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State of Small Business Britain conference 2019

  1. 1. ERC State of Small Business Britain Conference 2019 @ERC_UK
  2. 2. Welcome Professor Nola Hewitt-Dundas, Head of School of Management, Queens University Belfast and ERC @ERC_UK
  4. 4. The State of Small Business Britain – the Headlines Professor Stephen Roper, Director, ERC @ERC_UK
  5. 5. State of Small Business Britain 2019 Introductory Comments Stephen Roper and Mark Hart
  6. 6. Small Business Confidence Small business confidence has declined consistently since the Brexit vote …
  7. 7. Entrepreneurship … and this year we have seen a slight fall in levels of entrepreneurial activity and other metrics…
  8. 8. Business birth and death rates … the fall in entrepreneurial activity is reflected in the business demographics data – falling births and rising death rates.
  9. 9. Established SMEs trading profitably … and the challenging climate is evident among established firms too with a sharp fall in the proportion trading profitably…
  10. 10. High growth firms (OECD definition) ... and stagnant proportions of high growth firms using the OECD definitions. Note significantly higher in services.
  11. 11. High growth in manufacturing … high growth is most common in manufacturing in Northern Ireland, Wales and the capital.
  12. 12. High growth in services: 2015-18 … and in services in the North West, London and the East.
  13. 13. Firms increasing productivity (%, over three years) … and the proportion of firms in both manufacturing and services increasing productivity is also flat (and has been for much of the post recession period).
  14. 14. Challenges facing SMEs … market and regulatory factors dominate although Brexit is creeping up the challenges ‘league table’.
  15. 15. Putting it all together in demographics… … net job growth remains positive driven by jobs in expanding firms. This is offset by a tick upwards in contractions (negative impact).
  16. 16. It’s not all doom and gloom!! • The majority of companies continue to trade profitably and create value for their customers, owners and employers • But the statistics suggest a stagnant or weakening picture and it is rather difficult to find many ‘good news’ statistics • Jobs growth remains positive, however, and (perhaps surprisingly) the recently published LSBS data does suggest a sharp tick up in three-year growth ambition by around 9pp. • As we have seen there are marked sectoral and spatial contrasts across the UK however and we look forward to discussing these in more detail during the rest of the day
  17. 17. Supporting SMEs through the Industrial Strategy Grace Carey, Head of Industrial Strategy Sector Deals, BEIS @ERC_UK
  18. 18. UK Industrial Strategy
  19. 19. The UK’s approach to Industrial Strategy The Government's modern Industrial Strategy sets out a long-term plan to boost productivity by backing businesses to create good jobs and increase the earning power of people throughout the UK with investment in skills, industries and infrastructure. It is a cross-government programme to which all departments are contributing, and focuses on: Strengthening the foundations of productivity – by encouraging innovation, developing high quality jobs, supporting UK businesses and fostering growth in all parts of the UK. Building long-term strategic partnerships with businesses through Sector Deals between government and industry. Taking on Grand Challenges – the society-changing opportunities and industries of the future where the UK can build on its strengths and lead the world. This will be done through an innovative 'mission based' approach.
  20. 20. • Raise total R&D investment to 2.4 per cent of GDP by 2027 • Increase the rate of R&D tax credit to 12 per cent • Biggest increase in R&D funding ever - committing an extra £7 billion by 2021/22 • Technical education system rivalling the best in the world • Additional £406m in maths, digital and technical education • £100 million committed for new National Retraining scheme • £37bn National Productivity Investment Fund • Support electric vehicles through £500m additional investment • Over £1bn public investment in digital infrastructure • Launch and roll out Sector Deals • Drive over £20bn investment in high potential businesses, including a new £2.5bn Investment Fund • £56m package to support business productivity • Rapid development of Local Industrial Strategies • 18 cities benefitting from £2.5bn for intracity transport • Provide £42m to pilot a Teacher Development premium The UK’s five Foundations in practice Ideas People Infrastructure Business Environment Places
  21. 21. Life Sciences • Ensures new pioneering treatments and medical technologies are produced in the UK, • £1.1bn investment from private and charitable sectors Automotive • Ensures that the UK continues to benefit from the transition to ultra- low and zero-emission vehicles by building an agile, innovative and cost competitive supply chain Artificial Intelligence • Establishing the UK’s position as a leader in developing AI technologies • Actions to increase data availability and developing high-level skills Building long-term, strategic partnerships with business Creative • £150m across the lifecycle of creative businesses • Invests in creative clusters, technologies, and skills to unlock growth for creative businesses Partnerships between government and industry aiming to increase sector productivity: Nuclear • £200m to drive down cost of nuclear energy • 30% reduction in the cost of new builds by 2030 • Establishing a framework for the development of small modular reactors Construction • 420 million of investment to transform construction with new digital and offsite manufacturing technologies • Cheaper energy bills for families and businesses 10 Sector Deals have been negotiated so far, with further proposals under consideration. Agreed deals include:
  22. 22. Building long-term, strategic partnerships with business Partnerships between government and industry aiming to increase sector productivity: Life Sciences 2 • £1.4 bn support from Government to strengthen UK’s leadership in science & innovation • Further £1bn of investment from private companies building on commitments in Sector Deal 1 Aerospace • Up to £250 million co-investment between government and industry, for electrification and automation of aircraft • Aerospace industry committing to a Women in Aviation and Aerospace Charter. Rail • Includes commitment to establish a platform for securely sharing rail industry data • Supports the sector to deliver significant reductions in the cost of digital signalling • Doubling export performance by 2025 through goods and services. 10 Sector Deals have been negotiated so far, with further proposals under consideration. Agreed deals include: OffShore Wind • 30% of electricity to come from offshore wind by 2030. • Target of increasing exports to £2.6 billion by 2030. • Sector to invest up to £250m in building a strong UK supply chain.
  23. 23. The UK’s four Grand Challenges Clean growth We will maximise the advantages for UK industry from the global shift to clean growth Growing the AI & Data-driven Economy We will put the UK at the forefront of the artificial intelligence (AI) and data revolution The Future of Mobility We will become a world leader in the way people, goods and services move Ageing society We will harness the power of innovation to help meet the needs of an ageing society
  24. 24. Unlocking SME growth in the creative sector Dr Josh Siepel, Senior Lecturer, Science Policy Research Unit University of Sussex & Creative Industries Policy and Evidence Centre @ERC_UK
  25. 25. Unlocking Growth in the Creative Industries Dr Josh Siepel SPRU, University of Sussex ERC State of Small Business Britain Conference 27 June 2019
  26. 26. The creative industries are… ● Heterogeneous ● Clustered ● Small ● Young ● Innovative ● Economically important ● Different
  27. 27. Growing Creative Industries Firms ● Creative industries firms WANT to grow – ○ 73% have growth aspirations, versus approximately 50% of the population ● They also face barriers to growth: ○ Access to finance ○ Access to skills ○ Challenges of perceptions
  28. 28. How can we unlock growth in the creative industries? ● Target policies to support creative industries firms ● Recognise heterogeneity between sectors ● Build support ecosystems The PEC is working in this area – watch this space for new findings!
  29. 29. Thank you! @JoshSiepel @CreativePEC
  30. 30. From Boom to Brexit: 11 years of running a creative SME Kevin Palmer, Director, Kin @ERC_UK
  31. 31. kin-design kin_design
  32. 32. kin-design kin_design
  33. 33. kin-design kin_design
  34. 34. kin-design kin_design
  35. 35. kin-design kin_design
  36. 36. kin-design kin_design
  37. 37. Kinaesthetic learning
  38. 38. Production Creative Technology
  39. 39. - The best creatives don’t make the best CEOs - The best creatives don’t make the best CFOs - Design and the business of design - Continue to innovate, don’t stagnate - Accept that some things are out of your control - Crashes are painful - Crashes are hopefully healthy
  40. 40. - National Maritime Museum – Re:Think – open now - Royal Observatory Greenwich – The Moon – July - Swarovski - ???
  41. 41. kin-design kin_design Thank you
  42. 42. Networking and refreshment break @ERC_UK
  44. 44. The future of SMEs in the automotive sector Professor David Bailey, Birmingham Business School @ERC_UK
  45. 45. The future of (SMEs in) the automotive sector ERC State of Small Business Britain Conference The Shard, London 27th June 2019 Professor David Bailey Birmingham Business School & UK in a Changing Europe Senior Fellow
  46. 46. Automotive Sector: Where are we now? Where Next? Market trends Brexit New technologies & value chain… Policy issues
  47. 47. UK Auto Market trends • UK sales down 7% in 2018, and down 4.6% in May 2019 (so far 2019: -3.1%) • 2019 market shares so far: diesels 28% (33%), petrol 66% (62%), AFVs 6% (5%) • Remember that Diesels took a huge bashing in 2018: Diesels -30% Petrol +9%, AFVs +21% • Little sign of diesel’s decline coming to an end: 26 straight months of diesel decline. 2019: -18.4% • Big discounts & pre-reg cars back in a big way • 2019 as a whole?
  48. 48. SMMT 2019 forecasts • Cars registrations at 2.313m, down 2.3% on the 2018 level. • Diesel car volume of 0.624m, down 17% on 2018 and reducing market share to 27%. • AFVs registrations to rise 25% and plug-ins up 43%, taking market shares to 8% and 4%
  49. 49. Market downturn: why? • UK market 2019 (so far) -3.1%: 2018 -7%: 2017 - 6%. • Big shift away from diesels ongoing… • Economy has slowed: 2% smaller than would have bene otherwise, post Referendum. • Supply side disruption with new testing regime • SMMT had been too optimistic (f: 2.6% fall in 2017): it had expected “the market to continue gradually recovering” in 2018.
  50. 50. UK car production • Production -9% in 2018 (output for domestic market -16%). 2019 1st Quarter: -16% • April: -45% • “considerable concern” – SMMT • Production slowdowns, shut downs and job cuts at Vauxhall, Ford, Nissan, JLR. • Combination of: Diesel’s demise, ‘China syndrome’ & Brexit uncertainty slowdown • Honda and Ford closure announcements.
  51. 51. Diesel’s decline UK
  52. 52. Photo: Matthias Schmidt
  53. 53. Diesel’s decline • Diesel market share continues to fall across W Europe; March 2019 32% (March 18: 36%, March 17: 45%) • Europe: >3 years of falling diesel share (52% late 2015) • ‘Starting to level off’? But further policy action likely. • Key market: Germany - diesel share fell below 30%. • May: diesel pick up – 33% share. • Hamburg and Berlin have banned older diesels from parts of cities. German scrappage scheme. • Germany: share 20% by 2020, 15% by 2025? • 2025 European market share could be as low as 15%
  54. 54. Diesel’s decline - EU
  55. 55. Diesel’s decline “bad publicity about diesels is freaking out the public” • ‘Perfect storm’ post dieselgate: consumer concerns over tighter regulation in cities*, new tax rates, resale values, tighter ‘real world’ WLTP testing, costs of new technology, plus environmental concerns… • Auto industry has ‘collectively shot itself in the foot’: still failing to get over a convincing message on which diesels are clean. • UK Govt stance v confused. Diesel tax, ban by 2040, hybrids? BEIS Select Ctte: ban to be brought forward to 2032.
  56. 56. Effects of declining diesels? 1 • BMW, Audi, Mercedes Benz, JLR, Volvo most affected • Risk for car banks & financing companies: write off €millions on diesel residual values. • Premium players - av.CO2 emissions will rise: increase potential for EU fines for non-compliance with 2020 emissions standards • “With up to 1m annual sales and emissions up to 15-20 g/km above 2020 standards… luxury [manufacturers] annual CO2 penalties could rise towards €2 bn a year,” (Morgan Stanley) • + need to spend heavily on technology to replace diesels. Further collaboration likely.
  57. 57. Effects of declining diesels? 2 • Market pull outs: Nissan, Toyota, Suzuki, Mitsubishi, Fiat Chrysler, Porsche, Volvo all phasing out passenger vehicle diesel sales. • Peugeot: “made a mistake with pushing diesels” • Others to follow? • BMW has committed strongly to diesel • Some segments still diesel dominated
  58. 58. Clean air zones • CAZ Framework released in 2016; aim to reduce NOx levels • Euro 6 diesel / Euro 4 Petrol is good enough for now • Principles: ‘One of the aims of Clean Air Zones is to support the transition to ULEVs (Ultra Low Emission Vehicles)’ • Local authorities to explore all non-charging methods before justifying use of a charging zone. • 5 English cities mandated to create a CAZ by 2020; Leeds, Derby, Nottingham, Birmingham & Southampton. • Further 15 zones required CAZ plan, & another 7 required to develop a local action plan • BUT Birmingham and Leeds delayed
  59. 59. Bans coming on ‘ICE-only’ vehicles
  60. 60. Hybrids? • Petrol/diesel ban from 2040 announced in 2017 • ‘Road to Zero’ • Govt thought to be considering ban on hybrids (<50m on battery) by 2040. • Risks killing technology before it takes off?
  61. 61. Brexit • Uncertainty: 80% decline in investment over last 3 years • Slowed economy • Trading arrangements + Rules of Origin • Customs • Skills • Regulation • Research networks and funding: imp for SMEs too
  62. 62. No deal? • Short term production hit: -175,000 units • Longer term: as much as -500,000 by end of 2020s. • Plant closures • 10,000s of job losses
  63. 63. New technologies
  64. 64. EV sales in EU up: market share 2% 1st quarter of 2019
  65. 65. 2020 ‘Year Zero’ for EVs? • Tough EU fleet average CO2 emission targets arrive in 2020 • ‘Super credits’ come in for plug-in vehicles emitting under 50g/km of CO2 • PLUS emissions cut for auto of 35% by 2030 likely to add to EV take up: Morgan Stanley now forecasting 30% EV market share by 2030 • UK out of sync in cutting EV subsidies. UK market? UK won’t count for EU targets plus subsidy cut…
  66. 66. Driverless cars are coming but full autonomy is some time away…
  67. 67. ‘ICE to ACE’
  68. 68. Implications for the Value Chain 1  ‘fleet-based on-demand personal mobility’ value chain, comprising components which will share data across the value chain, such as: • Vehicle design and manufacturing (existing automaker, outsourced automotive manufacturer, supplier or fleet operator, operating more on an open innovation model). • Operating Platform (existing automaker, tier 1 supplier or new entrant like Waymo, Renovo or • User Experience Platform provider (controlling the passenger’s mobility experience, including in-cabin experience, including hardware, software and data.
  69. 69. Implications for the Value Chain 2 • Data services provider: content - entertainment, traffic, mapping or weather, consumed by ACE platforms or passengers in ACE vehicles. • Fleet creation: fleet operators could specify, design and buy/lease from a specific vehicle manufacturer or lease vehicles from a ‘fleet creation company’, as in the airline industry. Fleet creation involves financing and insurance. • Fleet operator: firms operating and managing the fleet of ACE vehicles offering on-demand mobility services - extend to integrating on-demand with public transport and to ‘Global Distribution System’ firms (as in the airline industry) offering reservations to on-demand mobility services? • Fleet service and maintenance provider: servicing, maintaining and supporting fleets – specialists may provide this service.
  70. 70. Policy: helpful but modest so far… • Innovate UK funding and APC support has been key • Chancellor announced funding for new technologies such as driverless cars and electric vehicle batteries in the last Budget. • But sums on offer (£270 million +) for a range of disruptive technologies including robotics, biotech and driverless cars, seem pretty small beer compared to other countries. • The Obama government set out a ten-year, $4bn programme in the United States to invest in driverless cars alone.
  71. 71. Some policy implications • Brexit • Policy on diesels • Industrial strategy for EVs; technology, skills, supply chain AND consumer take up – taxes, infrastructure etc • Govt’s industrial strategy and sector deal IS a start but doesn’t go nearly far enough eg on supply chains. • Long term commitment and certainty re take up of LCVs. • Autonomous cars: need for broader planning and debate. • EU standards – membership was a good thing: how will this be handled?
  72. 72. Thanks for listening. Comments, Questions welcome. @dgbailey
  73. 73. The ‘Mittelstand mindset’: How firms in the automotive sector in the UK and Germany are responding to digitisation Professor Stephen Roper, Director, ERC @ERC_UK
  74. 74. The Mittelstand Mindset for a digital age Stephen Roper and Jane Bourke
  75. 75. Setting the scene • Mittelstand companies - independent often family-owned and run SMEs - are widely admired for their innovation, operational excellence and high productivity • But, by repute the Mittelstand Mindset also means firms prefer internal financing and independent innovation which may limit their ability to adapt to digitisation • In this project we are considering ‘whether and to what extent the ongoing digitisation of our economy and society will undermine the typical Mittelstand mindset’. • Our research focuses on Mittelstand companies in the automotive manufacturing sector in the UK and Germany • This project is on-going so this is a bit of an ‘in-flight’ briefing based on the complete UK survey (86 firms) and partial German survey (39 firms)
  76. 76. Seven traits that define the ‘Mittelstand Mindset’ • A niche or ‘super niche’ focus on achieving global market leadership • Globalization strategy often accompanies these niche strategies • Customer collaboration is seen as a key priority in product development. • A preference for self-financing – related to the desire for independence • A long-run mindset consistent with a strategy of incremental improvement. • Superior employee relations stem from Mittelstand firms’ desire to provide long-term employment and training opportunities. • Community embeddedness –a commitment to local development. De Massis, A.; D. Audretsch; L. Uhlaner; and N. Kammerlander. 2018. Innovation with Limited Resources: Management Lessons from the German Mittelstand. Journal of Product Innovation Management 35:125-146.
  77. 77. Introducing the firms UK N=86 Germany N=39 Employment 24.9 38.7 Turnover (£m pa) 3.6 4.9 Sales per employee (mean) 140.1 140.0 Export share of sales (%) 15.2 20.0 Business age 31.9 56.6 Female leadership (%) 24.0 10.5 Employment growth (10 plus, mean %pa) 9.6 7.7 Turnover growth (10 plus, mean %pa) 6.0 6.6 … German firms are larger, older and have fewer female leaders. Productivity is almost identical
  78. 78. Business objectives … German firms prioritise environmental benefits, UK firms prioritise growth
  79. 79. Export profiles … export profiles are rather similar. UK firms are more likely to use E- commerce
  80. 80. Working with customers … German firms are significantly more likely to hold regular review meetings with customers.
  81. 81. Investment decision timelines … investment decisions involve longer timelines in the UK
  82. 82. Digital adoption … digital management tools are more common in the UK. German firms lead on AI and machine learning..
  83. 83. Motives for digitisation … German firms prioritise organistional efficiency. UK firms’ motives are linked to innovation in products or markets
  84. 84. Digital connectivity … German firms are more likely to share networked data to other firms
  85. 85. Barriers to digitisation … barriers differ. Key in Germany broadband speed, security concerns dominate in the UK
  86. 86. Summary points Similarities • Similarities are evident in terms of a range of market facing and operational capabilities. • A niche or ‘super niche’ focus and Globalization strategy – UK firms actually export to more countries • Very similar funding profiles – German firms more bank dependent • A long-run mindset - UK firms have longer time horizons • Superior employee relations – firms in both areas prioritise employee relationships Differences • Differences are most evident in terms of customer collaboration, community links and inter-firm connectivity. • Community embeddedness – 62 per cent of German firms were engaged in community projects 24 per cent in the UK • Customer collaboration – 85 per cent of German firms hold regular review meetings with customers, 46 per cent UK.
  87. 87. Final remarks • As Pahnke and Welter (2019) comment the Mittelstand is entrepreneurship that ‘builds on a sense of responsibility and solidarity’. • Our interim results suggest that despite some striking similarities the connectedness and embeddedness which this implies seems less evident across UK firms. • Next steps in the project are final German interviews and a series of case studies in each country
  88. 88. Panel discussion: How can we make innovation happen in SMEs?  Archie McPherson, Chief Executive, Warwick Manufacturing Group,  Mark Norris Head of Industrials, BEIS  Dolores Sanders, Strategic Director, Total Control Pro Limited)  Chair: Lee Hopley, Deputy Director, ERC @ERC_UK
  89. 89. Lunch and networking @ERC_UK
  91. 91. Business speaker: Richer, safer, fairer. Innovation in London's financial services ecosystem Ben Brabyn, CEO Level39 @ERC_UK
  93. 93. @LEVEL39 Cw @BENBRA BYN LEVEL39.C O
  94. 94. The role of Growth Hubs in strengthening and cultivating sectors locally Roya Croudace, Director, Enterprise M3 Growth Hub @ERC_UK
  95. 95. ERC State of Small Business Britain Conference 2019 The role of Growth Hubs in Strengthening sectors Thursday 27th June 2019 Roya Croudace EM3 Growth Hub Director 155
  96. 96. • Setting the scene: EM3 Growth Hub • What’s so special? • Games sector in Guildford • Cultivating a community
  97. 97. What is the Enterprise M3 Growth Hub? • Consortium delivery • High growth intensive support and universal service • Small Team of 6 full time staff • Operate “Associate Model” with 15 Associates
  98. 98. Our Services Impact assessment & bespoke Growth Plans a. 2 days 1:1 Consultancy, Mentoring or Coaching b. Signposting to receive Local Support from - Partners - Clients - Intermediaries/Suppliers - Specialist Support Network
  99. 99. What is different about the Growth Hub? Our service is: • FULLY FUNDED • Personal • Tailored/Lean • Focused on Growth What our Services are?
  100. 100. Professional Services Health & Pharmaceuticals ICT & Digital Media Aerospace & Defence Priority Sectors Niche Sectors 5G Telecoms Animal Health Photonics Advanced Materials & Nano Technology Satellite Technologies Advanced aerospace & automotive manufacturing Cyber Security Computer games & entertainment technologies
  101. 101. The 6 things all Companies need to grow?
  102. 102. The 6 things all Companies need to grow? 1. Firm Business Foundations
  103. 103. The 6 things all Companies need to grow? 1. Firm Business Foundations 2. Access to Finance
  104. 104. The 6 things all Companies need to grow? 1. Firm Business Foundations 2. Access to Finance 3. Strategy
  105. 105. The 6 things all Companies need to grow? 1. Firm Business Foundations 2. Access to Finance 3. Strategy (Business, Financial, Sales & Marketing, IP & Exit) 4. People
  106. 106. The 6 things all Companies need to grow? 1. Firm Business Foundations 2. Access to Finance 3. Strategy (Business, Financial, Sales & Marketing, IP & Exit) 4. People 5. Product, Services & Processes
  107. 107. The 6 things all Companies need to grow? 1. Firm Business Foundations 2. Access to Finance 3. Strategy (Business, Financial, Sales & Marketing, IP & Exit) 4. People 5. Product, Services & Processes 6. A Profit Engine
  108. 108. The House Model Profit Engine 1. Marketing 2. Lead Generation 3. Prospecting 4. Sales 5. Operations 6. Account Management 7. Lost Sales Analysis. The Enterprise M3 Growth Hub can identify & address ALL these!
  109. 109. Silicon Drinkabout Guildford Silicon Drinkabout is a regular after-work/school drinks meetup for passionate tech/startup folks that happens the first Thursday of the month (officially started in April 2017). Silicon Drinkabout is a place to meet like-minded people, have some fun and relax after another busy week. The organising team consists of Guildford-based experts who're happy to connect participants to other interesting personalities of the group, whether on personal or professional matters. A hooray to serendipity & beers! Leave your business cards at home and come meet like-minds the nicest way possible.
  110. 110. Growth Guildford Business Growth is a free-of-charge dedicated business advice service available to all businesses in the borough, no matter how small or large, whether existing or start up. The service is delivered by the Enterprise M3 Growth Hub and Umi on behalf of Guildford Borough Council and includes web chat, telephone advice with business advisers, face-to-face one hour clinics with a business specialist and workshops dedicated to helping your business grow. Areas of support will be bespoke to your challenges and opportunities across the start up and scaling up business journey, including finance, export, business planning, sales and marketing.
  111. 111. Our Partners
  112. 112. So what’s so special about Growth Hubs? 1. Local knowledge, connected, collaborating 2. Deep dive with local businesses 3. Aligned to BEIS and LEP priority sectors 4. Neutrality 5. Centre of the innovation ecosystem 6. Stewardship
  113. 113. 173 UK games industry - 2017
  114. 114. 174
  115. 115. 175 1987 - Guildford’s first videogame studio
  116. 116. 176 Enabling Entrepreneurship 170 Past & present individual members 40 Desk capacity 55 Companies grown and developed there Notable Rocketdesk graduates: Jumpship, Mojiworks, No More Marking, Overdrive Digital, Focal Point VR 2.5 years of history
  117. 117. EM3 Growth Hub and the Games Sector 1. Business support, investor ready, 2. Connecting and collaboration 3. Weekly growth champion at Rocketdesk 4. Focused meet ups, Unity and workshops 5. Inward investment showcase 6. Cross sector fertilisation 7. Skills
  118. 118. 178 Guildford.Games Festival
  119. 119. 179 Guildford.Games Website / Branding • Full branding project for Guildford’s games industry to utilise (TM pending) • Website highlighting Guildford’s studios, history, activity and supporting ecosystem • Enabling Guildford to become an easy-to-share example of creative prestige in the UK • Inspiring confidence for inward investment • Supporting the success of new SME’s in the region
  120. 120. 180 2018 UK Games Market growth
  121. 121. Any Questions?
  122. 122. Enterprise M3 Growth Hub
  123. 123. Panel discussion: Identifying and growing local sectoral strengths  Roya Croudace, Director, Enterprise M3 Growth Hub  Mark Basnett, Managing Director, Liverpool City Region LEP  Angela Joyce, Chief Executive, Warwickshire College Group  Rebecca McDonald, Analyst, Centre for Cities  Chair: Professor Mark Hart, Deputy Director, ERC @ERC_UK
  124. 124. Closing remarks: Stronger sectors across the UK: How can we best support SMEs? Professor Stephen Roper, Director, ERC @ERC_UK
  125. 125. ERC over the next year… Core projects • What drives local differences in financial status and investment? • How does IP influence firms’ ability to innovate and derive value? • Who are the UK’s leading productivity businesses? How are they influencing others? • How do local productivity disparities emerge? And, why? • BEIS/Innovate UK/BBB/IPO/ESRC Commissioned projects • What does ‘productivity’ mean in micro-businesses? (ESRC) • How does well-being influence productivity in SMEs? (Midlands Engine) • How long is a piece of string? Or, the time between innovation support and firm benefits? (Canadian Treasury) • How can we build better business resilience among SMEs? (JP Morgan Foundation)
  126. 126. @ERC_UK Find out more VISIT THE WEBSITE: @ERC_UK EnterpriseResearchCentre(UK) EMAIL: