STRATEGY AND BUSINESS MODEL OF ARTSOCIATES: CASE STUDY OF THE BANDUNG CONTEMPORARY ART AWARD COMPETITION

• Main Author: Annisa Aulia, Inas
• Format: Final Project
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/83771
• Institution: Institut Teknologi Bandung

In the Fine Arts boom of the 2000s and 2007, the growth of art spaces was much more massive than in the 1990s. The growth of art spaces led to the emergence of different management systems from one art space to another. One of the organizations related to art programs that later also established a physical space and was established during the 2007 Fine Arts boom period was ArtSociates. ArtSociates then inaugurated their physical space, the art gallery Lawangwangi Creative Space, in 2010. Until now (2024), ArtSociates is still active in running programs related to the arts. One of the programs that is the main source, especially in sustaining the organization's business model, is the Bandung Contemporary Art Award (BaCAA) competition. The longevity of ArtSociates can then be seen as a success in the management of a business unit. Therefore, the first objective of this research is to find out the history of the birth and development of ArtSociates. Then, another goal is to find out the strategy and business model of ArtSociates and its relation to the program that is the main resource for the sustainability of the business model of the business unit, namely the BaCAA competition event. The type of this research is qualitative with literature review and interview methods. Then, the theory used is monodisciplinary from the field of Art Management, namely Art Management Theory and Strategy and Business Model Theory to see the activities carried out and the relationships established by ArtSociates in pursuing their business strategy. The results of the research conducted show that the management of the ArtSociates organization has undergone several organizational changes in the form of moving legal entities and changing business strategies. Changes in legal entities include moving from a non-profit foundation to a separate business unit under PT Buni Wangi Lestari. Changes in business strategy were made which in 2007 were only in the form of organizing exhibitions and participating in art fairs to organizing art competition events in 2010. Then, the ArtSociates business model is an open business model that involves external parties in the form of active figures in the realm of fine arts. This then builds ArtSociates' branding as an organization that upholds the latest artworks and influences the sales of the organization's work. The conclusion of this research is, through the research sample of the ArtSociates organization, it can be said that the open business model can be successfully applied to art spaces with private governance types in Indonesia with several conditions. The first condition is the implementation of programs that involve active figures in the realm of fine arts. The second condition is the need for the art space to be resilient in financing the sustainability of the business model, especially at the beginning of the use of the open business model. This is because the open business model will only generate profits if there is a repetition of the program organized by an art space. The conclusion of this research is that in contrast to the organization of art competitions, which in the perspective of the art ecosystem is considered as supporting the development of artworks and artists' careers, in the perspective of ArtSociates, competition events (in this case BaCAA) are considered as a business strategy that generates profits.