This article is the result of an invitation from the “Asociación de Empresas de Distribución de las Artes Escénicas de España (ADGAE)” to participate in the “Jornadas de Gestión en el Arte”, held at dFERIA Donosti on 7 March 2025. On this occasion, my presentation focused on the 'Internationalisation of performing arts distribution companies'. With the aim of widening its dissemination, I have adapted the content of my presentation in this article.
The globalisation and dynamism of the cultural sector present new challenges and opportunities for companies involved in the distribution of performing arts. In a highly competitive and ever-changing environment, it is essential to develop internationalisation processes that broaden horizons, consolidate collaborative networks, and position both the brand and artists within high-level international circuits. This article presents the methodology needed to start the internationalisation process in an efficient way. This process consists of several successive phases. These are the following
Internal diagnosis: Understanding one's own potential
The first step in any internationalisation strategy involves a thorough analysis of the internal situation of the distribution company. This process should highlight the following aspects:
- Multi-project: Undertake a comprehensive assessment of the projects, artists and companies to be distributed, identifying not only the current status of each initiative, but also the potential for development and improvement. This includes identifying existing talents and skills that can be leveraged to create new opportunities.
- Business capabilities: Review accumulated experience in fundamental areas such as distribution, production, consultancy, training, management and communication, both nationally and internationally. This assessment helps determine the strengths to be enhanced and the weaknesses that need to be addressed for sustained growth
This internal diagnosis is crucial for designing strategies tailored to the reality of each project, ensuring that internationalisation is based on solid foundations and a deep understanding of one's own competencies.
External diagnosis: Mapping the international cultural ecosystem
Once the internal analysis has been carried out, it is crucial to understand the environment in which you intend to operate. This involves the following:
- Study of the international artistic ecosystem: Research and analysis of the performing arts circuits at a global level in order to get to know them, identify the players, opportunities and specific niches that can be exploited. This study makes it possible to understand the structure of the sector and to position the company's offer accordingly.
- Contacts database: Gather directories and relevant contacts, facilitating the establishment of strategic links with programmers, promoters, distributors, and other key players operating internationally. A thorough understanding of these circuits enables the identification of alliances and the expansion of the distribution network.
Analysing the external environment contributes to defining strategies adapted to the conditions and opportunities of the international market, which is crucial for achieving successful positioning.
Value proposition and differential narrative
The next step in the strategy is to create a clear and differentiated value proposition. It is essential to consider key aspects such as:
- Choice of positioning approach: It is essential to define whether the main objective is to promote the company's own brand or to highlight the talent and quality of the artists, companies or shows. Each approach requires a specific narrative and communication strategy.
- Development of a comprehensive offering: If the aim is to strengthen the company's brand, it is necessary to create a proposal that combines distribution with strategic support, the production of shows, training, etc. This combination allows for the provision of an integrated service that stands out in the international market.
Communicating the value proposition coherently and distinctively strengthens the company's image and builds trust among both the programmers and potential partners.
Objectives and priorities
To materialise the internationalisation process, it is essential to establish clear objectives and well-defined priorities. Here are some practical suggestions on how to achieve this:
- Adopt a comprehensive strategy: Design an action plan that encompasses all aspects of the process, from diagnosis to execution, ensuring that each stage aligns with the company's overall vision.
- Establish networks of contacts: Strengthening the network of contacts is crucial for opening doors in the international arena. It is essential to establish links with cultural agents, promoters, distributors, and other key players.
- Promote strategic collaboration alliances and networked work: Collaborating with other structures and professionals in the sector allows for the sharing of resources, knowledge, and opportunities, enhancing the reach and effectiveness of the international strategy.
- Professional meeting points: Participation in fairs, cultural networks, festivals, and professional events is vital. Initiatives such as IETM, Circoestrada, Aerowaves, and EDH facilitate the exchange of experiences and access to new markets.
- Seek opportunities beyond gigs and tours: It is important to explore new formats and projects that are suitable for internationalisation. This involves identifying opportunities that go beyond traditional tours or one-off performances, opening the field to innovative initiatives.
- Diversify circuits: The strategy should be to broaden and diversify the artistic circuits in which one wishes to participate. This approach allows you to mitigate risk and take advantage of different markets and audiences around the world.
- Projects of artistic creation and collaboration: Promoting collaborative projects, co-productions, and joint creations is an excellent way to integrate efforts and enrich the artistic offering, adding value to the proposal.
- Communicate your unique value proposition: Effective and differentiated communication is key to standing out in the competitive international market. It is essential to highlight the distinctive attributes of the artistic proposal and clearly convey its cultural identity and quality.
- Professionalise the organisation: Finally, a well-trained and multilingual staff (especially proficient in English) is essential for managing international relations and dealing with different interlocutors.
These nine points form the core of a solid strategy aimed at maximising international projection and consolidating the distribution company's position on circuits with the highest artistic standards.
Designing a strategic internationalisation plan
At the end of the internationalisation process, a three-year plan must be drawn up, integrating all the actions to be carried out in the short, medium and long term. The strategic plan and the corresponding action plan must specify the timetable for the implementation of the actions, their budget and the person or company responsible for their implementation.
This plan, broken down by strategy, will include:
- Distribution and sales: An inherent element of the distribution companies, it should include the main sales and email marketing campaigns for the different artists and companies to be internationalised. It will also include the market studies to be carried out according to geographical priorities and the circuits to be targeted. This section will include a selection of fairs, festivals and cultural networks to be attended in person.
- Communication: This includes the different actions to be carried out to communicate the project(s) digitally or classically. The communication strategy must target the communication tools at an international interlocutor and define the campaigns to be carried out in the short, medium and long term for each project, country or circuit.
- Visibilisation: It will always be useful to highlight the spaces or moments in which the work of artists and companies is to be made known live to programming professionals. Festivals, fairs or venues that have a projection in the field of programming will be defined as strategic objectives of high priority.
- New projects: New ideas or projects may arise during the process of diagnosis and definition of the strategic plan. Both new and old projects will be taken into account, although the latter will have to be transformed in order to adapt them to internationalisation.
- Funding: In order to implement a clear and well-defined strategic plan, it is necessary to seek funding. On the one hand, it will be necessary to apply for grants and, on the other hand, it will be necessary to have the capacity to invest one's own resources. It should be borne in mind, however, that a successful internationalisation strategy will be one that generates sufficient profits to repay the initial investment.
Conclusions: A strategic vision for the future
The internationalisation of performing arts distribution companies requires a strategic vision that combines detailed analysis of internal and external environments with the ability to communicate a differentiated value proposition. Success in this process largely depends on the capacity to adopt a comprehensive approach, foster collaborative networks, and professionalise the organisation.
Acting locally with a global mindset, thinking strategically and upholding artistic principles and values are essential elements in accessing more demanding and prestigious international circuits. Adopting a strategy that includes circuit diversification, seeking innovative opportunities and consolidating alliances not only strengthens market presence but also ensures sustainability and long-term growth.
In brief, internationalisation requires a combination of rigorous analysis, clearly defined goals, and coordinated execution that responds to the demands of a constantly evolving global marketplace. Following these recommendations will enable performing arts distribution companies to adapt to current challenges, position themselves competitively on the international stage, and open up new opportunities for the artists and companies they represent.