EU INTERREG IV Program. CURE develops innovative solutions to the question of how the creative economy can play an active role in urban renewal processes in medium-sized cities in NWE. In contrast to bigger cities and metropoles with growing development conditions, where the market mainly pushes the development of creative urban quarters, the development of creative zones in medium-sized cities has to be pushed by local authorities and other local players. An active intervention of key stakeholders in the form of an integrated approach is needed.

1. CURE: Creative Urban Renewal
Creative Zone Innovator:
The social, entrepreneurial and urban dimension
e soc a , e t ep e eu a a d u ba d e s o
Rene Kooyman 4 April Kick‐off Bruges

2. Cultural and creative industries
‘Cultural industries’: goods or services that
embody cultural expressions, irrespective
embody cultural expressions irrespective
commercial value: film, DVD, video, television
and radio, video games, new media, music,
and radio video games new media music
books
and press, performing arts, visual arts.
and press performing arts visual arts
‘Creative industries’ : use culture as an
input , whose outputs are mainly
functional: architecture, advertising,
, g,
gaming, design and fashion.’

3. Contribution Cultural/Creative sector
• UNCTAD: Creative Economy Report 2010

4. The new sme definition
Three criteria:
• Staff headcount
Staff headcount
• Annual turnover
or:
• Balance sheet
turnover
• ????

5. Size of Enterprises
By sector across CCIs eurokleis 2009

6. Staff headcount - turnover
Creative industries: headcount / turnover
o Very small (< 2 milj EUR) 97% of headcount 27 % turnover
o SME (2 10 EUR)
SMEs (2 – 10 m EUR) 3 % headcount 32 % turnover
3%h d t 32 % t
o Large enterprises: < 1 % nr headcount 40 % turnover
Cultural Industries BRD
Cultural Industries BRD
o 763.000 taxable employees o 210.000 Free‐lance workers
not registered
Fesel/Söndermann BRD 2009
BRD 2009

7. CCI : Three Dimensions
Social dimension:
• fostering territorial cohesion, integration and identity
• reinforcing self‐confidence (individuals /communities)
• participate in the expression of cultural diversity.
The entrepreneurial dimension:
• owe one's own enterprise, entrepreneurial risk
p p
• value creation
• innovative practices : new products, forms of
organization, new markets, new production methods,
new sources of supplies and materials
The economical dimension:
• Products/marketing, labour markets, turnover
/ g, ,

8. Business categories
• Artisan – Designer driven purely by aesthetic
motivation
• Solo – Individual designer focused on growth
• Creative Partnership Two creative people
Creative Partnership – Two creative people
• Designer and Business Partner – One creative
and one business partner
and one business partner
• Designer and Licensing Partner – Designer
under royalty contract
under royalty contract
• Designer and Manufacturer – Designer in
contractual agreement with manufacturer
contractual agreement with manufacturer
• Partnership with Investor – Designer in
partnership with a formal investor
partnership with a formal investor
NESTA 2008

9. The entrepreneur’s perspective
p p p
From the SMEs perspective, three markets:
• The ‘arts’ field: pure creative work
The arts field: pure creative work
• Arts related markets: teaching, services,
arts administration, art management
arts administration art management
• Non‐arts markets, in order to generate
additional income
additional income
Personal characteristics and motivations:
• Entrepreneurial success
• Professional achievement
• Art creation
• Professional career

10. Labour Market Characteristics
• Labour market of the CCIs is complex
• Thrives on numerous small initiatives
• Careerwise a high degree of uncertainty
• Non‐conventional forms of employment; part‐time,
temporary contracts, self‐employment , free‐lancers
• Multiple job‐holdings; combined other sources
• New type of employer; the ‘entrepreneurial
individual’ or ‘entrepreneurial cultural worker’
i di id l’ ‘ t i l lt l k ’
• Does not fit into typical patterns of full‐time pro’s
• Heterogeneity of human resources categories;
H i fh i
higher professional training, vernacular backgrounds,
craft industry, any other category
craft industry any other category

11. Product characteristics
• Creative inputs and products are abundant
• Hypercompetitive environment
• Succes is uncertain: ‘nobody knows’
• Knowledge‐based and labour‐intensive input
• py , p
Not ‘simply merchandise’, but express cultural
uniqueness and identities
p g ;p
• Experience goods; production and
consumption ‘on the spot’
y
• Product life‐cycles are often short

12. CCIs as key strategic factor
• CCIs drivers of economical growth (UNCTAD)
• Drivers of innovation:
Drivers of innovation:
Creativity – Innovation ‐ Design
• Flexibility; direct producer/client interaction; meet
the clients needs
• CCIs core of cultural and industrial networks
• CCIs & Technological change (digitisation 2 way)
CCIs & Technological change (digitisation 2 way)
• CCIs indispensable at other firms (spill over effects)
• C l
Cultural and Creative Content as independent
l dC i C i d d
economical factor

13. Entrepreneurship indicators
OECD, Measuring entrepreneurship, 2008

14. Entrepreneurship Determinants
• Regulatory framework: administrative burden
Regulatory framework administrative burden
• R&D and Technology: core business
• Entrepreneurial capabilities: skills
E i l bili i kill
• Entrepreneurial culture
• Access to all types of equity (Tax incentives)
• Market conditions and public involvement

15. Entrepreneurial capabilities
• Weaknesses in business skills
• Training and experience of
entrepreneurs
• Traditional Business Education
• Entrepreneurship Education (skills)
• Entrepreneurship Infrastructure
Entrepreneurship Infrastructure
(Public and Private)

16. Regulatory framework
• Administrative Burdens (entry and growth)
• Bankruptcy Legislation
Bankruptcy Legislation
• Safety, health, environment and product
regulation
l ti
• Court‐legal framework
• Labour Market Regulation
• Social and Health Security
y
• Income Taxes
• Business Taxes and Fiscal Incentives
Business Taxes and Fiscal Incentives
• Wealth and inheritance Taxation

17. The Urban Dimension
• Territorial approach: zoning
• Diversified cultural environments (J b )
cultural environments (Jacobs)
• Social integration/identification
(‘belonging’) and distinction (Bourdieu/Florida)
• Integrated approach:
Integrated approach:
– Physical: bricks and mortar
– Social
– Infrastructure: networking
g
• Conceptualisation /re‐evaluation

18. CURE: Creative Urban Renewal
• Creative Zone Innovator: integrated
approach to urban, economic, cultural,
approach to urban economic cultural
social and entrepreneurial development
• ABC: Area , Building, Creative entrepreneur
• Themes:
a. Flow of diversity
b. Learning Lab
c. g
Cultural Business Modeling
d. Supply Chain

19. CURE:
Creative
Urban
Renewal
http://cci.hku.nl/
www.rkooyman.com