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The Quebec Model

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A description requested by the ICCE at Goldsmiths College University of London detailing how we created such a success for Québec cultural product in London and surrounding countries in the decades ...

A description requested by the ICCE at Goldsmiths College University of London detailing how we created such a success for Québec cultural product in London and surrounding countries in the decades of 1990 and 2000

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The Quebec Model The Quebec Model Presentation Transcript

  • How we created success for Québec in London 1992-2010 Colin Hicks colin@colin-hicks.com
  • ∗ 1992 Culture is Identity ∗ 1995 The Québec Model ∗ 1998 Market Development ∗ 2001 A New World Order ∗ 2003 Influence ∗ 2006 Culture is Business Six Iterations
  • Une certaine idée: •Rayonnement - Reach •Affirmation, confidence building •International Touring 1st iteration 1992: Culture is Identity
  • ∗ 1760 military government ∗ 1774 Quebec Act ∗ 1791 Constitutional Act ∗ 1840 Act of Union ∗ 1867 North America Act ∗ 1967 Visit from De Gaulle ∗ 1970 Front de Libération du Québec: The October Events ∗ 1980 Canada repatriates the Constitution Politics Forges Identity
  • ∗ undertake simultaneous reform of the 3 pillars of the polity: social, economic and cultural ∗ promote internal tourism to historicise ∗ create new ministries of culture and education ∗ declare French the language of the workplace ∗ retrain the majority to think of itself as just that ∗ allow expression of the culture’s imagination Modernise: The Quiet Revolution of 1961
  • CULTURAL SERVICES Working to promote visionary partnership across all creative industries
  • PROMOTION NETWORKING EXCHANGE MARKET INTELLIGENCE MEDIA RELATIONS
  • • country as brand • brand as country • individual as brand The Québec Brand version 1
  • The Fruits of Joined-up Government ! •From Training •To Job Creation •To Professional Infrastructure •To Distribution (national and international) •Assisted by a Double Arts Council: CALQ-SODEC •And Inter-ministerial MOUs: Cultural Tourism, Education 2nd iteration 1995: The Québec Model
  • ∗ fund the lobby groups to guarantee ministers meet complex agendas ∗ encourage cross-ministerial protocols ∗ develop critical mass in local markets and products ∗ protect policy through cross-party agreements dare joined-up government
  • skill up: •create a coherent production pathway •offer professional training •create employment opportunity •develop quality product •build professional infrastructure •set up distribution networks •go global develop critical mass
  • ∗ individual or group? : same-status ∗ grant-aid as not-for-profit (CALQ) ∗ transfer to loans as for-profit (SODEC) ∗ create PPP foundations (FICC, FIDEC) ∗ encourage growth via tax-breaks ∗ aim for net contributors to tax revenue create continuous public and private financing pathways
  • Responding to a close observation of the market: •development of the local demand for Québec’s cultural products and skills •product placement and branding •maintenance of the professional networks •information and research service for local presenters and distributors 3rd iteration 1998: Market Development
  • DEVELOP THE LEVEL OF LOCAL DEMAND BY: ∗MARKET CONDITIONING ∗PRODUCT PLACEMENT ∗SKILLS EXCHANGE ∗NETWORKING & PARTNERSHIP ∗SALES & MARKETING ∗MEDIA RELATIONS - FOR 10 SECTORS IN 7 COUNTRIES Bringing Cultural Product to Market
  • ARCHITECTURE ART CRAFTS DESIGN & FASHION FILM & VIDEO MUSEUMS AND HERITAGE MUSIC MULTIMEDIA PERFORMING ARTS PUBLISHING Sectors
  • Clients ARTISTS PRESENTERS AGENTS MANAGERS PROFESSIONAL NETWORKS MINISTRIES GOVERNMENT AGENCIES NGOs WORK COLLEAGUES
  • Target Cities LONDON BIRMINGHAM MANCHESTER LIVERPOOL NEWCASTLE SHEFFIELD BRISTOL CAMBRIDGE BRIGHTON EDINBURGH GLASGOW ABERDEEN DUNDEE CARDIFF SWANSEA BELFAST DUBLIN GALWAY CORK OSLO BERGEN STOCKHOLM GOTEBORG COPENHAGEN AARHUS HELSINKI REYKJAVIK
  • Policy Objectives TO MAKE QUÉBEC THE INEVITABLE CHOICE TO DEVELOP MARKET SHARE TO PROTECT THE IMAGE AND DEVELOP REPUTATION OF QUÉBEC
  • Statement of Values WORK WITH THE GRAIN HONOUR THE “YES” FACTOR NURTURE THE ECOSYSTEM MANAGE CHAOS RENEW THE DIPLOMACY
  • Development Tools BUYER & SELLER TRIPS INTERNATIONAL TRADE FAIRS PHYSICAL PRESENCE AT EVENTS MEDIA PUBLICITY JOINT PROMOTIONS WITH PRESENTERS PIGGY-BACKING ONE PRODUCT SELLS THE NEXT PUBLICATION WEB & EMAIL FILTERED INFORMATION TALKS LECTURES & PRESENTATIONS CONSULTANCY & NETWORKING
  • Remove from the Offer GRANT-AID FOR ARTISTS PROGRAMME OF CULTURAL EVENTS STATE AS AGENT OR IMPRESARIO ARRANGEMENT OF CONTRACTS OR WORK PERMITS FUNDING OF GAPS IN LOCAL BUDGETS WORKING DIRECTLY WITH THE CONSUMER
  • Strengths of this Approach PRODUCT QUALITY UNDERSTANDING OF CLIENT NEEDS STRATEGIC COHERENCE LONGEVITY BREEDS RELIABILITY ACCESSIBILITY NETWORK PARTNERSHIPS TAILORED CLIENT SUPPORT THE QUÉBEC BRAND
  • Join the Brand Success: ∗brand as idea ∗brand as experience ∗brand as knowledge ∗brand as author The Québec Brand version 2
  • Responding to external events: •New international context: security, sovereignty, wealth, reputation, multilateralism •New values: political, trade, cultural •New relations: partnership, communication, facilitation, debate 4th Iteration 2001: A New World Order
  • ∗ post-Seattle G8 ∗ post-Genova WTO ∗ post-9/11 ∗ post-Afghanistan ∗ post-Iraq A new international context
  • moving from: •gunboat diplomacy •cultural diplomacy •bilateral co-operation and exchange to: •respect for planetary diversity •invitation and facilitation •robust multilateral programmes for change Meeting the current challenge
  • the 3 great current political transformations: •no more the security of the state but the security of the people •no more the sovereignty of the state but the power of the people •no longer the creation of wealth through physical possessions and natural resources but through the invisible economy (knowledge, skill, the great brands) The new diplomacy
  • The actions of Bush and Blair demonstrate that: •the reputation of a country is its principal asset •the means of communication can betray the message New values
  • ∗ construct power by openness and vulnerability ∗ learn the power of the ethical stance ∗ abandon the bilateral in favour of the multilateral ∗ do not contribute to the problems of exclusion ∗ share sovereignty inside a global system ∗ global strength depends on the level of local response New political values
  • ∗ the market is controlled by the consumer and not the product ∗ exploit the advantage of being the first ∗ use the power of economic attraction towards your values, institutions, culture and life style ∗ confident external projection and internal openness ∗ become indispensable to local needs New trade values
  • ∗ replace power projection with partnership ∗ communicate with mass audiences not elites ∗ move from action to facilitation ∗ link up the foreign and domestic debates New cultural values
  • ∗ think global, act local ∗ exploit the power of openness ∗ practice a giving diplomacy ∗ create an infrastructure for dialogue and networking ∗ throw a bridge across the technological divide ∗ create room for commonality of policy Replace power projection with partnership
  • ∗ scale up your offer potential (regional hubs) ∗ prove your relevance ∗ segment your audience and build communities of interest ∗ develop skills for addressing mass audiences Communicate with mass audiences not elites
  • ∗ link up young people ∗ involve business ∗ link political parties and think-tanks ∗ reinvent community links ∗ integrate the people of the diaspora Move from action to facilitation
  • ∗ sensitise the population to the need for international action ∗ provoke a national debate on international policy ∗ require common policies across ministries Link up the foreign and domestic debates
  • A more governmental response: •Globalisation threatens Diversity •UNESCO Convention •British Council Signed Memorandum •Hubs - les pôles géoculturels 5th Iteration 2003: Influence
  • ∗ emergence of new economic powers ∗ the increasing integration of world trade ∗ strategic role of education and research ∗ relevance of security issues ∗ rising concerns over sustainable development ∗ growing role of international organisations ∗ consequences for identity and cultures in globalisation ∗ imbalance in the global distribution of wealth. New global trends
  • • Québec society recognised for its values of openness, tolerance and hospitality • fresh objectives to: • strengthen Québec’s capacity for action and influence • foster growth and prosperity • contribute to security • promote identity and culture • contribute to the cause of international solidarity A renewed diplomacy
  • ∗ extension of geographic zones and towards new economies ∗ support for the 2005 UNESCO Convention on cultural diversity ∗ consolidate and enlarge networks of influence ∗ disseminate the values of La Francophonie Ministry of International Relations objectives
  • • 3 geographical zones • six European offices covering 14 nation states • extended reach of 42 overseas offices • emergent economies: China, India, Eastern Europe, Brazil Extension of zone and economy
  • Convention adopted Oct 2005. Local strategy objectives to: •seek ratification by the British Government for 2007 •pursue relations with the DCMS via Canada •collaborate with the emergent UK Coalition •provide information service for the professional associations •participate in the World Summit on Arts and Culture in Newcastle UNESCO cultural diversity
  • Seek commonality of policy in: • trade • culture • development • environment • governance and democracy • research and education • youth • immigration Networks of influence
  • • Represents an alternative world discourse to the dominant Anglo-Saxon model • Offers international cooperation on trade, culture and education • Develops inter-regional strategies • Unlike the Commonwealth, it provokes debate, reaches consensus and takes an ethical position • Promotes the advancement of French language cultures • Fights exclusion with diversity La Francophonie
  • ∗ Affirm Québec’s cultural identity ∗ Support the creators ∗ Develop the markets Ministry of Culture and Communications objectives
  • • discovery and presentation of Québec through multilateral cooperation • promotion of visiting Québec cultural activities • 400th anniversary of the founding of Québec in 2008 (linked to Liverpool EU City of Culture) • cultural diversity Affirmation of identity
  • • contribution to wealth creation and job protection for all Québec cultural entreprises • welcome programme for visiting Québécois artists • framework for sustained assistance for ready-to- export enterprises • international dissemination of Québec’s cultural expertise Support for the creators
  • ∗ Moving from Product to Expertise ∗ A Trade Vision ∗ A Business Model ∗ Trans-frontier strategies ∗ The Digital World ∗ Actually, Globalisation promotes Diversity 6th Iteration 2006: Culture is Business
  • ∗ wealth creation ∗ job protection ∗ job creation ∗ distribution of cultural goods and services ∗ render trade routes explicit ∗ identify preferred operators ∗ add value to their activities ∗ do not skew the market with public subsidy Trade Vision
  • ∗develop new markets ∗broker/filter role ∗assets are intangibles and human ∗match customer priorities ∗comprehensive distribution system ∗promote products and skills The Business Model
  • ∗ exploded topographies ∗ continental push strategies ∗ promote cultural diversity ∗ quality of life ∗ regional hubs ∗ media multiplier ∗ mobile response ∗ event clusters Trans-frontier Strategies
  • ∗develop creativity ∗train in expressive skills ∗develop content ∗forget which platforms ∗license not sell intellectual property ∗digital distribution ∗the long tail The Digital World
  • ∗ discovery ∗ knowledge ∗ visibility ∗ partnership The Québec Brand version 3
  • • Artists; agents & managers; producers, curators; exhibitors, distributors & presenters • Ministries; government agencies (ie Arts Councils, Export Councils); professional sector associations & networks • Work colleagues across the world Now servicing three client bases
  • • horizontal responsibility • role cascade • annual programming targets • expenditure control by budget forecast • time action plan • events calendar • contact management database Businesslike organisational model
  • ∗ collect improved statistical evidence ∗ deploy activities more across geo-cultural poles ∗ develop a higher profile for organisations ∗ develop international marketing expertise ∗ support translation ∗ enable reciprocity in hosting visiting cultures Improved market development
  • ∗ PUSH Europe ! ∗ quality of life and trade fairs ∗ technology showcase ∗ incubator Trading with Europe
  • ∗ Europe of the cities ∗ Québec presences ∗ observatory of modern Québec ∗ the Québec universities Insertion into the networks
  • • extended horizons • persons of prestige • precise publicity instruments • meet Europe • inform the professional partner • consult with the citizen • develop regional focus • inclusive media programme • icons of Québec: a development programme Public relations plan
  • Thank You Colin Hicks colin@colin-hicks.com +44 (0)7768 718968