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What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
What is Cultural Entrepreneurship?
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What is Cultural Entrepreneurship?

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    • 1. Global Center for Cultural Entrepreneurship: Fostering Economic Prosperity and Cultural Wealth 2011Contact:Tom AagesonExecutive Directortom@culturalentrepreneur.org505.660.3096Alice Loyalice@culturalentrepreneur.org505.263.5180
    • 2. Jonathan SimsNo Reservations Productions Global Center for Cultural Entrepreneurship, 2011
    • 3. “If we haven’t placed language and culture at the centerpiece of our economic developmentstrategies we are contributing to our own demise. Cultural entrepreneurship is a strategy that can help us find a middle ground.” Regis Pecos, Cochiti Pueblo Global Center for Cultural Entrepreneurship, 2011
    • 4. Entrepreneurship DefinedThe pursuit of opportunity without regard to resources currently under control. Marketing Finance Profitable Risk Operations Team Global Center for Cultural Entrepreneurship, 2011
    • 5. So, what’s different? Culture and Innovation $ Markets Team Global Center for Cultural Entrepreneurship, 2011
    • 6. Impact Analysis* of Cultural EnterprisesChildren of culturalentrepreneurs fare betterthan others:• experience less poverty• stay in school• learn cultural traditions * 2009 -2010 GCCE study funded by W.K. Kellogg Foundation. Economic analysis completed by Dr. Melissa Binder, University of New Mexico 6
    • 7. GCCE Vision and MissionWe envision a world in which cultural entrepreneurship creates cultural value andeconomic wealth, self-determination, and cultural diversity in communities across theglobe. We envision a world in which cultural entrepreneurs are catalysts for culturalinnovation through their cultural enterprises. Toward this vision, we are creating theglobes first networked community of cultural entrepreneurs, cultural investors, andcultural entrepreneurship educators.GCCE cultivates thought leadership and advocacy to foster an environment in which culturalentrepreneurs can successfully scale their cultural enterprises.  GCCE connects cultural entrepreneurswith the: 1. Knowledge; 2. Technical assistance; 3. Market links and information; 4. Access to financial capital necessary to the success of their venture. Global Center for Cultural Entrepreneurship, 2011
    • 8. Environmental Factors Support Cultural Enterprise Development Global Center for Cultural Entrepreneurship, 2011
    • 9. GCCE Core TenetsAs, talented entrepreneurs drive wealth creation; We are entrepreneur focused.As, cultural entrepreneurs have unique opportunities and needs; We are experts in building cultural enterprises.As, markets drive profit opportunities; We build enterprise networks to increase innovation and speed to market. Global Center for Cultural Entrepreneurship, 2011
    • 10. GCCE ProgramsFast Forward New MexicoGoal: Support 3000 NM cultural entrepreneurs leapacross the digital divide  Partners: NM State Library, UNM, ACCION, NM Tech Council, Chambers of Commerce, SBDC’s  17 public libraries in low-income communities  8 courses - Basic through advanced skills  Courses offered in English, Spanish, Navajo
    • 11. GCCE ProgramsEPSCoR/National Science Foundation  Provide training in Española, Crownpoint, Silver City  Navajo, Spanish, English  Partner with cultural enterprise cooperatives to build business and revenues through  Enterprise development  Product development  Online Marketing
    • 12. GCCE ProgramsGCCE Fellowship (program in development)  Two year program, competitive application process  Core program deliverables to Fellows:  access to mentorship and industry expertise  curriculum guided business development  Goals with each Fellow:  Establish solid business foundation in finances, operations, management team  Increase revenues 50% in 24 months  Create average 1 FTE jobs within 24 months

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