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Arts & Communication Business models transformation in the creative industries

Table 19. The holistic business model of the creative industries—own elaboration from Li 25
Financial Value proposition Stakeholder
sustainability Product offering Target segment Revenue model Credibility
Production of shows, digital Theaters, principals and financiers, Variable price depending on
and interactive performances, co-production partners, theater companies, the customer segment and
training courses for all age groups, festivals, schools, private companies, the product/service offered.
organization of cultural events, institutions, universities, and end-users. Value-orientated business with
business services, and corporate low fixed costs. Development
theater. of national and international
cultural projects.
Value architecture
Value sensing Value creation Value Value capture
distribution
Involvement of key stakeholders and Cultural proposals Human Diversification of the
young generations in projects related are characterized by resources, digital artistic and cultural offer
to environmental, social, and cultural a dynamic, original, and technical proposed concerning the
issues. Dissemination of topics and exciting approach, resources, financial main competitors for theater/
related to intergenerational and based on reflection and resources, and television/cinema/performing
interracial respect, environmental the active involvement intellectual arts in general/visual arts/
sustainability, ecosystem, and of the audience in resources. literature and poetry: industries
arts-based knowledge exchange. unconventional places High creativity, with creative content targeting
(city centers, green areas, transversal a mass audience. Digital
urban contexts, and thinking, and platforms for streaming.
museums). specific technical
skills in the field.
Functional architecture
Product innovation and Infrastructure for production and Customer relations
commercialization distribution management
Creation of unique and customized Building networks and partnerships with A dedicated website for each
products and services. Partnership stakeholders; strong relationships with business sector, external
with: schools, universities, private institutional bodies, creative industries, communication, Streaming and
companies, foundations, public private companies, and end users. interactivity, social media, and
institutions, third-sector associations newsletter.
and entities, theater companies, and
suppliers.

6. Conclusion What emerged, in the end, is that the organizational
29
structure of PAOs has changed profoundly: they have had
The current study begins with an examination of the BMs to equip themselves with resources and skills that were not
of 12 Italian PAOs that participated in a qualitative and particularly necessary previously to cope with the profound
quantitative research process to determine whether and
how the COVID-19 pandemic had an impact on their crisis that has seen them play a leading role as a result of
transformation, and in what ways. the closure of theaters and cinemas throughout Italy.
Furthermore, the closing of performance venues has had a
A BM was established using semi-structured significant impact on their BMs: the hunt for alternative sites
interviews and internal data requests, and it used the BM to hold their performances has driven PAOs to increasingly
Canvas framework to identify the primary factors that employ outside outdoor venues, park areas, and museums.
would determine how these organizations produce and The hunt for new forms of financing has also increased their
distribute value. This outcome was then corroborated capacity to network and access new initiatives, incorporating
by the organizations themselves, who reflected on the new clients, such as small- and medium-sized enterprises,
changes that had happened and continue to occur as a and new contexts, such as jails, schools, and universities, into
result of the epidemic. The current analysis also aimed their relationship systems, thereby opening up additional
to improve components of the socioeconomic structure opportunities for European collaboration.
and, more specifically, sustainability, based on the
findings that the research progressively presented and As a result, their BMs have grown more sustainable
revealed. over time, with a focus on green concerns related to

Volume 3 Issue 2 (2025) 16 doi: 10.36922/ac.2974