ABSTRACT
Benjamin Tregore and John Zimmerman understand strategy as the framework which guides the choices that determine the nature and direction of an organisation. The existing rich palette of theoretical and methodological knowledge on strategy has its specific characteristics and limitations when applied in the field of arts. These specificities should be considered when formulating strategic alternatives and looking for the most appropriate one in a given set of circumstances. The adaptation of strategies to the specificities of an arts organisation is a complex task. Programme strategies help to clarify what an arts organisation is going to change, and how, in its core processes and results, for example producing new artistic works, new repertoire in a theatre, or a curatorial concept in a gallery. The programme and market strategies in an arts organisation are very tightly connected, so that in some cases they are regarded as product-marketing strategies.
