M3 – Dundee 2016 project

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Case study   —    Linz09

Mission – Linzers rediscover their own cultural.

Linz09’s mission was to make Linzers rediscover their own cultural identity. Ideally they would identify with the Culture Capital project and become highly motivated partners and hostesses and hosts.

The mission statement’s seven propositions may be summed up as follows:

1. Linz09 represents Austria on the European stage. This is why it must be open both to international artists and to visitors from across Europe.

2. The people involved in Linz’s cultural life are asked to redouble their efforts in 2009.

3. Linz09’s programme is to take into account the dimensions, issues and topics of cultural development in Europe to broaden Linz’s horizon.

4. It is of great importance not to lose sight of the characteristic features of Linz and the regions surrounding it: Linz in its present incarnation is a technology and knowledge based industrial city located in the heart of Europe, which takes culture and the culture industries equally serious.

5. In terms of thematic content the programme of Culture Capital Year will embrace the greatest possible degree of openness.

6. The programme must be given the chance to develop at its own pace, step by step, in a process open to suggestions of all kinds, against the background of a clearly perceptible framework that allows a great deal of manoeuvring room.

7. The City of Linz and the Province of Upper Austria have tackled intensely the National Socialist era over the past years, have come to terms with their part in this past and have accepted responsibility for it. In view of the significance of that period of history and of the role that Linz played in it, the Nazi era will be a thematic focus of the Culture Capital Year.

 

Vision create new international contacts and intensify

Aim/object –  THE GOALS OF LINZ09

In view of its core areas of activities and its Mission Statement, which consists of seven programming principles7, Linz09 defined the following goals for its operations:

  • Positioning Linz as a modern and dynamic city of industry and technology featuring an attractive cultural programme that enabled it to compete on its own terms with Austria’s traditional bastions of culture tourism, Salzburg and Vienna; strengthening its identity as Culture Capital;
  • Developing and promoting a programme that takes into consideration both the characteristics of Linz and its region and European and/or global dimensions;
  • Persuading Linz’s artistic scene to focus on competition, quality and international perspectives;
  • Creating the necessary preconditions for Linz to acquit itself well of its role as host of the European Capital of Culture; encouraging enthusiasm and a sense of motivation in all parts of the service industry, most notably but by no means exclusively in all branches of the hopitality, tourist and leisure industries;
  • Boosting the recognition factor and the public image of Linz both across and outside of Austria;
  • Boosting the pride that Linzers take in their city;
  • Boosting the numbers of day visits and overnight stays by offering a varied
  • programme of outstanding quality on 365 out of 365 days;
  • Creating networks and alliances on a number of different levels (artists; cultural
  • institutions; town and country; culture, tourism, business community, administration and politics)

Communication

Linz09’s communication targets may be summed up as follows:

  • Confronting the traditional image of Linz as a dull industrial city with the city’s new reality to establish the triad “Industry + Culture + Nature” as the signature feature unique to Linz
  • Positioning Linz on the tourist map as a city located between Salzburg and Vienna, which competes with these two representatives of Austria’s cliché identity on the strength of its unjaded virtues.
  • Spreading the word on Linz as Culture Capital and the programme of Linz09.
  • Making Linzers feel proud of their city: part of Linz09’s mission was to make Linzers rediscover their own cultural identity. Ideally they would identify with the Culture Capital project and become highly motivated partners and hostesses and hosts.

 

Aim – Linzers feel proud of their city

aimed to give Linzers a chance to rediscover their independent spirit and their self-confidence in order to make them look forward with pleasure to their role as hosts and hostesses and as co-performers on the stages of Linz09.

 

Strategy

1) city’s profile/ Unique selling proposition – industry + culture + nature,

The stable relationship between industry, culture and nature,

resulted in a sharpening of the city’s profile, which became noticeable in turn in the sudden rise in interest on the part of the international press and of travel journalists from mid-2008 onward.

2)it was hoped, would provide the momentum necessary to enable Linz’s youthful image to trigger a relaunch of Linz as a brand.

3)Programme – Units Music, Performing Arts and Project

The Projects unit comprised all projects outside Music and Performing Arts and included the classic genres Visual Arts, Media, Literature, Urban Neighbourhood Projects, and all kinds of projects in the areas of Migration, Gender Issues, Contemporary History, Education, Science, etc.

 

 

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