Capstone – Project

10. Develop a new business model for on-line learning for music instruction.

A Collaboration Between

Engagement Synopsis

With the COVID-19 pandemic, many schools have eliminated beginning band programs and have a setback in band participation. In order to allow students to get caught up and instructors to provide instruction, an on-line solution will need to be developed. The project will be to create a new business model that would solve this problem, as well as examine the current marketplace for existing platforms in this space.

Company Information

CompanyConn-Selmer, Inc.
HQIndiana
Revenue50,000,000-500,000,000,
Employees500-2500
StageMedium Business
Hiring PotentialFollow-on Projects, Formal Internship, Entry Level Full-Time, Upper Level Full-Time
Websitehttps://conn-selmer.com

Company Overview

Conn-Selmer is the leading manufacturer and distributor of musical instruments for student, amateur, and professional use. With a tradition of innovation and superior musical performance, brands such as Vincent Bach, C.G. Conn, King, Holton, Selmer, Armstrong, Leblanc, Ludwig, Musser, and Scherl & Roth have earned a legacy of respect unparalleled by any other builders. Conn-Selmer is also the North American distributor of Henri Selmer Paris woodwinds, the U.S. distributor of Yanagisawa saxophones. With a focus on quality craftsmanship, Conn-Selmer operates U.S. production facilities in Elkhart, Indiana, Eastlake, Ohio and Monroe, North Carolina. Through its educational outreach team, led by Dr. Tim Lautzenheiser, Conn-Selmer is the industry leader in providing support and advocacy tools specifically tailored to music education. The current company includes a portfolio of individual companies or brands that represent innovation, entrepreneurship, and a focus on musical excellence. The Selmer Company, which was comprised of brands such as Vincent Bach, Selmer, Emerson, Ludwig, Musser, and Glaesel was a leader in American craftsmanship with operations based out of Elkhart, Indiana. In 1995, Selmer took ownership in the Steinway Piano Company to create a base of legendary brands focused on the highest quality and reputation for musical performance and artistry. In 1998, the Selmer Company and Steinway Musical became a publicly-traded company on the New York Stock Exchange (NYSE: LVB). In 2002, the Selmer Company merged with United Musical Instruments (UMI) to form Conn-Selmer. Like the Selmer Company, United Musical Instruments was built from brand legacies such as C.G. Conn, King, Benge, Armstrong, Artley, and Scherl & Roth. In 2005, the Conn-Selmer Company acquired the G.Leblanc Corporation. This brought another family of brand names such as Leblanc, Vito, Holton, Martin, and Yanagisawa into the largest U.S. full-line manufacturer of band and orchestra instruments. In 2013, Conn-Selmer and Steinway changed from public companies to private ones when Paulson & Co became the new owner. Conn-Selmer, Inc. is a subsidiary of Steinway Musical Instruments, Inc..

Industry Mentors

Company Admin

Judy Minik

[email protected]

Course Info & Engagement Details

SchoolMasters in Business Administration (MBA)
Engagement Format -
CourseMBA Interterm (SPRING 2021)
LevelGraduate
Students Enrolled120 enrolled, 3-5 students per team per project
Meeting Day & Time3/22-25/2021
Student Time Commitment30+ Hours Per Week
Company Time Commitment5+ Hours
Duration0.43 Weeks

Project Topics

Growth Strategy

Software Design & Development

Academic Mentors

There are currently no supervisors assigned.

Assigned Students

Student

Nicholas Faust

[email protected]

Student

Whitney Hallberg

[email protected]

Student

Matthew Muliadi

[email protected]

Student

Elle Pitcher

[email protected]

Program Timeline

Touchpoints & Assignments Due Date Submission
OFFICIAL PROJECT KICKOFF

OFFICIAL PROJECT KICKOFF

Each company will provide a web conference link and time for scheduled kickoff meeting
March 22 Event na
PROJECT COMPLETE: UPLOAD FINAL DELIVERABLES PROJECT COMPLETE: UPLOAD FINAL DELIVERABLES
Please upload your final presentations and/or any final reports you delivered to the company.
March 25 Submission Required submission-required
Final PEER Evaluation Due

Final PEER Evaluation Due

March 28 Event na
Final SELF Evaluation Due

Final SELF Evaluation Due

March 28 Event na
Temperature Check #1 Due by 5:00 PM ET

Temperature Check #1 Due by 5:00 PM ET

March 22 Event na
Temperature Check #2 Due by 5:00 PM ET

Temperature Check #2 Due by 5:00 PM ET

March 23 Event na
UPLOAD STATEMENT OF CONFIDENTIALITY UPLOAD STATEMENT OF CONFIDENTIALITY
During this program, you'll be working on a real project posed by a real industry partner. Please download, sign, and then upload the Statement of Confidentiality. If your industry partner requires an additional NDA, that will be loaded as a Project Resources
March 20 Submission Required submission-required
Final Interterm Feedback Survey

Final Interterm Feedback Survey

March 28 Event na

Key Milestones & Project Process

  • March 22, 2021 - Conn-Selmer Division of Education - Aspiration and Overview

    • Company History & Overview
    • Details of what the Division of Education does and why
    • Business Opportunity
    • Competitive Landscape
    • What is the overall market size for instrumental music education in the U.S.? Outside the U.S.? What percentage of students in instrumental music education for band and orchestra are currently using online learning for their instrument?
    • Who are the leaders in instrumental band and orchestra online learning?

    Suggested Deliverable:

    • Begin day with overview of company and business opportunity
    • End of day, team to present high level presentation on how online learning could fit into Conn-Selmer’s Division of Education
    • Market analysis of instrumental music education market including
      1. competitive analysis
      2. key revenue drivers
  • March 23, 2021 - Analyze online learning market in instrumental music education to determine how Conn-Selmer can best "play to win" in this space

    • What are the key areas of design/development the best in class platforms have to ensure top market position?
    • What are design/development concepts that could differentiate us from the market?
    • What are other opportunities connected to online learning we are not thinking of?
    • Are there any innovations in the market happening today?
    • What is a “best in class” pricing model for delivering online content for instrumental music education?
    • What is the best channel distribution model for online learning in instrumental music education?
    • What growth potential is there for Conn-Selmer Division of Education Online learning?

    Suggested Deliverable:

    1. Begin to model three concepts of how online learning could fit into the Conn-Selmer Division of Education business
    2. Present theory as to why this would be a good fit for the business
  • March 24, 2021 - Work on "Best In Class" strategy for Conn-Selmer Division of Education Online Learning

    • Begin building the strategy
    • Be sure to include the following:
      • Where should we start to have the most impact immediately?
      • What resources are needed for us to succeed?
      • What resources do we already have that will help us succeed?
      • Best pricing model considerations
      • Channel distribution recommendations

    Suggested Deliverable:

    Give update on progress regarding “Best In Class” strategy for online learning

  • March 25, 2021 - Finalize "Best In Class" strategy for Conn-Selmer Division of Education Online Learning

    Final report out considerations:

    Are there any acquisitions we should be considering to get us into the market quickly?

    Create P/L for each business concept

     


    Suggested Deliverable:

    Final report out with three recommended concepts for Conn-Selmer to enter the online learning space.

    1. Present three concepts of how online learning could fit into the Conn-Selmer Division of Education business
    2. Present theory as to why this would be a good fit for the business
    3. Are there any acquisitions we should be considering to get us into the market quickly
    4. Create P/L for each business concept