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Arts & Communication Business models transformation in the creative industries

the narration of its artistic poetics, and the dissemination
of values in the territories where it operates. Li’s study
25
provides another important foundation for establishing
Social, cultural, and environmental impact Involvement of key stakeholders and young generations in projects related to environmental, social, and cultural issues. Dissemination of topics related to intergenerational and interracial respect, environmental sustainability, ecosystem, and arts-based knowledge exchange. a business strategy for the creative industries that
incorporates digital change. In the study, he proposes a
“holistic” BM that attempts to synthesize insights from
prior studies and empirical research, focusing on the
business value proposition—including product offering,
target market segment, and revenue model—to reflect
the entire vision and strategy. The value proposition is
Industrial profits Variable price depending on the customer segment and the product/service offered. Value-orientated business with low fixed costs. Development of national and international cultural projects. underpinned by the value architecture, which encompasses
value capture, creation, distribution, and acquisition.
The functional architecture, which encompasses product
creation and commercialization, manufacturing and
Direct and indirect trading rivalry Identification of competitors for theater/television/ cinema/performing arts in general/visual arts/literature and poetry; industries with creative content targeting a mass audience. Digital platforms for streaming. distribution infrastructure, and customer relationship
management, provides the necessary support for the value
architecture.

When the two models are compared, the value
contributed by creativity in Lin’s framework (Table 18)
28
in Li’s framework (Table 19). CCIs add value by
25
Table 18. Aggregated business models of performing arts organizations—own elaboration from Lin 28
diversifying themselves from their major rivals, which are
Marketing strategies Marketing aimed at the commercial development of relationships with partners and customers: Theaters, principals and financiers, co-production partners, theater companies, festivals, schools, private companies, institutions, universities, and end-users. becomes the fundamental offer of the creative sector
digital platforms and sectors that provide customizable
content to a large audience. The main infrastructure
for the production and, above all, the distribution of
Communication strategies A dedicated website for each business sector, external communication, streaming and interactivity, social media, and newsletter. PAOs shows is the extensive network of relationships
with partners and stakeholders. The added value of the
production is constituted above all by the uniqueness of
the proposal, which is always customized according to
the target audience—consisting of schools, universities,
Commerce development Building networks and partnerships with stakeholders; strong relationships with institutional bodies, creative industries, private companies, and end users. foundations, social venues (prisons, hospices, refectories),
private companies—and the goal to be achieved, as well.
The management of its relationships with its customers
and stakeholders is being expanded through the use of
digital technologies, which, through the implementation
Cultural value commitment Cultural proposals are characterized by a dynamic, original, and exciting approach, based on reflection and the active involvement of the audience in unconventional places (city centers, green areas, urban contexts, and museums). of the website, social media, and streaming platforms,
strengthen and consolidate the link with the audience and
contribute to the greater dissemination and circulation of
information on shows, new productions, initiatives, and
events globally.

What was once considered part of the social, cultural,
Requisite knowledge and skills Human resources, digital and technical resources, financial resources, and intellectual resources. High creativity, transversal thinking, and specific technical skills in the field. and environmental effects is now an endogenous aspect of
the CCI BM. This is because they employ the surrounding
reality, especially the environmental, social, and cultural

can create unique content and incorporate it into their value
Added creativity value Production of shows, digital and interactive performances, training courses for all age groups, organization of cultural events, business services, and corporate theater. context, to create value through creative sensibility. CCIs
creation and distribution by analyzing and filtering stimuli
provided by the external surroundings. In this sense, they
Marketplace conjecture Schools, universities private companies, foundations, public institutions, third-sector associations and entities, theater companies, and suppliers. inherently and organically embrace sustainability ideals
as part of their mission, as industries built on respect for
and improvement of the settings in which they exist and
virtuously feed.

Volume 3 Issue 2 (2025) 15 doi: 10.36922/ac.2974