Organization, identity and adaptation of services towards a benchmark entity in its territory


We are at a time when Covid-19 has fully affected the world of event creation and management. The restrictions and the movement of people have a direct effect on this type of business (both popular and professional events).

The current reality of digitization, customization and the rapid obsolescence of a recurring event means that the paradigm of the sector has changed and we have to adapt to new market schemes before we lose all the presence we have worked so hard to achieve. The current positioning and preparation will mark the near future of the entities in this field.

ST strategy helped FiraEntitat* to develop a disruptive strategy in terms of service and communication, proposed the methodology for generating new ideas / proposals and reconverted the gears of the entity internally (always maintaining the objectives and statutes of the same), making it a reference and sustainable entity within the industry.

Face a change of mangement

Lead a new business model in the sector

Strengthen the territory and the brand of the entity

The complete story


In the world of the creation and management of popular events, regional entities have a very important challenge in terms of attracting the public and efficient execution, but above all, at an economic level.

The entity possesses relevant assets that it has built during its long trajectory. It has a high quality in the execution of fairs, a relevant accumulated experience, and an intense involvement of the board, a deep rootedness and link to the territory, as well as a key relationship with the City Council of the city of reference. Despite having some dependence on subsidies (essential in this type of entities), in case of not maintaining efficiency, team and quality in design and execution, the entity would lose its solvency.

Therefore, despite being an entity with a long history and presence in the territory (mainly institutional), the lack of identity or identification by the public, the settlement in the repetition of the same events on an annual basis, and the digitization and specialization have caused (beyond the pandemic situation we live in) a position of stagnation at the current point.

The partners of the entity found themselves in serious difficulties in adapting to the reality of the sector and in refocusing the value proposition and services to give a change of direction to an entity with experience, but without success in generating new ideas and projects.

Changeover points

In close collaboration with staff and partners, ST strategy acted as strategic advisor and developed a comprehensive transformation plan that addressed four key challenges:

  • Communication and Branding: Although at the institutional level, the entity has always received recognition for its work and has enjoyed access to the territory’s media, visitors and citizens have not recognized the brand as an independent entity. The need to generate a brand and its communication in order to achieve the desired impact and value was discussed in depth.
  • Adaptation to the current reality: The management and team of the entity was at a point of inertia in terms of continuity of the activity that had been carried out in recent years. This meant that the sector was evolving much faster than the entity itself. An analysis of the type of profiles required by the entity was carried out, as well as the design and creation of internal communication and protocols among them.
  • Generation of new ideas: There was no stable renewal in terms of service and service offerings. A methodology was designed to generate new ideas and proposals based on coordination and work with other entities in the region. In this way, it was ensured to obtain the contribution of experts and to cover the relevant needs of the territory.
  • Expansion of activities and territory: The type of service offered and the target audience at the territorial level was very established and closed. While maintaining the statutes and objectives of the entity, new types of activities were proposed and the scope was opened up in territorial terms.


ST strategy recommended to the partners the optimal measures to improve the organization, the generation of new services and the identity of the entity. Working collaboratively, it was proposed:

  • Rethinking services focused on the professional segment, analyzing more carefully market needs and trends and management capacity and volumes.
  • Contribution of methodology and allies to achieve new ideas and cover the above mentioned needs.
  • Contribution of criteria, variables and steps to follow to determine the viability and acceptance of new proposals and their implementation.
  • The formation of a team adapted to the requirements of the entity, where polyvalence is a decisive aspect.
  • Generate more impact as an entity in its own right, but above all, to be recognized as such.
  • To carry out a complete analysis in communicative terms in order to rethink the form and the client we want to have, as well as to develop adequate materials for a correct communication.
  • Open the scope prism, identifying the territorial limits to be assumed, but studying the opportunity to find synergies within the current scope.

* The confidentiality of our clients is a priority of the company. Although we have changed their names, the information is real