The diversity of creative and cultural enterprises is reflected in their creative processes, products and services, and interaction with their environment, among other things. There is thus no one-fits-all approach when it comes to business models.This diversity also means that sources of income and funding differ from one project to another. Initiatives with developmental goal, aiming at making a positive change in society – which applies to most cultural and artistic enterprises – tend to obtain their funding from international, regional, and local agencies and funds, international civil society organisations, foreign cultural centres, or individual philanthropists.

Cultural enterprises and institutions worldwide are based on a business model that relies in one way or another on multiple funding sources, including direct funding from the state, province, municipality, or city the project is located in. In addition to the revenues that enterprises raise on their own (e. g. through ticket sales, location rentals, subscriptions) and sponsorships from commercial companies, official bodies are therefore a major promoter of cultural products and guarantor of an enterprise’s survival. However, in Arab countries, including Egypt, culture and arts are lacking this state support, even when it comes to favourable laws and taxation.

As a consequence, creative start-ups depend on direct investments, entrepreneurial support and scale-up programmes, venture capital, or crowdfunding. Especially publishing houses and music groups are increasingly turning to crowdfunding, thus depending on their readers and fans to bring their creative products to life

This section provides an overview of the different sources that most creative and cultural enterprises rely on for their income and funding.

It also introduces you to financial planning and budgeting, which ensure the continuity and sustainability of enterprises.