Presentacions Jornada: Crea, Innova, Creix!

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

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DIRECCIÓ GENERAL !DE CREACIÓ I EMPRESES CULTURALS 2015!

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LES INDÚSTRIES CULTURALS I CREATIVES A CATALUNYA!

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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!

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2 OBJECTIUS!

Presentació

+ excel·∙lència + retorn econòmic + retorn social

3 EIXOS!

+ ocupació + públic

creació equipaments i xarxes empreses mercats públics

5 ÀREES!

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2

3

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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 €

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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

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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

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!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!!

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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

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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

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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

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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”

Moltes gràcies! Thank you! http://fad-ins.cambrabcn.org/

[email protected]

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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!

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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!

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+ 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!

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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!

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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!


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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. !


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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.!


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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.!


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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.!


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€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


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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 €!


Eina clau per a una cultura del retorn en el sector cultural!


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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%!


997.422,00 !289.701,00 !

1.287.123,00 !

997.422,00! 274.124,00 !

1.271.546,00 !

100%!95%!99%!


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!


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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%!


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!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

www.ECIAplatform.eu [email protected]

[email protected]

Barcelona 25 March 2015

*

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


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


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!

Presentacions Jornada: Crea, Innova, Creix!

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Transcript of Presentacions Jornada: Crea, Innova, Creix!