France/ 6. Financing of culture
6.3 Trends and indicators for private cultural financing
The NGO ADMICAL Carrefour du mécénat d'entreprise, founded in 1979, releases a survey on corporate sponsorship in France every two years. The key points of the 2012 survey are:
- 31% of firms with more than 20 employees donate sponsorship, which represents around 40 000 firms in France, compared to 27%, that is 35 000 firms, in 2010;
- the global budget of corporate sponsorship is becoming stable: 1.9 billion EUR; and
- small and medium-sized firms are particularly involved:
- firms with 20 to 99 employees are the most involved: 32% are sponsors, as opposed to 27% for the other firms;
- the small and medium-sized firms represent 93% of sponsors (compared to 85% in 2010) and 47% of the total budget of corporate sponsorship (compared to 37% in 2010).
- firms practice sponsorship mainly to contribute to general interest (57%) and build their image (31%);
- firms favour social matters, culture and sport:
- sport is the domain with the most actions but this represents only 6% of the corporate sponsorship budget, as opposed to 19% in 2010;
- social matters represent the major part of the budget (43%) and 36% of the firms invest in this area;
- the budget for culture is increasing, from 19% of the total budget total in 2010 (around 380 million EUR) to 26% in 2012 (around 494 million EUR). 24% of the firms invest in culture.
- the trend for proximity corporate sponsorship is confirmed: 83% of the firms act at local level (against 79% in 2010).
Concerning cultural corporate sponsorship, some trends can be stressed:
- the actions targeting audiences are the most important (diffusion 47%, publicity 34%) compared to the support of creation (31%);
- music is the cultural domain that firms sponsor the most (39%), followed by museums / exhibitions, and performing arts, which have the same proportion (19%); and
- firms that engage in cultural corporate sponsorship do so first to reinforce their identity and differentiate (35%), and secondly to contribute to the attractiveness of the territory where they are located (26%). The third motivation is the link to the personal inclination of the leader of the firm or to the history of the firm (26%).
Chapter published: 25-07-2013