Qatar, being a favorable region for the development of small and medium-sized businesses, provides local SMEs with sufficient conditions to advance domestically and internationally. One of such businesses that have gained popularity and developed into an international program is IAID, an institute that promotes creative training services for children and adolescents in music, dance, and arts. According to the official statistics, today, IAID provides training to over 1,200 students and reaches over 80 nationalities (“We are globally recognized,” 2021). Despite the fact that IAID is a Qatari company, it is actively promoted in the international market and seeks to expand its range of influence by involving different countries in its network. To date, IAID has not changed its SME status, but the organization is doing its best to internationalize its work. In particular, IAID is expanding its activities to Asian countries and engaging target audiences from the UAE, the Philippines, Oman, India, Kuwait, Singapore, and other states (“IAID appointed as an exclusive regional representative,” 2021). The systematization of the approach to the provision of related services is one of the successful strategies of IAID. The business combines a number of creative directions within one platform and builds a productive environment for the development of children’s and adolescents’ creative potential. One of the recent achievements is the creation of a productive partnership with the Asia Pacific Dance Association, a large internationally recognized organization (“IAID partners with Asia Pacific Dance Association,” 2021). These results of active market work prove IAID’s interest in an internationalization strategy and its strong prospects for working in the global market. The activities of the business in question can be considered not only from the perspective of its internationalization strategy but also from the standpoint of effective asset management work. According to Alyafei (2021), the success of many Qatari SMEs is attributed to the efficient allocation of the resource base through adaptation to specific market conditions and sustainable orientation. The art sector is not easy to capitalize on due to its creative focus and insufficient investment potential. In other words, attracting sponsors and ensuring sustainable development is complicated by the fact that there are no guarantees of stable profits and sufficient customers. However, according to the official figures, in 2018, IAID took the 7th position in the list of the most successful Qatari SMEs, beating many businesses from the list of more than 800 companies (“IAID is ranked as the 7th top SME in Qatar,” 2021). Therefore, active work to promote the company at the international level has proven its effectiveness and gained recognition in the domestic market. Given its current success, IAID has broad potential to expand its business opportunities and achieve better outcomes. The SME is increasing its spectrum of influence regularly and aims to create new conditions for promoting creativity among talented youth. These objectives are valued highly in an era of massive competition and aggressive markets, and the enterprise can enhance the reach of its business by following an effective expansion strategy. The c