TCI 2016 Clusters enabling city economies: Barcelona

Titel presentatie
[Naam, organisatienaam]
Working Day - Track: Cities & Competitiveness
Clusters enabling city economies
Lluís Ramis
Clusters enabling city economies:
Barcelona

Clusters enabling city economies
C4:| Eindhoven, Netherlands
10th November 2016

Tale of two cities
Barcelona
- Smart City approaches
- Creative Industry focus
Glasgow
- Maximising the Creative
economy
Discussion and sharing experience
- Tell about your journey
- Travellers tips

Pg. 4
SMART CITY- BARCELONA & CATALONIA
City: 1.6M
Metro Area: 3.2M
Metro Region: 4.8M
Catalonia: 7.5M
INTERNATIONAL
RECOGNITION
22@ DISTRICT: THE OPPORTUNITY

www.cluster-development.com
Barcelona City Council
Support business Development
(cluster approach)
Start-ups
Innovation
Pilot projects
Urban Lab “Clúster”
SC
Campus
International
Trade Missions
Smart City Strategy
(Demand side)
It Department
• City Os
• Pilot Projects
• Sensor Platform (Sentilo)
• Urban lab for testing
• Open data platform
• Agreements with international big
companies (Cisco, IBM, GDF Suez,…)
• City Protocol
• SC Expo and Congress
• Open government
• It infraestructures
• …

Pg. 6
Source: Cluster Development. Barcelona Municipality. 2014
SMART CITIES RELATED COMPANIES
Nº of companies
Total Focus on cities
Turnover (M €)
Sensors / Hardware IoT 25 25 54
Management of services 37 37 2,882
EQUIPMENT
Products for managing the services-
45 45 313.5
Infrastructure management and Telecommunications operators 8 8 898
Consultancy 43 43 237
BIG Data and Business Intelligence 6 6 3.7
Other suppliers of the city 42 42 275
Technology integrators 10 10 1,002
TOTAL 216 24,600 216 5,667

Pg. 7
CATALAN AGENTS AND INITIATIVES RELATED TO THE SMART CITY
SECTOR
Source: Cluster Development, based on Mercantile Registry data, SABI and interviews.
smartcity.bcn.cat/en

Pg. 8
Source: Cluster Development. Barcelona Municipality
SMART CITIES RELATED COMPANIES
Nº of companies
Mobility Lighting Waste Water Security
Facility
Management
E-
Government
Transversal
Other
services
TOTAL
Turnover (M €)
Sensors / Hardware IoT 9 23.67 1 1 1 1 1 0.05 6 7,9 7 21 25 54
Management of services 8 535.3 6 47,7 7 1,560 5 32 3 239 3 385 8 65 37 2,882
EQUIPMENT
Products for managing the
services-
34 24.36 18 210.5 6 77 3 2 45 313.5
Infrastructure management
and Telecommunications
operators
1 0,1 7 897 8 898
Consultancy 19 55 1 0.01 3 0,5 4 1.3 1 0.01 6 148 9 42 43 237
BIG Data and Business
Intelligence
6 3.7 6 3.7
Other suppliers of the city 4 4 1 1.5 200.5 3 12.5 6 1.5 32 60 42 275
Technology integrators 10 1,002 10 1,002
TOTAL 51 641 26 259 14 1,637 9 33 10 249 11 595 4 12.5 42 2,074 49 167 216 5,667

Smart City in Catalonia | ACCIÓ Competitiveness Reports November 16 | 9
Strategy and Competitive Intelligence Unit
Some Catalan Smart City Companies
Smart Grid
City services
City
equipment
IoT
technologies
and big data
Smart mobility Smart environment Smart Communications
Smart traffic Smart parking Smart wasteSmart waterSmart vehicle
Source: Cluster Development, SABI and interviews.

Trade Fairs of the Smart City Sector
Business
area to city
B2B area
Smart City Expo World Congress (SCEWC) is
the international summit of discussion about the
link between urban reality and technological
revolution. Since its first edition in 2011, It has
succeeded to become a referential global event
to support the development of our cities.
• Results of the 2015 edition:
• High attendance of Colombian, Mexican,
Brazilian and Indian companies.
• Promotion of 70 Catalan start-ups.
• Enhancer framework of the Barcelona
brand.
Source: Fira de Barcelona.

VERTICALS
Public- Private Coordination
(Region, City Council, IT,...)
Policy of Attracting FDI (very focused)
 INTERNATIONAL BUSINESS DEVELOPMENT
 INNOVATION PROJECTS w. COMPANIES
 BUSINESS COMMUNITY (Networking)
Improving Entrepreneurship in Smart City domain
Attracting and retaining talent Policies
 Mobility
 Lighting / energy
SMART CITIES ACTION PLAN
COMPANY FOCUS (SUPPLY)
DEMAND ACTIONS
1. Smart Region (SaaS Platform for small city councils)
2. City Buyers Community (IT profile+ perfil gestors verticals)
3. Relationships with clusters (Rail, Energy, water,...)
4. Innovation in Public Procurement (new criteria)
5. Research & Innovation Topics
 New PPP models
 Big data / Business Intelligence
 IoT
TRANSVERSAL
 Sensors
 Communications
 Operative Systems
& platforms
Innovation Ecosystem actions

VERTICALS
Public- Private Coordination
(Region, City Council, IT,...)
Policy of Attracting FDI (very focused)
 INTERNATIONAL BUSINESS DEVELOPMENT
 INNOVATION PROJECTS w. COMPANIES
 BUSINESS COMMUNITY (Networking)
Improving Entrepreneurship in Smart City domain
Attracting and retaining talent Policies
 Mobility
 Lighting / energy
SMART CITIES ACTION PLAN
COMPANY FOCUS (SUPPLY)
DEMAND ACTIONS
1. Smart Region
2. City Buyers Community (IT profile+ perfil gestors verticals)
3. Relationships with clusters (Rail, Energy, water,...)
4. Innovation in Public Procurement (new criteria)
5. Research & Innovation Topics
 New PPP models
 Big data / Business Intelligence
 IoT
TRANSVERSAL
 Sensors
 Communications
 Operative Systems
& platforms
Innovation Ecosystem actions
 Technology Guide for cities
 Platform as a Service
 City Innovation Challenge
 Smart Observatory (solutions)
 Smart Lab

Source: Cluster Development.
Prioritisation of 5 Markets
EU
• London-11,2
UAE
 Dubai-2,4
 Sharjah-1,2
• Abu Dhabi - 1
• New York-18,5
• Los Angeles-12,3
• Chicago-8,7
• Miami-5,8
• Dallas-5,7
• Houston-5,6
• Filadelfia-5,5
• Atlanta-5,1
• Washington-4,9
• Boston-4,2
• Phoenix-4,1
• Detroit-3,6
• San Francisco-3,3
• Seattle-3,2
• San Diego-3,1
• Las Vegas-2,2
• Baltimore-2,2
USA
 Seoul-9,7
 Busan-3,2
 Daegu-2,5
 Incheon-2,7
 Daejon-1,6
 Gwanju-1,5
 Yongjin-1
 Suweon-1
 Changwon-1
South
Korea
 Bogota 9,7M
 Medellin 4M
 Cali 2,6M
 Barranquilla 2M
 Cartagena 1M
 Bucaramanga 1,2M
ColombiaMarkets
Population
Density
Cities in red: best opportunities.

Potential Investment Opportunities: Criteria
Source: Cluster Development.
―Attracting Private Investment to the Sector
• Offices for marketing and sales
• R&D Centres
• Partner programmes
• Manufacturing Centres
―Companies without “Smart” presence in Catalonia
• Companies without offices or delegation in Catalonia
• Companies with presence in Catalonia that do not sell smart solutions in their global portfolio
• Companies creating R&D centres related to the Smart City world that have not chosen Catalonia
―Consider the technological development of the company
―International projects during the last 4 years
―Turnover and jobs created
―Products for cities and presence in rankings of international prestige

Potential Investors in Catalonia in the Smart City Sector
Source: Cluster Development, based on Navigant research, fDi Markets and interviews.
Telecommunications
Infrastructure Connectivity
Data Integration
Platform
BIG DATA Analysis
City’s Operating System

Pg. 17
Cultural & Creative Industries
 Cultural & Creative Industries Mapping
- Business scope, value chain, stakeholders to be involved
- Some examples (Video gaming , fashion retail)
- Key success factors for cluster initiatives

www.cluster-development.com 18
UK GERMANY SPAIN FRANCE WIPO UNESCO UNCTAD
MAPPING
PROJECT
Visual arts
Music
Performing arts
Books
Press
Films and audiovisual
TV and radio
Crafts
Museums and heritage
Archiving and libraries
Software / Multimedia
Video Games
Design
Interior design
Fashion
Jewelry
Toys
Architecture
Advertising
Language
Gastronomy
Sports
Cultural tourism
Urbanism
Biotechnology
Pharmaceuticals
Scope of the project
Source: Creative Economy Report, (UNCTAD, 2010), Mapping Toolkit for Creative
Industries (DMCS , 2010), Priority report for Creative Industries, (European
Cluster Observatory , 2011)

Mapping Cultural and Creative Industries in Catalonia
19
Mapping COMPANIES
(vs statistical data)
BUSINESS classification
(vs generic industries and
statistical codes badly assigned)
BROAD and INCLUSIVE scope
(whole value chain, from creation to
distribution + creative and cultural sectors)
STRATEGIC SEGMENTATION
(according to strategic challenges)
DIMENSIONING OF
CULTURAL AND
CREATIVE INDUSTRIES
IN CATALONIA +
STRATEGIC APPROACH

Cultural and creative industries in Catalonia
20
Number of
companies
% companies
Last turnover
(Million €)
% Last employees % Employees
CREATIVE TRANSMEDIA 3.798 37,85% 7.805,47 43,66% 34.548 38,05%
PUBLISHING 2.073 20,66% 3.938,17 22,03% 17.462 19,23%
AUDIOVISUALS 642 6,40% 1.969,17 11,02% 6.552 7,22%
MEDIA 449 4,47% 1.648,13 9,22% 7.956 8,76%
MUSIC 565 5,63% 197,00 1,10% 1.997 2,20%
VIDEO GAMES 69 0,69% 53,00 0,30% 581 0,64%
DESIGN BASED INDUSTRIES 2.099 20,92% 6.251,77 34,97% 32.251 35,52%
FASHION 1.252 12,48% 5.278,40 29,53% 23.968 26,40%
HOME INTERIORS 847 8,44% 973,37 5,45% 8.283 9,12%
PROFESSIONAL CREATIVE
SERVICES 3.521 35,09% 3.511,84 19,65% 21.669 23,87%
ADVERTISING &
COMMUNICATION 1.680 16,74% 3.077,38 17,22% 11.632 12,81%
ARCHITECTURE & URBANISM 1.300 12,95% 236,00 1,32% 8.000 8,81%
LANGUAGE INDUSTRY 240 2,39% 130,00 0,73% 1.423 1,57%
THIRD PARTY DESIGN 301 3,00% 68,46 0,38% 614 0,68%
LIVE CULTURE 617 6,15% 307,06 1,72% 2317 2,55%
PERFORMING ARTS 311 3,10% 156,48 0,88% 1.643 1,81%
LIVE MUSIC 24 0,24% 107,24 0,60% 250 0,28%
VISUAL ARTS 282 2,81% 43,34 0,24% 424 0,47%
TOTAL 10.035 100% 17.876,14 100% 90.785 100%
Font: Cluster Development a partir de dades del registre mercantil d’empreses amb seu a Catalunya en actiu i
amb CNAE’s relacionats amb sectors culturals i creatius, classificades individualment segons negoci principal

Cultural & Creative Industries Strategic segmentation
21
21
PROFESSIONAL CREATIVE SERVICES
DESIGN BASED
INDUSTRIES
CULTURAL
TRANSMEDIA
LIVE CULTURE
Fashion
Home interiors
Crafts
Films, fiction and
entertainment for TV and
documentaries
Animation
Interactive digital contents
Publishing
Music
Performing arts
Visual arts
Live music
COMMUNI-
CATION
Graphic design Corporate events
productionProfessional music production
Professional audiovisual prod.
Advertising and communication agencies
Language industry
BUILDING
Architectural services
Interior and spaces design

DESIGN BASED INDUSTRIES – Mainly manufacturing industries, high probability of clusterization within the country (not urban)
• Habitat industries (including furniture, lighting, decoration, interior crafts, building materials with a design component)
• Textiles, clothing (Incl. fashion and home textiles and clothing manufacturing companies, and also fashion designers)
CULTURAL TRANSMEDIA – traditional cultural industries with growth potential in terms of managing different platforms (analogical + digital),
higher internationalization potential, higher probability to be found within urban areas (not that geographically clustered as design based
industries)
• Publishing (from publishers to its value chain, including literary agents, or printing houses. Archives and libraries, are part of value chain but
they are usually public),
• Audio-visual and Multimedia (including film, photography, radio, television producers and broadcasting companies)
• Videogames
• Music (including music producers and live music promoters)
LIVE CULTURE – strongly related to local culture, local traditions, less potential for internationalization, and thus low potential to identify traded -
clusters
• Performing arts (including theatre, dance, etc. companies)
• Visual arts (including disciplines such as sculpture or paintings, and also art galleries)
• Heritage management (including organizations managing museums, archeological and historical places, and also companies supplying
specialized products and services for these organizations, such as restoration and conservation companies)
CREATIVE PROFESSIONAL SERVICES – in general, industries with less degree of internationalization, low potential of existing clusters, since they
will be local focused clusters
• Advertising (including advertising and communication agencies, graphic design companies and professional music and multimedia producers)
• Architecture (architecture and also interior designers)
22
Cultural & Creative Industries Strategic segmentation

Example of detailed business information
INDEPENDENT
PROFESSIONALS
EQUIPMENTS
MUSIC INDUSTRY – 589 COMPANIES/ 304 M€
Total estimated  > 4.000 musics
(Assoc. musics jazz and modern
music-310; Assoc. composers-117;
Assoc. Classic music performers–
167; Musicat - 3100; Assoc TGN
musics -242
Total budget main public
equipments 2012: 53,2 M€
(Liceu, L’Auditori, Palau de
la Música Catalana)
SECTOR COMPANIES
%
COMP.
LAST TURNOVER
(M€) % TO
LAST
EMPLOYEES
MUSIC 589 5,92% 304,42 € 1,72% 2.247
Music promoters 24 4,07% 107,24 € 35,23% 250
Musical spaces 74 12,56% 82,00 € 26,94% 989
Record labels 15 2,55% 22,59 € 7,42% 65
Musical instruments manufacturing 7 1,19% 12,85 € 4,22% 64
Associated services for music recording 4 0,68% 10,86 € 3,57% 14
Management 8 1,36% 6,27 € 2,06% 23
Associated services for music diffusion 4 0,68% 5,84 € 1,92% 25
Artists and creative 9 1,53% 5,35 € 1,76% 90
Music specialized retail 9 1,53% 4,19 € 1,38% 31
Recording infraestructures 10 1,70% 2,66 € 0,88% 22
Other companies related to music 323 54,84% 34,90 € 11,47% 525
Other comp. related to music edition & record 84 14,26% 8,39 € 2,75% 120
Other comp. related to music retail 18 3,06% 1,27 € 0,42% 29
CREATION PRODUCTION
DISTRIBUTION
EXHIBITION
SALE
M
A
R
K
E
T
Source Cluster
Development , from SABI
Online
(*) data of companies
statistically classified

M
A
N
A
G
E
R
S
Development and production Canal Market
End –user
(b2c)
Retailers
Mass market
Retail specialized chains
Independent retail
Etailers
Descàrrega: iTunes, ...
Mobile Ringtones, ...
Streaming: Spotify, ..
Music Value Chain
Creation
Compound
er
Lyrics
writer
Performer
s
Music
groups
DJ’s
Orquestres
Bandes
Vocalists
AutorsArtistes
Altres
Record label companies
Difusió
Promotion
Live music
Ticketing companies
Concert Promoters
Sites
Discos
Music halls
Professional
(B2B)
Advertising
agency
Audiovisual
producers
Companiesfor
promotion&mkt
Music producers for professional customers
(B2B)
Videogames
companies
Media
Traditional media Online: Youtube, Stereomod, ...
Festivals
Public equipments
Producers

Videogames value chain
Middleware & development tools
Distributors (MM)
Traditional retail
E-tail
Portals Publishers
Independent portals
Markets Consoles
Mobile / Communication
Operators
Mobile Markets
Social media
TV Markets
Intellectual property
Licensing IP Management
Publishers
“Pure Player” Publishers
PlataformesCrossPromotion,AffiliatePrograms
Postproduction services
Producers Virtuals
Geographics
“Non-Pure Players” Publishers
Majors
Book - Publishers
Platforms
PC/
CONSOLE
Apple/
Android/
MS/ …
SmartTV
Web
Others
Corporate Customer (Gamification)
Development
PRE-
PRODUCTION
PRODUCTION
POST-
PRODUCTION
Producers / Local publishers
Indies
Game Factories
OWN IP VS SERVICES
Tourism
Cloud
Toys
Ads agencies / Companies
FINALCONSUMER
Training
...

26
2012 2015 *
Turnover (M€) 53 M. € > 250 M. €
Companies 69 >150
Employment 581 jobs > 2,500 jobs
• Strong Growth last 3 years
• High concentration : 7 companies account for 85% of turnover.
• Increasing number of Start up’s that would develop own products but most of
them provide services to other developing companies
• Strategy Trade off ( own IP vs Value added services for other companies)
Video gaming cluster in Barcelona
SOME DATA
Source: Video gaming Study, 2012. SABI. * 2015 is an estimation
Social Point evolution (2012-2015)

Traditional textile industry
Generic value chain in the textiles industry
Product-based segmentation brings about supply oriented clusters
Cluster mapping exercise in Catalonia (2005)

Raw material
providers
Weavers /
knitters
end
consumer
Dyeing and
Finishing
Garment
manufacturers
Distribution
channel
Strategies within the textile clothing industry
• Vertical integration towards retail building brand
awareness, managing production globally, …
Branding
retail
strategy
Global
management of
production
Other
markets
(Auto, ...)

www.cluster-development.com 29
“New” fashion sector – New demands

Pg. 30
•Lobby in Brussels to redefine liberalization agreements and
implement new tariffs
•More funds for the restructuring of the textile sector plan
•Get tax breaks for investments in the realization of the
typical samples
•More funds to go to fairs, events
•More R+D funds for the 3 local technological centers
•Grants to purchase machinery
•Training activities for industrial engineering profiles with
focus in productive textile industries.
•Grants to apply new ICT tools to businesses and products.
•Funds to participate in the European Textile Cities Network
for collaborative projects.
Brand and Retail strategy action plan
(Barcelona fashion cluster, 2006)
Requests from traditional textile industry
associations- (Catalan textile cluster, 2005)
Final Consumer market research
Fashion Retail Academy
Brands Channel Program
(Information Systems)
Improving Global Sourcing in Asia
Joint purchases
Diffusion of environmental agents
Channel program marks
Market studies, local partners
Specialized Venture capital
Intelligence
market
Professional
profiles
Stores
management?
Purchasing and
logistics?
Brand
management?
internationalization?
Financing
growth
DIFFERENT STRATEGIES, DIFFERENT ACTIONS

Examples of common strategic actions developed within the fashion
retail cluster in Catalonia
• Fashion academy. (benchmarked London)
• Master in retail (with ESADE business school, first of many training
programs currently existing)
• …

Pg. 32
KEY CONCEPTS
Statistical orientation
vs. business industry
focus
BUSINESS
SEGMENT
Define the future
(and successful)
strategies in a
business
BUSINESS
STRATEGY
CLUSTER
INITIATIVE
It’s juts a tool to have joint discussions
about future strategies and implement
strategy’ aligned actions with the
companies and other stakeholders
COMPETITIVENESS
The ultimate goal

Pg. 33
KEY FACTORS IN A CLUSTER INITIATIVE
DEFINITION OF THE
BUSINESS SCOPE
BUDGET
CO-FINANCING
GOVERNANCE
CLUSTER MANAGEMENT
CORE LEADING COMPANIES
INVOLVEMENT AND MOTIVATION OF COMPANIES
STRATEGIES FOR THE
FUTURE
ACTION PLAN
T I M E
CONNECTION WITH EXISTING
STRUCTURES
Related business and strategy
Motivation / private sector involvement
Institutional aspects
Organization and management of cluster

Pg. 35
Lluís Ramis
lramis@cluster-development.com
twitter.com/CLUSTER_DVLPMT
 Leaders in several countries
 Accumulated experience in
different countries
(developed, emerging,..)
 Specialization (+30 projects
and 1.000 private sectors
interviews per year).
 Methodology transfer and
training (for cluster
managers, policy makers,..)
 Focus on a short-term
implementation.
 Innovative business
definition by strategy
segmentation
Contact:
Businesses change,
successful strategies change...
The way we work with cluster
also changes
Barcelona | Mexico | Medellín | Lima

Pg. 36
SHARING TRAVELLER’S TALES
1. Smart City
How to build a successful Smart City Strategy?
How to involve existing clusters?
Main challenges and opportunities
2. Creative City
Who needs to be involved?
Key success criteria for creative clusters
3. Clusters and cities
How to align agendas across the city
Different approaches (top down/bottom up)

Pg. 37
 Our team has accumulated a wide
experience in the fields of strategy and
clustering, accounting more than 200
projects related to cluster development in
more than 40 different economic sectors.
 The company has a worldwide experience,
from pioneering regions such as Barcelona
and Medellin, to development countries and
leading economies.
 The company counts with more than 25
highly specialized consultants and a team of
international collaborators
To reinforce and strenghthen
the competitiveness of the
clusters and its companies.
THE COMPANY
Cluster Development is specialized in the
development of cluster strategic’ initiatives
with a main, final objective:
+200Cluster
Initiatives
+40Different
economic
sectors
International
collaborations

Smart City Sector: companies breakdown (II)
Nº of companies
Mobility Lighting
Natural
Environment
Water Security
Facility
Management
E-
Government
Transversal
Other
services
TOTAL
Turnover (M €)
Sensors / Hardware IoT 9 23.67 1 1 1 1 1 0.05 6 7,9 17 21 35 54
Provision of services 8 535.3 6 47,7 7 1,860 5 32 3 239 3 1,185 13 65 45 3,965
Products for the provision
of services
11 24.36 18 210.5 12 77 4 2 45 313.5
Infrastructure management
and Telecommunications
operators
1 0,1 7 897 8 898
Consultancy 19 55 1 0.01 3 0,5 9 1.3 1 0.01 11 148 9 42 53 247
BIG Data and Business
Intelligence
6 3.7 6 3.7
Other suppliers of the city 4 4 1 1.5 5 20.5 3 12.5 6 1.5 47 60 66 285
Technology integrator 10 1,202 10 1,203
TOTAL 51 641 26 259 20 1,937 9 33 10 249 24 1,395 4 12.5 57 2,274 69 167 270 6,969
Source: Cluster Development, based on SABI and interviews.

Smart City Supply in Catalonia
―Smart supply in Catalonia is focused on the provision of services
and the production of equipment
―In Catalonia, there are many initiatives and entities related to smart cities: public administrations boosting projects and
initiatives, organized clusters, universities, technological centres and other agents, fairs and international networks
―Mobility and lighting are sectors with an important critical mass, and transversal companies (mainly communication) have an
important relevance within the sector
―Barcelona hosts the most international Smart
City congress to date, which attracts diverse
profiles due to the B2City nature and
contributes to the networks brand Barcelona
―Equipment and product companies, Big Data services and
IoT hardware products have a high export percentage

TCI 2016 Clusters enabling city economies: Barcelona

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