ABSTRACT
This chapter draws lessons from the real-world experiences of veteran artist managers to help build an understanding of the corner of industry. An artist manager must have a keen sense of the target market for a recording artist. The artist–manager relationship is built in part on trust, and the expectation is that the manager will make decisions that are best for the artist's career. In the case of the Jeffery–Hendrix relationship, from the beginning the manager was drawing more from the income stream of the artist than is customary. Decisions by Jeffery became driven by how much money he could make for himself by pushing Hendrix's career at a pace that became physically and emotionally taxing for the artist. Among the critical skills for the manager of an artist in the music business is the ability to find all of an artist's artistic appeal and to then know how to promote and sell it to buyers of tickets and music.
