking professional training.

The school’s state-of-the-art facilities and experienced instructors ensure a high-quality learning environment that promotes artistic growth and development.

The school’s strategic location in Tulsa, a city known for its vibrant cultural scene, allows it to tap into a rich community of artists and art enthusiasts.

This positioning not only enhances the student’s learning experiences through exposure to real-world art scenarios but also provides ample opportunities for public performances and community engagement.

Albert Eastwood® Performing Arts School is dedicated to making arts education accessible, aiming to reach a diverse student body and foster a love for the arts within the broader community.

  1. Company Profile

a. Our Products and Services
  • Music Classes: Instruction in various instruments and vocal training across different genres and skill levels.
  • Dance Programs: Classes in ballet, contemporary, jazz, hip-hop, and other dance styles for all ages.
  • Theater Arts: Acting workshops, script analysis, and stage production courses.
  • Visual Arts Education: Drawing, painting, sculpture, and digital arts classes.
  • Summer Camps: Intensive arts programs during the summer for immersive learning experiences.
  • Performance Opportunities: Recitals, showcases, and community performances to enhance practical skills.
  • Pre-Professional Training: Advanced programs for students aiming for careers in the performing arts.
b. Nature of the Business

Our performing arts school business will operate as a B2C – Business-to-consumer business model.

c. The Industry

Albert Eastwood® Performing Arts School, Inc. will operate in the Arts, Entertainment, and Recreation industry.

d. Mission Statement

At Albert Eastwood® Performing Arts School, Inc., our mission is to inspire and nurture creativity, talent, and a passion for the arts.

We are dedicated to providing exceptional education and training in music, dance, theater, and visual arts, fostering artistic excellence and personal growth in a supportive and inclusive environment. We strive to enrich our community through the transformative power of the arts.

e. Vision Statement

Our vision is to be a leading institution in performing arts education, renowned for our commitment to excellence, innovation, and community engagement.

We aim to cultivate the next generation of artists and performers, empowering them to achieve their fullest potential and make meaningful contributions to the cultural landscape.

Through our comprehensive programs and community initiatives, we envision a world where the arts are accessible, valued, and celebrated by all.

f. Our Tagline (Slogan)

Albert Eastwood® Performing Arts School, Inc. – Unleashing Creativity, Inspiring Excellence!”

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Albert Eastwood® Performing Arts School, Inc. will be formed as a Limited Liability Company, LLC.

g. Our Organizational Structure
  • Chief Executive Officer (Owner)
  • Artistic Director
  • Music Instructor
  • Dance Instructor
  • Theatre Instructor
  • Visual Arts Instructor
  • Administrative Coordinator
  • Marketing Manager
i. Ownership/Shareholder Structure and Board Members
  • Albert Eastwood (Owner and Chairman/Chief Executive Officer) 51 Percent Shares
  • James Yorke (Board Member) 19 Percent Shares
  • Rhoda Kobe (Board Member) 10 Percent Shares
  • Dwight Jordan (Board Member) 10 Percent Shares
  • Dora Cottonwood (Board Member and Secretary) 10 Percent Shares.
  1. SWOT Analysis

a. Strength
  • Experienced and professional instructors across various disciplines, ensuring top-notch education and training.
  • Wide range of offerings including music, dance, theater, and visual arts, catering to diverse interests and skill levels.
  • Modern classrooms, performance spaces, and equipment that provide an optimal learning environment.
  • Active participation in local cultural events and performances, fostering community ties and support.
  • Situated in Tulsa, a city with a vibrant cultural scene, enhancing exposure and opportunities for students.
  • Established name and credibility in the performing arts education sector, attracting students and partnerships.
  • Diverse revenue streams from tuition, grants, sponsorships, and public performances ensuring sustainable growth.
b. Weakness
  • Maintenance of state-of-the-art facilities and professional staff salaries contribute to significant overhead expenses.
  • Need for stronger digital marketing and online program offerings to reach a broader audience.
  • Heavy reliance on the local community for enrollment and support, which can be limiting.
  • Balancing various programs and classes can lead to scheduling challenges for students and instructors.
  • Limited space and resources may restrict the number of students that can be accommodated.
  • Dependence on grants and sponsorships which can fluctuate from year to year.
  • Managing a diverse range of programs and services requires substantial administrative effort and coordination.
c. Opportunities
  • Developing online classes and workshops to reach a global audience and provide flexible learning options.
  • Forming alliances with other arts organizations, schools, and businesses to enhance program offerings and visibility.
  • Initiating arts education programs in local schools and community centers to build a larger base of future students.
  • Organizing national and international tours for student performances, enhancing exposure and experience.
  • Offering specialized camps and intensive training programs during the summer to attract more students.
  • Building a strong alumni network for mentorship, fundraising, and community engagement.
  • Exploring new funding avenues, including government grants, arts foundations, and corporate sponsorships.
i. How Big is the Industry?

The Arts, Entertainment, and Recreation industry is substantial, with a market size projected to reach $310.9 billion in the U.S. by 2023.

This industry encompasses a wide array of cultural, entertainment, and recreational services, significantly impacting the economy and job market.

ii. Is the Industry Growing or Declining?

The Arts, Entertainment, and Recreation industry is experiencing growth, driven by increasing consumer interest in cultural and recreational activities. This sector benefits from rising disposable incomes and a strong demand for diverse entertainment options.

Despite occasional economic fluctuations, overall industry projections remain positive, with technological advancements and expanding digital platforms further fueling growth and accessibility in the market.

iii. Future Trends in the Industry

Future trends in the Arts, Entertainment, and Recreation industry include:

Digital Innovation: Continued integration of technology for virtual experiences, augmented reality (AR), and interactive content.

Personalization: Customized entertainment experiences tailored to individual preferences and demographics.

Sustainability: Growing emphasis on eco-friendly practices and environmentally conscious productions.

Diversity and Inclusion: Increased representation and inclusion of diverse voices and perspectives across all forms of entertainment.

Immersive Experiences: Expansion of immersive theater, themed entertainment, and experiential art installations.

Remote Participation: Hybrid models allow remote participation in live events and performances.

Health and Wellness: Integration of wellness offerings, such as mindfulness activities and fitness programs, into entertainment experiences.

iv. Are There Existing Niches in the Industry?

No, there are no niche ideas for the performing arts school line of business because the performing arts school business is a niche idea in the arts, entertainment, and recreation industry.

v. Can You Sell a Franchise of Your Business in the Future?

Albert Eastwood® Performing Arts School, Inc. has plans to sell franchises shortly and we will target major cities with growing interest in performing arts in the United States of America.

d. Threats
  • Economic instability can affect enrollment numbers and funding from sponsors and grants.
  • Increasing competition from other performing arts schools and online education platforms.
  • Shifts in educational trends and student interests may require continuous adaptation of programs.
  • Changes in educational regulations and funding policies could impact operations and financial planning.
  • Rapid technological changes may necessitate ongoing investments in new equipment and training.
  • Public health crises, such as pandemics, could disrupt in-person classes and performances.
  • Sociopolitical changes and cultural shifts could influence public support and funding for the arts.
i. Who are the Major Competitors?
  • Juilliard School – New York, NY
  • Berklee College of Music – Boston, MA
  • American Musical and Dramatic Academy (AMDA) – New York, NY
  • Interlochen Center for the Arts – Interlochen, MI
  • The School of American Ballet – New York, NY
  • Boston Conservatory at Berklee – Boston, MA
  • California Institute of the Arts (CalArts) – Valencia, CA
  • New York University Tisch School of the Arts – New York, NY
  • San Francisco Conservatory of Music – San Francisco, CA
  • The Royal Conservatory – New York, NY
  • Eastman School of Music – Rochester, NY
  • The Actors Studio Drama School – New York, NY
  • Northwestern University Bienen School of Music – Evanston, IL
  • The American Academy of Dramatic Arts – New York, NY
  • University of North Carolina School of the Arts – Winston-Salem, NC
  • Yale School of Drama – New Haven, CT
  • University of Michigan School of Music, Theatre & Dance – Ann Arbor, MI
  • The Academy of Art University – San Francisco, CA
  • Cincinnati Conservatory of Music – Cincinnati, OH
  • The Joffrey Ballet School – New York, NY.
ii. Is There a Franchise for Performing Arts School Business? 

No, there are no franchise opportunities for performing arts school business.

iii. Are There Policies, Regulations, or Zoning Laws Affecting Performing Arts School Business?

In the United States, policies, regulations, and zoning laws can significantly impact the operation of performing arts schools. Educational regulations vary by state and may include licensure requirements for instructors and accreditation standards for institutions offering degrees.

Compliance with these regulations ensures the quality and legitimacy of the education provided. Additionally, zoning laws dictate where performing arts schools can be established, often categorizing them under educational or commercial zoning classifications.

Schools must adhere to zoning requirements to operate legally in specific areas, considering factors such as building size, parking, and noise ordinances.

Moreover, safety regulations govern aspects like occupancy limits, fire codes, and accessibility standards, ensuring the well-being of students and staff. Schools must maintain compliance with these regulations to uphold a safe learning environment.

Financial aid policies and eligibility criteria set by federal and state governments can also impact students’ access to funding for tuition and other educational expenses. Schools must stay abreast of these policies to assist students in navigating financial aid options effectively.

Additionally, copyright laws govern the use of intellectual property in performances, productions, and instructional materials.

Schools must obtain appropriate licenses and permissions to use copyrighted materials, ensuring legal compliance and avoiding infringement issues. These regulations can influence curriculum development, production choices, and performance repertoire.

Overall, performing arts schools must navigate a complex regulatory landscape, balancing educational objectives with legal requirements to operate successfully and provide high-quality arts education.

  1. Marketing Plan

a. Who is Your Target Audience?

i. Age Range: Our target audience encompasses individuals of all ages, from children to adults, who have a passion for the performing arts. We offer programs tailored to various age groups, including youth classes, adult education, and professional training.

ii. Level of Education: Our programs cater to individuals at all levels of education, from beginners with no prior experience to advanced students seeking professional development and careers in the performing arts.

iii. Income Level: While our services are accessible to individuals across different income levels, our target audience typically includes middle to upper-middle-class families and individuals who prioritize arts education and enrichment.

iv. Ethnicity: We welcome students from diverse ethnic backgrounds and aim to create an inclusive and culturally rich learning environment that celebrates diversity and fosters cross-cultural exchange.

v. Language: Our programs are primarily conducted in English, but we accommodate students from various linguistic backgrounds and offer support for English language learners as needed.

vi. Geographical Location: Our primary focus is on the local community in Tulsa, Oklahoma, but we also attract students from surrounding areas and beyond who are willing to travel for high-quality performing arts education.

vii. Lifestyle: Our target audience consists of individuals with a deep appreciation for the arts, including both aspiring performers and enthusiasts who seek artistic expression, personal growth, and cultural enrichment as part of their lifestyle.

b. Advertising and Promotion Strategies
  • Host Themed Events That Catch the Attention of Potential Clients.
  • Tap Into Text Marketing.
  • Use FOMO to Run Photo Promotions.
  • Share Your Events in Local Groups and Pages.
  • Turn Your Social Media Channels into a Resource
  • Develop Your Business Directory Profiles
  • Build Relationships with other arts and entertainment service providers and related organizations in our Area
i. Traditional Marketing Strategies
  • Marketing through Direct Mail.
  • Print Media Marketing – Newspapers & Magazines.
  • Broadcast Marketing -Television & Radio Channels.
  • OOH Marketing – Public Transit like Buses and Trains, Billboards, Street shows, and Cabs.
  • Leverage direct sales, direct mail (postcards, brochures, letters, fliers), tradeshows, print advertising (magazines, newspapers, coupon books, billboards), referral (also known as word-of-mouth marketing), radio, and television.
ii. Digital Marketing Strategies
  • Social Media Marketing Platforms.
  • Influencer Marketing.
  • Email Marketing.
  • Content Marketing.
  • Search Engine Optimization (SEO) Marketing.
  • Affiliate Marketing.
  • Mobile Marketing.
iii. Social Media Marketing Plan
  • Start using chatbots.
  • Create a personalized experience for each of our clients.
  • Create an efficient content marketing strategy.
  • Create a community for our freelance marketers and influencers.
  • Gear up our profiles with a diverse content strategy.
  • Use brand advocates.
  • Create profiles on the relevant social media channels.
  • Run cross-channel campaigns.
c. Pricing Strategy

Albert Eastwood® Performing Arts School, Inc. will adopt the following pricing strategies:

  • Cost-Plus Pricing
  • Value-Based Pricing
  • Competitive Pricing
  • Dynamic Pricing
  • Bundle Pricing

Note that our pricing strategy is based on a careful analysis of the costs and profitability of the business, as well as the needs and preferences of the target customer base.

  1. Sales and Distribution Plan

a. Sales Channels

At Albert Eastwood® Performing Arts School, Inc., our sales channels comprise a combination of direct and indirect methods.

Direct sales occur through our website, where prospective students can browse program offerings, register for classes, and make tuition payments online.

Additionally, we utilize direct marketing efforts such as email campaigns and social media advertising to reach potential students and promote our programs.

Furthermore, we collaborate with local schools, community centers, and arts organizations to establish partnerships and referrals, expanding our reach and attracting new students. These diverse sales channels enable us to effectively connect with our target audience and drive enrollment.

b. Inventory Strategy

At Albert Eastwood® Performing Arts School, Inc., our inventory strategy focuses primarily on the management of tangible assets required for our programs, such as musical instruments, dance equipment, and art supplies.

We maintain sufficient inventory levels to meet the demands of our classes and performances while minimizing excess stock to optimize space and resources.

We will prioritize the maintenance and upkeep of our inventory to ensure the quality and functionality of our equipment and materials.

Through efficient inventory management practices, we strive to support uninterrupted operations, enhance the student experience, and maximize the value of our resources.

Albert Eastwood® Performing Arts School, Inc. will make sure we work with “Just-in-time (JIT) inventory” – (JIT involves holding as little stock as possible, negating the costs and risks involved with keeping a large amount of stock on hand.)

c. Payment Options for Customers
  • Bank Transfers
  • Credit or Debit Card
  • Cash
  • Checks
  • Electronic Payment Systems such as PayPal or Venmo.
d. Return Policy, Incentives and Guarantees
Return Policy:

At Albert Eastwood® Performing Arts School, Inc., we understand that circumstances may change, and students may need to adjust their enrollment or participation in our programs.

Therefore, we offer a flexible return policy that allows for refunds or credits under certain conditions. Students who wish to withdraw from a program before its commencement may be eligible for a full or partial refund, depending on the timing and circumstances of their request.

Additionally, we provide options for transferring enrollment to future sessions or applying credits toward other programs within a specified time-frame.


To encourage enrollment and reward our students for their dedication and commitment to the performing arts, we offer various incentives and rewards programs.

These incentives may include discounts for early registration, referral bonuses for bringing in new students, and loyalty rewards for returning participants.

Additionally, we recognize and celebrate student achievements through merit-based scholarships, performance opportunities, and special awards.


At Albert Eastwood® Performing Arts School, Inc., we are committed to delivering high-quality education and enriching experiences to our students. Therefore, we stand behind the integrity and value of our programs with certain guarantees.

We guarantee that our instructors are highly qualified professionals dedicated to providing exceptional instruction and mentorship. Additionally, we assure our students access to state-of-the-art facilities and resources conducive to their artistic development.

e. Customer Support Strategy

Our customer support strategy will involve ensuring that clients have easy access to contact our performing arts school business through multiple communication channels, such as email, phone, and social media.

We will also make sure that all contact information is displayed on the business’s website and promotional materials. We will foster a culture of putting clients first, where staff are trained to listen actively and empathize with clients’ needs.

We will encourage staff to go the extra mile to ensure clients feel valued and supported. We will implement a CRM system to manage client data, track appointments, and follow-up activities.

  1. Operational Plan

Albert Eastwood® Performing Arts School, Inc. operates with a comprehensive operational plan aimed at delivering high-quality arts education and fostering artistic growth.

Our plan encompasses several key components, including curriculum development, instructor training, facility management, and student support services.

We prioritize the recruitment of experienced and dedicated instructors, the maintenance of state-of-the-art facilities, and the implementation of innovative teaching methods.

We will emphasize continuous improvement and adaptation to evolving industry trends and student needs. Through strategic planning and execution, we aim to provide a supportive and enriching environment where students can thrive creatively and achieve their artistic aspirations.

a. What Happens During a Typical Day at a Performing Arts School Business?

A typical day at a performing arts school business is dynamic and engaging, with a variety of activities designed to nurture creativity and skill development.

Students participate in a range of classes and rehearsals tailored to their chosen disciplines, including music, dance, theater, and visual arts. Instructors lead engaging lessons, focusing on technique, repertoire, and artistic expression.

Additionally, students may collaborate on group projects, prepare for performances, and receive individualized feedback from instructors.

Beyond classes, students may engage in extracurricular activities such as rehearsals, workshops, and performances, fostering a vibrant and supportive community dedicated to artistic growth and expression.

b. Production Process

There is no production process when it comes to a performing arts school business.

c. Service Procedure

At Albert Eastwood® Performing Arts School, Inc., our service procedure begins with personalized consultations to understand each student’s goals and interests.

Upon enrollment, students are guided through our diverse program offerings, with assistance available for class selection and scheduling.

Experienced instructors deliver engaging and interactive lessons, providing constructive feedback and support to foster artistic growth.

Our administrative staff ensures smooth operations, handling inquiries, registrations, and logistical arrangements. We prioritize student satisfaction and strive to create a welcoming and inclusive environment where everyone feels supported on their artistic journey.

Through attentive service and dedication to excellence, we aim to inspire and empower our students to achieve their creative aspirations.

d. The Supply Chain

Albert Eastwood® Performing Arts School, Inc. maintains a streamlined supply chain to support its educational operations. Our supply chain begins with the procurement of high-quality materials, including:

Musical instruments, dance equipment, and art supplies, sourced from trusted suppliers and vendors. Upon receipt, inventory is carefully managed to ensure adequate stock levels while minimizing excess.

Our logistics team coordinates the efficient distribution of materials to our facilities, optimizing delivery schedules to meet program demands.

Additionally, we prioritize sustainable practices and ethical sourcing throughout our supply chain, promoting environmental responsibility and social accountability.

Through effective supply chain management, we ensure the seamless flow of resources to support our students’ artistic endeavors.

e. Sources of Income

Albert Eastwood® Performing Arts School, Inc. generates revenue primarily from tuition fees charged for enrollment in its diverse range of performing arts programs.

Additionally, the school may earn income from various sources such as ticket sales for performances, workshops, and recitals hosted by students and faculty. Partnerships with local businesses, grants, sponsorships, and donations also contribute to the school’s financial resources.

Moreover, merchandise sales, rental of facilities for events, and ancillary services like instrument rentals and private lessons may further supplement the school’s income streams.

Through these avenues, Albert Eastwood® Performing Arts School, Inc. maintains financial sustainability while fulfilling its mission of providing exceptional arts education.

  1. Financial Plan

a. Amount Needed to Start Our Performing Arts School?

Albert Eastwood® Performing Arts School, Inc. would need an estimate of $750,000 to successfully set up our performing arts school business in the United States of America. Please note that this amount includes the salaries of all our staff for the first month of operation.

b. What are the Costs Involved?
  • Business Registration Fees – $750.
  • Legal expenses for obtaining licenses and permits – $7,300.
  • Marketing, Branding, and Promotions – $5,000.
  • Business Consultant Fee – $2,500.
  • Insurance – $5,400.
  • Rent/Lease – $180,000.
  • Operational Cost (salaries of employees, payments of bills et al) – $120,000
  • Start-up inventory – $85,000
  • Equipment and supplies – $350,000
  • Website: $600
  • Opening party: $3,000
  • Miscellaneous: $2,000
c. Do You Need to Build a Facility? If YES, How Much Will It Cost?

Albert Eastwood® Performing Arts School, Inc. will not initially build a new facility for our performing arts school business; we intend to start with a long-term lease and after 5 years, we will start the process of acquiring our own facility.

d. Ongoing Expenses for Running a Performing Arts School Business
  • Salaries and benefits for instructors, administrative staff, and support personnel.
  • Rent or mortgage payments, utilities, maintenance, and cleaning services for facilities.
  • Purchase and maintenance of musical instruments, dance equipment, art supplies, and technology.
  • Expenses for promotional materials, advertising campaigns, and online marketing efforts.
  • Coverage for liability, property, and other insurances to protect against unforeseen circumstances.
  • Fees for legal, accounting, and consulting services to ensure compliance and strategic guidance.
  • Costs associated with instructor training, professional development, and curriculum enhancement.
  • Office supplies, software subscriptions, and other administrative expenses.
  • Resources for counseling, academic advising, and student support programs.
  • Production costs, venue rentals, costumes, and props for performances and recitals.
  • Expenses related to travel for competitions, performances, and workshops.
  • Contingency funds for unforeseen expenses and miscellaneous operational costs.
e. Average Salary of your Staff
  • Chief Executive Officer (Owner) – $100,000 per year
  • Artistic Director – $60,000 per year
  • Music Instructor – $60,000 per year
  • Dance Instructor – $60,000 per year
  • Theater Instructor – $60,000 per year
  • Visual Arts Instructor – $60,000 per year
  • Administrative Coordinator – $60,000 per year
  • Marketing Manager – $55,396 per year.
f. How Do You Get Funding to Start a Performing Arts School Business?
  • Raising money from personal savings and sale of personal stocks and properties
  • Applying for a loan from your bank/banks
  • Pitching our business idea and applying for business grants and seed funding from, the government, donor organizations, and angel investors
  • Source for soft loans from our family members and our friends.
  1. Financial Projection

a. How Much Should You Charge for your Product/Service?
Tuition Fees:

Group Classes:

  • Children/Youth: $50 – $150 per month
  • Adults: $60 – $200 per month

Private Lessons:

  • Music: $30 – $100 per hour
  • Dance: $40 – $120 per hour
  • Theater: $40 – $150 per hour
  • Visual Arts: $30 – $100 per hour
Registration Fees:
  • One-time fee: $25 – $100

Performance Fees: Participation in recitals, showcases, or productions may have additional costs for costumes, props, and venue rentals:

  • Costume Fees: $50 – $200 per performance
  • Production Fees: $25 – $100 per performance

Workshops and Intensives: Specialized workshops or intensives may have separate pricing:

  • Workshop Fees: $50 – $300 per workshop
  • Intensive Fees: $200 – $800 per week
Summer Camps:
  • Week-long summer camps typically range from $150 to $500 per week, depending on the program and activities included.

Additional Services: Additional services such as instrument rentals, practice room rentals, and audition preparation sessions may incur extra charges:

  • Instrument Rentals: $20 – $100 per month
  • Practice Room Rentals: $10 – $30 per hour
  • Audition Prep Sessions: $40 – $150 per session.
b. Sales Forecast?
  • First Fiscal Year (FY1): $480,000
  • Second Fiscal Year (FY2): $600,000
  • Third Fiscal Year (FY3): $850,000
c. Estimated Profit You Will Make a Year?
  • First Fiscal Year (FY1): (20% of revenue generated)
  • Second Fiscal Year (FY2): (25% of revenue generated)
  • Third Fiscal Year (FY3): (30% of revenue generated)
d. Profit Margin of a Performing Arts School Business

The ideal profit margin we hope to make at Albert Eastwood® Performing Arts School, Inc. will be between 20 and 30 percent on service charges.

  1. Growth Plan

a. How do you intend to grow and expand? By opening more retail outlets/offices or selling a franchise?

Albert Eastwood® Performing Arts School, Inc. will grow our performing arts school business by expanding our program offerings to include specialized workshops, masterclasses, and intensive training programs.

We will also strengthen community partnerships and outreach efforts to engage with a wider audience and attract new students.

We will leverage digital platforms to offer online classes and reach students beyond our local area. Through these strategies, we aim to enhance our presence and impact in the performing arts education sector.

b. Where do you intend to expand to and why?

Albert Eastwood® Performing Arts School, Inc. plans to expand to

  • Boston, Massachusetts
  • Philadelphia, Pennsylvania
  • San Francisco, California
  • Miami, Florida
  • Houston, Texas
  • Indianapolis, Indiana
  • Portland, Oregon
  • Los Angeles, California
  • Chicago, Illinois
  • New York City, New York.

The reason we intend to expand to these geographic locations is the fact that these cities have a thriving market for arts and entertainment.

  1. Exit Plan

The founder of Albert Eastwood® Performing Arts School, Inc. plans to exit the business via family succession. We have positioned structures and processes in place that will help us achieve our plan of successfully transferring the business from one family member to another and from one generation to another generation without difficulties.

The company has successfully developed a detailed transition plan to hand over responsibilities to the new successor smoothly.

This includes transferring ownership, training key personnel, and communicating with employees, customers, and suppliers about the change.