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The case provides an occasion for studying the competitive environment that exists within the ''Arts'' sector/entertainment industry, showing a range of management difficulties, in common with those experienced by other forms of enterprise. It indicates how new enterprises can be spawned from existing businesses due to driving forces, eg attempts to emulate ''parent'' enterprise, the highly successful Riverdance, see ''Riverdance'' (395-039-1) and ''Riverdance Goes Global'' (397-028-1). Flatley''s claims to ''intellectual property'' and his desire for control over future developments of ''Riverdance'' were precipitating factors that led, to the new venture. A major objective is to discover/foresee elements of international business policy that Flatley must consider, including strategies/tactics that take account of the show''s relative strengths/weaknesses vis-a-vis ''Riverdance''. ''Lord of the Dance'' quickly entered overseas markets in Oceania, just over 3 months after its Dublin launch. The show''s exploitation of video market opportunities appeared to take precedence over traditional market entry policy; can you relate the show''s strategy, therefore, to Michael Porter''s ''five forces'' model? In terms of long term viability, could ''Lord of the Dance'' be perceived as ''Pepsi'' whereas ''Riverdance'', being the original, (like ''Coca Cola''), might be perceived as ''The Real Thing''?