Cultural Business Modelling
Giep Hagoort and Gabriëlle Kuiper
1. Introduction
Reduction of subsides
Cultural entrepreneurship is increasingly being advanced as a means to respond to developments of
employment benefits, ICT, marketing, and accommodation.
Entrepreneurship offers society the dynamism necessary to maintain a competitive position.
2. The Essence of Cultural Entrepreneurship
Cultural entrepreneurship is an organizational approach which has as its starting point a cultural
mission directed towards the public, and which sees opportunities in society for ensuring optimum
funding for cultural business operations, ensuring that the organization concerned becomes part of
an open, accessible cultural infrastructure.
Is not confined to the position of a business manager.
Does not conceal an agenda that seeks to find art subsidies irrelevant in their entirety.
3. Cultural Business Modelling: Preliminary Study
CBM = cultural business modelling
- The aim is to develop a tool to assist cultural entrepreneurs to adopt a more creative
approach to financial management.
- Would also ensure that the focus of a cultural business would no longer be directed towards
its budgetary shortfalls, but towards the mobilization of all potential sources of income.
Products-market combinations (PMCs): this refers to income from other ticket sales, cultural services
or items. In addition, there are organizations that often provide services and advice to others free of
charge, which may consider the possibility of making their services more income-oriented.
Property and letting: income from letting one's own premises and catering, among other things.
Merchandising: the sale of promotional items relating to the organization or its products for a profit.
Matching: combining amounts received from different funds in relation to core operations.
External sources of income: External sources refer to income an organization generates externally, in
return for which the relevant financier requires demonstrable counter-performance
Co-funding: the establishment and performance of managerial duties involving production,
distribution, staff and marketing together with other organizations.
Sponsoring: a business transaction with a company, based on mutual marketing, communication and
financial interests.
Establishment of own fund: an organization’s generation of income by establishing and developing its
own fund for the purposes of conducting specific business activities.
Patronage: income from private donations.
Public facilities: sources of income for activities serving the public authorities' non-cultural policy
objectives.
Giep Hagoort and Gabriëlle Kuiper
1. Introduction
Reduction of subsides
Cultural entrepreneurship is increasingly being advanced as a means to respond to developments of
employment benefits, ICT, marketing, and accommodation.
Entrepreneurship offers society the dynamism necessary to maintain a competitive position.
2. The Essence of Cultural Entrepreneurship
Cultural entrepreneurship is an organizational approach which has as its starting point a cultural
mission directed towards the public, and which sees opportunities in society for ensuring optimum
funding for cultural business operations, ensuring that the organization concerned becomes part of
an open, accessible cultural infrastructure.
Is not confined to the position of a business manager.
Does not conceal an agenda that seeks to find art subsidies irrelevant in their entirety.
3. Cultural Business Modelling: Preliminary Study
CBM = cultural business modelling
- The aim is to develop a tool to assist cultural entrepreneurs to adopt a more creative
approach to financial management.
- Would also ensure that the focus of a cultural business would no longer be directed towards
its budgetary shortfalls, but towards the mobilization of all potential sources of income.
Products-market combinations (PMCs): this refers to income from other ticket sales, cultural services
or items. In addition, there are organizations that often provide services and advice to others free of
charge, which may consider the possibility of making their services more income-oriented.
Property and letting: income from letting one's own premises and catering, among other things.
Merchandising: the sale of promotional items relating to the organization or its products for a profit.
Matching: combining amounts received from different funds in relation to core operations.
External sources of income: External sources refer to income an organization generates externally, in
return for which the relevant financier requires demonstrable counter-performance
Co-funding: the establishment and performance of managerial duties involving production,
distribution, staff and marketing together with other organizations.
Sponsoring: a business transaction with a company, based on mutual marketing, communication and
financial interests.
Establishment of own fund: an organization’s generation of income by establishing and developing its
own fund for the purposes of conducting specific business activities.
Patronage: income from private donations.
Public facilities: sources of income for activities serving the public authorities' non-cultural policy
objectives.
