Case Study
Beirut Art Center
Beirut, LebanonBeirut Art Center (BAC) is a non-profit association, space, and platform dedicated to art research and cultural practices in Beirut, Lebanon.
Audit
After the 2019 financial crisis, with banks freezing deposits and hyperinflation taking hold, the cultural sector in Lebanon, largely dependent on private donors and philanthropists, suffered a major drop in funding, with many donors shifting toward relief efforts. In parallel to the usual foundations, NGOs, and corporate sponsorships, BAC needed to rely more on self-funding through commercial activities. The new Director reached out to initiate an online academy and shop, from planning to digital implementation and activation.
Setup
Although the client, the industry, and the circumstances were unusual, the scope of the project was not. Drawing on our experience in the Arts & Culture sector, Cousins handled most of the work internally. A dedicated partner led the project with the support of internal strategists and analysts, while another partner contributed to digital development and information architecture.
Partner
Victor Ayache
Managing Partner, Consultant at Cousins
Team
Samir Assaf (Consultant)
Camille Chamoun (Analyst, Junior)
Yasmeen Walid (Strategist, Graphic Designer)
Collaborators
Joseph Kiwan(Development, IT), Director at Wandering Cloud
Workshop
Our collaboration with the new director began with an honest conversation about the decision to focus on the Shop and the Academy. We agreed that Cousins’ role would be limited to optimizing current initiatives and assessing the feasibility of these two initiatives, rather than advising on the strategic choice of pursuing them over other potential directions.
01/ Discovery & Desk Research
Most cultural institutions supplement their funding through commercial activities such as museum shops, book fairs, auctions, and ticketed events alongside grants and donor support. In depth research on the financial performance of similar activities was used as a forecasting benchmark, supported by case studies of comparable local and international initiatives. Furthermore, an operational and HR audit was conducted to assess whether these initiatives could be managed internally without additional staffing.
02/ Brainstorming & Optimization
An initial workshop, structured as a brainstorming session with the director, generated more than 15 ideas to enhance existing fundraising efforts. These ranged from institutionalizing fundraising through a dedicated committee, to optimizing user experience across digital platforms and CRMs, to exploring bequests and other tactical initiatives.
03/ Diversification and Growth
Alongside core programs and a fundraising strategy, the growth plan involved establishing a new, related service line within a diversification strategy. This initiative aimed to monetize capabilities and knowledge while leveraging the efficiencies from the new organizational and operational designs. We pinpointed opportunities like curatorial training schools and functioning as a local agency collaborating with international curatorial organizations for specific projects. Historical data audits and lead analysis minimized uncertainties in demand forecasting for such diversification
and growth plans.
04/ Beirut Art Shop (BAS)
As part of the consultancy, Cousins developed a comprehensive business plan for the Beirut Art Shop. The plan defined the commercial model, operational process, and digital infrastructure required to launch an e-commerce platform that supports local artists while generating a sustainable revenue stream for the Center. It detailed product categories, pricing strategies, fulfillment and shipping, marketing and human resource plan, and financial forecasting, providing a clear roadmap from setup to activation.
05/ Beirut Art Academy (BAA)
Cousins produced a complete business plan For the Beirut Art Academy, outlining the mission, service structure, platform setup, pricing model, HR requirements, and operational workflow. The plan included cost estimates, a marketing strategy, financial projections, and a three-year growth forecast. It demonstrated that BAA could launch using a low-cost white-label platform and minimal information and operational infrastructure.
Feasibility and financial forecasts show that BAA can operate with minimal infrastructure, reach break-even before the end of Year 1, and remain profitable even in the worst-case scenario, while BAS can launch with a lean operational model, reach break-even within the first 6–7 months under the most realistic scenario, and remain financially sustainable in lower-performance conditions due to low fixed costs, hybrid fulfillment, and consignment-based sourcing.