Change in the Business Model: An Empirical Study of Odissi International Using Grounded Theory
The IUP Journal of Business Strategy, Vol. XII, No. 2, June 2015, pp. 69-77
Posted: 13 Jan 2020
Date Written: October 28, 2015
Abstract
Odissi International is the annual event where global Odissi dancers converge in Bhubaneswar, Odisha to further the Indian classical dance form. This event has gained popularity across the world, where 227 dancers from 15 countries participated in 2013 to showcase their style, depth, finesse and creativity in Odissi dance performance. Samskritiki, the organization that hosted the event, was unsure whether of their new revenue model of collecting participation fee from the performers is more sustainable than the previous model of providing a free platform for Odissi dancers. It was the organization’s personal relationship and goodwill, nurtured for more than 17 years, that was pulling dancers globally to participate in the event. By charging the global dancers now, is the organization Samskritiki risking the goodwill and the sustainability of the event? The paper takes the example of Odissi International and tries to explain the consequences of (not) charging a participation fee for event, such as the event’s future, the credibility of the event, reaction of the participants and the spectators. The paper outlines both the business models — dance event without a participation fee versus the dance event that charges a participation fee — taking the empirical subject of Odissi International. After due comparison of both the business models, the test (effect) of ‘Free’ is conducted with respect to the sustainability of the event. The critical feedback loop (virtuous cycle) is explained in the light of the study to ascertain the issue of sustainability with the help of the test of free and contrasting it with charging a fee. This paper tracks the change in the business model of Odissi International using the Grounded Theory approach.
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