004. Orchestral Music in the GCC: Cultural Integration and Demographic Diversity
Understanding the Demographic and Cultural Landscape
In the Gulf Cooperation Council (GCC) countries, orchestras face distinct challenges, shaped significantly (but not exclusively) by the unique sociodemographic composition of the population. The region's economic reliance on oil and gas has created high-income economies, fuelling a significant demand for foreign labour. This has led to a demographic skewed towards a younger, predominantly male population. In countries like Kuwait, the UAE and Qatar, the number of expatriates, mainly from Asia and other Arab nations, surpasses the local citizens by a 4-to-1 ratio or more. A substantial proportion of this foreign population has limited cultural ties to Western classical music, and also typically leaves the region before the age of 60. Unlike Western countries, where nowadays individuals aged 55+ often constitute the main audience for classical music, GCC orchestras confront the challenge of appealing to a demographic markedly different from the typical classical music audience.
This unique demographic structure calls for innovative audience development strategies to cultivate a sustainable classical music scene in the region in order to avoid that GCC governments fund classical music primarily for the benefit of Western expatriates —a notion that would be nonsensical and, above all, unethical. The situation in the GCC starkly contrasts with Western trends, as identified in the Classical Music Consumer Segmentation Study. The study, which included over 25,000 interviews across 15 cities, indicates that about 10-15% of Americans have a close relationship with classical music, yet only half of those with a high preference for attending concerts actually do so. This suggests a potential audience base that is not fully tapped into, a scenario likely mirrored in the GCC but with added complexities due to cultural and demographic differences.
Moreover, the US-focused study highlights the changing consumption patterns of classical music, with radio being the dominant mode followed by recordings and live concerts. This pattern might differ in the GCC, where:
the expatriate population, with limited exposure to Western classical music, may not engage with these mediums in the same way,
the availability of classical music on regional radios is almost non-existent,
the limited variety of compositions on physical supports might encourage a shift towards digital consumption, and
the younger overall age of the population could accelerate the adoption of classical music streaming platforms.
This potential digital shift would align well with recent trends, as we will explore later in this article.
Additionally, only 6% of US potential classical music consumers in the study self-identified as “very knowledgeable” about the genre, a figure that could be even lower in the GCC due to the diverse cultural backgrounds and transient nature of the expatriate population.
With 60% of potential classical consumers in the US having close friends or family members attending classical concerts, the study also emphasises the importance of social context in driving orchestra attendance. The absence of social context, known as “taste dissonance,” is a major barrier to attendance, suggesting that indirect selling to the responders through their respective initiators could be a more effective strategy to expand the audience base. In the GCC, where social networks may be more fluid due to the transient expatriate community, creating a strong social context around classical music could be extremely challenging but perhaps essential to remove the “taste dissonance” barriers and bring more audience into the concert halls.
This demographic shift necessitates a strategic approach in cultural management. Orchestras must not only consider the artistic value but also understand the particular socio-economic dynamics of their audience. By leveraging specific market research and bespoke audience analytics, tailored to the unique local context of the GCC rather than imported from disparate cultural landscapes, orchestras can gain in-depth insights into the preferences and spending habits of their audience. This approach enables the development of more targeted and effective programming and marketing strategies, ensuring they resonate with the distinct cultural nuances of the region.
Cultivating a sustainable classical music scene in the GCC requires innovative audience development strategies. Moving beyond catering solely to Western expatriates, it's crucial to embrace the rich cultural diversity of the GCC. This includes programming that reflects a blend of Western and non-Western classical compositions. In 2023, it is estimated that over 30% of programming in GCC orchestras included non-Western classical compositions, demonstrating a commitment to cultural integration and enriching the classical music repertoire with global musical experiences.
Embracing Digital Trends and Addressing Knowledge Gaps
The digital transformation in classical music consumption holds particular relevance in the GCC. With its younger population and varying exposure to Western classical music, there is a significant potential for a shift towards digital platforms. In the first half of 2023, over 30% of global classical music listeners engaged through digital channels, a figure that is steadily rising and likely to resonate in the GCC.
Orchestras must also embrace innovative business models in this digital era. This could include partnerships with streaming services, creating exclusive digital content, or offering virtual reality concert experiences. Such initiatives not only cater to the digital preferences of the audience but also open up new revenue streams and broaden the reach of the orchestras.
Addressing the knowledge gap in classical music is another critical aspect. In the US, only 6% of potential classical music enthusiasts identify as "very knowledgeable" about the genre. This figure could be even lower in the GCC due to the diverse and transient nature of its expatriate population. Bridging this gap, coupled with the influence of social circles on concert attendance, suggests that fostering a similar social context in the GCC could be vital in attracting new audiences. The development of educational programs and community outreach initiatives can play a significant role in this regard. By partnering with schools, universities, and community centres, orchestras engage with the community more directly, fostering a deeper understanding and appreciation of classical music.
The Future of Classical Music in the GCC
As GCC countries diversify their economies beyond oil, investing in cultural sectors like classical music represents a strategic and enriching move. Several countries have initiated music education programs in schools, aiming to instill an appreciation for classical music from a young age. This, combined with adapting classical music experiences to resonate with the younger, culturally diverse, and transient population, paves the way for a thriving classical music scene in the GCC.
From a business perspective, this diversification also presents opportunities for cross-sector collaborations. Once regional orchestras reach a level of excellence comparable to the best and highest international standards, they can partner with renowned businesses and tourism agencies to create packages that combine classical music experiences with other cultural and entertainment offerings. Such collaborations can enhance the visibility of orchestras and contribute to the broader cultural and economic ecosystem.
In Conclusion
Navigating the complex array of cultural, demographic, and socio-economic factors is key to developing a thriving classical music scene in the GCC. By redefining classical music experiences to resonate with the region's unique audience, GCC orchestras can ensure that classical music not only survives but thrives. Embracing innovative business models, new and ambitious strategic approaches, digital trends, and educational initiatives will be instrumental in this journey.
Your Thoughts?
As I highlight the challenges ahead of the GCC orchestras, I would love to hear your insights and experiences in this evolving landscape. How do you envision the future of classical music in the GCC? I invite you to share your thoughts and join the discussion in the comments section below. Your insights are invaluable to this conversation.
More details and relevant bibliographic references may be found in my new book, Orchestra Management in Practice (Routledge, London, 2024).
The author, not a native English speaker, used Large Language Models (LLMs) for editing the article, addressing grammar, syntax, and spelling, enhancing fluency and readability, and translating sections from his native languages. Academically, LLMs helped in peer-reviewing, identifying gaps, and suggesting improvements.
#CulturalManagement #Innovation #BusinessStrategy #OrchestraManagement #DigitalTransformation