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Arts & Communication Business models transformation in the creative industries

Social, cultural, and environmental impact The association has a strong impact in social terms on the local area and beyond, especially through its work with communities. Workshops and workshops are held with people of all ages, promoting intercultural and generational dialogue, acceptance of others and their differences, learning new languages, and respect for the environment and nature in general. The high cultural value promoted through the

Revenue streams Public financing, selling shows on the market, and projects. Revenue impact streams Fixed price tickets; variable prices for project‑related activities.

Cost structures Value-oriented business with many variable costs and few fixed costs. Cost structures Value-oriented business with many fixed structural costs.

Customer segments Principals and financiers Co-production partners, public bodies, Universities, research centers, and End users (Target groups of all ages, from 19-year-olds to those over 60 s). Customer segments End users (over 40), children (3 – 8 years), public administrations, schools

Channels Theater agents, external communication. Channels Website, social media, word of mouth, press, posters.

Customer relations Each artist has and cultivates his or her network of personal relationships built up through working contacts with producers, artistic directors, and companies. Customer relations An extensive network of personal contacts in the theatrical and institutional sectors.

propositions The organization aims to become a point of reference for the dissemination of emerging contemporary dance in the Veneto region. The main value offered lies in the creation of unity in diversity, i.e., the union of different poetics in a single structure. Value propositions The association aims to create convivial occasions to bring people closer to the theater, seen as an indispensable vehicle for pe

Value acceptance.

resources Intellectual resources, human resources, financial, technical resources. Intellectual
Key and Key resources resources, human resources, and technical resources.
Table 9. PAO No. 5: Dance sector Key activities Key partners Production of contemporary administrations, dance performances co‑producers, and artistic performing bodies projects. and organizations, universities, and research centers. Note: Pandemic-related measures are underlined in bold. Abbreviation: PAO: Performing arts organizations. Table 10. PAO No. 6: Theater sector Key Key partners activities Cultural Live performance train

partners,
Public

Volume 3 Issue 2 (2025) festivals, 9 public theater doi: 10.36922/ac.2974