Leire Orue-Echevarria Arrieta, Tecnalia 
ARTIST targets mainly software owners who need to modernize their applications and business model towards the cloud. ARTIST focuses on the modernization of applications based on three pillars that in most occasions cannot be tackled independently. The business model modernization and the selected deployment model involves some architectural constraints in the application. Furthermore, for companies offering their applications as a service, a transformation in the organizational processes is also needed in order to support the delivery of these services.
The ARTIST project (Advanced software-based seRvice provisioning and migraTIon of legacy Software) was funded under the Seventh (FP7 - 2007-2013) Framework Programme for Research and Technological Development.
Creating the ARTIST Club
The ARTIST Club  is the driving force behind the successful ARTIST Project. The main aim of the ARTIST Club is to promote and extend ARTIST’s outcomes, namely the open source tools, the ARTIST approach and the methodology. The ARTIST Club is governed by a legal contract, signed by most of ARTIST partners, who have already defined, and agreed, a roadmap for both upcoming marketing and technical related activities in order to keep the ARTIST results available to the community as well as sustainable.
Launching the ARTIST Club was a long process requiring a lot of analysis, both from outside and the inside the project. The analysis of external forces included an in-depth study of competitors and their current status, and what the market demands. The internal reflection followed another line of analysis. Firstly, the consortium needed to understand what the project’s value chain was, namely, the main activities that comprise the project and their interrelationship. Once this was clear, the next step was to analyse the different business scenarios identifying which activities of the ARTIST value chain generate revenue, which of these activities generate costs, and finally, which activities are carried out by third parties, that is, they are outside the ARTIST consortium. This was carried out in a workshop at a project general assembly and involved the whole consortium. It led to the identification of eight business scenarios which was later extended following a study of pro’s and con’s, and coverage of the value chain and the verdict (retain as potential business scenario / reject as potential exploitation means).
These business scenarios were then contrasted with the individual interests of the partners in terms of set-up costs, risks, which are most beneficial, and so on in order to select the joint exploitation and sustainability strategy. During the discussions held at consortium level, it was agreed that anyone involved in the value chain could stand to benefit from an open ARTIST project, and that given the individual interests in the partners’ individual exploitation plans. The ARTIST consortium partners the most interested in continuing the sponsoring, promotion and maintenance of the ARITST outcomes. Consequently, the selected joint exploitation strategy has been based on forming a perpetual ARTIST consortium, initially with members of the original ARTIST consortium but also open to any other organisations interested in the added-value of the ARTIST tools, vision, and realised in the form of the ARTIST Club.
For the feasibility of the ARTIST Club, the Business Model Canvas was used. The consortium analysed the key activities of the ARTIST Club (based on the value chain), the key customers, costs and revenues, and defined the mission and value proposition of the club.
The ARTIST Club has a governance structure, namely a managing director, a technical director and a marketing director, who are in charge of defining and carrying out the business plan of the ARTIST Club, taking into consideration the market needs and the technical roadmap defined for the ARTIST assets.