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PROGRAMACrea! Innova! Creix!Nova agenda política per maximitzar les contribucions innovadores de les indústries creatives
SUMARI
BENVINGUDA I INTRODUCCIÓ
Edgar Garcia - Direcció General de Creació i Empreses
Culturals
PRESENTACIÓ
Rasmus W. Tscherning - Create! Inovate! Grow!
INNOVACIÓ CROSS-SECTORIAL & XECS D’INNOVACIÓ
Mary McAuliffe - 4CNW Talent Voucher Scheme
Berta Pérez - Xecs d’Innovació: FAD-INS
ACCÉS AL FINANÇAMENT
Àlex Pi - Instruments financers per a les ICC
Thomas Hüttich - VC Fund for Creative Industries Berlin
CLUSTER EXCELLENCE
Marta Ysern - New policy agenda to maximize the innovative
contributions of Europe’s Creative Industries
David Furmage - Making Cluster & Cluster Organisations
more effective
1
DGCEC
1
DIRECCIÓ GENERAL !DE CREACIÓ I EMPRESES CULTURALS 2015!
2
DGCEC
2
LES INDÚSTRIES CULTURALS I CREATIVES A CATALUNYA!
3
DGCEC
35.856! 157.800!EMPRESES!EN L’ÀMBIT!CULTURAL I!CREATIU (2012)!
TREBALLADORS !EN L’ÀMBIT CULTURAL I CREATIU (4R TRIM. 2014)!
10.493M€!INGRESSOS D’EXPLOTACIÓ!DE L’ÀMBIT CULTURAL!I CREATIU (2012)!
Indústries Culturals!
i Creatives a Catalunya !
FONT: IDESCAT.!
3.753M€!VALOR AFEGIT BRUT (CF) (2012)!2,01% DEL VAB DE CATALUNYA!
4
DGCEC
2 OBJECTIUS!
Presentació
+ excel·∙lència + retorn econòmic + retorn social
3 EIXOS!
+ ocupació + públic
creació equipaments i xarxes empreses mercats públics
5 ÀREES!
5
DGCEC
1
2
3
4
5
Pressupost de la DGCEC 2015
Pressupost total inicial sense consolidar. Inclou les aportacions del Departament de Cultura. !!L’any 2015 a Creació s’hi inclou una partida de 7.500.000 euros destinada a la concessió de préstecs de llarg termini fora del sector públic!
Creació
Equipaments escènic- musicals i cinematogràfics!Empreses!
Mercats!
Públics!99.613.873 €!
2015!
15.595.680 €
38.932.339 €
40.683.360 €
3.724.934 € 677.559 €
6
DGCEC
Distribució!
Audiovisual
Exhibició!Producció!Creació!
INSTITUT CATALÀ DE LES EMPRESES!CULTURALS (ICEC)!!
SUBDIRECCIÓ GENERAL DE PROMOCIÓ CULTURAL!
EQUIPAMENTS EMPRESES MERCATS PÚBLICS
SECTORS CULTURALS!!
CADENA !DE VALOR>!
DEPARTAMENT DE CULTURA!
>! >! >!
CREACIÓ
Arts Escèniques Arts Visuals Llibre Música Digital
Estructura
7
DGCEC
ECIA
Partenariatspublicoprivatscentrats en elsxecs de suport ala innovació
+InnovaCreativity4CNWVINCIFAD-INS
Accióconcreta I
Partenariatspublicoprivats perfacilitar l’accésa finançament
C-I FactorFAME
Accióconcreta II
Partenariatspublicoprivats perpromourel’excel·lència icooperació declústers
ECCLCluster 2020
Accióconcreta III
Sensibilització
6HUYHL�G·LQIRUPDFLy
�L�RULHQWDFLy
3ODWDIRUPD�G·$SUHQHQWDWJH�GH�SROtWLTXHVECIAP
8
DGCEC
!Edgar Garcia!Director de l’Àrea de Desenvolupament Empresarial!ICEC – Institut Català de les Empreses Culturals!Departament de [email protected] !!!!www.gencat.cat/cultura/icec !!
GRÀCIES!!
1
Create! Innovate! Grow!
Rasmus Wiinstedt Tscherning Managing Director, Center for Cultural & Experience Economy Chairman, European Creative Industries Alliance Founder, Creative Business Cup
Why?
Regional development Growth industries Value creation
Attracting people and business, tourism, cultural offers etc.
Creative sectors such as movies, music, design etc.
Experience-based business development
2
European Creative Industries Alliance
3
1. Stimulating innovation and growth by enabling cross-sectoral collaboration
2. Building better business support in effective regional “ecosystems”
3. Measuring and raising awareness of the value of creative industries as a key driver of innovation and growth
4
Create! Innovate! Grow!
A new policy agenda to maximise the innovative contributions of Europe’s creative industries
1. Introducing creative innovation voucher schemes
2. Stimulating cross-sectoral innovation through public-private innovation challenges
5
Stimulating innovation and growth by enabling cross-sectoral collaboration
1. Testing and reviewing existing business services and financing schemes
2. Developing and supporting capacity building in regional clusters 3. Enabling and supporting internationalisation efforts in cluster
organisations 4. Launching new and innovative financing schemes to support early
stage SMEs 5. Stimulating investor awareness through effective regional eco-
systems 6. Supporting new initiatives to define how to achieve better IP
valuation for creative SMEs
6
Building better business support in effective regional “ecosystems”
1. Mapping and measuring the effects and value of creative industries in the wider economy
2. Incentivising and supporting stronger advocacy for creative industries
7
Measuring and raising awareness of the value of creative industries as a key driver of innovation and growth
Dangers…
9
We are ready!
www.eciaplatform.eu
4CNW TALENT VOUCHER SCHEME ECIA Concrete Action - Innovation Vouchers/Type B
Mary McAuliffe 4CNW Coordinator
!
6 Programme Activity Strands
Supporting the development of a New Innovation Service – 4CNW an Integrated Holistic Approach
4CNW • WHAT WORKED Brokered Matchmaking Service Brokered matchmaking built capacity for successful cross-sectoral collaboration
• THE CHALLENGE What happens after the voucher ? Vouchers have limited impact as the funding is small €1,000 to €5,000 -‐ new ways are needed to build on the ini>al partnership
Independent Evaluation
What should be added in a new scheme?
• Extensive promotional tools to build business sector awareness and understanding of the value and range of creative services available
• Move towards support for Level 2 and 3 Creative Challenges • Longer time frame for completion of challenges • Longer lead in for businesses to plan their projects • Lower level brokered match making for (Level 1) challenges • Using transnational elements to learn and share best practice • Introduce measures to encourage creative business 2 business
collaboration
4CNW Recommendations
Strategy - 2014+
Key Focus
Jobs
No duplica6on of exis6ng programmes
Show addi6onality and added
value
Securing funding that is addi6onal
Delivery
Integrate with mainstream delivery
mechanisms
Opportunity with new LEO structure
Allow flexibility and fluidity in
delivery
Key Ac>ons
Building capacity and awareness of crea6ve value
Support higher level crea6ve applica6on and
input
Experimental aspects
Build entrepreneurial capacity and
skills
Higher Level Creative Input
FIND OUT MORE
Visit our website: www.crea6vestatenorthwest.com • Independent Evalua6on Report, Enda Candon, First Western • 4CNW Final Report ‘Brokering Crea6ve Advantage’
Mary McAuliffe, 4CNW Coordinator
THANK YOU
Crea! Innova! Creix!
Xecs d’innovació: FAD-INS
Berta Pérez, directora de l’Oficina de Projectes Europeus, Cambra de Comerç de Barcelona
FAD-INS
Xecs d’innovació per a la moda, l’audiovisual i el disseny industrial
Objectius
• Concepte xec-servei.
• Convocatòria simplificada.
• Ajudes de petita quantia (màxim 5.000€).
• Cofinançament per part de l’empresa (30%).
• Ràpida resolució (objectiu: menys de 30 dies).
• Validesa dels xecs (màx. 3 mesos) “Use it or lose it”.
Empresa Proveïdor homologat
Com funcionen els xecs d’innovació?
Característiques generals de les empreses beneficiàries
• PIMEs petites o molt petites.
• Empreses joves. Emprenedors/es.
• “L’home o dona orquestra”.
• Poc o cap pressupost per innovació.
• 66 sol·licituds rebudes
• 27 projectes finançats • 100.000€ en xecs
Empreses
33 proveïdors homologats (Disseny, Innovació, Publicitat, Arts Gràfiques)
Proveïdors
Serveis
Col·laboracions (I)
Innovar en l’estratègia on-line:
• Reforçar la imatge del concepte.
• Potenciar la pàgina web i treure’n més profit.
• Incrementar la BBDD de clients i major activitat en xarxes socials per generar més trànsit a les botigues.
Estratègia Cross-Channel
Aliniar organització i gestió de botigues física i virtual + web
Internet, ROPO, Xarxes socials, localitzadors, apps, cupons…
Fidelitzar, experiència de marca, activar vendes amb accions Push
Col·laboracions (II)
Col·laboracions (III)
ADN de marca
Un espai per construir una marca
Valoracions dels usuaris
Conclusions • Accés a una consultoria professional a la qual difícilment
haguessin pogut accedir si no hagués estat pel xec.
• Definició d’estratègies empresarials i fulls de ruta.
• Els xecs d’innovació han permès posar la primera pedra per col·laborar amb Indústries Creatives.
• Impulsar projectes i establir col·laboracions a llarg termini.
• Facilita l’accés a finançament a pimes de forma àgil i sense càrregues administratives.
• “No cal avançar els diners per rebre posteriorment l’ajut”
• “Rapidesa del procés de resolució”
1
DGCEC
Instruments financers per a les ICC! !Àlex Pi Hernández!Cap de Finançament de l’Àrea de Desenvolupament Empresarial!ICEC – Institut Català de les Empreses Culturals!
2
DGCEC
35.856! 157.800!EMPRESES!EN L’ÀMBIT!CULTURAL I!CREATIU (2012)!
TREBALLADORS !EN L’ÀMBIT CULTURAL I CREATIU (4R TRIM. 2014)!
10.493M€!INGRESSOS D’EXPLOTACIÓ!DE L’ÀMBIT CULTURAL!I CREATIU (2012)!
Indústries Culturals!
I Creatives a Catalunya!FUENTE: IDESCAT.!
3.753M€!VALOR AFEGIT BRUT (CF) (2012)!2,01% DEL VAB DE CATALUNYA!
3
DGCEC
+ VIABILITAT!
+ RENDIBILITAT!
Projectes / Equipaments!
públics!Subvencions! Inversió !
Privada!
Fons!Garantia!
Préstecs per a circulant!
Préstecs per a inversió!
Aportacions!Reintegrables!
Préstecs !Participatius!
FINANÇAMENT PROJECTES ! FINANÇAMENT EMPRESES!
4
DGCEC
2009 2010 2011 2012 2013
€6,009,250
€3,617,260 €3,521,241
€3,349,043
€2,117,157
+58%
+5% +2%
+66%
2014
€7,186,294 +19%
Aportacions Reintegrables!
Evolució dels imports concedits d’ARs entre 2009 i
2014!
5
DGCEC
30 30 34 36
62 35 36 40
58
98
2009 2010 2011 2012 2013
EMPRESES
PROJECTES
2014
74
129
Evolució de les ARs entre 2009 i 2013!
Aportacions Reintegrables!
6
DGCEC
Les ARs són una modalitat d’ajut que busca donar suport financer a les empreses culturals per tal que aquestes puguin tirar endavant el seus projectes, sempre i quan aquests tinguin una vocació de mercat, és a dir, estiguin plantejats amb objectius econòmics i es busqui la recuperació de la inversió.!!Aquest instrument financer es basa alhora en la idea de la transparència i la corresponsabilitat entre l’empresa cultural i l’administració que financia el projecte, ja que busca finançar els projectes a priori de manera eficient, i determinar quin és l’import que el projecte realment necessita en cas d’entrar en pèrdues. !
Aportacions Reintegrables!
7
DGCEC
n Ajuts econòmics en forma de “coproducció” que permet a l’empresa disposar de finançament per a un projecte concret (producció, gira) i que es reintegra en cas d’èxit o es converteix (parcialment) en subvenció.!
!n Eina de finançament “mixta” : PRÉSTEC +
SUBVENCIÓ!!n Préstec: l’empresa l’haurà de retornar en
qualsevol cas, independentment de l’èxit del projecte, al final de l’explotació!
!n Subvenció: es retornarà en funció de l’èxit
econòmic del projecte. És la part de risc que assumeix l’ICEC en el projecte.!
Aportacions Reintegrables!
8
DGCEC
Com funcionen !les ARs!
Les ARs ofereixen finançament a priori sobre el risc de l’empresa i no preveuen cap tipus d’interès.!Addicionalment, en els projectes d’èxit l’ICEC recupera també una part o la totalitat de l’import concedit en la modalitat de subvenció.!!Les ARs preveuen l’obligatorietat de la presentació d’un aval, però aquest ve determinat per variables econòmiques (comportament de retorn històric d’ARs anteriors, balanços d’empresa) i per tant, el % d’aval és de naturalesa variable, amb trams del 25% al 100% de la part de préstec.!
Aportacions Reintegrables!
9
DGCEC
Com es valoren els projectes!
1. Determinació de la possible subvenció.!
2. Determinació de la viabilitat del projecte tenint en compte la possible subvenció.!
Només s’aproven aquells projectes que, un cop descomptada la subvenció del pressupost total del projecte, puguin ser considerats com a viables econòmicament.!
Aportacions Reintegrables!
10
DGCEC
€1,
483,
206!
€3,
509,
798!
Projectes culturals
Indústria discogràfica
Projectes i plans editorials
Distribució cinematogràfica
Explotació d’ espectacles
2012!
2013!
17
€3,
385,
810!
2014!
€1,
577,
683!
€1,
210,
975!
€2,
605,
082!
35
2
€37
,202!
€25
1,95
1!
€35
,640!
€21
4,59
8!
€1,
026,
287!
€98
0,80
4!
€26
2,19
0!
39
37
48
87
1
4 3
1
6 3
Aportacions Reintegrables!
11
DGCEC
Anàlisi ARs concedides 2009-2014 !
Any! Projectes! Total concedit! Préstec! Subvenció!
2009! 35! 2.117.157,00 €! 1.538.583,00 €! 578.574,00 €!2010! 36! 3.349.043,00 €! 2.560.714,00 €! 788.329,00 €!2011! 40! 3.521.241,00 €! 2.687.164,00 €! 834.077,00 €!2012! 58! 3.617.260,00 €! 2.719.644,00 €! 897.616,00 €!2013! 98! 6.009.250,00 €! 4.479.278,00 €! 1.529.972,00 €!2014! 129! 7.186.294,00 €! 5.411.250,00 €! 1.775.044,00 €!Total! 264! 25.800.245,00 €! 19.396.633,00 €! 6.403.612,00 €!
Aportacions Reintegrables!
Eina clau per a una cultura del retorn en el sector cultural!
Aportacions Reintegrables!
12
DGCEC
2009-2014 !
! Any Projectes tancats Concedit Retornat Préstec!Subvenció!Total!
! !
2009!
! !
26!
980.541,14!352.314,12!
1.332.855,26!
980.541,14!59.325,69!
1.039.866,83!
100%!17%!78%!
Préstec!Subvenció!Total!
! !
2010!
! !
28!
1.496.602,33!542.512,61!
2.039.114,94!
1.496.602,33!308.306,80!
1.804.909,13!
100%!57%!89%!
Préstec!Subvenció!Total! 2011! 24!
1.024.713,10 !399.2702,71!1.424.415,81 !
1.024.713,10 210.190,78 !
1.234.903,88!
100%!53%!87%!
Préstec!Subvenció!Total! 2012! 12!
997.422,00 !289.701,00 !
1.287.123,00 !
997.422,00! 274.124,00 !
1.271.546,00 !
100%!95%!99%!
Préstec!Subvenció!Total! 2013! 8!
948.148,75 !178.143,25 !
1.126.292,00 !
948.148,75 131.683,25 !
1.079.832,00 !
100%!74%!96%!
Préstec!Subvenció!Total! Total! 98!
5.447.427,32 !1.762.373,69 !7.209.801,01 !
5.447.427,32 !983.630,52 !
6.431.057,84!
100%!56%!89%!
Eina clau per a una cultura del retorn en el sector cultural!
Aportacions Reintegrables!
13
DGCEC
Les ARs mostren el camí vers un canvi de filosofia de la cultura de la subvenció a la cultura del finançament i del retorn entre les empreses culturals catalanes.!!Les ARs ajuden a recuperar part de la subvenció concedida a priori, i per tant, amb el seu retorn, retroalimenten els pressupostos del Departament.!
Els expedients tancats comporten un percentatge de retorn de subvenció del 59% i de retorn global del 89%!
Aportacions Reintegrables!
14
DGCEC
!Àlex Pi Hernández!ICEC – Institut Català de les Empreses Culturals!Departament de Cultura de la [email protected] !!!!www.gencat.cat / cultura !
! ! !!
GRÀCIES!
Venture Capital | One-stop source of capital and expertise VC Fund for Creative Industries Berlin March 25, 2015 Thomas Hüttich IBB Product Management
• IBB is the regional development bank of the Land Berlin, established in 2004 as an independent institute under public law
• Balance-sheet sum: 20,2 bn EUR
• Equity 658 m EUR
• 650 employees
• IBB offers financial instruments for business development, R&D, housing and climate protection
• IBB focuses on the support of start-ups and SMEs in general and specifically enterprises in the Berlin innovation and technology clusters
• IBB is guaranteed by the Land and thus profits from preferential refinancing terms on the capital market
• IBB Beteiligungsgesellschaft is a 100% subsidiary of IBB
Investitionsbank Berlin
A wide range of instruments to promote the CI
Coaching Bonus, Business Plan Competition
Micro-credits, bank guarantees
Prefinancing for film production
Programme for Inter- nationalisation
VC-fund CI
Grants Loans Guarantees Risk capital
2008-2014: VC Fonds Creative Industries Berlin I 30 m EUR
1 bn EUR venture capital since 1997 incl. co-investments
141 m EUR investments since 1997
Network: more than 300 investors
Portfolio: 75 companies
Early-stage venture capital
2015-2022: VC Fonds Creative Industries Berlin II 40 m EUR
Active player in the venture capital field in Berlin
Venture Capital for Berlin-based start-ups
18 years IBB Beteiligungsgesellschaft mbH
TOP 10 VC Panel Germany
1st Round Financing Following Rounds of Financing
Source: FHP Private Equity Consultants
Most Active Venture Capitalist in Germany – 2013
TOTAL
50
31
24
22
22
19
18
17
15
14
Holding period: appr. 3 to 7 years
Financing partners: VCs, angel investors, strategic investors
Investments: ~ 250 kEUR up to 1,000 kEUR in 1st round (Seed; Series A) typically participating in follow-on rounds (Max. 4,000 kEUR)
Type of investment: Venture capital syndicate with partners (optionally supplemented with mezzanine capital)
Role: Lead-, co-lead- or co-investor
Financing Structure
Funding: 50% IBB, 50% EU-Structural Funds (ERDF)
Exit: Trade Sale or IPO
One-stop source of capital and expertise
Investment Focus: Growth Sectors
• Hardware & Software, Network Technology • Multimedia • Mobile & Internet Technology
• Biotechnology • Medical Technology • Digital Health • Healthcare Services
• Production-oriented Software • Micro- and Nanotechnology • Energy- and Environmental Technology • Automation Technology • Automotive Technology & Logistics • Materials Science
• Movie, Radio and Television • Publishers • Music, Entertainment • Advertising • Fashion, Design, Architecture • Multimedia, Games, Software • Art und Culture
Mutual aim: Promising medium-term exit opportunity
Company‘s headquarter in Berlin
Legal form: Private or incorporated limited liability company (GmbH or AG)
Unique selling propositions
High growth potential and potential for valuation uplift
Convincing business plan
Entrepreneurial founders’ personalities
Investment Criteria for a Successful Partnership
Portfolio Companies – VC Fonds Creative Industries
Invested into 38 companies
Currently 29 active portfolio companies
Gaming
E-Commerce
Portfolio Companies – Creative Industries
Fashion
Music
Film / Online Video
Education
…and a few more
Venture Capital Portfolio
VC fund
Thank you for your attention!
IBB Beteiligungsgesellschaft mbH Bundesallee 210 10719 Berlin Telephone: 030 / 2125-3201 Telefax: 030 / 2125-3202 E-Mail: [email protected] Internet: www.ibb-bet.de
VC Fonds Kreativwirtschaft Berlin and VC Fonds Technologie Berlin are a joint initiative of Investitions-bank Berlin and the Federal State of Berlin. The funds are backed by Investitionsbank Berlin and the European Union (European Regional Development Fund).
Create. Innovate. Grow! A new policy agenda to maximize the innovative contributions of Europe’s creative industries Date: 25 March 2015
European Creative
Cluster Lab. ECCL
European Creative Cluster Lab (ECCL)
“Managing networked Creativity to Boost European Competitiveness”
Consortium - MFG Baden-Württenberg (Coordinator) - Barcelona Media - City of Warsaw - Lille Metropole - Region of Puglia
December 2011 – November 2014
Overall aim
Develop and test better policies and tools for Europe’s creative industries to maximise their innovative contributions.
ECCL ü Stimulate innovative practices in various aspects of
organizing creative industries’ collaboration. ü A think tank and beta site to test new approaches,
instruments and processes for creative cluster management to strengthen the economic position of creative industries in Europe, positively impacting on Europe’s overall competitiveness and its industrial base.
Target areas of ECCL
1.- Managing creativity and creative teams
Developing and testing a cluster training, coaching and benchmarking program for cluster managers.
q Qualitative interviews with Cluster managers all over Europe (23) q Research doc: “Cluster Management in Creative Industries” q Benchmarking interviews (ESCA) (8) q “Training, mentoring and couching process scheme”
-Guidelines and training materials -Peer Learning Groups: 4 sessions (5-10 cluster managers) -Pilot training:
·Creative cluster management with social media ·Creative collaboration ·Cluster management processes and indicators ·Creative cluster strategy development ·Creative cluster internationalization ·Creative cluster incubation strategy ·Cross-sectorial innovation and collaboration among Creative clusters
2.- Incubation, innovation and creativity
Tools to encourage creative potential, cooperation, entrepreneurship and growth in Creative industries.
q “Support on Creative entrepreneurship. SWOT analysis and recommendations” q “Roadmap on support of Creative entrepreneurship” q “Process scheme to support for Creative entrepreneurship” q “CCI in Catalonia. Analysis of challenges affecting innovation” q Pilot: “Development of cooperation between incubators and art schools towards the
creation of an academic business incubator” (Poland)
q Internationalization: Global study visit to Brazil. Europe: Study visits to Berlin, Stuttgart, Lille and Barcelona
q Workshops ·Brand strategy and its communication ·Law in creative operations ·Finances for creative: how to look for investors and funds to fulfill creative projects
3.- CCI Clusters. Collaboration approaches.
New ways of collaboration within Creative clusters and cross-sectorial collaboration with traditional industries.
q ”Strategic diagnostic of Cultural and Creative industries in Lille Metropole” and “Recommendations and Action plan”
q “Process schemes for cluster collaboration” q “Cross-sectorial collaboration of CCI with experience based industries: tourism” q Study visits involving 3 CCI clusters (fashion, creative, music): Barcelona and
Lille’s region q Pilots / matchmaking:
-Top-down “jam sessions” ·CCI-Tourism -Bottom up “collaborative innovation” ·CCI-ICT-Design
·Staff exchange (Plaine Images and Lille Design) ·Mutualized living labs (regular meetings; main event)
3a.- CCI Clusters. Collaboration framework. Types of Creativity: Artistic and Functional The momentum of the CBIs: an opportunity to improve competitiveness from CCI
OTHER ECONOMIC ACTIVITIES
Architecture
C. Other creative activities
Specialized design activities
Advertising business communication and creative
services to business
B. Cultural industriesBook publishers, journals and
other
Audiovisual
Photography
Retail cultural products
A. Artistic and cultural services
Creative, Arts and entertainment activities
Libraries, archives, museums and other cultural activities
D. Copyright-‐based ICT activitiesSoftware, consultancy and related
activities
Data processing, hosting, web, etc.
Information services
CULTURAL AND CREATIVE ACTIVITIES
Intermediate demand of Companies
ConsumerPrivate & Public
Artistic creativity
Functional Creativity
Creative-‐intensive business services -‐CIBs-‐
3b.- CCI Clusters. Collaboration framework. Cooperation between Creative clusters and other economic activities
OTHER ECONOMIC ACTIVITIES
Architecture
C. Other creative activities
Specialized design activities
Advertising business communication and creative
services to business
B. Cultural industriesBook publishers, journals
and otherAudiovisualPhotography
Retail cultural products
A. Artistic and cultural servicesCreative, Arts and
entertainment activitiesLibraries, archives, museums and other cultural activities
D. Copyright-‐based ICTactivitiesSoftware, consultancy and
related activities
Data processing, hosting, web, etc.
Information services
CULTURAL AND CREATIVE ACTIVITIES
Intermediate demand of Companies
ConsumerPrivate & Public
Artistic creativity
Functional Creativity
Creative-‐intensive business services -‐CIBs-‐
R&D Organizations
Technology transfer institutions
Enterprises
Public organizations
Non-‐profit organizations
Technical and high
education, in Creativity
Bridging institutions
ECCL’s contribution to the 3 fields of action I. Stimulating innovation and growth by enabling cross-sectoral collaboration
2) Stimulate cross-sectorial innovation through public-private innovation challenges
II. Build better business support and access to finance for creative industries
3) Test new and review existing support services 4) Develop and support capacity building in regional clusters
III. Measure and raise awareness of the true value of the creative industries as a key driver of innovation and growth
10) Map and measure the effects and value of the creative industries in the wider economy
• A practical master plan and roadmaps for future policy action in support of creative industries.
• A better understanding of the creative and cultural industries.
• A platform that provides information regarding the creative industries for both entrepreneurs, policy makers and other stakeholders.
• Policy recommendations regarding to innovation voucher schemes, peer review, cluster cooperation and access to finance. 12
EC Cohesion Policy 2014-2020
National/Regional Research and Innovation Strategies for Smart Specialization -RIS3.
The EC calls for smart specialization is a prerequisite for investment in research and
innovation co-financed with European funds.
RIS3CAT - Catalonia 2020 – Intelligent strategy for smart, sustainable and inclusive growth
The future
Barcelona 25 March 2015
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David Furmage Development Consultant – Digital & Creative Industries Cluster 2020 Lead - European Creative Industries Alliance [email protected] www.davidfurmage.com
Project Lead
Making Clusters & Cluster Organisations more effective
Cluster 2020
www.eciaplatform.eu www.cluster2020live.eu
Testing Ideas
Working Smarter
Data Labs
Innovation Labs
CI Friendly Test
Practitioner led Expert Videos
Optimizing
Creative Coworking Incubation Centres
www.cluster2020live.eu/publications/
Improving Knowledge
Next-Generation Business Support
feel & think like them
look through the
Lens of individual businesses
Making Our Cluster Organisations more effective
Personalised Approach
www.cluster2020live.eu/publications/
the right data for each business to bring competitive advantage their own | open | commercial
3 x Experts, 8 x SMEs 5-10 days Production, PR, Serious Games, Animators, Dance, Cluster Orgs
Testing– Data Labs
www.cluster2020live.eu/businesses-data-bring-competitive-advantage/
Identified new markets, mapped customers, leveraged funds,
made compelling personalised web content, social media
sentiment analysis on rivals
38% strong benefit
lessons Learnt
• Make relevance clear • Manage and match carefully • Easy to become management
consultancy exercise
38% worthwhile
100% future value
www.cluster2020live.eu/businesses-data-bring-competitive-advantage/
Testing– Data Labs
connect CCIs > high growth > Healthcare, Tourism/heritage, Low carbon
Library of Birmingham, Amphitheatre
Testing – Cross-Innovation Labs
www.cluster2020live.eu
engage. develop ideas. form consortia
lessons learnt: 1. Funding - not essential, but vouchers & competitions help 2.Pro-Active brokerage – nudging and nurturing 3. Clear IP Intentions. Open for starters. Closed for commercialisation
Testing – Cross-Innovation Labs
www.cluster2020live.eu
does the tool: 1. Recognize Characteristics of sector? 2. Take into account hidden IP? 3. Provide a way to test & develop new ideas?
4. Require a management team? 5. Keep things simple?
Improving Knowledge – CI Friendly Test
5Q stress test to rate suitability of existing programmes, services & funding
www.cluster2020live.eu/cluster-excellence-creative-industry-friendliness-report/
Industry Practitioner Expert Videos
www.cluster2020live.eu/videos https://vimeo.com/tvtinnovation
most viewed: starting a creative business, branded content, transferable skills, structuring your company,
attracting & nurturing talent, pitching
visited 15 of Europe’s leading coworking centres
Working Smarter – Creative Coworking
www.cluster2020live.eu/better-practice-coworking/
http://www.lacantine-toulon.org/ http://www.werk1muenchen.de/
Keys to success: building a strong community give them an inviting, exciting & functional space
Working Smarter – Creative Incubators
www.cluster2020live.eu/incubation-report/
Looked at 8 leading Creative Incubation Centres
Keys to success: tailored coaching & mentoring from CI experts High level of engagement with international activities
Data Labs effective – integrate broader support policies – structural funds/vouchers
www.cluster2020live.eu/publications/
Cluster 2020 - The Future
Visualization Brokerage for cross-innovation effective approach
CI Friendly test should be adopted widely
Greater use of Practitioner led videos – honest brokers
Smarter working encouraged, clusters supported
Cluster Thematic Report
1. Support Creative Clusters as a core component of regional ecosystems and
a driver of economic growth for all business sectors 2. Adapt existing business support measures to ensure they can be used effectively by creative businesses 3. Stimulate regional Innovation and Growth by enabling cross-sector collaborations between creative industries and other sectors 4. Develop better Business Support programmes, through cluster organisations and SME intermediaries, to identify and focus towards higher-growth potential SME’s 5. Optimize the effectiveness of cluster organisations by the professionalisation of their management
http://www.eciaplatform.eu/publication/thematic-paper-cluster-excellence-and-cooperation/
Cluster 2020 – Impacts & Outcomes
www.eciaplatform.eu www.cluster2020live.eu
100+ events
3,802 business people
engaged face-to-face
209 businesses
‘working in detail’
8,353 reached through
web content
policy influence Across Europe
nationally in UK, strong regionally in Munich too
figures to Feb 2015
core partners
Cluster 2020 - In Summary
David Furmage Development Consultant – Digital & Creative Industries Cluster 2020 Lead - European Creative Industries Alliance [email protected] www.davidfurmage.com
download impacts and evaluation results at www.cluster2020live.eu/cluster-2020-impacts-outcomes/ a wide range of other reports can be found at www.cluster2020live.eu/publications/ and www.eciaplatform.eu/publications/
Thanks for listening!