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The Victorian Music Business Career Life Cycle

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The Victorian Music Business Career Life Cycle Career Paths The Victorian Music Business Career Life Cycle The Victorian Music Business Career Life Cycle PREPARED BY DR CATHERINE STRONG, DR FABIAN CANNIZZO AND DR IAN ROGERS FOR THE VICTORIAN MUSIC DEVELOPMENT OFFICE Contact VMDO Level 2, 77 Southbank Boulevard Southbank VIC 3006 (03) 9686 3411 [email protected] Dr Catherine Strong School of Media and Communication RMIT University GPO Box 2476 Melbourne VIC 3001 [email protected] Suggested citation: Strong, C., Cannizzo, F. and Rogers, I. (2020) The Victorian Music Business Career Life Cycle, RMIT University, Melbourne for the Victorian Music Development Office 2 Foreword A message from the VMDO The music industry will always evolve and so will career prospects. This study provides a genuine insight into how change can be managed in an uncertain industry. The skills, knowledge and experience demonstrated by passionate Victorian music industry professionals and businesses are imperative – they solidify and bind so many possibilities for musicians and artists in the music sector. It’s also evident that this extensive and nimble skillset is transferable across many sectors – creative, corporate and non-for-profit. These unsung heroes could include artist managers, record label owners, promoters, publicists, agents, marketing and publishing practitioners (amongst others) who may work for organisations or within their own small or micro music businesses. The Victorian Music Development Office (VMDO) co-designed the Victorian Music Business Career Life Cycle study with RMIT University and Doctor Catherine Strong from the School of Media and Communication, which looks at gaining a deeper understanding of what skills and strategies people need to be successful as a music professional. Through this research, it was identified that so many Victorian music business professionals acquire a substantial amount of work-know-how from real-life-job experiences. It also highlighted there are some challenges in retaining these crucial industry insights and wisdom as the music sector grapples with shifting attrition rates, sometimes due to long hours, burn-out and high pressure circumstances. While focussed on the experiences of music business professionals, many of the findings and recommendations may be applicable to other areas of the creative industries and cross- sector exploration of shared experiences may reveal more applications for the outcomes of this report. This study also highlighted and emphasised the importance of support that the VMDO provides the Victorian music sector through its programs, resources and initiatives including: CLOCK – a ground breaking alternative higher education program that transforms experience into formal qualifications. It will help Victorian music professionals to progress their careers by validating their real-life work-based experience. Connections across music and other sectors – facilitating opportunities across Australia and globally where businesses can capitalise on music business expertise. This may be through Music Ally, Business Vic, Council of Small Business Australia and Victorian Chamber of Commerce and Industry as well as many other organisations. Mentoring, knowledge sharing and skills development – a key priority for the VMDO, including periodical Networking Breakfasts, Fast Track Fellowship, Experts In Residence, Blak Sound and masterclasses. The VMDO provide ongoing support and knowledge into many issues and trends that affect the sector Victorian music sector, including business coaching, financial planning, legal obligations, managing health and well being, This study is evidence that the VMDO and Victorian government can maintain their commitment to a thriving music sector in Victoria and to ensure that the next generation of Victorian music professionals are well-supported to developing their careers as well as with the musicians they represent. —— The Victorian Music Development Office (VMDO) is a Victorian Government initiative, delivered by Music Victoria – it has a commitment to boosting the growth and evolution of the Victorian contemporary music industry, supporting the creation of sustainable opportunities and ensuring Victoria maintains its reputation for great music. 3 4 Contents Foreword ......................................................................................................... 3 Contents .......................................................................................................... 5 Executive Summary ..................................................................................... 7 1. Introduction ........................................................................................ 10 2. Objectives ............................................................................................ 10 3. Background ......................................................................................... 11 4. Methodology ....................................................................................... 14 5. Overview of Participants ................................................................. 15 6. Stage I: Getting into the Music Business ................................... 17 6.1. Pathways into the Music Business ............................ 17 6.1.1. Networks........................................................................... 17 6.1.2. Formal Processes .................................................. 19 6.1.3. DIY Pathways ......................................................... 20 6.1.4. Musicians ................................................................ 22 6.2. Valued Attitudes Among Music Businesspeople .. 24 6.2.1. Passion .................................................................... 24 6.2.2. Entepreneurialism ................................................ 25 6.2.3. Self-reliance ........................................................... 26 6.3. Higher Education from an Industry Perspective .. 27 7. Stage II: Career Planning or Contingency Planning? .............. 29 7.1. Career Anchors in the Music Business .................. 30 7.1.1. Organisational Anchors ...................................... 30 7.1.2. Portfolio Career Anchors ................................... 33 7.1.3. Reputation Anchors ............................................ 35 7.1.4. Emotional Anchors .............................................. 36 7.2. Developing Work Competencies ............................... 38 7.2.1. Skills Gaps .............................................................. 38 7.2.2. Professional Advice ............................................. 40 5 Contents cont. 7.2.3. Industry Training ................................................... 41 7.2.4. On-the-job Training ............................................. 42 7.3. Industry and Community Support ........................... 44 8. Stage III: Barriers and Exits ........................................................... 46 8.1. Health ................................................................................ 46 8.1.1. Work Cultures, Substances and Mental Health ................................................ 46 8.1.2. Coping Strategies ................................................. 49 8.2. Gendered Experiences ................................................ 50 8.3. Exit ..................................................................................... 52 8.3.1. End of Career Discourses .................................. 52 8.3.2. Departures ............................................................. 54 9. Conclusion and Recommendations ........................................... 56 References ................................................................................................... 58 Appendices Appendix 1 - Identifiable Participants ....................................... 60 6 Executive Summary While there is extensive research on the careers of musicians, far less work has been done on the business aspects of music making. Even less prevalent is research that examines how support for music businesspeople translates into better outcomes for musicians. Given that business, career growth and innovation are some key areas that the VMDO focuses on, supporting these professional workers is a priority for research by the organisation. This project aims to deliver information on career life cycles in Victorian music businesses, with an emphasis on uncovering areas where support is required, and ways to prevent the loss of experience and expertise from the sector. This will help ensure that the next generation of Victorian music professionals are as well-supported as possible in developing their careers, along with the musicians they represent. The aims of this research are: • To map examples of the ‘life cycle’ of music industry careers, with an emphasis on those who have had careers of more than 10 years on the business side of the industry; • To determine at what stages of their careers industry participants need the most support and why; • To understand how careers are maintained on a long-term basis and why participants leave the industry; and • To develop strategies to develop careers and businesses, particularly through retaining people in the industry on a long-term basis. To achieve these aims, face-to-face interviews were conducted with 27 music business professionals (11 women and 16 men) who have been in the industry for ten years or more. These surveys were analysed to determine key themes that arose across the cohort. The interviewees were between 33 and
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