The aim of this article is to analyze cultural firms’ evolution, in terms of strategic management, in a global era. As regards the methods, we propose a methodological approach based on the combination of Resource Based Theory and Service Dominant Logic, according to which “customers do not buy goods or services: they buy offerings which render services which create value”. According to this perspective, cultural firms need to manage the strategic interaction between internal/external resources (territorial factors and firm specific resources) and internal/external networks (including customers and trade actors). In this process, the customer becomes a strategic resource: he/she is involved in cultural activities (i.e. edu-tainment) and becomes value co-producer and co-creator. In this optic, cultural activities have to be connected to the territory, in order to be real attractive factors, connected with local identity. This can be the new horizon for cultural firms to become competitive on the global market.