The document summarizes the findings from an evaluation of Creative Credits, an innovation voucher program in the UK that provided £5,000 grants to small businesses to partner with creative service providers. Key findings include:
1) The vouchers had a high level of additionality, with firms much more likely to undertake projects with vouchers than without. However, longer-term impacts on innovation and cooperation were weaker.
2) Outcomes varied greatly depending on the quality of match between firms and creative partners. Stronger brokerage and vetting of partners may have improved results.
3) Implementing the program during an economic recession made it difficult to isolate the impact of the vouchers from broader market conditions.
Future of Design in Start-Ups Survey 2017 Albert Lee
We launched the Future of Design in Start-Ups survey last year to set a baseline for how design operates in the tech ecosystem and also to begin to track what value is created by design in fast growing companies.
This year, we asked some of the same questions from 2016 to create a trailing data set. We also wanted to dig into the nitty gritty of design teams (structures, salaries, etc.) and squint at where design might be going within start-ups in the future (new skills, new mediums, etc.).
We heard responses from over 350+ companies and this is a summary of what was shared. A sincere thank you to all those that responded!
A small summery and description of network organization that can be used for large out-scaled agile organizations. Some way to manage the decentralization.
Franki Chamaki. Design Thinking. Human Thinking.Franki Chamaki
The following presentation is put together to give you a sample of some recent self-projects that I have been involve to practice my Design Thinking skills. This presentation forms part of my submission for IDEO. Both case studies are good examples of how I think — how I can observe a situation/environment, imaginatively frame problems and questions and consider multiple perspectives in coming up with ideas that desirable, feasibility and viable. I believe "critical thinking" is an ability to understand your problem and respond to intuitively.
Future of Design in Start-Ups Survey 2017 Albert Lee
We launched the Future of Design in Start-Ups survey last year to set a baseline for how design operates in the tech ecosystem and also to begin to track what value is created by design in fast growing companies.
This year, we asked some of the same questions from 2016 to create a trailing data set. We also wanted to dig into the nitty gritty of design teams (structures, salaries, etc.) and squint at where design might be going within start-ups in the future (new skills, new mediums, etc.).
We heard responses from over 350+ companies and this is a summary of what was shared. A sincere thank you to all those that responded!
A small summery and description of network organization that can be used for large out-scaled agile organizations. Some way to manage the decentralization.
Franki Chamaki. Design Thinking. Human Thinking.Franki Chamaki
The following presentation is put together to give you a sample of some recent self-projects that I have been involve to practice my Design Thinking skills. This presentation forms part of my submission for IDEO. Both case studies are good examples of how I think — how I can observe a situation/environment, imaginatively frame problems and questions and consider multiple perspectives in coming up with ideas that desirable, feasibility and viable. I believe "critical thinking" is an ability to understand your problem and respond to intuitively.
Overview and details of Peter Block's concepts of Flawless Consulting.The core transaction of any consulting contract is the transfer of expertise from the consultant
to the client. Whatever the expertise, it’s the basis for the consultant’s being in business.
Learn the Secrets of Joint Ventures to Expand Your Business! How Much Do You Know About Joint Ventures? It's Time to Discover The Inside Secrets About Building Business by Leveraging Others!
A business game arrangement in which two or more parties consent to pool their assets with the end goal of fulfilling a particular assignment. This task can be another project or some other business movement.
In a joint venture (JV), each of the members is in charge of profits, losses and expenses connected with it. Notwithstanding, the venture is its own entity, separate and separated from the members' different business intrigues.
The parties consent to make another entity by both contributing value, and they then partake in the incomes, costs, and control of the venture. The venture can be for one particular venture just, or a proceeding with business relationship, for example, the Sony Ericsson joint venture.
This is rather than a key partnership, which includes no value stake by the members, and is a significantly less unbending game plan.
Inside this eBook, you are about to learn the essential information about Joint Venture that would definitely help your success.
Gerald
gerald-pilcher.com
Small Business Survival Guide: 28 tips to unlock you own success story [eBook]Line//Shape//Space
For all the advice you need to make your small business survive and thrive check out this small business tips ebook, bought to you by Line Shape Space.
Check out: http://lineshapespace.com/
A talk I gave to the design and marketing team of a very large corporate about why it's hard to practice Design Thinking in a corporation. Borrows heavily from Clay Shirky. The slides may not make too much sense without me doing the talk.
2nd Annual Design Thinking for Banking and Financial ServicesNicholas Baker
Join leading design thinking experts in banking & finance as they discuss strategies and methodologies on how to create a consumer-centered experience and transform consumer insights into breakthrough products and services.
This deck was prepared for the #BASummitSA workshop last year (2017).
Sipho and I were trying to show how easy it is to be more creative as a Business Analyst by incorporating Design Thinking principles, processes and artefacts
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
This paper describes trends in consulting business models and provides a tool to help consultancies develop their own new business model. Brief case studies of new models are included.
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
Overview and details of Peter Block's concepts of Flawless Consulting.The core transaction of any consulting contract is the transfer of expertise from the consultant
to the client. Whatever the expertise, it’s the basis for the consultant’s being in business.
Learn the Secrets of Joint Ventures to Expand Your Business! How Much Do You Know About Joint Ventures? It's Time to Discover The Inside Secrets About Building Business by Leveraging Others!
A business game arrangement in which two or more parties consent to pool their assets with the end goal of fulfilling a particular assignment. This task can be another project or some other business movement.
In a joint venture (JV), each of the members is in charge of profits, losses and expenses connected with it. Notwithstanding, the venture is its own entity, separate and separated from the members' different business intrigues.
The parties consent to make another entity by both contributing value, and they then partake in the incomes, costs, and control of the venture. The venture can be for one particular venture just, or a proceeding with business relationship, for example, the Sony Ericsson joint venture.
This is rather than a key partnership, which includes no value stake by the members, and is a significantly less unbending game plan.
Inside this eBook, you are about to learn the essential information about Joint Venture that would definitely help your success.
Gerald
gerald-pilcher.com
Small Business Survival Guide: 28 tips to unlock you own success story [eBook]Line//Shape//Space
For all the advice you need to make your small business survive and thrive check out this small business tips ebook, bought to you by Line Shape Space.
Check out: http://lineshapespace.com/
A talk I gave to the design and marketing team of a very large corporate about why it's hard to practice Design Thinking in a corporation. Borrows heavily from Clay Shirky. The slides may not make too much sense without me doing the talk.
2nd Annual Design Thinking for Banking and Financial ServicesNicholas Baker
Join leading design thinking experts in banking & finance as they discuss strategies and methodologies on how to create a consumer-centered experience and transform consumer insights into breakthrough products and services.
This deck was prepared for the #BASummitSA workshop last year (2017).
Sipho and I were trying to show how easy it is to be more creative as a Business Analyst by incorporating Design Thinking principles, processes and artefacts
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
This paper describes trends in consulting business models and provides a tool to help consultancies develop their own new business model. Brief case studies of new models are included.
Future Proof Design and the Platform Design CanvasSimone Cicero
This presentation was given as an introduction of a workshop on the platform design canvas during the Barcelona Design Thinking Week at the Elisava Design and Engineering School.
The objective of the canvas is to help people design Platforms and Ecosystems not only one shot, one feature, linear products.
The canvas itself is derived by the Business Model Canvas of which it tries to overcome the limitations when applied in Platform Design.
The Platform Design Canvas is currently in Live Edit here http://goo.gl/wz615
Context post: http://meedabyte.com/2013/06/26/the-platform-design-canvas-a-tool-for-business-design/
How structural collaboration leads to value propositions in the financial sectorInSites Consulting
In the (post-)crisis era, challenging the status quo through innovation will be critical to restore profitability in the financial sector. The commoditisation of products within the industry is making it very difficult to compete on price. Moreover, a whole array of non-banking entities is entering the market to close the gap between the offerings of banks and the needs of customers. Suddenly, banks face competition from telcos, supermarkets, tech firms and innovative start-ups, all experienced in building online relationships and developing and marketing transparent products.
In this paper we explain how financial institutions can install structural collaboration trajectories with key stakeholders (consumers, employees, management) in order to develop true value propositions consumers are willing to pay for.
Why every company needs a Chief Consumer OfficerNatalie Mas
Have you ever heard of the Chief Consumer Officer, the new board member every company should get in the near future? In the new paper of our Head of Consumer Consulting Boards Tom De Ruyck, you'll discover five steps to become a consumer-centric thinking company, where the Chief Consumer Officer plays a central role.
The world of open source is intimidating. Using open source feels like magic. There are these wizards that do this magical work, and you get to use it.
In reality, open source software is written by everyday software engineers like you and me. People who write software with bugs. People who don’t write tests (I’m guilty of this!). People who don’t think of every single edge case. People who don’t always follow best practices (e.g. DRY code).
You can contribute too! You'll get to:
- Learn from others to become better coder.
- Build your brand / reputation. Put it on your resume. Speak at conferences. Get more opportunities.
- Feel good by giving back.
It's easy. Just start by making small changes to open source libraries you already use!
How to use eu702 code reader - eu702 code reader use manual | VtoolShopAmy joe
eu702 code reader manual,The SC23 MaxiScan EU702 Code Sanner Read supports all nine OBDII test modes on all OBDII compliant vehicles to enable technicians
How the Right Content and Delivery Strategies Double Demand Generation ROITechTarget
Exactly what happens when you integrate your brand investment with demand gen activities?
We analyzed over 400 campaigns and 185,000 in-market prospects to understand:
• What, if any, is the quantifiable impact of branding on consideration?
• Can branding cause changes in consideration over time?
• Does consideration have any effect on the standard KPIs that matter to demand gen marketers, specifically, on things like click through rate?
This E-Book from TechTarget, HG Data and Bedrock Data details the results of the research and helps you learn how to benchmark against the industry averages for conversion rates at different layers of the funnel.
1. What Initiatives and idea did you choose and why How did you f.docxjeremylockett77
1. What Initiatives and idea did you choose and why? How did you feel about choosing external versus internal initiatives? (Hint: you should analyse and evaluate the rationales for your decisions)
I have chosen 3 different initiatives based on the availability of budget and time I have and based on external and internal problems. The first initiative is “A boot camp characterized by an internal team form different departments” this will take about 3 weeks and 15,000 to achieve the intended purpose. This initiative was the best choose for me I felt that to gather the best employees from the company and try to come up with best solution was the most relevant initiative. The firm allocated a budget making it the most expensive initiative carried out and a reward price was awarded to the top three most creative ideas from the team. Second in order was “Post questions to The Citizen Sun social media followers “ I chose this initiative a part of solving a problem is to ask the customers what they needs and what they want to improved, by doing this we could solve the main issues like if we know what the costumers want we can work on it and as a result we will have new customers and we will not lose our old customers. The second reason of choosing this initiative is to get close to the customers who are using digital and print news. As showing in the background of the citizen Sun company 32% of the customers are using digital and print news which are high number who could help to get some relevant ideas to improve the issue of web traffic. The third initiative is “Run a special project with leading advertisers” I felt the to come up with special project and work with the advertiser’s leader would solve the problem because the issue is all about ads revenue and when you work with the specialist of this problem they could figure out a new idea or a new innovation to get out of this problem.
As a product manager, I also analysed the overall impact of each initiative to the performance of the firm and came up with a well consulted decision which was to go with an idea in initiative one as follows. The final idea I chose was creating an innovative channel from a reputable video sharing website provided video editorials which helped capture the tech savvy audience. Combines trust-based sharing and collaborations with high level of expertise. This idea is effective as it has a manageable risk level and a cost that is relatively medium and can be incorporated into the business. The implementation of the idea used up only 72% of the budget. It is not time consuming. In order to incorporate this idea, different target audience, different approaches and innovations were effectively put into place.
2. How much influence did the original mandate have on your strategy and selection of initiatives and ideas? (Hint: You may use your original mandate to justify your decisions and discuss why you have chosen that particular initiatives and idea for solving the p ...
This presentation is about exploring social media as a process for driving BtoB lead generation But first a word of caution: Leads depend as much on the messages as they do on the media. Maybe more. So this will be a story about managing both media and messages within our Marcom Engine process. A presentation by Keith Bates
Working in partnership with businesses is an increasingly central strategic priority for many NGOs. Yet for every successful high profile partnership, there are many others that do not even get off the ground, or fail to deliver real value despite plenty of work on both sides. In this short Insights report, CoCreate Senior Consultant Andy Caldwell explores some of the emerging trends in NGO-Business Partnerships, specifically providing five key insights for NGOs and other organisations looking to partner with businesses.
To learn more about our work in the area of Corporate-NGO partnerships, check out our Corporate Partnership Essentials Webinar Training Course: http://www.cocreateconsultancy.com/events/webinar-training-course-corporate-partnership-essentials
Rehashing offline copy or boring marketing collateral for your website just doesn't cut it anymore. Your website, blogs, webinars, video and podcasts, social media, and other online content all offer you tremendous opportunities to connect with your customers and drive business. Sounds great right? It is. But only if you do it well, and create the kind of content that both resonates with your customers and meets your business objectives.
The agency-client relationship can be difficult to establish and grow. These are the things I've learned over the years as both a consultant as well as operations leader, hiring consultants and agencies.
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
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Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Sligo presentation
1. Creative Credits B2B Innovation
Vouchers
Creative Credits – What have we learnt from the
UK experience?
Professor Stephen Roper
& Dr Judy Scully
2. Introducing Creative Credits
SMEs tend to be reluctant to partner with creative service
providers for innovation
Creative Credits are B2B innovation vouchers to encourage
SMEs to innovate in partnership with creative service
providers (e.g. designers)
Creative Credits have a face value of £4,000. The SME is
required to add a further £1,000 to support the project.
150 Creative Credits were distributed in Manchester between
October 2009 and November 2010 with very light-touch
brokerage using an on-line gallery of creative service firms
4. The Creative Credits policy experiment
Usually policy evaluation is ex post. Here a different and novel approach.
Evaluation designed as small scale, experimental evaluation study based on
randomised control trial methodology.
In fact ‘RCT+’ evaluation methodology has three key features: :
Randomised allocation of firms to treatment and control groups –
lottery based allocation of Creative Credits
Longitudinal data collection strategy, allowing the longer term as well as
short-term impacts to be assessed,
Mixed-methods empirical approach, combining qualitative interviews
with quantitative survey techniques.
6. Collecting evaluation data – in practice
Four surveys over two years so
attrition was a problem – used some
small financial incentives
By survey 4. Treatment -78 per cent
response (n=117), control group
52.2 per cent (n= 157)
Clearly bias between groups but
comparison of baseline
characteristics suggests NO
systematic bias within groups
Longitudinal sample therefore
considered ‘representative’
7. Key results 1: Project additionality
Evidence of a high level of project additionality - firms
receiving a Creative Credit were 78 per cent more likely to
undertake the proposed project
This result is very similar to that obtained in the Dutch
innovation voucher pilot project
Typical comments were:
“…we couldn’t have afforded it … we wouldn’t have done it. It’s made a real
difference to us from that point of view.”
“… it’s allowed us to accelerate things and it’s perhaps made me focus on it
rather than put things off. So it’s got things moving quicker than if I’d been left
to my own devices.”
8. Key results 2: Output additionality
Strong evidence of short-term output additionality in terms of
increased innovation. But effect short lived. Weak learning
effects?
Longer term sales gains from Creative Credits projects though
– average benefits last 2.5 years
But … there was widespread evidence of a recession effect:
‘We are still experiencing a depressed market due to the recession, but
our short term future looks better and I expect to see significant up-turn
in 2012. As such our new products have not had an easy start in life, but
we are happy with their development and remain optimistic for their
future’.
9. Key results 3: Behavioural effects
Little evidence of significant behavioural effects
Control/treatment firms equally likely to innovate in future
three years
Also equally likely to co-operate with creatives
But considerable evidence (self-reported) of gains in
confidence, innovative capability etc. in treatment
group
One SME commented: ‘you can’t just sit back and just do things
the same. We’re now thinking about building a French web site
and a German web site’.
Similarly, ‘you cannot move forward if you don’t take the risk’.
10. Qualitative Insights- from 20
working relationships
Out of 20 pairs in the qualitative interviews (stage4) 9 SMEs reported
failure
Poor communication
Poor coordination
Economic climate
Brokerage not robust enough to support selection
One consequence of these communication and coordination difficulties – and the tensions they created in
some of the SME-creative relationships – was a lack of organisational learning and the knowledge was not
embedded
In particular, a number of SMEs made suggestions as to how NESTA could have provided a more active
matching and brokerage function between SMEs and their creative partners. :
‘…we would have got loads more value if they went down a completely different route that was more
online focused. Now, I think I would have made better decisions if I had have had almost somebody from
NESTA to bounce ideas off first rather than me ... because it was quite limited and I think, perhaps, even if
there was some sort of almost a network, an open day so - that everyone that was accepted onto the
programme could actually go and meet a few of these other companies … I think that would have been a
lot better. It would have meant I would get heaps more out of the project’. ( SME)
11. Qualitative Behavioural Additionality
Behavioural Additionality
Despite the following loose examples of behaviour change, in Survey 4 there is limited evidence of
behavioural change:
Mindset shift: One SME spoke of how the Creative Credits partner enabled a mindset shift in terms of
working with professional agencies and freelancers and so “we’ve actually started to work with an agency”
(W2S11).
Thinking differently: Another SME explained how their creative partner encourages them to think about
their products and bring three websites together and “This has changed the marketing system from a “Hi
we’re here” to a “Hi we’re here and have a look’” (W1S6).
Operational benefits: A third SME noticed that co-operation improved through a close working relationship
on innovation. This involved them being offered discounted marketing at a favourable rate as well as being
given some shared office space (W1S6).
Sales and promotions: A fourth SME said that working with the creative credit partner sales team has led to
new products on Amazon and orders coming in daily as well as new products. They intend to work with
their creative partner again and associate the success of the new mascot design with the launch of their
new company (W2S8).
12. 11 Success Stories in the Qualitative
In a good many cases – unsurprisingly, given the web-based nature of many of the projects
SMEs felt that their creative partners had portrayed them in a more positive and engaging
way online to their customers.
One firm commented: ‘certainly it has improved the image and it’s improved the response
we’re getting, people are getting in touch with us which they weren’t before’ (SME).
‘it’s changed the way that people perceive [us] because instead of looking like a clacky old
website that I was slightly embarrassed by, it looked like I wanted it to look, because the
person that designed it originally, the two guys that were involved from the very start five
years ago, and did the update two and a half years ago, were not the ones I should have used.
I should have been using a professional organisation’ (SME)
For other SMEs the Creative Credits projects had resulted in a more unified marketing
message:
‘The main impact we’ve had is the little mascot man, the little robot, because he also appears
on the hard copy material that we produce as well’ (SME).
13. Summing up …
Creative Credits proved very popular with SMEs and creative
service providers with high application rates (6 times over
subscribed)
Short term additionality was good but longer-term and
behavioural effects proved weaker
Why? Timing particularly difficult but also possibly matches
could have been stronger. One of a number of firms
commented:
‘Unfortunately the wrong choice of creative partner was made - the
creative credits scheme was in no way at fault. The partner chosen fell
way below the standard expected and their performance bore no
relation to the picture painted at initial meetings’.
14. Implementation lessons
Do consider brokerage carefully. Getting the matches right is crucial. This
was under-estimated and we had contrasting outcomes:
‘… Unfortunately the wrong choice of creative partner was made’.
‘Our experience with our creative partner was very positive … ‘
‘We … feel there should have been more 'vetting' of the creatives
involved’.
And don’t implement schemes in recessions!:
‘… its difficult to know whether the Creative Credit has helped deflect
further shrinkage in trade than would have been suffered and what impact
it would have had in normal circumstances’.
15. Follow-up material
‘A guide to Creative Credits’ – provides a detailed overview of
the programme
Available at: http://www.nesta.org.uk/assets/features/guide_to_creative_credits
‘Creating innovation in SMEs’ - an overview of the interim
evaluation results
Available at:
http://www.nesta.org.uk/publications/reports/assets/features/creating_innov
ation_in_smes
And, final report to come in a few weeks