Le grand projet de transformation urbaine de Bilbao a été présélectionné par le comité d’experts de la chaire comme l’une des actions des plus remarquables et emblématiques du marketing territorial de la dernière décennie, notamment en matière d’architecture, d’urbanisme et d’aménagement. Au-delà du rôle essentiel du Musée Guggenheim, c’est en effet la gouvernance, l’ensemble des actions menées par les acteurs locaux dans leur stratégie de rénovation et d’attractivité, en incluant les nouveaux projets et les démarches en cours, ainsi que les résultats obtenus - popularité de ‘l’effet Guggenheim’, nouvelle image, retombées touristiques et économiques (Apport de 1.57 milliard € à l'économie basque, 45 000 emplois directs ou indirects générés entre 1997 et 2011), diversification de l’économie locale et régionale, fierté des habitants etc.)- qui ont retenu toute notre attention. Le musée Guggenheim est devenu le symbole du succès de Bilbao mais c’est aussi une réussite exemplaire en tant que musée en terme économique et social. Il a de plus nourri une politique originale de création de musées (Guggenheim network) et d’expositions (BMW-Guggenheim Lab, laboratoire de l’innovation urbaine) dans le monde sous le pilotage de la fondation Guggenheim.

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3. Guggenheim Bilbao Museum
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4. 1. Background…………………………………………4-82. Culture as a variable of development ……..9-103. Operation keys of GMB.………………………..11-174. Results of the GMB……………………………....18-28

5. 1. Background
–Concepts underlying the Guggenheim Museum project. Economic crisis, social unrest, industry collapse.
–Factor influence on economic development strategies and urban revitalization.
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6. Background
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7. Background
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8. Background
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10. 2.Culture as a variable of development
a.SOCIAL RELEVANCE OF MUSEUMS: New functions beyond the traditional goals
b.A new Social Mission
c.New Challenge
d.Culture=economic development
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11. Role played by GBM
a.Instrument tofacilitate/make easier the overcome from an industrial tradition to a new reality
b.Factor of developing new business areas
c.Tractor element in the configuration of the future metropolis
d.One of the factors of changing/renewing the personality of Bilbao
e.Helping recovering self-steem
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12. 3. Operation keys of GMB
a.Join project
–atypical project
–involvement of different cultures
–use of synergies
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13. 3 Operation keys of GMB
b. Three variable ecuation
-Building: architectural distinction comparable to the artistic quality of the collection
-Museological concept based on the identity of the Guggenheim Museum Bilbao
Collection/Exhibitions: Own identity+dinamic program
-Mixed management model
–supported by public and private institutions
–based on excellence
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14. The matter of time
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15. El arte de la motocicleta
El arte de la motocicleta
Galería 104
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16. 3 Operation keys of GBM
c. Internacional prestige
–ambitious project
–Networking with other Guggenheim institutions
–International brand prestige
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17. 3 Operation keys of GBM
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18. f. Education Instrument
–vehicle to bring culture to society
g. Customer Orientation
–function key lines Museum geared to delivering targets for client groups and therefore maximize a high level of self-financing
3 Operation keys of GMB
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19. 4. Results of the Guggenheim Museum Bilbao
a.Visitors
About 16 million visitors since opening
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20. b. Geographical origin of visitors
4. Results of the GMB
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21. c. Economic Impact
–Cost of construction of the Museum : 90 million euros
–2.95 billion euros : direct economic impact in the Basque Country
–457 million euros : increased tax revenues
–5.487jobs: Annual maintenance jobs
4. Results of the GMB
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22. d. Media impact
-A 30 million impact per year in terms of advertising value (480 accumulated since 1997)
-Main countries : Spain, USA, France, Portugal, Germany, Great Britain and Italy
4. Results of the GMB
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24. –45 programs: 5.248.977 beneficiaries (accumulated since January 1998)
–Volunteer Program : 50 people
e. Education
4. Results of the GMB
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25. –16.000 Individual Members
–120 Corporate Members
–4 Strategic Trustees
–22 Trustees
–31 Corporate and Media Benefactors
–58 Associate Companys
–More than 100 events held annually in the Museum by the institutions and companies.
f. Development
4. Results of the GMB
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26. 4. Results of the GMB
•g. Bilbao Collection
128 works
73 artists
70 Temporary Exhibitions
110 million euros investment
All in all 132 Exhibitions in 16 years 26

27. 4. Results of the GMB
h. Budget
–A 26 million euros annual budget
–70% Self-financing
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MercibeaucoupThank you very muchEskerrik askoGracias

31. Jean Dubuffet. Huella de una aventura
Jean Dubuffet
Selección de Praticables y trajes de teatro de Coucou Bazar, 1973
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32. Yves Klein
Yves Klein
L’Accord bleu (RE 10), 1960
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33. China: 5.000 años
Oficial Militar
Dinastia Qin (221-207 a.C.)
Oficial Militar
Dinastia Qin (221-207 a.C.)
Soldado
Dinastia Qin (221-207 a.C.)
Caballo de carro
Dinastia Qin (221-207 a.C.)
Quimera (bixie)
Dinastía Han del Este (25-220)
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34. Giorgio Armani
Giorgio Armani
Galería 302
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