1. Music Business Handbook and Career Guide
Part 3: Managing Artist Relationships

2. Artist Management
Chapter 10

3. Start Thinking. . .
What should an artist look for in a personal manager? What kinds of skills, competencies, and personality traits should a manager possess?
What is the goal of personal managers? How are they to go about accomplishing that goal?

4. Chapter Goals
Gain awareness of the importance of a good working relationship between an artist and manager.
Acquire understanding of a workable financial relationship between a manager and client.
Examine the role of the manager in producing the artist’s act.
Learn effective ways a manager can advance a client’s career and maximize income.

5. Discovering Each Other
Look for a manager who
believes in the artist’s talent and shares long-term goals
is well organized
is straightforward and honest
is an effective communicator
won’t fake expertise
has good industry contacts
has a strong creative side + good business skills
knows how to spot a potential star

6. The Financial Relationship
Personal manager or business manager handles all finances
Accounting
personal manager’s first responsibility
engage accountant with artist’s approval
Controlling expense
spending constraints
put artist on weekly allowance
loan money to keep act alive

7. Manager’s Commission Going Rates
Manager principally responsible for the rise and fall of the client’s income
Rate = 10% to 25%
Several factors influence rates
Argument for reasonableness
Commission base
can be more important than commission level
adjusted gross income

8. Manager’s Commission The Money Flow
Anticipate problems of disengagement
Commissions on income from contracts manager negotiated
Publishing and recording contracts

9. Manager’s Commission A Possible Compromise
across-the-board de-escalation of commissions

10. The Manager’s Role Producing the act Coordinating the elements
polishing the act
established act versus new act
use video for objective examination
engage coaches and trainers
Coordinating the elements
engage a theatrical producer
Programming

11. Advancing the Career Landing a Recording Contract
Prospects for the manager’s success
The process
make a frontal attack on the label itself
work with the songwriter-client’s publisher
focus on independent producers and production companies
arrange for third parties to spread the word

12. Advancing the Career Landing a Recording Contract
The result
negotiate a recording contract
nudge label to promote recordings
possibly have to renegotiate contract with artist

13. Advancing the Career Care and Feeding of the Media
Materials
promo packs
swag
Interviews
news conferences + exclusive interviews
professional flacks
Billing

14. Advancing the Career Controlling Performances
Determine frequency of performances
maximize income BUT
avoid exhaustion and overexposure
Select kinds of engagement offers
Determine when client is “ready”

15. Advancing the Career Negotiating for Appearances
Other talent buyers TV
film
Broadway
Illegal for managers to directly contract talent engagements
unless licensed talent agent

16. Advancing the Career Developing Peripheral Income
Product and service merchandising
concert souvenirs
sponsorship
broadcast commercials
product endorsements
Music souvenir merchandiser
licensed by artist’s manager
3%+ on royalties

17. Personal Management Agreement
Engage independent legal counselors
Manager issues deal memo
Artist counters
Negotiations begin
Refer to the draft contract on page of your textbook.

18. For Further Thought. . .
What factors influence a manager’s commission rate?
What are the basic responsibilities of a manager?
What are your feelings about an artist who drops a personal manager once a certain level of success is achieved? What factors might lead to this? What positive benefits might result for either party?