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Business Models

Business models that arts organisations may explore further if they use ArtsAPI
The business models here offer arts organisations a way of creating value in economic, social, cultural or other contexts. They show new ways that an arts organisations will be able to analyse their business and examples of how this might be useful to them in terms of generating support or identifying their weaknesses.

Business Model 1) Connectedness to different Sectors
The tool can be used by arts organisations to gather insight into how well connected they are to different sectors. The tool will also show who within the organisation is best connected to those sectors. This information can be used to create value for an organisation in a variety of ways. It can also be used to identify strengths and weaknesses.

Some examples:

  • An organisation may be looking to develop a programme for young people. This tool would show them how well connected they are to relevant sectors such as the education sector. This insight will help them identify whether they need to strengthen their relationships with these relevant sectors or whether this is already a strength. It will also show them who within the organisation would be the best person to develop this arm of their programme. Additionally it will show them who is already part of their network, thereby assisting them with market research, marketing and promotion, sponsorship and support.
  • An organisation may be looking to produce a new event, develop a new theme to a festival or curate a new type of exhibition. This tool would help them in terms of marketing to the relevant sectors, in terms of approaching their network for good speakers who will speak accurately on certain topics, to get sponsorship or other types of support, to make decisions on how risky such a new venture might be in terms of their organisation‚Äôs position within a network.
  • An organisation can prove that they act as an effective broker between different sectors. This could lead to new types of support such as being offered free office space within a new multi¬≠disciplinary office complex.
  • Demonstrating how well connected arts organisations are to all types of sectors can show the relevance and impact of the arts on the broad UK ecosystem. This could protect the arts from further Government cuts.

Business Model 2) Connectedness to different cities and countries
The tool can be used by arts organisations to gather insight into how well connected they are to different cities and countries. The tool will also show who within the organisation is best connected to other people and organisations in different cities and countries. This information can be used to create value for an organisation in a variety of ways. It can also be used to identify strengths and weaknesses.

Some examples:

  • An organisation may be looking to develop a touring exhibition. This tool will allowthem to identify the best locations to tour in based on their own network.
  • An organisation may realise they have a very strong relationship with organisations in South America, something they may not have been aware of until they could see the combined data so clearly. This may lead to them considering collaborations, exchanges or even setting up a project within South America.
  • An organisation can demonstrate how well connected they are internationally. This could lead to them getting funding from new funding bodies.
  • Demonstrating how well connected an organisation is internationally can be used as evidence to protect the arts against further funding cuts

Business Model 3) Social Network Analysis Measures
Using algorithms developed for Social Networking Analysis – a measure of the relationships and flow of information between people, groups and organisations we can begin to provide information about a network in relation to its vulnerability, influence and power.

The measures of in-degree and out-degree offer insight into:
a) Evidence of sources and seekers of information within a network.

b) A demonstration of people who are under utilised and over utilised, thereby allowing the organisation to empower people or allocate tasks to others.

c) People with low numbers of incoming and outgoing connections may be isolated from the group, and the organisation can then make attempts to bring them back into the community.

The measure of degree centrality can offer insight into who the key central connectors within an organisation are. Interestingly, the location of a node within a network can be very different from their formal position within an organisational chart. Moreover, it can also help to identify, from a relational point of view, which nodes may be over or under utilised within a network.

Conclusion
ArtsAPI will allow arts organisations to analyse their own data and make considered decisions based on the strengths of their networks, in relation to their activities and organisational structures, the scenarios, outlined above can facilitate this activity.