2005-09-15
Survey: Mecenat Activities in Japan
Kigyo Mecenat Kyogikai (KMK: Association for Corporate Support of the Arts) has been working to grasp the trends and understand the situations of Mecenat in Japan. KMK has conducted a survey research of Japanese corporations. This survey research is conducted annually, and the questionnaires are diestibuted into over 4000 compamies which is located in Japan...
The companies incudes all listed companies, top 300 of non-listed companies and member companies of KMK.
According to the survey, 392 out of 619 companies that responded to the survey conducted a total of 2,560 mecenat activities in fiscal 2002 (April 1, 2002 - March 31, 2003), or an average of 6.5 activities per company. The survey results indicate that mecenat activities were conducted at almost the same level as in the past. Amidst the severity of Japan's economic environment, companies are steadily continuing to conduct mecenat activities, while building better mecenat management structures as they strive to achieve local community development and enhanced corporate value.
This fiscal year, KMK has designated "mecenat activity evaluation," an issue regarded with strong interest by companies, as a theme of the questionnaire for current topics. Asked about the status of their evaluation measures, 280 companies (71.4%) carrying out mecenat activities responded that they evaluate their activities in some way. Evaluators were the "department in charge" at 204 companies (61.1%), and the "director in charge and/or top management" at 161 companies (48.2%). Furthermore, the criteria for evaluating mecenat activities was the "social meaning of programs" at 208 companies (74.3%), and the "effectiveness of programs in achieving goals" at 122 companies (43.6%).
In addition, detailed analysis of further research on several companies with evaluation systems found that evaluations were implemented for the following purposes: "improving programs," "selecting programs and/or partners," "checking degree of objective achievement," "acquiring objective grounds to activities," "ensuring accountability," etc. Aside from the persons in charge, evaluators included activity partners and service receivers (visitors/participants). Among the evaluation methods used were "point or grade rankings for each evaluation criteria"and "questionnaires." Furthermore, while there were many cases where mecenat activities were evaluated under the same system used to measure other social contributions, there was also a company that has established original mecenat evaluation criteria that reflect respect for the diversified values present in the arts.
Behind such progress in evaluation initiatives is the increasing number of companies that are changing the positioning of their mecenat activities from a transient form of "giving back profits" to a lasting "social investment " or "corporate social responsibility (CSR)." This greater emphasis on investment naturally makes evaluation necessary for measuring returns (in terms of increased social or corporate value), comparing results against objectives, and ensuring objectivity. Evaluating mecenat activities can be considered one essential element of strategic "Mecenat Management."
Details: http://www.mecenat.or.jp/english/trends/e_trends.html
According to the survey, 392 out of 619 companies that responded to the survey conducted a total of 2,560 mecenat activities in fiscal 2002 (April 1, 2002 - March 31, 2003), or an average of 6.5 activities per company. The survey results indicate that mecenat activities were conducted at almost the same level as in the past. Amidst the severity of Japan's economic environment, companies are steadily continuing to conduct mecenat activities, while building better mecenat management structures as they strive to achieve local community development and enhanced corporate value.
This fiscal year, KMK has designated "mecenat activity evaluation," an issue regarded with strong interest by companies, as a theme of the questionnaire for current topics. Asked about the status of their evaluation measures, 280 companies (71.4%) carrying out mecenat activities responded that they evaluate their activities in some way. Evaluators were the "department in charge" at 204 companies (61.1%), and the "director in charge and/or top management" at 161 companies (48.2%). Furthermore, the criteria for evaluating mecenat activities was the "social meaning of programs" at 208 companies (74.3%), and the "effectiveness of programs in achieving goals" at 122 companies (43.6%).
In addition, detailed analysis of further research on several companies with evaluation systems found that evaluations were implemented for the following purposes: "improving programs," "selecting programs and/or partners," "checking degree of objective achievement," "acquiring objective grounds to activities," "ensuring accountability," etc. Aside from the persons in charge, evaluators included activity partners and service receivers (visitors/participants). Among the evaluation methods used were "point or grade rankings for each evaluation criteria"and "questionnaires." Furthermore, while there were many cases where mecenat activities were evaluated under the same system used to measure other social contributions, there was also a company that has established original mecenat evaluation criteria that reflect respect for the diversified values present in the arts.
Behind such progress in evaluation initiatives is the increasing number of companies that are changing the positioning of their mecenat activities from a transient form of "giving back profits" to a lasting "social investment " or "corporate social responsibility (CSR)." This greater emphasis on investment naturally makes evaluation necessary for measuring returns (in terms of increased social or corporate value), comparing results against objectives, and ensuring objectivity. Evaluating mecenat activities can be considered one essential element of strategic "Mecenat Management."
Details: http://www.mecenat.or.jp/english/trends/e_trends.html
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