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Culture & Economy
Stakes and opportunities of cultural and creative enterprises
in Belgium January 24 th , 2012
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Introduction
Anne MAGNUS, Sr Consultant, Kurt Salmon
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Kurt Salmon studies on Culture & Economy Cultural and economic performance: the link?
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Further describe the
relationship between culture
and development in 15
cities around the world
Analyze the development of
sustainable jobs
Forum d’Avignon 2009
Identify the conditions for
operating strategies relying
not only on the tangible and
intangible resources, but also
by bringing culture and
education together
Forum d’Avignon 2010
Understanding the needs and
opportunities for creative and
cultural businesses in
Belgium: entrepreneurship,
finance, innovation,
international
January 2012
Understanding the
decisional factors related to
investments in culture
Identify the economic
criteria and non-economic
factors influencing
decisions in favor of culture
Forum d’Avignon
November 2011
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A bilingual, unique and independant research study
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Introduction
Kris de RIDDER, Manager, Kurt Salmon
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Kurt Salmon is one of the world’s leading strategy & transformation business advisory firms
Our recommendations draw on our global perspective and network of more than
1,400 professionals
North America
Atlanta
Irvine
Los Angeles
Minneapolis
New York
San Francisco
Asia
Hong Kong
Shanghai
Singapore
Tokyo
Europe/Africa
Algiers
Brussels
Casablanca
Düsseldorf
Geneva
Luxembourg
London
Lyon
Manchester
Marseille
Nantes
Paris
Roma
Tunis
On January 1st 2011, Ineum Consulting and Kurt Salmon Associates (KSA) have joined forces to become Kurt Salmon.
Kurt Salmon is a company of the Management Consulting Group (MCG Plc)
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Strategy Performance of
organizations
Programmes management/
IT
Ministries Administrations Agencies Public entreprises
Kurt Salmon is also a consultancy in strategy and transformation
for the Public Sector
Kurt Salmon has 130 consultants active in the Public Sector.
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7
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From strategies to transformation operationnal programmes in Culture and Medias 2.0
Performance
of
organizations
• Market analysis , Strategic AS-IS
• International benchmark
• Identification of scénarii
• Definition of the product/Public service strategy
• Business case
• Definition of economical and organisational
models to the target
• Communication : interventions & seminars
towards decision-makers, politicians and
economic actors
• Citymarketing
Strategies
& studies
Qualifications Kurt Salmon Competences
Innovation
• Improvement of monitoring
• Optimisation of support services (Finances,
HR, Real Estate …)
• Renewal of information system
• Improvement of welcoming processus, selling
and flows management
• Definition of new products and services , client-
oriented devices, and loyalty
• Review of marketing and fees policy
• Advisory services in digital convergence
• Definition of new 2.0 and social CRM services
• Animation of foresight workshops
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«Cultural understaking & investment : From intuition to decision-maing »
Culture : a weapon against crisis?
Presentation of the Kurt Salmon
Study for the Forum d’Avignon 2011
Jean –Pascal Vendeville, Directeur Practice Culture
24 Janvier 2012
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La Culture : un investissement d’avenir ?
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Depuis 2008, le Forum d’Avignon, rencontre annuelle et internationale des acteurs de
la Culture, de l’Economie et des Médias, a initié une démarche visant à disposer du
retour d’expériences de villes (Bilbao, La Nouvelle Orléans …).
En 2010, l’étude Kurt Salmon pour le Forum d’Avignon présentait aux participants des
rencontres d’Avignon, une étude qui permettait pour la première fois, au niveau
international d’identifier et de caractériser les liens entre culture et attractivité des
territoires, sur la base de l’observation d’un panel de 47 villes issues de 21 pays et
5 continents.
Dont la Région de Bruxelles-Capitale
Pour la dernière édition du Forum d’Avignon (17-19 novembre 2011), Kurt Salmon a
choisi d’investiguer les modèles de décision liés à l’investissement dans un projet
culturel.
Elle s’appuie sur le retour d’expérience de près de soixante décideurs publics et
privés, et porteurs de projet, mobilisés autour d’un investissement de nature
« culturelle », et confrontés à un moment ou un autre à cette prise de décision.
En Belgique ont été interviewés : P. Mettens (Belspo, ,Hamza Fassi-Fihri (Villes de
Bruxelles), le comte J-P de Launoit (Concours Reine Elisabeth), Baudouin Michiels
(Belgacom Art Foundation).
Cette étude sera également présentée dans le cadre du Forum d’Avignon « off » à
Essen, capitale européenne de la culture (mars 2012) Crédits photos : © Fotolia : Dora Percherancier - Virtua73 - Minerva Studio - Denis Babenko - Jose Alves gemini62 Mike Thomas – HaywireMedia – AlcelVision – Andy -Julien Tromeur
– PinkShot –Sashkin -Giordano Aita – Beboy - Surub - Barbara Helgason –Artcop - i3alda -: Jeancliclac – Lvnel - N-Media- Images -Sgursozlu -Pei Ling Hoo.
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La Culture est-elle une arme anti – crise ?
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L’effet « Bilbao » :
132 millions d’investissements
amortis dès la 1ère année avec un
augmentation du PIB de 144
millions d’euros par les dépenses
directes réalisées par les visiteurs
10 ans après, c’est 210 millions
d’euros chaque année
Le Centre Pompidou Metz :
Nouvelle image donnée au
territoire par l’implantation d’une
institution culturelle de renom se
traduisant notamment par une
augmentation des demandes de
locaux et de permis de construire
La Nouvelle – Orléans :
Une démarche de renouvellement
de la cohésion sociale par la
culture permettant ainsi à la ville
de retrouver en 2010 80% de sa
population de 2005 (avant le
passage de l’ouragan Katrina)
Economiquement rentable
Porteuse en terme d’image
Créatrice de cohésion sociale
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La Culture : un investissement d’avenir
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Décideurs publics et chefs d’entreprises sont toujours
plus nombreux à intégrer la Culture dans leur stratégie
de développement
Comment créer une synergie entre les différents
partenaires réunis autour d’un projet culturel, et
comment mesurer l’impact de cette action ?
Cependant, comment bien investir
dans la culture ?
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Toujours plus de Culture !
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La Culture est un secteur en expansion qui offre des opportunités de
développement toujours plus nombreuses.
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Des nouveaux investisseurs et des nouveaux projets Quatre natures d’investissement culturel
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Les investissements
dans les
équipements
culturels et le
patrimoine bâti
Les investissements
dans les événements
culturels, le soutien
à la création et aux
collections
Les investissements
dans les industries
culturelles et la
production de
contenus
Les investissements
dans la mise en place
des conditions
d’attractivité et
d’installation des
acteurs des industries
culturelles
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Un investissement pas tout à fait comme les autres Pour bon nombre des acteurs interrogés, le processus de décision débute comme pour n’importe quel type d’investissement… mais des particularités sont à noter.
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Les règles classiques de la finance (ROI, risques,
durabilité) s’appliquent aux projets culturels. Royaume – Uni, Ville de Glasgow
L’intuition, la conviction et la sensibilité sont des facteurs
d’engagement décisifs en matière d’investissement culturel. Espagne, Ville de Bilbao
L’objet culturel – porteur de message, d’identité, de
valeurs – n’est pas un produit comme les autres.
Les retours attendus d’investissements culturels ne
sont pas que d’ordre financier. Etats – Unis, Google Art Project
De nouveaux types de mécènes apparaissent, au
carrefour des problématiques de société. Mécénat au croisement de la Culture et de l’Education
Belgique, Concours Reine Elisabeth
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Intégration dans des
stratégies globales
Création du lien social
mise en exergue dans les
projets, y compris par les
acteurs privés
Dimension
économique de plus en
plus affirmée,
notamment par les
acteurs publics.
4 3
5
1
2
6
Moyen de différenciation,
répondant à des besoins
nouveaux du
consommateur, du client
ou du citoyen.
Meilleure compréhension
entre Public et Privé,
permettant de mieux
coordonner les compétences
et moyens
Importance de la culture
dans l’environnement,
pour fidéliser des
collaborateurs, et améliorer
le cadre de vie des résidents
Décideurs publics et privés ont changé de posture face aux investissements culturels…leurs intérêts convergent. Un certain nombre de tendances émergent
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Les retombées qualitatives d’un projet, y compris pour les acteurs privés, prennent une importance croissante.
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Comment investit-on dans la culture ?
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De la créativité dans les modèles de
financement
Artiste/gestionnaire : le dialogue
permanent et obligatoire
L’impératif commun : une gouvernance
exemplaire
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Et demain ? C’est le moment d’investir.
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Saisir l’opportunité de la montée en puissance de la
Culture numérique •Numérisation des différents fonds patrimoniaux (livre, film, audiovisuel,
photographie…) conservés par les institutions culturelles de l’Union
européenne estimés à 100 milliards d’euros
• Montée en puissance des « cultural utilities » …
Améliorer la coopération et la compétitivité des
entreprises et des organisations du secteur de la Culture,
en les incitant à se regrouper en pôles d’excellence
Créer les conditions les plus favorables pour
accélérer les investissements culturels •Valoriser l’entrepreneur culturel
•Généraliser la prise en compte de l’empreinte culturelle
•Elaborer de nouvelles méthodes d’évaluation et de valorisation des
projets d’investissement…
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Etude téléchargeable sur www.kurtsalmon.com et www.forum-avignon.org
4 cas d’études approfondis :
Centre Pompidou Metz : un
exemple d’investissement dans la
création d’un équipement culturel
Le Festival d’Aix-en-Provence : un
exemple d’investissement dans un
événement culturel
Projet de numérisation de la
bibliothèque royale de Belgique : un
exemple d’investissement dans la
production de contenus numériques
Dutch Design Fashion Architecture :
un exemple d’investissement dans
la mise en place des conditions
d’installation des ICC aux Pays-Bas
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Culture & Economy
Stakes and opportunities of cultural and creative enterprises
in Belgium
Anne Magnus, Senior Consultant
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A bilingual, unique and independant research study
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Methodology
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Cultural and creative enterprises in Belgium : 4 common challenges
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Entrepreneurial competence
Internationalisation
Access to finance
Innovation & Copyright
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Objective of the study : initiate the debate !
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Going bottom-up : The point of view of the entrepreneurs
Looking abroad
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The sample covers various activities across the Belgian CCI with companies of diverse sizes and turnovers
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What amazed us ?
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What amazed us ?
The bias is still alive : Culture & Economy ?
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The young generation popping up: 2/3 are in business after 2000
A women friendly sector : of 213 entrepreneurs in the survey,129 are men and
84 women
75 % of the panel think that CCI are a sector with high potential in the future
Only 51% think that Belgium is a very good country to start a company in this
sector
Cultural and Creative activities are a real business
More and more people can make a decent living of it, sometimes very decent
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Belgian purple economy sees the future in pink
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Lessons learned
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Cultural and creative enterprises in Belgium : 4 common challenges
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Entrepreneurial competence
Internationalisation
Access to finance
Innovation & Copyright
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To become a cultural/creative entrepreneur is not an easy job
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Cultural and creative enterprises in Belgium : 4 common challenges
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Entrepreneurial competence
Internationalisation
Access to finance
Innovation & Copyright
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Belgian creative and cultural industries (CCI) struggle to access to finance (public or private)
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The public decision-makers have a key role to support mixity of funding sources
To sensitize the potential private investors on the potential of CCI
To improve transparency in the allocation of the subsidies and their
impacts
To create a more attractive philanthropy tax deduction for the
individuals and companies.
To support trainings on “Understanding Finance for Business” to help
the SMEs to get funds
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Cultural and creative enterprises in Belgium : 4 common challenges
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Entrepreneurial competence
Internationalisation
Access to finance
Innovation & Copyright
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Go for clusters, Living Lab, cross fertilisation
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Cultural and creative enterprises in Belgium : 4 common challenges
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Entrepreneurial competence
Internationalisation
Access to finance
Innovation & Copyright
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Going international : better, faster, further
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The Belgian CCI creates buzz at the international level
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New York Times speaks about a « Belge Epoque ». Brussels is in the air.
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The Belgian CCI creates buzz at the international level
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The Cozy Chaos of the Brussels Art World
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The CCI is more and more considered in economic development around the world
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USA
France
Germany
Morocco India
China
UK
Sweden
Denmark
Quebec
Australia
Israel
Brazil Singapour
New Zealand
The Netherlands
Columbia
South Africa
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Concluding remarks
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Concluding remarks
To build bridges across the creative and cultural industries
To co-ordinate the public actions impacting CCI ecosystem across the policies,
the administrations and decision-making levels (culture, tourism, education,
economy, research …)
To create venues, moments/ public debates
To develop trans-disciplinary platforms between CCI
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A clarification of the roles and responsibilities is needed
72 %
of the panel think that CCI enterprises are not well
supported by their professional associations
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Concluding remarks
To better understand and evaluate creative and cultural economy in each region
To identify the statistics and trends in terms of job creation, enterprise creation,
leverage effects of public support, copyrights
To follow continuously the subsidies by creating a transparent/public barometer of
qualitative and quantitative « success » of the beneficiaries
To evaluate the policies by performing mappings of stakeholders, independent
policy evaluation, peer review, international benchmarking to clarify to the public
debate
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Thank you for your attention !
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Cultural and creative enterprises
in Belgium / Kurt Salmon
Kurt Salmon – Boulevard de la Woluwelaan 2
1150 BRUSSELS, Belgium
www.kurtsalmon.com
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Q&A
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