Case Study

Coca-Cola Music – Strategy

Our Scope – To restructure TCCC’s global music infrastructure 

Although music for many years had played a key role in the company’s core communication, the lack of infrastructure and general industry knowledge had resulted in a series of failed programs and partnerships. Most became financially unsustainable after failing to deliver against the business’s core objectives, whilst consuming the majority of their annual marketing spend.
 
Their expectation in hiring us was that we would deliver a global but decentralised solution that gives good music ideas, the opportunity to be easily developed and managed. This would be made possible through the creation of key tools, process and partnerships that directly spoke to their business needs.

The success of the model would be measured using a number of indicators including:

Coca-Cola Music – Strategy

Our Scope – To restructure TCCC’s global music infrastructure 

Although music for many years had played a key role in the company’s core communication, the lack of infrastructure and general industry knowledge had resulted in a series of failed programs and partnerships. Most became financially unsustainable after failing to deliver against the business’s core objectives, whilst consuming the majority of their annual marketing spend.
 
Their expectation in hiring us was that we would deliver a global but decentralised solution that gives good music ideas, the opportunity to be easily developed and managed. This would be made possible through the creation of key tools, process and partnerships that directly spoke to their business needs.

The success of the model would be measured using a number of indicators including:

1

2

3

The ability to effortlessly scale and replicate future music programs

A significant increase in the number of company owned assets that delivered both traditional and commercial based exploitation opportunities.
A clear sustainable music model that all future projects would be able to plug into. 
  1. The ability to effortlessly scale and replicate future music programs.
  2. A significant increase in the number of company owned assets that delivered both traditional and commercial based exploitation opportunities.
  3. A clear sustainable music model that all future projects would be able to plug into. 

We started by identifying the key consumer touch points, which allowed us to focus our efforts in a handful of specific key areas. This resulted in a selection of strong 3rd party relationships, moving away from the stretched fragmented approach of the past.

The new ecosystem created a vision, roadmap and process for the company, which allowed each market to rally behind a new functional business model. 

The assessment, training, tool creation and new partnership structure took a total of 3 months to complete. The management handover of the new structure, would take an additional 3 months of support and maintenance.
 
Outside of legal the main setup costs of the operation were mainly centred around tool creation (contract templates, process guidelines etc), training and agency services. 

We started by identifying the key consumer touch points, which allowed us to focus our efforts in a handful of specific key areas. This resulted in a selection of strong 3rd party relationships, moving away from the stretched fragmented approach of the past.

The new ecosystem created a vision, roadmap and process for the company, which allowed each market to rally behind a new functional business model. 

The assessment, training, tool creation and new partnership structure took a total of 3 months to complete. The management handover of the new structure, would take an additional 3 months of support and maintenance.
 
Outside of legal the main setup costs of the operation were mainly centred around tool creation (contract templates, process guidelines etc), training and agency services. 
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