The creative business model canvas

Article


Carter, Michelle and Carter, Chris. 2020. "The creative business model canvas." Social Enterprise Journal. 16 (2), pp. 141-158. https://doi.org/10.1108/sej-03-2019-0018
Article Title

The creative business model canvas

ERA Journal ID40938
Article CategoryArticle
AuthorsCarter, Michelle (Author) and Carter, Chris (Author)
Journal TitleSocial Enterprise Journal
Journal Citation16 (2), pp. 141-158
Number of Pages19
Year2020
Place of PublicationYorkshire, United kingdom
ISSN1750-8533
1750-8614
Digital Object Identifier (DOI)https://doi.org/10.1108/sej-03-2019-0018
Web Address (URL)https://www.emerald.com/insight/content/doi/10.1108/SEJ-03-2019-0018/full/html
Abstract

Purpose
Creative and cultural producers, like social enterprises, operate in a complex business environment where the value proposition is difficult to define, and the organisational motivations are not always financially driven. In the case of Australian visual artists, low incomes and limited access to government funding magnify the importance of developing sustainable business models. This paper aims to present the Creative Business Model Canvas (CBMC), a reinterpretation of Osterwalder and Pigneur’s CBMC (2010), for the benefit of a visual artist’s business planning

Design/methodology/approach
This qualitative study uses data from semi-structured interviews to analyse and evaluate the effectiveness of the Osterwalder and Pigneur’s BMC (2010) for use by creative artists to understand the value of their artwork beyond traditional profit-driven business models. A modified canvas is presented to capture a clearer snapshot of creative arts practice with a focus on value propositions that possess dimensions of symbolic value.

Findings
This study found that the symbolic value of an artist’s practice is difficult to capture using Osterwalder and Pigneur’s CBMC (2010). An artist value proposition is composed of the artifact, artistic services and the artist’s identity. The creative CBMC, as a modified CBMC, captures aspects of the artistic identity such as professional achievements, personal life and the artist’s authenticity.

Originality/value
This study builds on Osterwalder and Pigneur’s CBMC and reimagines it for use by visual artists and art-based social enterprise organisations where the notion of value can be challenging to articulate.

Keywordscreative business model canvas; business model canvas; business model design; creative industries; artistic identity; value; value proposition; symbolic value
ANZSRC Field of Research 2020380199. Applied economics not elsewhere classified
369999. Other creative arts and writing not elsewhere classified
359999. Other commerce, management, tourism and services not elsewhere classified
Public Notes

File reproduced in accordance with the copyright policy of the publisher/author.

Byline AffiliationsQueensland University of Technology
Institution of OriginUniversity of Southern Queensland
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https://research.usq.edu.au/item/q67q1/the-creative-business-model-canvas

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