Business Model Innovation by nourhan

O u t l ine I. II. III.

cARTe BL AN C HE S TR ATEGI C RE PORT MDes Strategic Foresight and Innovation | Angith Mohanarajan - Jennifer McDougall - Nourhan Hegazy

How might you benefit from more public art in your city? “Moments of shared spectacle are good. A place for visual language, free of explicit corporate interest, is good. Getting into the habit of exploring, examining, and admiring our city’s built environment is good.”

ABO UT T HE AUT HOR S ANGITH MOHANARAJAN Angith has been playing the role of a student and a teacher in the world of arts. His creativity and love for the arts is evident in all his work. His desire of creating experiences has allowed him to continuously strive for a greater understanding of the relationship between arts and the impact it has on individual well-being.

JENNIFER MCDOUGALL Jennifer has an insatiable appetite for learning and a playful curiosity. Striving to think different in a complex world, she has a background in both design thinking and business administration. By combining the realities of business with the creative capacity of design, Jennifer aspires to contribute to finding new ways that may be more apt for the challenges of our time.

NOURHAN HEGAZY Juggling between design, leadership and social contexts, Nourhan has a background in both design and facilitation. Driven by curiosity and enthusiasm, she aspires to apply her love for the creative process to social and service challenges.

This integrated report is a product of the Business Model Innovation and Leading Innovation course which is part of the Master of Design in Strategic Foresight and Innovation Program at OCAD University. Working collaboratively in small groups of diverse teams, students applied their learning from the two courses to solve business challenges of select real client organizations.

ACKNOWLEDGEMENTS Client Organization Jordi Gold Sipo Maphangoh cARTe Blanche OCAD U Faculty Dr. Nabil Harfoush Business Model Innovation Dr Alia Weston Leading Innovation Director of the Strategic Foresight and Innovation Lab Lenore Richards

Design and Layout Nourhan K. Hegazy

The aim of our strategic report is to generate value for our client organization, cARTe Blanche, through the provision of a practical guide for strategy formulation and implementation. The resulting recommendations are based on a comprehensive needs assessment of the organization to ensure the project is defensible, fundable and that its impacts are measurable. Our goal is to provide our client with a strategic plan for the future sustainability of cARTe Blanche. Image Credit: Nourhan K. Hegazy

O U TL I N E Par t I -S t rat e g i c A nal y s i s 8 O ver v i e w 1 0 Va l u e Pro p o si ti o n 1 2 S ta keh o l d er s 1 4 Th e Cu r ren t En v i ro n men t 1 6 Cr i ti ca l Un cer ta i n ti es 1 8 S cen a r i o s 2 0 B u si n ess M o d el Exp l o ra ti o n 2 4 A rea s f o r I mp a c t 2 8 Par t I I - Ac t i on Pl an 3 0 Pro p o sed S tra teg i es 3 2 W h o M a y Lea d ? 3 4 Ac ti o n Pl a n 3 6 Ac ti o n Pl a n I : Vi a b i l i t y 3 8 Ac ti o n Pl a n I I : Fea si b i l i t y 4 2 Ac ti o n Pl a n I I I : D esi r i b i l i t y 4 6 Co n c l u si o n 5 0 Re f e re nc e s 5 2 A ppe ndi x 5 4

“It would provide a platform for artists themselves to showcase their work to a wider & more varied audience, & continue the dialogue of what is “acceptable” as street art & just for sheer beauty! Aesthetics matter, art makes us more human.”

Image Credit: Nourhan K. Hegazy

PA RT I : S TR ATE G I C A NA LYS I S

In this section we include a situational analysis that considers the internal strengths and weaknesses and external opportunities and threats of our client organization, cARTe Blanche. The situational analysis provides a useful framework for determining possible future scenarios for strategic value creation, assessing the companyâ&#x20AC;&#x2122;s current capabilities and provides advantages for deriving business model innovations for future sustainability. The internal and external conditions are many and varied depending on the organization.The achievement of synergy in this process derives competitive advantage. 9

c ARTe BL ANC HE OVE RVIEW

OVERVIEW cARTe Blanche is currently in the process of securing funding for their new venture and identifying opportunities for the future sustainability of their non-profit organization that operates within the Arts & Culture sector of Toronto. It’s two co-founders, Jordy Gold and Sipo Maphangoh are part of CivicAction’s Emerging Leaders Network and DiverseCity Fellows. As participating members of 2015 CivicAction Summit, Jordy and Sipo identified an opportunity to leverage the resources invested into public art events like Nuit Blanche, one of the largest in the world, by saving the most exciting art that is created and becoming public art matchmakers. Their project has recently gained traction with City Officials including Mayor John Tory, the former Chair of CivicAction, who loved the idea and 10

Claire Hopkinson, the CEO of the Toronto Arts Foundation, who highly encouraged applying for the next round of grants. cARTe Blanche has also been selected by the OCAD University Strategic Foresight and Innovation Program to further develop and innovate on the project’s business model. In recognizing the increasingly important role public spaces play in people’s lives and the short lifespan of public installations at events, cARTe Blanche aims to engage and empower Torontonians to vote on their favourite pieces of art, find more permanent homes for these pieces of art, and create an exciting ongoing collection of public art throughout the city.

CURRENT CAPACITY MAJOR OFFERINGS: PRODUCTS 1) Platform for Public Engagement & Voting 2) Art Installations for Reproduction

SERVICE Coordination for Matchmaking Artists and Venues

cARTe Blancheâ&#x20AC;&#x2122;s core team is made up of its two cofounders. For the core team, time is very valuable and with full time jobs, both are expected to wear multiple hats to cover the day to day development of the project while meeting with various city officials and venues, identifying potential funding sources and exploring various long term strategies.

CHALLENGES cARTe Blanche is currently exploring different funding options, such as grant writing, that can help them develop their concept and become self-sufficient. They are also in the process of gaining the approval of the City of Toronto to participate in city-organized art and culture events. 11

T HE EVOLUTI O N O F VA LU E PRO PO SIT IO N S F OR P UBL IC A RT

Argument and Rationale

Relationship with government

Need

Contribution

Authorizers

Allies

Special Interest

Public Interest

Reporting to

Aligning with

Relationship of artists and public

Beneficiary Artists

Image Credit: Nourhan K. Hegazy

Public

Artists as separate

Artists as citizens

Source: CPAF, 2014

cARTe BL AN C H E CORE VALUES

Regeneration & Accessibility of Public Art

Public Engagement in Selection of Public Art

Replicability of Model for Other Cities

Local Communities

Art Organizations Boards

General Donors

Government General Public

Artists

Venues

Press/ Media Corporate Sponsors

Public Art Events

Visitors/ Tourists

KE Y S TA KEHOL D ER S EXTERNAL STAKEHOLDERS Government (Financiers) Corporate Sponsors (Financiers) General Donors (Financiers) Local Communities (Financiers) Visitors/Tourists (Audiences) Press/Media (Audiences) CONNECTED STAKEHOLDERS Venues (Suppliers/Financiers) General Public (Voters/Customers) Public Art Events (Customers) Art Organizations/Boards (Financiers) INTERNAL STAKEHOLDERS Artists (Suppliers/Distributors)

DRIVERS Value Propositions of Public Arts Urbanization Internet of Things Public Art Regulations Urban Development Civic Engagement

Image Credit: Nourhan K. Hegazy

THE CURRENT ENVIRONMENT

TREND ANALYSIS

Art & Culture

Emotional Cityness

NGO & Corporate

[S] Social

Inclusive Design

Bottom Up Urban Engagement

[T] Technological

Participatory Urbanism

Digital Experience Delivery

[Ec] Economic

Community-Led Development

Corporate Sponsorship Unrestricted Self and Local Financing

[En] Environmental

Infrastructure of Waste

Environmental Justice

[P] Poliitical

[V] Values

Public-Private Partnership

Neighbourhood Loyalty

Funding of Public Art

Accessibility Design

Transparent Governance Practises

Share Culture Values-Based Organizations

For more details refer to Appendix I on page 54-55.

What is STEEP V? Trends are patterns of change that indicate significant, directional shifts across the spectrum of lived experience and observation. In practicing Strategic Foresight we encourage breadth by scanning across Social, Technological, Economic, Ecological, Political, and Values (or STEEPV) spectra. Trends have potential for growth and significant long term impact (OCAD U, 2015).

cARTe BLANCHE’S CRITICAL UNCERTAINTIES

WHAT ARE CRITICAL UNCERTAINTIES? What are critical uncertainties? In order to study the future we must develop methods to anticipate and map unexpected, divergent future possibilities. And so scenario planners have developed the concept of critical uncertainties: areas of change that are seen as having critical importance to the question at hand — in our case, the future of cARTe Blanche — and, at the same time, are highly uncertain events (OCAD U, 2015).

FUNDING Startups operate in an environment dominated by uncertainty, where funding is always a challenge. For NGOs there are two classifications that illustrate how an organization’s funding sources fall into different categories according to the level of restriction applied to the funds and their level of continuity. CURATION Curation, in this sense, is the selection, preservation, collection and archiving of the art installations or assets. Curation establishes, maintains and adds value to the business model for present and future use.

FUNDING

CURATION

What are the possible sources

What are the possible sources for

for raising finance?

art installations?

Restricted Funds that come into the NGO with terms and conditions about what the funds may or may not be used for (i.e. grants and donors) Unrestricted Funds that come into the NGO without any restriction on how they are used (i.e. membership fees, fundraising and general donations)

Event Driven Art Installations are curated from public art events, such as Nuit Blanche

Community Driven Art Installations are curated from general public submissions

A LOOK INTO POSSIBLE FUTURE(S) FOR VALUE CREATION

WHAT ARE SCENARIOS?

NUIT B-LAUNCH

CARTE B-LAUNCH

In Strategic Foresight, Scenarios are collaboratively developed, narrative accounts of possible future situations. Scenarios do not constitute strategic planning but precede and inform it, by describing potential environments in which firms, organizations and individuals will operate. Scenarios explore and amplify selected Signals, Trends and Drivers in the emerging STEEPV landscape. Scenarios do not represent â&#x20AC;&#x153;predictionsâ&#x20AC;? but rather possibilities that may come to pass (OCAD U, 2020).

In this scenario, curation is event driven through a partnership with Nuit Blanche and the business model relies on restricted sources of funding such as corporate sponsorship (i.e. Scotiabank).

In this scenario, curation is event driven through other Arts & Culture events in the city and the business model relies more on unrestricted funding sources such as general donations or fees for services.

CLOSE CALL

OPEN CALL

In this scenario, curation is community driven through public submissions and the business model relies on restricted sources of funding such as title sponsors or donors.

In this scenario, curation is community driven through public submissions and the business model relies on unrestricted funding sources such as fundraising, membership or subscription fees.

EVEN T DRIVEN

NUI T B-L AUNC H CF

UN RES TRIC TED

RES TRIC TED

CLOS E C A L L

C UR AT ION

FUN DIN G

LEGEND L -Low M -Medium H -High

cARTe B-L AUNC H

OPEN C ALL

FP - Financial Performance RP - Risk Performance

CF- Cultural Fit SF- Strategic Fit

COMMUN IT Y D RI V EN 21

SWOT ANALYSIS FOR cARTe B-LAUNCH SCENARIO cARTe B-LAUNCH STRENGTH

WEAKNESSES

•

Focused value creation

•

High initial investment

•

Diversified revenue streams

•

Reprioritization of goals & objectives

•

Long term financial sustainability

OPPORTUNITIES

•

Leverages existing network of public art events

•

Validation of the replicability of model for other cities

THREATS

•

Threat of new entrants

EVEN T DRIVEN

NUI T B-L AUNC H CF

UN RES TRIC TED

RES TRIC TED

CLOS E C A L L

C UR AT ION

FUN DIN G

LEGEND L -Low M -Medium H -High

cARTe B-L AUNC H

OPEN C ALL

FP - Financial Performance RP - Risk Performance

CF- Cultural Fit SF- Strategic Fit

COMMUN IT Y D RI V EN 23

BU S I N E S S MODEL EXP LO R ATI O N

What is the Business Model Canvas? The Business Model Canvas is a tool, preformatted with nine blocks, that allows you to paint pictures of new or existing business models describing the rationale for how an organization creates, delivers and captures value (Osterwalder & Yves Pigneur, 2010).

A Multi-Sided Business Model Platform brings together two or more distinct but interdependent groups of customers. The platform is of value to one group only if the other groups of customers are also present. The platform grows in value to the extent that it attracts more users, a phenomenon known as the network effect (Osterwalder & Yves Pigneur, 2010).

tion of their installation. By engaging the public in the selection of the art installations, the public feels more connected to their community, delivering value to venues that provide the space for its reproduction. The model captures value by partnering with Nuit Blanche, one of the largest public art events in the world. By leveraging the event’s established network of artists and attendees and its current affiliation with the City of Toronto and Scotiabank, cARTe Blanche offers an extension of Nuit Blanche’s current value offerings. The model also captures value by charging participating venues for in-kind services such as the security, insurance and maintenance of the installation as well as paying the artist recommended rates for the use of their artwork (CARFAC, 2015).

The Current Business Model

The Recommended Business Model

cARTe Blanche’s current business model is a multi-sided platform that creates value by facilitating interactions between Nuit Blanche artists, Nuit Blanche attendees and Venues.

The recommended business model creates value by facilitating interactions between Artists, Venues and the General Public.

What is a Multi-Sided Platform Business Model?

The model delivers value to Nuit Blanche by engaging its attendees in the selection of the event’s best art installations through public voting and by matchmaking its artists to venues for a more permanent reproduc-

The new model delivers value to the public by engaging them in the selection of the city’s top art installations, curated from various art & culture events, through public voting and by matchmaking the city’s artists to local venues for a more permanent reproduction of their installation. This model

delivers value to different venue types by making public art more accessible and purchasable for private consumption and by engaging the public in the selection of public art for more public consumption. The model captures value by adding new customer segments who display a need for the current offerings and by charging service fees according to the offering’s worth to the different customers or in this case, venue types. For example, corporations might purchase art installations directly for reproduction in their space whereas a privately owned public space might desire the public selection of the installation and therefore pay in-kind for its reproduction in their space. This model also captures value through the monetization of the “network effect,” benefiting from more general donations as opposed to corporate donations, although it might also be extended to include corporate sponsorship (i.e. donors) in the reproduction of its publically-supported art installations. The new model also ensures the payment of recommended rates to artists for their work (CARFAC 2015). Refer to Appendix for allternative business model explored (page 57)

UN RE S TRICTE D

C ARTE BL AUNC H

FUNDING

CURATION

RE S TRICTE D

c ARTe BL ANC HE TODAY

EVENT DRIVEN

NUIT BL AUNC H

C LOSE C AL L

OPEN C AL L

CO M M U N I T Y D R I V E N

““cARTe Blanche is a multi-sided platform in partnership with the City of Toronto’s Nuit Blanche event that engages attendees in selecting the event’s top art installations for reproduction in a public space”

KP Nuit Blanche + Scotiabank

Platform management + maintenance

Customer relationship management

KR Web Platform Web Developer Web Designer Project Manager

Platform

Platform for public engagement

Community

Beautify the City

Contribution to Community

Nuit Blanche

Scotia Bank

C Online: Web Platform Offline: Event

Venues: privately owned public spaces

LEGEND Public

In kind (Network)

Platform Maintenance fees

Grants + partnerships

Salaries

Annual giving

*Refer to Startup Budget

In kind (insurance+security+maintenance) In kind (promotion)

Business Model Canvas showcasing cARTe Blanche’s current Business Model.

City of Toronto

Brand Recognition & Exposure Public engagement in selection of art installations

KP Key Par tners KA Key Ac tivities KR Key Resources VP Value Proposition CR Customer Relations CH Channels CO Costs CS Customer S egment R$ Revenue Stream

UN RE S TRICTE D

C ARTE BL AUNC H

FUNDING

C LOSE C AL L

CURATION

RE S TRICTE D

cARTe BL AN C H E TOM OR ROW

EVENT DRIVEN

NUIT BL AUNC H

OPEN C AL L

CO M M U N I T Y D R I V E N

“cARTe Blanche is a multi-sided platform and matchmaker for artists and venues that engages the public in selecting the top curated art installations in the city for reproduction in a shared public space.”

KP Local Community

Platform management + maintenance

Customer relationship management

KR Web Platform Web Developer Web Designer Project Manager

Platform

Platform for public engagement Brand Recognition & Exposure

Community

Contribution to Community

Community art + culture events Donors

Venue Owners 3a) Ease of purchasing art installations 3b) Access to popular art installations 3c) Public engagement in selection of art installations

Venue owners

C Online: Web Platform Offline: Event

3a) Large corporations 3b) Art galleries/museums 3c) Privately owned public spaces

LEGEND Public

Licensing fees for voting platform

Platform Maintenance fees

Annual giving per installation

Salaries

3a) Service fee from sales 3b) Service fee for matchmaking 3c) In-Kind (insurance+security+maintenance)

*Refer to Startup Budget

Business Model Canvas showcasing cARTe Blanche’s recommended Business Model.

(4) General donations

KP Key Par tners KA Key Ac tivities KR Key Resources VP Value Proposition CR Customer Relations CH Channels CO Costs CS Customer S egment R$ Revenue Stream 27

“Public art equals free education! Free education is a wonderful thing.”

Image Credit: Nourhan K. Hegazy

AREAS F OR IMPAC T

Community & Culture

Social

Economic

Democratic

City dwellers enjoy public art; they are captivated, enlightened and engaged by interactions with public art

Publically-funded or supported public art gives meaning to peopleâ&#x20AC;&#x2122;s lives, connects them with others and improves their quality of life

Public art has more than just aesthetic appeal, it can generate income for developers, venues and local government

Publically-funded or supported public art promotes citizenship, social inclusion and civic engagement

“Platforms for civic input, community/neighbourhood self-identity, co-design of public space can create feelings of co-ownership and shared responsibility for that community’s wellbeing”

Image Credit: Nourhan K. Hegazy

PA RT I I : AC T I O N PLAN P RO P O SA L

In this section we used the information gained from the internal and external analysis to develop tactics cARTe Blanche may use to achieve strategic objectives. By clearly defining goals and objectives, creating action plans and a budget for implementation we can increase our clientâ&#x20AC;&#x2122;s chance of success for future sustainability. The strategic objectives should reflect a shared vision amongst the project team. 31

HOW MIGHT c ARTe BL ANC HE LEAD? C HANGE? I N NOVAT E?

V I A BIL IT Y

FE ASI BI LI T Y

DESIR ABILIT Y

Focus on Platform Development

Long Term Unrestricted Funding

Customer Intimacy Strategy

OPPORTUNITIES FOR INNOVATION

Develop a defensible social innovation by designing a web application or platform for stakeholder engagement that combines multiple types of innovations (Doblin, 2014).

OPPORTUNITIES FOR CHANGE

Build unrestricted revenue streams into platform development and generate income through own efforts to ensure long term financial sustainability.

OPPORTUNITIES FOR LEADERSHIP

Develop a customer intimacy strategy and system to lead a social process between Artists, Venues and Public, with minimal intervention. 33

PREREQUISITES FOR SUCCESS

Time

Money

20-30 hours per week for up to 6 months or more

$15,000-$30,000 initial investment for platform development and project implementation. (Refer to Page 42-43)

Core Competency

Considerable experience or knowledge of art & culture sector in Toronto

WHO MAY LEAD cARTe BLANCHE TO FUTURE SUCCESS? Option I: Do It Yourself (DIY) Cofounders invest additional time and resources to platform development and

Option II: Hire Project Manager Project manager responsible for the planning, development and implementation of the project, under the guidance of the cofounders. (Refer to Appendix , Page 58)

RECOMMENDED

project implementation.

Option III: Corporate Sponsor Corporation provides the initial investment and leverages their existing resources to develop the platform and implement the project. (Refer to Appendix , page 59)

Option IV: City of Toronto The City provides the investment for all reproductions of public art installations and builds a platform for voting to their existing website. (Refer to Appendix , page 59)

TH E ACT IO N P L AN Strategies

Tasks

1a. Initial Platform Designs, Wireframes & Branding 1b. Web Content Curation Goal 1 - Focus on platform development 1c. Initial System Designs, Coding, Algorithm & Data Administration 1d . Beta Launch 2a. Secure Start-up Capital 2b. Identify Unrestricted Revenue Streams Goal 2 - Long term Unrestricted Funding 2c. Develop Plan for Reinvestment of Unrestricted Funds Generated 2d. Pilot Launch 3a. Strategy Development 3b. Co-create reproduction criteria with venues Goal 3 - Customer Intimacy Strategy 3c. Strategy Implementation 3d. Strategy iteration 36

Time Horizon

The following action plan represents the sequence of steps that might be taken, or activities that could be performed for the strategy to succeed. This plan includes strategies, specific tasks and time horizons.

I . DE VE LOP P L AT F OR M

Step1 Initial platform designs, wireframes & branding Step 2 Web content curation

V I A BI L I T Y Focus on Platform Development

Step 3 Initial system designs, coding, algorithm and data administration

Resources: *Startup capital *Human capital *Time

Step 4 UI/UX testing of minimum viable product (beta launch)

Responsibilities: *Web designer *Web developer *Project manager

Develop a defensible social innovation by designing a web application or platform for stakeholder engagement that combines multiple types of innovations (Doblin, 2014).

To create a defensible social innovation, cARTe Blanche might focus its efforts in the near term on the development of a platform for public engagement and developing relationships with early adopters or users through a pilot beta launch. Upon completion of this expected outcome or goal cARTe blanche will have proof of concept of a working model for matchmaking artists and venues, enabling them to more successfully approach funders and other arts and culture events within the city.

cARTe BLANCHE search

This resources has been created by Tomek Tuz: https://creativemarket.com/

M U LT I- S IDED PL AT F OR M MAP VENUES

Create Profile

Set Criteria

Submit Art

Select Art

Vote on Art Vote on Art

ARTIS T S

Vote on Art

Share Art

Purchase

PUBLIC

SA MP L E WI REFR AM ES (Saatchiart, 2015)

( Tombokka, 2015)

I I . I DE NT IF Y UN R ES T R IC T ED F U N D I N G

Step1 Secure startup capital for minimum viable product development Step 2 Identify unrestricted revenue streams through platform design and development Step 3 Develop plan for reinvestment of unrestricted funds generated Step 4 Pilot launch

F E A S I BI L I T Y Long Term Unrestricted Funding

Resources: *Tools *Human capital *Time Responsibilities: *Cofounders *Project manager

Build unrestricted revenue streams into platform development and generate income through own efforts to ensure long term financial sustainability.

To develop unrestricted funding sources, cARTe Blanche might focus its efforts in the near term on securing restricted start up capital for platform development and pilot launch as well as identity possible unrestricted revenue sources for further platform maintenance and development. Upon completion of this expected outcome or goal cARTe Blanche will be able to reduce reliance on more restricted funding sources over time by generating income from its own efforts, ensuring the long term financial sustainability of its model.

http://ethanolfacts.com/wp-content/uploads/2012/11/economy.jpg

STARTUP CAPITAL BUDGET $30,000

Item

Cost

Item

Cost

Contract Programmer $50 per hour for 125 hours

$6250

Contract Programmer $50 per hour for 250 hours

$12500

Contract Graphic Designer $55 an hour for 25 hours

$1375

Contract Graphic Designer $55 an hour for 50 hours

$2750

Continued Website Maintenance for 3 years

$1500

Continued Website Maintenance for 3 years

$1500

Staff Manager/Administrator at $20.00 per hour for 25 hours per month for 6 months

$3000

Branding/Identity Development

$900 $4200

Website Domain Name 3 years

$30

Staff Manager/Administrator at $20.00 per hour for 35 hours per month for 6 months Website Domain Name 3 years

$30

Website Hosting for 3 years

$300

Website Hosting for 3 years

$300

Stock Images + Graphics

$150

Stock Images + Graphics

$150

Marketing and Dissemination

$1000

Rent (hot desk) at Centre for Social Innovation for 6 months

$1600

Legal 2 hours at $300 per hour for Intellectual Property Lawyer

$600

Pilot Launch (Beta + Testing)

$600

Conference, Seminar and Workshop Attendance to Support Marketing

$500

Pilot Launch

$1500

Marketing and Dissemination for 3 years

$2250

Office Supplies

$295

$600

Total Minimum Viable Product Development

$15,000

Legal 2 hours at $300 per hour for Intellectual Property Lawyer Conference, Seminar and Workshop Attendance to Support Marketing

$670

Office Supplies

$450

Total Minimum Viable Product Development + Pilot

$30,000

Minimum Viable Product Development + Pilot Launch

Minimum Viable Product Development

BU D G E T $ 15 ,0 00

COST STRUCTURE I C A R FAC A RT I S T F E E (VAR I ABLE) Description

Temporary exhibition, up to 3 months

Permanent exhibition, up to 5 years

Fee per work

Reproduction of an original work, and not the original work, is exhibited

$160

$302

Licensing fees

Licenses with fees totaling more than $2000

$200

Total Artist Fee (Fixed)

$360

$502

C ARFAC, 2015

COST STRUCTURE II C A R FAC A RT I S T F E E (VAR I ABLE) Description

Fees per day

Presentation or Consultation

Speaking or teaching about the artistâ&#x20AC;&#x2122;s work, leading workshops or tours, speaking to school groups, etc.

$495

Installation

Giving advice, input or opinions that might be associated with project development, exhibitions, or commissions concerning the artistâ&#x20AC;&#x2122;s own production

$418

Preparation

Correspondence, preparing plans or reproductions, writing statements, proofreading, overseeing packing and shipping arrangements etc.

$383

Time and other requirements such as materials or travel

------

Professional fees

Total Artist Fee (Variable)

$1296 per day

C ARFAC, 2015 45

I I I. DEVELOP C U S TO M E R INT IMACY S T R AT EGY

Step1 Co-create reproduction criteria with venues Step 2 Strategy development Step 3 Strategy implementation Step 4 Strategy iteration

D E S I R A BI L I T Y Customer Intimacy Strategy

Resources: *Time Responsibilities *Cofounders *Project Manager

Develop a customer intimacy strategy and system to lead a social process between Artists, Venues and Public, with minimal intervention.

VENU ES

EVENT S

A RT IS T S S H ARED VALU E

To develop a customer intimacy strategy, cARTe Blanche might focus its efforts on strategy development and implement the associated strategic plans into the design and development of the platform. Upon completion of this expected outcome or goal cARTe Blanche will be able to reduce both the time and human capital required to manage the project while still meeting the needs of its key stakeholders.

PU BLIC

CUSTOMER JOURNEY CANVAS During

Before

Artist: submit art proposal to platform

Venues are approached to sign up to platform to access art

Venue: make request for art or set criteria for art to be voted on.

VENUES

A R TI STS

Artists discover platform to share art through events

P UBL IC

Public engages with platform through events

E VENTS

Partner with events to access network and engage public

Artist confirms to match with venue

After

Artist with most public votes wins

Public vote for their favorite installation at events

Artist reproduces and installs artwork in venue

Artists gains recognition, compensation and shares platform with artists

Venue hosts events with artists to showcase art

Venue gains semi-permanent art, more traffic and reengages with platform

Public: interact with art in venue

Community co-creates publuc art experience, and share with platform network

Events gain marketing and public exposure

V I A BI L I T Y

DE SI R I BI LIT Y

Focus on Platform Development

Customer Intimacy Strategy

F E A SA BI L I T Y Longterm Unrestricted Funding

Image Credit: Nourhan K. Hegazy

CONC LUSION This report introduced the value and perception of public art and the valuable opportunity for cARTe Blanche to be public art matchmakers between artists, venues, events and the public. Reviewing different trends and drivers cARTe Blanche faces two critical uncertainties, funding and curation, that challenges its value offerings yet provides an opportunity to explore different business models and associated actions to succeed. Given the complexity of this initiative, it is recommended that the proposed business model and actions are acknowledged as co-dependent processes that help with the future sustainability of cARTe Blanche. 51

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IMAGE CREDITS Money: http://ethanolfacts.com/wp-content/ uploads/2012/11/economy.jpg Iphone Mockup: Graphic Burger Licence / This resources has been created by Tomek Tuz: https:// creativemarket.com/ Other: Nourhan K. Hegazy

ICON CREDITS Artists: Created by James Fenton from the noun project Public: Created by Dmitry Baranovskiy from the noun project Venue: Created by Jens Tärning from the noun project Event: Created by Tommy Lau from the noun project Heart: Created by Shmidt Sergey from the noun project

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“I think it just creates a better mental frame of mind to see beauty around the city, especially in concrete-laden cities that don’t have much green space”

O u t l ine I. II. III.