Question 10: Funding for Arts And Culture

International Funding
Organisations

It may be possible for you to make applications to the Arts Council or Arts Foundations in your home country to offset some or all of the cost of your residency at the International Ceramics Studio. Should you wish to make applications to the funding organisation in your home country then we will be pleased to offer any assistance you may require in the way of acceptance or invitation letters, price lists and any further details you may need. Please contact us for assistance.
Here are the main funding organisations in many countries, just click on the name and you will be directed to the organisations website for further information.

The Hungarian Scholarship Board also assists foreign students and artists wishing to study or take short courses in Hungary. See the website of the Scholarship Board for more information.

Australia
Australia Council

Belize
Belize National Arts Council

Brazil
National Foundation for the Arts

Canada
Saskatchewan Arts Board

Chile
Fund for Development of Art and Culture

Denmark
State Arts Foundation

Domincan Republic
Presidential Council for Culture

Ecuador
Ecuador National Council for Culture

England
Arts Council of England

Estonia
Estonian National Culture Foundation
Cultural Endowment of Estonia

Finland
Arts Council of Finland

Hong Kong
Hong Kong Arts Development Council

Hungary
Hungary National Cultural Fund
Hungarian Scholarship Board

India
India National Culture Fund

Ireland
Arts Council of Ireland



Japan
Japan Arts Council

Mexico
National Council for Culture and Arts of Mexico

Norway
Norwegian Council for Cultural Affairs

Panama
Panama National Institute of Culture

Philippines
Philippines National Commission for Culture and the Arts

Romania
Romanian Cultural Foundation

Scotland
Scottish Arts Council

Singapore
Singapore National Arts Council

South Africa
National Arts Council of South Africa

South Korea
Korean Culture and Arts Foundation

Switzerland
Pro Helvetia – Arts Council of Switzerland

USA
Lighton INternational Artists Exchange Program.
NCECA Residencies Program.
Iowa Arts Council
Regional Arts Organisations resource page
Fulbright Scholar Awards
Arts and Healing Network resource page

Wales
Arts Council of Wales
Wales Arts International

Zimbabwe
National Arts Council of Zimbabwe

Question 2:Management and the Arts and Cultural Industries be unified

http://esthergriffithcanv1005.blogspot.com/2010/02/questions-2-how-can-management-and-arts.html
Response:
Too often Governments place little emphasis on the arts and its importance in teh overall development of the country. However governmental bodies guilty of this must bear in mind that a culture is a peoples identity and without an identity there is room for outsiders to enter and choke the natives with external foreign culture. and as such we could lose ourselves and forever be lost as to who we are as a people. Until emphasis is placed on the cultural industries the we stand teh risk of having that happen to us and woe be unto the generations that come after us.

Question 7: SLEPT ANALYSIS OF TRINIDAD

Sociocultural Factors
• Great emphasis on content depicting foreign popular culture and lifestyles is being used. The music is being influenced by American and Jamaican cultures such as the emphasis on getting rich quickly, sexist ideals about the roles of men and women.
• Soca music which is primarily part of popular culture can be seen as a genre which all classes of people enjoy now. While it is not considered part of high culture it is now an aspect of popular culture which all classes enjoy.
• More emphasis is placed now on training young upcoming aspiring artists in the musical industry. The need for education spawned the creation of the National Academy for the performing Arts .
• Greater emphasis is now being placed on searching for and honing talent of individuals hence the creation of shows such as Digicel rising stars, Synergy Soca Star

legal and Political Factors
• The Copyright Amendment Act (2008) seeks to protect local content producers
• Considerable emphasis is now placed on copyright and intellectual property rights involving music publishing and composer’s royalties with Copyright Organisation of Trinidad and Tobago (COTT) acting as the custodian for these rights. The advent of COTT has led to some degree of formalisation of the music industry.

• Thrust to crackdown on sale of illegally acquired content store fronts

Economic Factors

• Recorded Audio Compact Discs amounted to $1,348,000 US and at an average cost of $8.00 US it is estimated that 168,500 units are imported.
• Steel band Musical Instruments show an import value of $53,000 US.
This is surprising given that Trinidad and Tobago is considered the home of the Steel Pan where it is manufactured in great quantities.
• The only significant musical instrument exported from the country the Steel Pan. A total of $505,000 US is recorded showing that this could develop into a lucrative industry. Recently the Electronic steel pan was created thus usering the dawn of yet another lucrative industry.

Technological Factors
• The creation of the electronic steel pan has birthed a new era in steel drums. This instrument takes advantage of all the electronic enhancements available today such as inability to go out of tune and inability to rust.
• Websites such as youtube.com and vimeo.com allow upcoming artists to debut their works and upload to an international audience.
• Development of studio software e.g. Virtual Dj, Adobe sound booth by international companies allows for digital editing.
• The advent of the CD and by extension the mp3 formats have led to easy access of material both through online means and offline means.
• The accessibility of the internet for the purposes of reproduction, marketing and distribution for either the sale of CDs and/or access to MP3 downloads.

Question 3: Culture and GDP

I decided the best way to show this was to draw a specific society. So i researched Europe.
Culture contributes to 2.6% of EU’s GDP and employs at least 5.8 million Europeans, says a study published today in Brussels

In a study presented to the EU’s Ministers of Culture on 13 November, the European Commission shows the importance of the culture sector for the EU economy, and underlines its potential for creating more and better jobs in the future. With its 5.8 million employees, the Culture sector employs more persons than the total employed in Greece and Ireland put together. Further, the culture sector accounted for 2.6% of EU GDP in 2003, and experiences higher growth rates than the average of other sectors of the economy.

The independent study, commissioned by the European Commission, was published on 13 November. In presenting the results to the EU Member States' Culture Ministers, Ján Figel’, European Commissioner for Education, Training, Culture, and Multilingualism, said: "This study helps break the conventional wisdom on
the culture and creative Sector. It confirms that the arts and culture are far from being marginal in terms of their economic contribution. Indeed, they are a major employer, and as a sector, the culture and arts contribute to innovation and the economic and social development of the EU, its regions and cities. The culture sector is the engine of creativity, and creativity is the basis for social and economic innovation. As such, I firmly believe that the EU's arts and culture are a dynamic economic and social driver for achieving more growth, and more and better jobs.”

The document highlights the direct (in terms of GDP, growth and employment) as well as the indirect (links between creativity and innovation, links with the ICT sector, regional development and attractiveness) contribution of the cultural and creative sectors towards the Lisbon Agenda. The main findings of the study include:

In economic terms:

the sector contributed 2.6% of EU GDP in 2003, exceeding the contribution of the chemicals, rubber and plastic products industry (at 2.3%)
it is performing well by increasing its share of economic activity;
the sector’s growth between 1999 and 2003 was 12.3% higher than the growth of the European economy in general;
its turn-over was more than € 654 billion in 2003.
In social terms:

5.8 million people - in 2004 - worked in the sector, equivalent to 3.1% of total employed population in EU-25, more than the total employed in Ireland and Greece put together;
whereas total employment in the EU decreased in 2002-2004, employment in the sector increased (+1.85%) over the same period.
The study proves therefore that spending money on culture is a sound investment.

The study also calls for a coherent strategy for the creative sector and includes a set of policy recommendations intended to unleash the "Lisbon potential" of the cultural economy in Europe.

The proposed future strategy is composed of three main strands:

to improve intelligence gathering of statistical evidence on the importance of the cultural sector in Europe;
to increase its contribution to the Lisbon strategy's goals through a more intensive use of the EU's programmes, fostering creativity, clustering technology and creation in joint platforms, promoting investment in cultural industries, and integrating the cultural dimension in international cooperation agreements between the EU and third countries;
structural reform via strengthened coordination of activities and policies impacting on the cultural and creative sector within the European Commission.
The study will feed into the Spring European Lisbon Summit in 2007.

This document will also be a key input in the forthcoming Communication on the role of Culture in Europe to be adopted next year

The concept is simple. Think about another common mix - a cake mix. All cakes contain eggs, milk, flour, and sugar. However, you can alter the final cake by altering the amounts of mix elements contained in it. So for a sweet cake add more sugar!
It is the same with the marketing mix. The offer you make to you customer can be altered by varying the mix elements. So for a high profile brand, increase the focus on promotion and desensitize the weight given to price. Another way to think about the marketing mix is to use the image of an artist's palette. The marketer mixes the prime colours (mix elements) in different quantities to deliver a particular final colour. Every hand painted picture is original in some way, as is every marketing mix. If you'd like to see the marketing mix applied to a real business - then take a look at our Ryanair marketing mix.

Some commentators will increase the marketing mix to the Five P's, to include people. Others will increase the mix to Seven P's, to include physical evidence(such as uniforms, facilities, or livery) and process (i.e. the whole customer experience e.g. a visit the Disney World). The term was coined by Neil H. Borden in his article The Concept of the Marketing Mix in 1965.
Price
There are many ways to price a product. Let's have a look at some of them and try to understand the best policy/strategy in various situations. More . . .
Place
Another element of Neil H.Borden's Marketing Mix is Place. Place is also known as channel, distribution, or intermediary. It is the mechanism through which goods and/or services are moved from the manufacturer/ service provider to the user or consumer. More . . .
Product
For many a product is simply the tangible, phsysical entity that they may be buying or selling. You buy a new car and that's the product - simple! Or maybe not. When you buy a car, is the product more complex than you first thought? The Three Levels of a Product . . . More . . .
The Product Life Cycle (PLC) is based upon the biological life cycle. For example, a seed is planted (introduction); it begins to sprout (growth); it shoots out leaves and puts down roots as it becomes an adult (maturity); after a long period as an adult the plant begins to shrink and die out (decline). More . . .
The Customer Life Cycle (CLC) has obvious similarities with the Product Life Cycle (PLC). However, CLC focuses upon the creation of and delivery of lifetime value to the customer i.e. looks at the products or services that customers NEED throughout their lives. More . . .
Promotion
Another one of the 4P's is promotion. This includes all of the tools available to the marketer for 'marketing communication'. As with Neil H.Borden's marketing mix, marketing communications has its own 'promotions mix.' Think of it like a cake mix, the basic ingredients are always the same. However if you vary the amounts of one of the ingredients, the final outcome is different. More . . .
Physical Evidence
Physical Evidence is the material part of a service. Strictly speaking there are no physical attributes to a service, so a consumer tends to rely on material cues. There are many examples of physical evidence, including some of the following: More . . .
People
People are the most important element of any service or experience. Services tend to be produced and consumed at the same moment, and aspects of the customer experience are altered to meet the 'individual needs' of the person consuming it. More . . .
Process
Process is another element of the extended marketing mix, or 7P's.There are a number of perceptions of the concept of process within the business and marketing literature. Some see processes as a means to achieve an outcome, for example - to achieve a 30% market share a company implements a marketing planning process. Another view is that marketing has a number of processes that integrate together to create an overall marketing process, for example - telemarketing and Internet marketing can be integrated. A further view is that marketing processes are used to control the marketing mix, i.e. processes that measure the achievement marketing objectives. All views are understandable, but not particularly customer focused.
For the purposes of the marketing mix, process is an element of service that sees the customer experiencing an organisation's offering. It's best viewed as something that your customer participates in at different points in time. Here are some examples to help your build a picture of marketing process, from the customer's point of view.
Going on a cruise - from the moment that you arrive at the dockside, you are greeted; your baggage is taken to your room. You have two weeks of services from restaurants and evening entertainment, to casinos and shopping. Finally, you arrive at your destination, and your baggage is delivered to you. This is a highly focused marketing process.

Booking a flight on the Internet - the process begins with you visiting an airline's website. You enter details of your flights and book them. Your ticket/booking reference arrive by e-mail or post. You catch your flight on time, and arrive refreshed at your destination. This is all part of the marketing process.
At each stage of the process, markets:
Deliver value through all elements of the marketing mix. Process, physical evidence and people enhance services.
Feedback can be taken and the mix can be altered.
Customers are retained, and other serves or products are extended and marked to them.
The process itself can be tailored to the needs of different individuals, experiencing a similar service at the same time.
Processes essentially have inputs, throughputs and outputs (or outcomes). Marketing adds value to each of the stages. Take a look at the lesson on value chain analysis to consider a series of processes at work.

Question 6:Outline the essentials of a basic marketing plan and their benefits to a cultural good/service

Everyone knows that creating a marketing plan is an important element to the overall success of a company or a new product introduction. But what exactly is a marketing plan and what elements should a comprehensive plan include? Here is an outline for a basic marketing plan for a publishing company.

Section I
Background

Discussion of the recent history of the company, its products and services, staffing etc. Writing this section gives you an historic look at where you've been and what initiatives have been established during the last few years. Some examples of major events would include the hiring of a sales staff, the establishment of a new distribution system, major increase in marketing budget, major new product introductions, newly established joint ventures, creation of company web site, etc.

Section II
Revenue History and Forecast

Chart showing revenues for past 5 years and 2 year projections into the future. Segment by market niche if possible. Add marketing expenditures, expenditures as a percentage of gross sales and pre-tax company profit. This section will give you a good understanding of your company's past performance as it relates to your marketing investments. This section should be as detailed as possible because as you work with the numbers, various strategies will be suggested for the future. An example of this would be the realization that sales to a particular market are growing at a faster rate than other markets and yet has received very little marketing investment. Therefore, a strategy might be to increase the marketing investment in this segment.

Section III
Strategic Issues

Discussion of current business environment, internal and external issues which are or could affect next year's business. This section covers important factors which place limits on the marketing plan or detail opportunities which should be exploited in the coming year -a major new product introduction, new competitor, industry consolidation or expansion, new distribution outlet, major change in industry pricing, etc.

Section IV
Competition

Detailed analysis of competitors including strengths and weaknesses. This section should include an overall competitive analysis : "How do you stack up" as well as complete profiles of your top 5 competitors. You should try to assess market share of your own company as well as the competition.

Section V
Pricing

Discussion of past pricing trends and next year's pricing strategies. This section should tie in with your analysis of the competition and the industry as a whole. You should also include your strategy for how you want to be viewed in the marketplace - "Low-Price Provider" vs. "High-Price/High-Quality" provider.

Section VI
Positioning Statement

Considering all the information above, describe the company's positioning for the next year. This positioning statement should be one sentence long. Something that can be used as a tag line on your advertising and promotion and something that your sales staff can say quickly and concisely. An example would be "XYZ Publishing Company: Calendars and Books for Outdoor Enthusiasts".

Section VII
Marketing Objectives

3-4 measurable overall objectives. Usually, it is impossible to accomplish more than three to four major objectives in a given year. It's important to keep your eye on the ball and these objectives should represent the key objectives for growing your business. They should be easily measurable on a monthly basis and you should have specific reports that measure each of these objectives. An example would be: Increase revenues by 10%.

Section VIII
Marketing Strategies

Discussion of the strategies you will use to achieve the above objectives. The difference between an objective and a strategy is that the objective states what you will do and a strategy states how you will do it. Using the example above, there are several strategies which could accomplish the objective of growing revenues by 10%: Increase the number of customers, increase the average dollar order, increase pricing, enter a new market, hire more sales people, increase the number of catalogs and mailings, etc. Your mission here is to choose the strategies which fit your company and your products.

Section IX
Marketing Budget

Chart showing past 3 years of marketing and sales expenditures plus your forecast for the coming year. This section should be broken out by specific marketing channel: catalogs, direct mail, publicity, exhibits, advertising, sales force, collateral materials, web site, etc. You should analyze results as well. How much business resulted from your investment in direct mail? Some channels will be easier to measure than others but you should try to attribute as much as possible to get a clear picture of how the allocation of your marketing resources affects the ultimate outcome.

Section X
Marketing Channels

Take each channel included above and write an overview of each channel, set objectives and strategies, be specific about how you will allocate the budget within this channel.

Section XI
Monthly Calendar and Expenses

Chart showing every activity and expense for every month with a total for the year.

Summary

Creating a written marketing plan is only the first step to improved sales. Once completed, this plan should be shared with the entire company so that everyone understands the strategies and why resources are being allocated the way they are. Everyone in the company should have some input into the plan and be involved in the measurement or execution of the plan.

But perhaps the most important reason to have a yearly, written marketing plan is that it becomes an important tool for improving your plan year after year. The essence of marketing is to do more of what works and less of what doesn't. Without having clearly established and measurable strategies, you will never learn from your successes and failures.

Question 9: Role of Copyright

This was pretty interesting...Its an article from WIPO. Its in pdf so....get your adobe and acrobat programs up and running. :-)
http://www.wipo.int/arab/en/meetings/2003/ip_tip/pdf/wipo_ip_tip_03_8.pdf