2nd Russian-British Creative Economy Russia


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Supporting Growth, Enhancing Competitiveness: Emergent Support Models for Creative Entrepreneurs
Moscow Dec 2011


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2nd Russian-British Creative Economy Russia

  1. 1. Supporting growth, enhancing competitiveness:Emerging support models for creative entrepreneurs Gillian Easson, Development Manager, NESTA
  2. 2. Based in Dundee, Scotland The Perception ! The Reality !
  3. 3. About NESTA…Founded: 1998, with £300M endowmentMission: Bring ideas to life and help make innovation happenHow? Through policy research, programmes and investmentNESTA’s 3 main areas of work: Innovation and Economic Growth Social and Public Sector Innovation Creative Economy
  4. 4. Creative Industries: Important, fast growing and innovative
  5. 5. Focus of todayNESTA’s models of support: Creative entrepreneur programmes/resources Mentoring for creative business start-up and growth Skills for creative industries Support for cultural organisations to innovate
  6. 6. Challenges affecting creative start-up businesses
  7. 7. Specialist support for creative entrepreneurs NESTA has run programmes which have support hundreds of creative entrepreneurs to set up sustainable enterprises, which:  Develop business skills and confidence of new creative entrepreneurs  Facilitate interdisciplinary collaboration through peer networks  Address gaps in start-up support market and enhance current enterprise provisions on offer
  8. 8. Addressing creative business start-up challengesStarter for 6: A NESTA designed pilot programme in Scotlandrunning 2007–2009, which provided 210 early stage science,technology and creative entrepreneurs with: 4 days of group training run in 5 cities Peer mentoring Potential of grants up to £10,000 (84 grant awards made) Business aftercare support
  9. 9. An accelerator programmeProgramme features:Group workshop content: Tools to test and help build thecreative modelling tools business caseSpecialist expertise and Help to overcome barriers in particularadvice areasPeer networks Someone to share experiences / like- minded peopleCoaching and mentoring Help to sustain the momentum / critical friendsSeed funding Something to work with / accelerate speed to market
  10. 10. Business sectors of S46 participants (2007-09) Inverness Aberdeen Dundee Edinburgh Glasgow Business Sector Scotland - cities
  11. 11. Case Studies of creative entrepreneursHubdubPremium skill games for sports fanswww.hubdub.com
  12. 12. Case Studies of creative entrepreneursBebaroqueDesigner hosierywww.bebaroque.com
  13. 13. Examples of the workshop content Enhance Replace Revive Flip into Evidence modelling Blueprint modelling Framework tools to help build, shape, define, explain and communicate the business idea. These creative practical planning tools are used successfully by creative entrepreneurs to build their business case.
  14. 14. Start-up programme results2007 - 2009: Pilot programme - devised, funded and managed by NESTAin partnership with many Scottish agencies2009: Programme gets a £1 million backing from Creative Scotland’sInnovation Fund to offer an extended service, delivered by CulturalEnterprise Office (CEO).2010 – present: New S46 programme strands added by CEO including‘Fast track’ and ‘S46 Network’.2011: Longitudinal study of programme completed. www.culturalenterpriseoffice.co.uk/starterfor6
  15. 15. Programme benefits for creative entrepreneursWord cloud showing responses to the question ‘With hindsight what was themost useful part of the Starter for 6 programme?’ (SQW report, 2011)
  16. 16. Economic and confidence level impacts  S46 gives return of £2.16 GVA for every £1 invested  15+ gone on to ‘high growth pipeline’ – Scottish Enterprise  S46 is seen as a bench mark of success for other funders, investors.
  17. 17. Full impacts arising from Starter for 6 Improved business and economic performance Developed business idea Networks and collaborations Improved knowledge and skills Increased confidence in participants
  18. 18. NESTA Creative Enterprise Toolkit Encapsulates NESTA’s tried and tested approaches Specifically tailored for creative business start-ups and those who support them Flexible tools engage participants at an individual level to explore personal values and motivationswww.nesta.org.uk/enterprise-toolkit This work is licensed under a Creative Commons Attribution Non-commercial Share Alike (3.0 Unported). Uses are thus permitted without any further permission from the copyright owner. Permissions beyond the scope of this license are administered by NESTA.
  19. 19. Arrivals and destinations 01 Getting off the ground 02 Who this guide is for and how it can help Business Facts Do you have a good idea or a good business idea? Why it’s different from other business guides Intellectual Property What to expect to get out of the process How to identify, protect and exploit IP What kind of company to set up Values Identify your values and summarise Links to useful organisations the impacts you want Case studies Evidence Modelling Illustrate what success will look like Customers Marketing Mix and Plan Determine who is buying your How to apply this mix to your product and why business needs. The main elements you need to consider when planning Your business process marketing activities The different elements that make up your business Relationships Financial Modelling The different associations you have to recognise and Including the vital role of cash flow to ensure your develop to ensure your product or service reaches your business makes enough money to continue trading in the customers way you desireChoosing your path 03 In it for the long haul 04
  20. 20. Suite of open-source products for both creatives and supporters Creative enterprise Train trainer Case studies Worksheets Tutors notes toolkit workshops Peer mentoring creativesupporters. Fashion start-up Video case studies Trainer PowerPoint guide org.uk guide
  21. 21. CE Toolkit is being used nationally and internationally LebanonWales China
  22. 22. Peer Mentoring to support creative start-ups Peer mentoring involves near peers with• Peer mentoring one or two years more business experience than their mentees. NESTA’s Peer Mentoring guide contains:  On overview of the programme structure  Practical points and case studies for those considering setting up a peer mentoring scheme  The impacts for both the mentors and mentees www.nesta.org.uk/enterprise-toolkit
  23. 23. NESTA Mentoring for business growth Video Games Mentoring: Creative Business Mentor Playing the Game guide Network
  24. 24. Creative industries skills agendaHyper Island and Next Gen: the right skills for a high-tech sector
  25. 25. Supporting cultural/arts organisations to innovateEnabling arts and cultural organisations to engage audiences in new waysand create opportunities for new business models, through the use of digitaltechnology. Arts Technology Research organisation partner team Digital R&D Fund Digital innovation projects and sector-wide knowledge
  26. 26. ConclusionsIn NESTA’s experience we believe that creative entrepreneursthrive when given the right conditions, which include:- Tailored skills development and confidence building- Networks and support- The opportunity to gain seed fundingWe look forward to working with international partners toshare learning from our creative entrepreneurshipprogrammes.
  27. 27. Thank You! Gillian Easson Development Manager gillian.easson@nesta.org.uk @GillianEasson www.nesta.org.uk www.nesta.org.uk/enterprise-toolkit