Arts & BusinessChanging cultural, arts and

business relationships

Our mission

• A&B is the world’s most successful and widespread creative network. We help business people to support the arts and the arts to inspire business people because good business and great art together crate a richer society

Growth1976 ABSA Founded by Lord Goodman

50 Business MembersBusiness support for the arts at about £600,000

1984 Pairing Scheme launched (as BSIS) 160 Business MembersBusiness support for the arts at about £5,000,000

1988 Placement Scheme launched1995 NatWest Board Bank launched1997 Creative Forum launched

1999 ABSA changes name to Arts & Business330 Business Members

2000 Arts & Business New Partners launchedBusiness support for the arts at £150,000,000

UK Business Investment in Arts

£0.6

£79.8

£95.6

£115.1

£141.2

£150.4

0 20 40 60 80 100 120 140 160

1976

1995/96

1996/97

1997/98

1998/99

1999/00

£ million

Source: A&B Business Investment in the Arts, 1999/2000

The Traditional Approach...

Arts Arguments Business Arguments

It’s beautiful… Business Sector

It’s at risk… Marketing

It’s yours Chairman’s Office

Challenges

• More Art

• More competition

• New generation of CEO’s

• Rise of Shareholder value

• Sponsorship science

• Cultural instrumentalism

• Content & Creativity

Not one argument, but several...

• A. Create distinctive/special arts & heritage sponsorships

• B. Make arts & heritage relevant to Corporate Social Responsibility

• C. Identify their contribution to business creativity and creative industry

• D. Engage business philanthropists

• E. State their role in building civil society

Create distinctive/special arts & heritage sponsorships

• Self designed projects (Barclay’s)• Target Niche Audiences (Ernst & Young)• Branding and image (Selfridges)

• Complexity and integration (Regus office)

Relevance to Corporate Social Responsibility

• Shift in business interest

• Growth in social role of the arts

• Green paper COM(2001)366 final

Relevant to Corporate Social Responsibility

• The arts strengthen the case for business-led CSR in 5 ways:

• Job creation

• Staff motivation, skills and awareness

• Social cohesion (health, crime, liveability)

• Community relations

• Education

CSRSocial Inclusion

Environment

Drug Abuse Homelessness

Regeneration

CSR & community issuesHow does it fit with the arts?

arts

CSREnvironment

Drug Abuse Homelessness

Regeneration

CSR & community issuesHow does it fit with the arts?

Social InclusionArts

Character Impact

• Creative capacity of the Individual

• Values and beliefs

• Teamwork

• Quality and excellence

• the whole person

• difference and diversity

• fun and engaging (creative energy and ideas)

• positive

A contribution to creativity

• Rise of creative industries

• Perception shift in the role of the arts

• New opportunity for artists

• R&D for the creative sector

“We’re moving beyond preoccupation with the physical

and financial to a concern for the purely human: imagination,

inspiration, ingenuity and initiative - in a word, creativity”

John Kao, Harvard Business School

Engage business philanthropists

“Steve & Michel Kirsch”• Because they see themselves as people who are

proactive • Because they want to make a difference • Because they learn a lot about new subjects and

issues and meet a lot of interesting people • Because there are people who can make more

productive use of the money • Because we get a high level of control over where

the money goes

Philanthropic environment

• Tax

• Training

• Psychology of giving

• Badges and networks of recognition

• Non-metropolitan & Medium sized arts

The arts

build North Tyneside studios

bond Visby Wall

bridge Paribas

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