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
∗ 2...
Une certaine idée:
•Rayonnement - Reach
•Affirmation, confidence building
•International Touring
1st
iteration 1992:
Cultu...
∗ 1760 military government
∗ 1774 Quebec Act
∗ 1791 Constitutional Act
∗ 1840 Act of Union
∗ 1867 North America Act
∗ 1967...
∗ undertake simultaneous reform of the 3 pillars
of the polity: social, economic and cultural
∗ promote internal tourism t...
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 (nat...
∗ fund the lobby groups to guarantee ministers meet
complex agendas
∗ encourage cross-ministerial protocols
∗ develop crit...
skill up:
•create a coherent production pathway
•offer professional training
•create employment opportunity
•develop quali...
∗ individual or group? : same-status
∗ grant-aid as not-for-profit (CALQ)
∗ transfer to loans as for-profit (SODEC)
∗ crea...
Responding to a close observation of the market:
•development of the local demand for Québec’s cultural
products and skill...
DEVELOP THE LEVEL OF LOCAL DEMAND BY:
∗MARKET CONDITIONING
∗PRODUCT PLACEMENT
∗SKILLS EXCHANGE
∗NETWORKING & PARTNERSHIP
∗...
ARCHITECTURE ART CRAFTS
DESIGN & FASHION FILM &
VIDEO MUSEUMS AND
HERITAGE MUSIC
MULTIMEDIA PERFORMING
ARTS PUBLISHING
Sec...
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 ABER...
Policy Objectives
TO MAKE QUÉBEC THE INEVITABLE
CHOICE
TO DEVELOP MARKET SHARE
TO PROTECT THE IMAGE AND
DEVELOP REPUTATION...
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 PROMOTI...
Remove from the Offer
GRANT-AID FOR ARTISTS PROGRAMME
OF CULTURAL EVENTS STATE AS AGENT
OR IMPRESARIO ARRANGEMENT OF
CONTR...
Strengths of this Approach
PRODUCT QUALITY UNDERSTANDING
OF CLIENT NEEDS STRATEGIC
COHERENCE LONGEVITY BREEDS
RELIABILITY ...
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...
∗ 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 divers...
the 3 great current political transformations:
•no more the security of the state but the
security of the people
•no more ...
The actions of Bush and Blair
demonstrate that:
•the reputation of a country is its
principal asset
•the means of communic...
∗ construct power by openness and vulnerability
∗ learn the power of the ethical stance
∗ abandon the bilateral in favour ...
∗ the market is controlled by the consumer and not the
product
∗ exploit the advantage of being the first
∗ use the power ...
∗ replace power projection with partnership
∗ communicate with mass audiences not elites
∗ move from action to facilitatio...
∗ think global, act local
∗ exploit the power of openness
∗ practice a giving diplomacy
∗ create an infrastructure for dia...
∗ scale up your offer potential (regional hubs)
∗ prove your relevance
∗ segment your audience and build
communities of in...
∗ link up young people
∗ involve business
∗ link political parties and think-tanks
∗ reinvent community links
∗ integrate ...
∗ sensitise the population to the need for
international action
∗ provoke a national debate on
international policy
∗ requ...
A more governmental response:
•Globalisation threatens Diversity
•UNESCO Convention
•British Council Signed Memorandum
•Hu...
∗ emergence of new economic powers
∗ the increasing integration of world trade
∗ strategic role of education and research
...
• Québec society recognised for its values of openness,
tolerance and hospitality
• fresh objectives to:
• strengthen Québ...
∗ extension of geographic zones and towards
new economies
∗ support for the 2005 UNESCO Convention on
cultural diversity
∗...
• 3 geographical zones
• six European offices covering 14 nation states
• extended reach of 42 overseas offices
• emergent...
Convention adopted Oct 2005. Local strategy objectives to:
•seek ratification by the British Government for 2007
•pursue r...
Seek commonality of policy in:
• trade
• culture
• development
• environment
• governance and democracy
• research and edu...
• Represents an alternative world discourse to the dominant
Anglo-Saxon model
• Offers international cooperation on trade,...
∗ Affirm Québec’s cultural identity
∗ Support the creators
∗ Develop the markets
Ministry of Culture and
Communications ob...
• discovery and presentation of Québec through
multilateral cooperation
• promotion of visiting Québec cultural activities...
• contribution to wealth creation and job protection for
all Québec cultural entreprises
• welcome programme for visiting ...
∗ Moving from Product to Expertise
∗ A Trade Vision
∗ A Business Model
∗ Trans-frontier strategies
∗ The Digital World
∗ A...
∗ wealth creation
∗ job protection
∗ job creation
∗ distribution of cultural goods and services
∗ render trade routes expl...
∗develop new markets
∗broker/filter role
∗assets are intangibles and human
∗match customer priorities
∗comprehensive distr...
∗ exploded topographies
∗ continental push strategies
∗ promote cultural diversity
∗ quality of life
∗ regional hubs
∗ med...
∗develop creativity
∗train in expressive skills
∗develop content
∗forget which platforms
∗license not sell intellectual pr...
∗ discovery
∗ knowledge
∗ visibility
∗ partnership
The Québec Brand version 3
• Artists; agents & managers; producers, curators;
exhibitors, distributors & presenters
• Ministries; government agencies...
• horizontal responsibility
• role cascade
• annual programming targets
• expenditure control by budget forecast
• time ac...
∗ collect improved statistical evidence
∗ deploy activities more across geo-cultural poles
∗ develop a higher profile for ...
∗ 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 netw...
• extended horizons
• persons of prestige
• precise publicity instruments
• meet Europe
• inform the professional partner
...
Thank You
Colin Hicks
colin@colin-hicks.com
+44 (0)7768 718968
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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 of 1990 and 2000

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The Quebec Model

  1. 1. How we created success for Québec in London 1992-2010 Colin Hicks colin@colin-hicks.com
  2. 2. ∗ 1992 Culture is Identity ∗ 1995 The Québec Model ∗ 1998 Market Development ∗ 2001 A New World Order ∗ 2003 Influence ∗ 2006 Culture is Business Six Iterations
  3. 3. Une certaine idée: •Rayonnement - Reach •Affirmation, confidence building •International Touring 1st iteration 1992: Culture is Identity
  4. 4. ∗ 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
  5. 5. ∗ 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
  6. 6. CULTURAL SERVICES Working to promote visionary partnership across all creative industries
  7. 7. PROMOTION NETWORKING EXCHANGE MARKET INTELLIGENCE MEDIA RELATIONS
  8. 8. • country as brand • brand as country • individual as brand The Québec Brand version 1
  9. 9. 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
  10. 10. ∗ 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
  11. 11. 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
  12. 12. ∗ 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
  13. 13. 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
  14. 14. 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
  15. 15. ARCHITECTURE ART CRAFTS DESIGN & FASHION FILM & VIDEO MUSEUMS AND HERITAGE MUSIC MULTIMEDIA PERFORMING ARTS PUBLISHING Sectors
  16. 16. Clients ARTISTS PRESENTERS AGENTS MANAGERS PROFESSIONAL NETWORKS MINISTRIES GOVERNMENT AGENCIES NGOs WORK COLLEAGUES
  17. 17. 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
  18. 18. Policy Objectives TO MAKE QUÉBEC THE INEVITABLE CHOICE TO DEVELOP MARKET SHARE TO PROTECT THE IMAGE AND DEVELOP REPUTATION OF QUÉBEC
  19. 19. Statement of Values WORK WITH THE GRAIN HONOUR THE “YES” FACTOR NURTURE THE ECOSYSTEM MANAGE CHAOS RENEW THE DIPLOMACY
  20. 20. 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
  21. 21. 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
  22. 22. Strengths of this Approach PRODUCT QUALITY UNDERSTANDING OF CLIENT NEEDS STRATEGIC COHERENCE LONGEVITY BREEDS RELIABILITY ACCESSIBILITY NETWORK PARTNERSHIPS TAILORED CLIENT SUPPORT THE QUÉBEC BRAND
  23. 23. Join the Brand Success: ∗brand as idea ∗brand as experience ∗brand as knowledge ∗brand as author The Québec Brand version 2
  24. 24. 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
  25. 25. ∗ post-Seattle G8 ∗ post-Genova WTO ∗ post-9/11 ∗ post-Afghanistan ∗ post-Iraq A new international context
  26. 26. 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
  27. 27. 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
  28. 28. 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
  29. 29. ∗ 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
  30. 30. ∗ 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
  31. 31. ∗ 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
  32. 32. ∗ 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
  33. 33. ∗ 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
  34. 34. ∗ 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
  35. 35. ∗ 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
  36. 36. A more governmental response: •Globalisation threatens Diversity •UNESCO Convention •British Council Signed Memorandum •Hubs - les pôles géoculturels 5th Iteration 2003: Influence
  37. 37. ∗ 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
  38. 38. • 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
  39. 39. ∗ 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
  40. 40. • 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
  41. 41. 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
  42. 42. Seek commonality of policy in: • trade • culture • development • environment • governance and democracy • research and education • youth • immigration Networks of influence
  43. 43. • 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
  44. 44. ∗ Affirm Québec’s cultural identity ∗ Support the creators ∗ Develop the markets Ministry of Culture and Communications objectives
  45. 45. • 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
  46. 46. • 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
  47. 47. ∗ 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
  48. 48. ∗ 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
  49. 49. ∗develop new markets ∗broker/filter role ∗assets are intangibles and human ∗match customer priorities ∗comprehensive distribution system ∗promote products and skills The Business Model
  50. 50. ∗ exploded topographies ∗ continental push strategies ∗ promote cultural diversity ∗ quality of life ∗ regional hubs ∗ media multiplier ∗ mobile response ∗ event clusters Trans-frontier Strategies
  51. 51. ∗develop creativity ∗train in expressive skills ∗develop content ∗forget which platforms ∗license not sell intellectual property ∗digital distribution ∗the long tail The Digital World
  52. 52. ∗ discovery ∗ knowledge ∗ visibility ∗ partnership The Québec Brand version 3
  53. 53. • 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
  54. 54. • horizontal responsibility • role cascade • annual programming targets • expenditure control by budget forecast • time action plan • events calendar • contact management database Businesslike organisational model
  55. 55. ∗ 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
  56. 56. ∗ PUSH Europe ! ∗ quality of life and trade fairs ∗ technology showcase ∗ incubator Trading with Europe
  57. 57. ∗ Europe of the cities ∗ Québec presences ∗ observatory of modern Québec ∗ the Québec universities Insertion into the networks
  58. 58. • 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
  59. 59. Thank You Colin Hicks colin@colin-hicks.com +44 (0)7768 718968

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