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This music education staffing company provides music education professionals to private schools who recognize the benefits of outsourcing their music departments. As an ancillary service, the firm also provides private music instruction; typically via the same instructors at the student’s homes. The music program has been extraordinarily well received by its clients due to its creative and original instruction program coupled with the stellar success its achieved. The program, which replaces schools traditional music education programs, creates a win-win situation for it and its private primary school (kindergarten to 8th grade) clients as the company prospers by having more children benefit from its innovate teaching methodology, while the school is able to focus on its traditional education curriculum. The business may be entirely home based, as has been in the past, so it is easily re-locatable. It has established a highly acclaimed teaching methodology and education curriculum that can be replicated across the city, region, state, etc. so the business model is highly scalable.
The business is currently owned by two partners who devote a total of 20 hours per week to the firm, but have working on developing a second company so have opted to manage it out of a small 300 square foot office. Clients, staffers and students do not visit the premise, so it could home based as it had been without issue for the prior two years.
The sale comes with a minor amount of equipment, however, the owners have instituted systems, controls, and migrated the entire business to online platforms.
This business’s success is not predicated on the owner being either musicians or teachers. The current owners are neither, but have increased the number of school accounts without issue, all while improving this business’s systems and procedures, and launching a new company. New owners may seek to aggressively roll-out the proven existing model to more schools throughout the area or in much larger areas (e.g. the entire city/state). They may seek to supply additional or more advanced music education offering or promote private lessons, which they do not, gear their programs for public schools, offer courses that are independent of school offerings, develop complementary products that may be sold to students, classrooms or entire schools, engage in music instrument sales and repair (they do this on a limited basis a 20% mark-up, but do not promote this business), etc.
Each school’s traditional in-house music programs are the firm’s primary competition, while there are a few alternative options that may be viewed as either competitors or more likely, complementary firms that can work together in different aspect of music education (at least one of which would be a direct competitor). There are alternate options for in home lessons, which comprise 17% of revenues, however clients hail from high discretionary income private schools where parents typically prefer and can afford hire the school programs teachers for private lessons.
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2 Weeks at 20 hrs/wk
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