Sustainable development of music education in Pakson (Q3936331): Difference between revisions
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The general objective of the Csinnadratta Foundation is to develop the skills of children and youth, to educate them in music, and to define the breakout point(s) for those who are socially deprived and disadvantaged with the help of live music. Music is a common language, music heals, teaches, manages conflicts in appropriate situations and environments, provides rise from difficult social groups, as well as entertaining, cheerfulness- and doing all this without harmful side effects. Music education, when packaged properly, can generate a serious solvent demand, as parents “give all money” for a useful activity that develops their children. If this is done effectively, in the right environment and with the involvement of a suitable target group, it is not only financially profitable, but also socially useful, since it has a strong constructive and retaining power. Our business model is based on a continuous series of awareness-raising programs, typically held every two weeks, in other words we are talking about complex family days that provide continuous development. As a result of the completion of the program series, during the summer break, we organise residential and day-care camps, the main themes of which are music. Individual or small group music lessons are connected to this. Our target group is the families in Paks and the surroundings, as well as children aged 3-14. In our business plan, we conducted secondary and primary research to support the viability of our activities. We examined the market, the target group and competitors, and then, taking into account the results, we created our pricing strategy, so we use a price strategy that is intrusive in the hope of achieving market share as quickly as possible in a market of a multi-stakeholder free competition type. We support this with a strong marketing mix, mostly based on local media (radio, newspaper, online interfaces), our own marketing tools (website, Facebook) and national blogs and professional online sites. Thanks to our strong local embedding (members of the management of the foundation Paksiak), we can apply strong direct marketing, as we have a close relationship with local schools, KLIK and Paksi Municipality. In the course of our market analysis, we realised that not many people deal with complex family days apart from us, and no one is engaged in complex and continuous development in this form, so we are niche in this market. As far as summer camps are concerned, there are relatively many children’s camps in Paks, but due to the lack of music camps, we found a market niche, which is likely to be filled. Private music lessons may be relevant because of the workload of the art school. In terms of our service, the sales channel is direct, i.e. there is no wholesaler or retailer between consumers and service providers. We examined our service marketing according to the hipi principle. Our target group primarily consists of early-stage educators under the age of 25 who, due to their education and youth, understand the language of children and know the methods of modern skills development, communication and integration, which can be applied in practice to all participants in our camps and family days, including children from disadvantaged backgrounds. Our goal is that 2 of the target group members can play on a simple instrument, so that they can help musical activities with instrumental games, and one of them should preferably be of Roma origin, who could play a key role in the occupations of disadvantaged Roma children with their example and expertise. As young adults, the use of IT tools would not be a problem for them during the preparation of family days and camps, they can help recruit volunteers, connect with clients, take part in the tasks necessary for social impact assessment, entrust them with simpler marketing activities and thus contribute to our operation and achieving our social goals. We also do not exclude long-term unemployed people or those returning to the labour market after having children from our target group, although we are aware that there is less chance of finding a suitable subject for us. Our development in one sentence is as follows: Complex education through music, fine arts and drama. In particular, we plan to launch three main products: — Organisation of complex family days providing continuous development, — organisation of day-care and residential music camps, — organisation of private music classes. Number of target groups to be employed in the project: There will be 3 people who are planned to be disadvantaged workers. We employ them on the basis of 8 hours per day, and their monthly gross wages will be adjusted to the guaranteed minimum wage. (English) | |||||||||||||||
| Property / summary: The general objective of the Csinnadratta Foundation is to develop the skills of children and youth, to educate them in music, and to define the breakout point(s) for those who are socially deprived and disadvantaged with the help of live music. Music is a common language, music heals, teaches, manages conflicts in appropriate situations and environments, provides rise from difficult social groups, as well as entertaining, cheerfulness- and doing all this without harmful side effects. Music education, when packaged properly, can generate a serious solvent demand, as parents “give all money” for a useful activity that develops their children. If this is done effectively, in the right environment and with the involvement of a suitable target group, it is not only financially profitable, but also socially useful, since it has a strong constructive and retaining power. Our business model is based on a continuous series of awareness-raising programs, typically held every two weeks, in other words we are talking about complex family days that provide continuous development. As a result of the completion of the program series, during the summer break, we organise residential and day-care camps, the main themes of which are music. Individual or small group music lessons are connected to this. Our target group is the families in Paks and the surroundings, as well as children aged 3-14. In our business plan, we conducted secondary and primary research to support the viability of our activities. We examined the market, the target group and competitors, and then, taking into account the results, we created our pricing strategy, so we use a price strategy that is intrusive in the hope of achieving market share as quickly as possible in a market of a multi-stakeholder free competition type. We support this with a strong marketing mix, mostly based on local media (radio, newspaper, online interfaces), our own marketing tools (website, Facebook) and national blogs and professional online sites. Thanks to our strong local embedding (members of the management of the foundation Paksiak), we can apply strong direct marketing, as we have a close relationship with local schools, KLIK and Paksi Municipality. In the course of our market analysis, we realised that not many people deal with complex family days apart from us, and no one is engaged in complex and continuous development in this form, so we are niche in this market. As far as summer camps are concerned, there are relatively many children’s camps in Paks, but due to the lack of music camps, we found a market niche, which is likely to be filled. Private music lessons may be relevant because of the workload of the art school. In terms of our service, the sales channel is direct, i.e. there is no wholesaler or retailer between consumers and service providers. We examined our service marketing according to the hipi principle. Our target group primarily consists of early-stage educators under the age of 25 who, due to their education and youth, understand the language of children and know the methods of modern skills development, communication and integration, which can be applied in practice to all participants in our camps and family days, including children from disadvantaged backgrounds. Our goal is that 2 of the target group members can play on a simple instrument, so that they can help musical activities with instrumental games, and one of them should preferably be of Roma origin, who could play a key role in the occupations of disadvantaged Roma children with their example and expertise. As young adults, the use of IT tools would not be a problem for them during the preparation of family days and camps, they can help recruit volunteers, connect with clients, take part in the tasks necessary for social impact assessment, entrust them with simpler marketing activities and thus contribute to our operation and achieving our social goals. We also do not exclude long-term unemployed people or those returning to the labour market after having children from our target group, although we are aware that there is less chance of finding a suitable subject for us. Our development in one sentence is as follows: Complex education through music, fine arts and drama. In particular, we plan to launch three main products: — Organisation of complex family days providing continuous development, — organisation of day-care and residential music camps, — organisation of private music classes. Number of target groups to be employed in the project: There will be 3 people who are planned to be disadvantaged workers. We employ them on the basis of 8 hours per day, and their monthly gross wages will be adjusted to the guaranteed minimum wage. (English) / rank | |||||||||||||||
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| Property / summary: The general objective of the Csinnadratta Foundation is to develop the skills of children and youth, to educate them in music, and to define the breakout point(s) for those who are socially deprived and disadvantaged with the help of live music. Music is a common language, music heals, teaches, manages conflicts in appropriate situations and environments, provides rise from difficult social groups, as well as entertaining, cheerfulness- and doing all this without harmful side effects. Music education, when packaged properly, can generate a serious solvent demand, as parents “give all money” for a useful activity that develops their children. If this is done effectively, in the right environment and with the involvement of a suitable target group, it is not only financially profitable, but also socially useful, since it has a strong constructive and retaining power. Our business model is based on a continuous series of awareness-raising programs, typically held every two weeks, in other words we are talking about complex family days that provide continuous development. As a result of the completion of the program series, during the summer break, we organise residential and day-care camps, the main themes of which are music. Individual or small group music lessons are connected to this. Our target group is the families in Paks and the surroundings, as well as children aged 3-14. In our business plan, we conducted secondary and primary research to support the viability of our activities. We examined the market, the target group and competitors, and then, taking into account the results, we created our pricing strategy, so we use a price strategy that is intrusive in the hope of achieving market share as quickly as possible in a market of a multi-stakeholder free competition type. We support this with a strong marketing mix, mostly based on local media (radio, newspaper, online interfaces), our own marketing tools (website, Facebook) and national blogs and professional online sites. Thanks to our strong local embedding (members of the management of the foundation Paksiak), we can apply strong direct marketing, as we have a close relationship with local schools, KLIK and Paksi Municipality. In the course of our market analysis, we realised that not many people deal with complex family days apart from us, and no one is engaged in complex and continuous development in this form, so we are niche in this market. As far as summer camps are concerned, there are relatively many children’s camps in Paks, but due to the lack of music camps, we found a market niche, which is likely to be filled. Private music lessons may be relevant because of the workload of the art school. In terms of our service, the sales channel is direct, i.e. there is no wholesaler or retailer between consumers and service providers. We examined our service marketing according to the hipi principle. Our target group primarily consists of early-stage educators under the age of 25 who, due to their education and youth, understand the language of children and know the methods of modern skills development, communication and integration, which can be applied in practice to all participants in our camps and family days, including children from disadvantaged backgrounds. Our goal is that 2 of the target group members can play on a simple instrument, so that they can help musical activities with instrumental games, and one of them should preferably be of Roma origin, who could play a key role in the occupations of disadvantaged Roma children with their example and expertise. As young adults, the use of IT tools would not be a problem for them during the preparation of family days and camps, they can help recruit volunteers, connect with clients, take part in the tasks necessary for social impact assessment, entrust them with simpler marketing activities and thus contribute to our operation and achieving our social goals. We also do not exclude long-term unemployed people or those returning to the labour market after having children from our target group, although we are aware that there is less chance of finding a suitable subject for us. Our development in one sentence is as follows: Complex education through music, fine arts and drama. In particular, we plan to launch three main products: — Organisation of complex family days providing continuous development, — organisation of day-care and residential music camps, — organisation of private music classes. Number of target groups to be employed in the project: There will be 3 people who are planned to be disadvantaged workers. We employ them on the basis of 8 hours per day, and their monthly gross wages will be adjusted to the guaranteed minimum wage. (English) / qualifier | |||||||||||||||
point in time: 8 February 2022
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Revision as of 22:00, 8 February 2022
Project Q3936331 in Hungary
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Sustainable development of music education in Pakson |
Project Q3936331 in Hungary |
Statements
15,547,134 forint
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18,773,330.918 forint
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82.814618 percent
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15 June 2018
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29 July 2020
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Csinnadratta Alapítvány
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46°37'22.62"N, 18°51'32.18"E
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A Csinnadratta Alapítvány általános célja a gyermekek és az ifjúság képességfejlesztése, zenei nevelése, valamint a szociálisan rászorulóknak és hátrányos helyzetűeknek kitörési pont(ok) definiálása az élőzene segítségével. A zene közös nyelv, megfelelő szituációkban és közegben a zene gyógyít, tanít, konfliktusokat kezel, kiemelkedést biztosíthat nehéz helyzetű társadalmi csoportokból, valamint szórakoztat, vidámságot ad- és teszi mindezt káros mellékhatások nélkül. A zenei nevelés megfelelő módon csomagolva komoly fizetőképes keresletet képes generálni, hiszen a szülők egy hasznos és a gyereküket fejlesztő tevékenységért „minden pénzt megadnak". Ha mindez hatékonyan, megfelelő környezetben és megfelelő célcsoport bevonásával történik, az nem csak anyagilag rentábilis, hanem társadalmilag is hasznos, hiszen komoly építő és megtartó ereje van. Üzleti modellünk egy folyamatos, jellemzően kéthetente megtartott szemléletformáló programsorozatra épül, más szóval folyamatos fejlesztést biztosító komplex családi napokról beszélünk. A programsorozat kiteljesedéseként a nyári szünetben bentlakásos és napközis táborokat tartunk, melyek fő tematikája a zene. Mindehhez kapcsolódnak az egyéni, vagy kiscsoportos zenei magánórák. Célcsoportunk a paksi és környékbeli családok, valamint 3-14 éves korú gyerekek. Üzleti tervünkben szekunder és primer kutatásokat végeztünk tevékenységeink életképességének alátámasztására. Vizsgáltuk a piacot, a célcsoportot, valamint a versenytársakat, majd az eredmények figyelembevételével megalkottuk árstratégiánkat, így egy sokszereplős szabad verseny típusú piacon a minél gyorsabban elérni kívánt piaci részesedés reményében behatoló árstratégiát alkalmazzuk. Mindezt erős marketing mixszel támogatunk meg, melyet zömmel a helyi médiumokra (rádió, újság, online felületek), saját marketing eszközökre (weblap, Facebook), valamint országos blogokra és szakmai online oldalakra építünk. Erős helyi beágyazottságunknak köszönhetően (az alapítvány menedzsmentjének tagjai paksiak) erős direkt marketinget tudunk alkalmazni, hiszen a helyi iskolákkal, KLIK-kel és a Paksi Önkormányzattal is szoros kapcsolatot ápolunk. Piacelemzésünk során rájöttünk, hogy komplex családi napokkal rajtunk kívül nem sokan foglalkoznak, komplex és folyamatos fejlesztést ebben a formában senki sem folytat, így hiánypótlók vagyunk ezen a piacon. A nyári táborokat illetően ugyan relatíve sok gyerektábor szerveződik Pakson, de a zenei táborok hiánya miatt piaci rést találtunk, melyet jó eséllyel be is tudunk tölteni. A zenei magánóráknak pedig a művészeti iskola leterheltsége miatt lehet relevanciája. Szolgáltatásunkat tekintve az értékesítési csatorna közvetlen, azaz a fogyasztók és a szolgáltatók közé nem ékelődik be nagy-m vagy kiskereskedő. Szolgáltatásmarketingünket a HIPI elv szerint vizsgáltuk. A foglalkoztatni tervezett célcsoportunk elsősorban olyan pályakezdő 25 év alatti pedagógusokból áll, akik képzettségükből és fiatalságukból adódóan értenek a gyerekek nyelvén és modern képességfejlesztő, kommunikációt és beilleszkedést elősegítő drámapedagógiai módszereket ismernek, amit alkalmazhatnak gyakorlatban a táboraink, családi napjaink során minden résztvevő esetében, így a hátrányos helyzetű gyermekek esetén is. Célunk az, hogy a célcsoporttagok közül 2-en valamilyen egyszerű hangszeren is tudjanak játszani, hogy a zenés foglalkozásokat hangszeres játékkal is segíteni tudják illetve közülük az egyik lehetőleg roma származású legyen, aki a hátrányos helyzetű roma gyermekek foglalkozásain tölthetne be kulcsszerepet, példamutatásával és szaktudásával. Fiatal felnőttek lévén a számítástechnikai eszközök használata sem jelentene problémát nekik a családi napok, táborok előkészítése során, segíteni tudják az önkéntesek toborzását, az ügyfelekkel való kapcsolattartást, a társadalmi hatásméréshez szükséges feladatokban is részt tudnának vállalni, egyszerűbb marketing tevékenységeket is rájuk tudnánk bízni, és ezzel hozzá tudnának járulni a működésünkhöz, a társadalmi céljaink eléréséhez. A célcsoportunkból a tartós munkanélkülieket illetve a gyermekkondozás után munkapiacra visszatérőket sem zárjuk ki, bár azzal tisztában vagyunk, hogy közülük kisebb eséllyel találunk számunkra megfelelő alanyt. Fejlesztésünk egy mondatban összefoglalva a következő: Komplex nevelés zenén, képzőművészeten és drámapedagógián keresztül. Ezen belül három fő terméket tervezünk piacra dobni, melyek: - Folyamatos fejlesztést biztosító komplex családi napok szervezése, - Napközis és bentlakásos zenei táborok szervezése, - Zenei magánórák szervezése. A projekt során alkalmazni kívánt célcsoporttagok száma: 3 fő lesz, akik terveink szerint mindhárman hátrányos helyzetű munkavállalók lesznek. napi 8 órás munkaviszony keretében foglalkoztatjuk őket, havi bruttó bérük a mindenkori garantált bérminimumhoz igazodik majd. (Hungarian)
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The general objective of the Csinnadratta Foundation is to develop the skills of children and youth, to educate them in music, and to define the breakout point(s) for those who are socially deprived and disadvantaged with the help of live music. Music is a common language, music heals, teaches, manages conflicts in appropriate situations and environments, provides rise from difficult social groups, as well as entertaining, cheerfulness- and doing all this without harmful side effects. Music education, when packaged properly, can generate a serious solvent demand, as parents “give all money” for a useful activity that develops their children. If this is done effectively, in the right environment and with the involvement of a suitable target group, it is not only financially profitable, but also socially useful, since it has a strong constructive and retaining power. Our business model is based on a continuous series of awareness-raising programs, typically held every two weeks, in other words we are talking about complex family days that provide continuous development. As a result of the completion of the program series, during the summer break, we organise residential and day-care camps, the main themes of which are music. Individual or small group music lessons are connected to this. Our target group is the families in Paks and the surroundings, as well as children aged 3-14. In our business plan, we conducted secondary and primary research to support the viability of our activities. We examined the market, the target group and competitors, and then, taking into account the results, we created our pricing strategy, so we use a price strategy that is intrusive in the hope of achieving market share as quickly as possible in a market of a multi-stakeholder free competition type. We support this with a strong marketing mix, mostly based on local media (radio, newspaper, online interfaces), our own marketing tools (website, Facebook) and national blogs and professional online sites. Thanks to our strong local embedding (members of the management of the foundation Paksiak), we can apply strong direct marketing, as we have a close relationship with local schools, KLIK and Paksi Municipality. In the course of our market analysis, we realised that not many people deal with complex family days apart from us, and no one is engaged in complex and continuous development in this form, so we are niche in this market. As far as summer camps are concerned, there are relatively many children’s camps in Paks, but due to the lack of music camps, we found a market niche, which is likely to be filled. Private music lessons may be relevant because of the workload of the art school. In terms of our service, the sales channel is direct, i.e. there is no wholesaler or retailer between consumers and service providers. We examined our service marketing according to the hipi principle. Our target group primarily consists of early-stage educators under the age of 25 who, due to their education and youth, understand the language of children and know the methods of modern skills development, communication and integration, which can be applied in practice to all participants in our camps and family days, including children from disadvantaged backgrounds. Our goal is that 2 of the target group members can play on a simple instrument, so that they can help musical activities with instrumental games, and one of them should preferably be of Roma origin, who could play a key role in the occupations of disadvantaged Roma children with their example and expertise. As young adults, the use of IT tools would not be a problem for them during the preparation of family days and camps, they can help recruit volunteers, connect with clients, take part in the tasks necessary for social impact assessment, entrust them with simpler marketing activities and thus contribute to our operation and achieving our social goals. We also do not exclude long-term unemployed people or those returning to the labour market after having children from our target group, although we are aware that there is less chance of finding a suitable subject for us. Our development in one sentence is as follows: Complex education through music, fine arts and drama. In particular, we plan to launch three main products: — Organisation of complex family days providing continuous development, — organisation of day-care and residential music camps, — organisation of private music classes. Number of target groups to be employed in the project: There will be 3 people who are planned to be disadvantaged workers. We employ them on the basis of 8 hours per day, and their monthly gross wages will be adjusted to the guaranteed minimum wage. (English)
8 February 2022
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Paks, Tolna
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Identifiers
GINOP-5.1.3-16-2017-00169
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