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    To Sell or Not To Sell? An Introduction to Business Models (Innovation) for Arts and Cultural Organisations
    To Sell or Not To Sell? An Introduction to Business Models (Innovation) for Arts and Cultural Organisations
    To Sell or Not To Sell? An Introduction to Business Models (Innovation) for Arts and Cultural Organisations
    Ebook91 pages1 hour

    To Sell or Not To Sell? An Introduction to Business Models (Innovation) for Arts and Cultural Organisations

    By José Rodriguez

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    About this ebook

    Artistic and cultural organisations – especially those working as non-profit organisations - are experiencing increasing pressure to become more business-minded and to achieve economic sustainability. While ‘business models’ and related terms, largely used in the corporate sector, are more and more used in the non-profit sector as well, many professionals from the artistic field believe that increased attention on financial performance would negatively affect the implementation of artistic activities. Independently of what our opinion is in this regard, the reality is that arts and cultural organisations need to balance the generation of value with their mission if they want to continue existing.
    Now the good news: business models are not about complex finan- cial formulas and overwhelming strategic theories, and financial viability does not necessarily clash with the fulfilment of an artistic (and/or) social mission. The core of most business models is quite straightforward: if an organisation has a way to create, deliver and capture value, it has a business model. And the most important characteristic of a successful business model is that it is viable and sustainable.
    This toolkit aims firstly to clarify the key concepts and definitions related to business models and business models innovation, possibly overcoming prejudices in the process; it then proposes a business model canvas tailored to the specific characteristics of arts and cultural organisations, and illustrates how some cultural organisations across Europe have successfully innovated their business models.
    No matter how financially stable your organisation is, discussing your current (and future) business model is a healthy activity that you can practice regularly with your own team, and we hope this toolkit will help you do that. No doubt that such a discussion can sparkle good ideas – and positive changes may very probably follow...

    LanguageEnglish
    PublisherIETM
    Release dateOct 6, 2016
    ISBN9782930897080
    To Sell or Not To Sell? An Introduction to Business Models (Innovation) for Arts and Cultural Organisations
    Author

    José Rodriguez

    José Luis Rodríguez is the Director of Communications at Trans Europe Halles (TEH), a Europe-based network of cultural centres initiated by artists and citizens.He has a ten-year background in project management and communications, working for international public and non-profit organisations, operating in the areas of arts, international cooperation, innovation and education.

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      Book preview

      To Sell or Not To Sell? An Introduction to Business Models (Innovation) for Arts and Cultural Organisations - José Rodriguez

      TO SELL OR NOT TO SELL?

      An introduction to business models (innovation) for arts and cultural organisations

      by José Luis Rodriguez

      published by IETM

      March 2016

      Published by IETM at Smashwords

      This publication is distributed free of charge and follows the Creative Commons agreement Attribution-NonCommercial-NoDerivatives (CC BY-NC-ND)

      The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

      'To Sell or not to Sell?'

      Author: José Luis Rodriguez

      General coordination and editing: Elena Di Federico, Nan van Houte (IETM)

      Proof-reading: Sophie Thompson

      This publication is distributed free of charge and follows the Creative Commons agreement Attribution-NonCommercial-NoDerivatives (CC BY-NC-ND)

      This publication is available for free download as pdf from https://www.ietm.org/en/publications

      The publishers have made every effort to secure permission to reproduce pictures protected by copyright. IETM will be pleased to make good any omissions brought to their attention in future editions of this publication.

      Table of Content

      About the Author

      Foreword by IETM

      Foreword by the Author

      1. Introduction: a changing world

      2. Business models for those who don’t only do business

      3. Understanding business models

      4. A business model canvas for arts and cultural organisations

      5. Business models (and) innovation

      6. Reality check

      End notes

      Resources

      About the Author

      José Luis Rodríguez is the Director of Communications at Trans Europe Halles (TEH), a Europe-based network of cultural centres initiated by artists and citizens. He has worked here since 2014, previously as Network Manager.

      He has a ten-year background in project management and communications, working for international public and non-profit organisations, operating in the areas of arts, international cooperation, innovation and education, including for the Spanish Agency of International Cooperation for Development (AECID), the Embassy of Spain in the Czech Republic, Instituto Cervantes in Rome, Triple Helix Association, Latin-American Network of Innovation Parks, etc.

      His interest in business model innovation was awakened while working at the La Salle Innovation Park Madrid (2008–2010). There, he read the internationally acclaimed book ‘Business Model Generation’. Since then, he has been involved in several projects concerning the sustainability of arts and cultural organisations. The latest projects he’s been working on are TEH’s ‘Creative Business Models’ (2014–2015), in collaboration with the Swedish incubator of creative businesses The Creative Plot; and the European Union-funded project ‘Creative Lenses’ (2015–2019), involving a unique international cross-sectoral partnership to research, test and implement business model transformations and innovations for arts and cultural organisations.

      You can get in touch with him at jose@teh.net

      Foreword by IETM

      Artistic and cultural organisations – especially those working as non-profit organisations - are experiencing increasing pressure to become more business-minded and to achieve economic sustainability. While ‘business models’ and related terms, largely used in the corporate sector, are more and more used in the non-profit sector as well, many professionals from the artistic field believe that framing the arts in the vocabulary and practices of the corporate sector would negatively affect the creation and implementation of artistic activities. Independently of what our opinion is in this regard, the reality of budget cuts and funders’ demands drives arts and cultural organisations to increase attention on their financial performance and to balance the generation of value with their mission if they want to continue existing.

      Now the good news: business models are not about complex financial formulas and overwhelming strategic theories, and financial viability does not necessarily clash with the fulfilment of an artistic (and/or) social mission. The core of most business models is quite straightforward: if an organisation has a way to create, deliver and capture value, it has a business model. And the most important characteristic of a successful business model is that it is viable and sustainable.

      This toolkit aims firstly to clarify the key concepts and definitions related to business models and business models innovation, possibly overcoming prejudices in the process; it then proposes a business model canvas tailored to the specific characteristics of arts and cultural organisations, and illustrates how some cultural organisations across Europe have successfully innovated their business models.

      No matter how financially stable your organisation is, discussing your current (and future) business model is a healthy activity that you can practice regularly with your own team, and we hope this toolkit will help you do that. No doubt that such a discussion can sparkle good ideas – and positive changes may very probably follow… You’re welcome to give your feedback and share your results and questions through the IETM online forum and during our next meetings!

      Foreword by the Author

      If you are reading this publication, it is because you are looking for ways to improve the financial sustainability of your arts and/or cultural organisation. Your organisation, like most of the organisations traditionally operating in the arts and cultural sector, is probably a non-profit, but you intuit or even understand that ‘non-profit’ doesn’t necessarily mean ‘for-loss’. You know that, from a management point of view, there aren’t many differences between for-profit and non-profit organisations, and that both need financial and other types of resources to continue their activity.

      We all are aware that the

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