networking model setting and testing

NetworkiNg modelsettiNg aNd testiNg

Building an EBN-Sub-Groupon Creative Industries based

on the 3C 4 Incubators Project Consortium

3

NetworkiNg modelsettiNg aNd testiNg

Building an EBN-Sub-Groupon Creative Industries based on the3C 4 Incubators Project Consortium

Summary & Analysis of Interview Results

Published by: 3C 4 INCUBATORS

Coordinated by: Sviluppo Basilicata

Author: Juliane Schulze, peacefulfish

Co-financed by: MED Programme - European Regional Development Fund

October 2014

www.3c4incubators.eu

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Table of ConTenT

Background – by Sviluppo Basilicata 7

1. Abbreviations 9

2. Methodology 9

3. Summary of Interviews 10

A. Expectations of “EBN CREATIVE” 10

a. Mission of the Network 10

b. Goals of “EBN Creative” 11

c. Selection Criteria for new Network Members 12

d. Needs for Creating more CCI companies in Partner Regions 12

e. Enhancing better Collaboration between existing CCI Companies 13

f. Desired Impact on Partner Regions 14

g. Existence of Creative Europe Desks in Partner Regions 15

h. Particular Strengths in Partner Regions 15

i. Expertise in the Partner Network 16

j. What Network Partners are lacking 17

k. Expertise that network partners are seeking 17

B. Partner’s expectations for collaborating with EBN” 18

a. Values in working with EBN 18

b. Expected synergies by working within EBN 19

c. Expected benefits from working within EBN 20

d. Partners’ contribution to the transfer of best practises 20

e. Matching Network Partner’s needs and competencies 21

4. EBN’s Members and Services 21

5. Sector Specialisation within EBN - Creative Industries 23

6. The Model for the EBN Sub-Group Creative Industries 24

a. Structuring the CCI Sub-Group 24

b. Financing the CCI Sub-Group 25

7. Recommended Actions 25

a. Actions for CCI SMEs 25

c. Actions for incubators and network partners 26

d. Collaborating with EBN 27

8. List of Tables 28

9. List of Figures 28

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Background – By Sviluppo BaSilicata

The main goal of the 3C 4 Incubators Project is to develop actions to promote the cultural and creative

sector as a factor of territorial development and economic and social innovation, to support cultural and

creative SMEs, initiatives and Cultural Incubators through networking approaches and to promote the inte-

gration of results and experiences, contributing to EU decision and policy making.

In order to achieve these common goals, the partners have been organised and divided into three Working

Groups: 1. Business Models; 2. Networking Models; 3. Institutional and Territory Links.

The Networking model setting and testing component is aimed at defining actions to facilitate communica-

tion and idea sharing among incubators, creative SMEs, cultural entities, territories and testing these actions

within existing incubators. The Networking Model Working Group, coordinated by Sviluppo Basilicata is

responsible for this activity.

The model has to identify the critical factors of success for a Cultural Incubator, allowing solid and durable

relations with other incubators and or similar organizations and also with other relevant subjects about

competencies or resources. Specific effort is required to define the networking model in different territories

and institutions.

Being that 3C 4 Incubators is a Capitalization project, the base to set the objectives of this deliverable are the

experience of previous projects and the outputs produced by the partners: we had to take a step forward,

starting with the achievements of the capitalized outputs.

The assumptions that can be found in the “Report on Incubators for Creative Entrepreneurs”, delivered dur-

ing the Creative Growth Project - constitute an interesting starting point about the function of incubators.

The case studies collected during the implementation of the project allowed us to define a series of recom-

mendations when dealing with the growth of micro-businesses:

• bet on incubators in general: entrepreneurs who establish themselves in incubators survive longer and

see average growth that is larger than the average;

• use incubators as a mean to promote entrepreneurship. Creative and dedicated business incubators

can support entrepreneurs to move their businesses further, through a combination of inspiration,

facilities, motivation and enthusiasm;

• bet especially on dedicated incubators – depending on regional specializations – if such clusters or pre-

clusters exist. Incubators dedicated to creative industries contribute to growth in creative clusters and

might help pre-clusters emerge. It is unlikely that stand-alone incubators for creative entrepreneurs in

themselves can create creative clusters;

• study in more detail some of the better performing incubators for creative entrepreneurs (…) in order

to identify the interaction between artistic and entrepreneurial environments, their facilitating man-

agement and promotion of social and professional networks and correlate these factors to economic

growth;

• some of the cases presented in the report show that creative incubators are found to be effective de-

velopment vehicles, and can generate other business spin-offs. They can stimulate creativity and drive

improvement in the wider business community and lead to innovation elsewhere in the economy.

8

As far as the Sostenuto Project is concerned, the “Culture as a factor for economic and social innovation

outputs” Tome 01 focuses on an interesting networking mechanism and attitudes of Cultural and Creative

industries. Here some crucial excerpts are quoted:

“ (…) networking and social capital stimulate certain dynamics that are crucial for a cultural organiza-

tion. It is often the case that learning processes or information about avenues of funding and ways of

obtaining resources are closely associated with this issue. For example, the main source of knowledge

for SMEs in the sector is individual shared information (informal networking), followed by cooperation

with other sectorial associations in the sector (formal networking), as described in the report “The En-

trepreneurial Dimension of the Cultural and Creative Industries” (HKU, 2010). This report also identifies

personal networks as the primary means for channelling the advice and support that cultural entrepre-

neurs need when they start their business.”

“

Networking is the organizational method par excellence for managing complexity (Wagensberg, 2002)

and constitutes a first-rate source of innovation through the exchange of experiences and best practices,

ideas and perspectives for analysis, information and knowledge. Cultural and creative organizations

make natural use of their networks based on the attributes of the sector, and the evolution of the New

Information and Communication Technologies (NICTs) outlines a horizon of possibilities wider than

ever before.”

“ (…) if we consider the relationship between the regional development model and the innovation

framework found in cultural organizations, we can see the diverse typology of significant stakeholders

that can form part of these networks either on a formal or an informal basis. In this context, the notion

of transversality (the integration of cultural matters into economic, technological, ecological, urban,

and social aspects) along with the multi-level perspective (integrating local proximity and the global

macro trends through regional and national levels) is particularly interesting (Abeledo, 2010).”

In other words, networking is intrinsic to Cultural and Creative Industries.

These assumptions allowed us to make that step forward and try to imagine a living model that could be de-

fined and tested during the life of the 3C 4 Incubators project. We proposed that other partners create a real pilot network (or rather a sub-network) called EBN CREATIVE inside an existing and important European

Network: the European Business and Innovation Network.

EBN is a network of around 150 quality-certified EU|BICs (business and innovation centres) and 100 other

organisations that support the development and growth of innovative entrepreneurs, start-ups and SMEs.

EBN is also a community of professionals whose day-to-day work helps these businesses grow in the most

effective, efficient and sustainable way.

The main objectives of Sviluppo Basilicata’s proposal are explained in the following schemes:

The pilot network proposal: why join the Pilot Network? • tobuildastrongandlong-termnetworkamongculturalincubatorsandorganizationsstartingfrom

the 3C 4 Incubators consortium;

• tofacilitatecommunication and share ideas among incubators, creative SMEs, cultural associa-

tions, cultural entities and territories;

• toexchange expertise in how to grow enterprises in cultural and creative industries (CCI);

• todirectlyaccessbest practices supporting innovation processes in the CCI;

• tosupportCCIentrepreneursinbuildingsustainable businesses;

• tobeginthedialoguebetweenCCIentrepreneursandregionalinvestors;

• tofostercross-sector and cross-border collaboration between the CCI and other industry sectors;

9

The “EBN CREATIVE” proposal: why a Pilot Network should join EBN? • tosharebestpracticeswithBICsinotherindustries;

• todevelopcommonstrategiesamongEuropeanBICs,publicandprivateorganizationsinthePilot

Network, and players in other industries for supporting innovation processes;

• tocreateaplatformforarticulatingtheneedsofpartnersactiveintheCCIlikeNGOassociations,

development agencies, municipalities, incubators;

• tobenefitfromdirectaccesstobestpracticesinothersectorsandspecializedtraining;

• EBNpublishesaregular‘TenderWatch’documenthighlightingallEuropeanfundingopportunities

of particular relevance to BICs

- provide assistance to members in the construction of consortia to respond to these calls

- lead to the development of EU proposals involving several members

- promote new best practices identified by BICs within the context of the project or other activities.

To do so, Sviluppo Basilicata cooperated with an international expert on Creative and Cultural Industries,

Ms. Juliane Schulze, to set the basis of the pilot proposal. The results of this draft proposal are reported

below.

1. aBBreviationS

CCI Cultural & Creative Industries

SME Small and medium sized enterprise

Ami A.M.I., Marseille

Aster Aster, Bologna

Bunk Bunker, Ljubljana

Cimac Cimac, Évora

Kult Kulturvarteret, Halarna

Lazio Bic Lazio, Rome

Pro M Promálaga, Malaga

Sv B Sviluppo Basilicata, Potenza/Matera

Val University of Valencia, Valencia

2. Methodology

Before engaging in any direct conversations with EBN on how to possibly form a collaboration and a sub-

group on Creative Industries (working title “EBN Creative”) inside the network, we first wanted to develop a

comprehensive and reliable picture of the expectations that the 3C 4 Incubators’ network partners had. We

started asking the nine project consortium members a total of 15 open questions in an interview series in

May 2014. The questions were grouped into these headings:

1. What do you expect of “EBN CREATIVE”?2. What’s the current situation in your region?3. What’s your current situation in your region?4. What do you expect of collaborating with EBN?

10

The questionnaire finished with proposed questions to be presented to EBN after this analysis.

The interviews were held via telephone and particular key statements of the partners were transcribed. This

data was then used to create the present summary and analysis, which follows the structure of the question-

naire.

Based on the results and findings of this analysis, and in order to optimise the partnership potential, we sug-

gested particular measures and concrete action points for the 3C 4 Incubators network to implement.

3. SuMMary of interviewS

In the Interview Series, the partners were asked to highlight the key strengths and weaknesses of their re-

gions and their organisations, and to describe as precisely as possible which competencies in the area of

incubating companies in the cultural and creative industries they are seeking and which ones they can offer

to the partnership.

a. expectationS of “eBn creative”

a. Mission of the network

The first question concerned the potential mission of the EBN sub-group, specialising in the creative industries.

Table 1 The mission of the new Network

Results to be highlighted: The above graph clearly shows that partners see the establishment of a specia-

lised expertise for the CCI as the primary mission of the new network (four statements). Three partners

expressed the desire to directly connect their CCI companies, with each other and/or across the partnership.

Two from each declared that creating business opportunities and enhancing the internationalisation of their

companies as well as their own activities should be major objectives. One partner from each stated that the

main task of the network lies in lobbying the EU (regarding the needs of CCI businesses), in connecting the

BICs EU-wide and in developing common projects in the network.

In general: Interviewees believe that it would be easier for the sub-group to create new tailor-made services

for CCI businesses and to sell products of their CCI SMEs inside the network markets by transferring best

practises, and by sharing development and management tools. The network should enable BICs to develop

business innovation centres into a cultural incubator network and to acquire the necessary expertise, pro-

vided by CCI specialists as much as by non-specialists, for collaborating cross sectorial and across industries

in order to stimulate innovation processes.

0 0,5 1 1,5 2 2,5 3 3,5 4 4,5

Build expertise in CCI by training and transfer…

Directly connect CCI companies

Create business opportunities

Internationalisation

Lobbying at EU-level

Connect BICs EU-wide

Develop common projects

The Mission of the new Network

0 1 2 3 4 5 6 7

Direct support of CCI SMEs

Share best practises & reseach

Build networks

Engage in EU-projects

Lobbying EU-policy

Define methods for CCI incubators

Business cooperation

Goals of the new Network

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b. goals of “eBn creative”This question addresses the partners’ view on the set of goals the sub-group is supposed to achieve.

Table 2 Goals of EBN Creative

Results to be highlighted: the partnership agrees that the main goal of the EBN sub-group is: the direct

support of CCI entrepreneurs (six out of nine statements). It is also obvious that the partners are dedicated

to an active exchange of best practises and research (four statements). Two partners each voiced the belief

that building international networks and engaging in EU-projects are key aims. One interviewee from each

sees lobbying European policy as core aim, as well as defining suitable methods for CCI incubators, and

business cooperation.

In general: partners expressed the need to connect often isolated CCI companies with each other and to

raise their entrepreneurial, professional, as well as business potential. The transfer of knowhow, the shar-

ing of management methods and experiences in the non-governmental cultural sector are also mentioned

goals. By bringing different industry networks together, by opening festivals, markets and distribution chan-

nels to each other, incubated SMEs could more easily access expertise outside their own regional networks,

preferably EU-wide or international. Interviewees developed the idea of setting up a European project lab for

the CCI sector, helping to create project consortia between the BICs and their associated partners, for better

monitoring EU calls and for submitting tenders.

0 0,5 1 1,5 2 2,5 3 3,5 4 4,5

Build expertise in CCI by training and transfer…

Directly connect CCI companies

Create business opportunities

Internationalisation

Lobbying at EU-level

Connect BICs EU-wide

Develop common projects

The Mission of the new Network

0 1 2 3 4 5 6 7

Direct support of CCI SMEs

Share best practises & reseach

Build networks

Engage in EU-projects

Lobbying EU-policy

Define methods for CCI incubators

Business cooperation

Goals of the new Network

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c. Selection criteria for new network Members

The question of whether the introduction of criteria for selecting valuable new network members is a good

idea or not could not be answered unambiguously. Some partners were not sure if eligibility criteria really

belonged to a network, while others offered precise ideas as to who they feel should join.

Table 3c Selection criteria for network members

Results to be highlighted: 44% of the interviewees believed the issue should be discussed in further depth.

33% thought that access to high quality CCI SMEs would be a good criteria for participation in the network.

22% believed that special attention should be paid to maintaining a balance between diverse and comple-

menting competencies in the CCI sector, which partners bring to the network.

In general: the views vary between the vision of:

•anopennetworkbalancingbenefitsandresponsibilities,whichnetworkmembersjoinontheirown

will, wish and interest,

•andthenecessityformemberstocoveratleastoneoftheCCIsectors,sothatthenetworkwould

comprise specifically skilled experts in each of the CCI sectors (according to the definition of the EU).

•SomepartnersexpectnewmemberstohavestrongrelationshipswithCCISMEsandtoprovide

them with services, hosting them in a dedicated incubator (following quality standards), to support

their development, and, ideally, to coordinate a CCI cluster.

d. needs for creating more cci companies in partner regions

Partners were asked what they feel is needed to encourage the creation of more CCI companies in their

region. In this case, the shared opinions show a diverse yet weighted result:

Table 4 Needs for creating more CCI companies

Selection criteria for new network members

To be discussed & developed

Access to high quality CCI SMEs

Balanced set of CCI experiences & competencies

22%

45%

33%

13

Results to be highlighted: most partners, 34% of the interviewees (5 statements), are convinced that entre-

preneurship training is a key requirement for creating more CCI businesses in their region. 27% or 4 partners

believe that funds and financial tools are the most needed elements. Two partners each, or 13% each, either

see that creating regional awareness and visibility (also as means of city planning) for the sector is neces-

sary, or that mainly the collaboration between CCI SMEs and stakeholders who are supporting the sector is

demanded or that structures and strategies need to be developed and implemented.

In general: partners underlined the importance of incubators for growing the sector as more collaboration

between CCI companies is fostered (Cimac, Val, pro M). Val, Sv B, Aster, and Lazio highlighted the need for

entrepreneurship training that focuses on business skills, management competencies, training, fundrais-

ing and networking events, whereas Sv B also thinks about support measures like tutoring and mentoring.

Additionally, Val identifies institutional support as an important necessity in increasing the number of CCI

companies. Pro M points out that the combination of money and advice given to CCI entrepreneurs is key

and that accelerator programmes are necessary, helping entrepreneurs to reach markets faster; the agency

strongly believes that the new network offers growth opportunities especially for micro-sized CCI compa-

nies. Bunker mentions the problem of a talent/brain drain in Slovenia and the need for capital, for resources

for young artists, and for education in cultural management to stop or reverse this process. Lazio thinks that

it is most important to provide SMEs with concrete and dedicated services, like supporting biz planning.

e. enhancing better collaboration between existing cci companies

Knowing that collaboration is a fundamental prerequisite for a growing CCI sector, we asked the partners

how existing CCI companies could better collaborate in their region.

Table 5 Enhancing collaboration between existing CCI companies

Results to be highlighted: half of the partners see networking events in their region as a proper measure

to effectively enhance collaboration between companies in the CCI sector, i.e. networking between different

CCI areas. One quarter of the interviewees stated that the collaboration between companies in the CCI and

those in traditional sectors is key. Two partners are convinced that training programmes provide the answer,

including, on one hand, courses for the CCI entrepreneurs (like business planning, how to work with the

private sector) and, on the other hand, training for other sectors provided by entrepreneurs of the cultural

and creative industries (like innovation coaching). One network partner identified the support for the build-

ing visibility of CCI companies as a major element.

Enhancing collaboration between existing CCI companies in partner regions via ...

Networking events for CCI companies

Collaboration between companies in CCI & traditional sectors

Training of & by CCI companies

Supporting visibility of CCi companies

Desired impact on partner regions

Regional development & job creation

More support for CCI SMEs

Supporting existing strategy and initiatives

Creating a political strategy

Supporting the commercialisation of talent & spin-offs

Do Creative Desks exist in partner regions?

Yes, in other cities No / no information yes

25%

17%

50%

8%

14

In general: Val especially stresses the importance of connecting people and on building a support structure,

which includes visibility for CCI companies. Aster points out that CCI companies should be included in exist-

ing regular events and fairs and that a collaboration between CCI entrepreneurs, artists & traditional compa-

nies is favourable. Another point to consider is that occasions for collaboration and practical tools should be

made available regularly. Lazio adds that structured events should be organised at a regional level to share

ideas and to jointly develop projects (like an Ideas and Project Factory Event). Support and coordination for

such events come from incubators, development agencies, local authorities, and experts.

f. desired impact on partner regions

We were interested to find out more about the actual impact network partners desire for their regions.

Table 6 Desired impact on partner regions

Results to be highlighted: The answers provide us with a pretty clear picture, as 37% (4) of the partners are

aiming for regional development and job creation. 27%, or 3 partners, would like to see more support for

CCI enterprises, 18%, or2 partners, are hoping for direct support of existing strategies and initiatives, and

9%, or 1 partner each, requested the creation of a strategy at a policy level and assistance in commercialising

CCI products as well as for spin-off companies.

In general: Kult, as well as Pro M, have precise aspirations: Halarna aims to become the “Haldish music

hub” and is backed by an allocated amount of 100K euro. Aster is interested in accessing knowledge from

other regions, especially since the Emilia-Romagna is promoting and co-funding 13 new incubators dedi-

cated to the CCI that are established all around that region. 3C4 Incubators’ experience will help managing

organisations of these incubator to access successful tools and practices. Pro M requires practical support

in turning the harbour area of Malaga into something like a “Soho Place.” In order to attract high innovation

companies into this designated tax free zone, political support is necessary and guidelines need to be devel-

oped (inspiration is expected to come from the 3C 4 Incubators project). Some partners face the problem

of dealing with local governments, which either disregard the CCI as a strategic area for regional growth or

have not yet provided the necessary support (Val, Lazio). Even though some initiatives might be in place,

partners still feel that more needs to be done in the sector to motivate young people to stay in their regions

and to grow the CCI.














37%

27%

18%

9%9%

15

g. existence of creative europe desks in partner regions

The Creative Europe Desks provide information, advice and support on the EUs’ Creative Europe pro-

gramme, which is split into three parts: the Culture Sector Support, the Audiovisual Sector support and the

Cross-Sectorial strand.

For most partners it was not clear what the Creative Europe Desks were and if they exist in their region. The

majority, 45%, either deny their local existence or do not know if they have a Desk or not. 33% answered that

a Creative Europe Desk was established in another region or city. 22% confirmed that there was a Creative

Desk in their city.

Table 7 Existence of local Creative Europe Desks

h. particular Strengths in partner regions

With the following questions, we intend to better understand the strengths and weaknesses of the partner

regions. We want to identify the expertise that partners gained and would be able to share with the net-

work.

Table 8 Strength in partner regions

Three partners, one third of the interviewed partner networks, agreed with the idea that their main strength

was in the local top talent working in the cultural and creative industry (Cimac, Sv B, Val). This assessment

holds another message: this top talent largely represents unexploited human capital.

Two partners (Aster, Kult) feel particularly strong about the priority the regions have given to the strategi-

cally developing CCI sector. Pro M highlights its well-developed capacity to support the internationalisation

of CCI SMEs. Val holds an enormous asset in the form of its studies on cultural economics, dating back to

3.a. Strengths in partner regions Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValTop talent in the CCI X X XPriority given to developing the CCI X XInternationalisation of CCI companies XStudies on cultural economics since 1996 XEstablishing businesses XInstitutional networks & collaboration between traditional and CCI sectors

X

Cultural heritage, tourism & cultural tourism, audio-visual sector

X

Strong professional networks across Eastern Europe X

3.b. Know-how that network partners can offer each other Ami Aster Bunker Cimac Kult Lazio Pro M Sv B Val

Expertise as development agency; territorial management & spacial planning

X X X

Working with micro-credits, venture capital funds, EU-projects; effectively with little money

X X

Set-up of a CCI incubator / running a certified or cultural incubator

X X

Communicating network results to politicians X XDevelopment of economic tools & economic indicators XCultural planning & studies on CCI's connection with social & economic innovation

X

Supporting commercialisation & professionalisation of CCI SMEs

X

Management qualities XSupport to start-ups X














45%

33%22%

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1996. Apparently, this wealth of information has not been fully utilised in a dialogue with policy makers and

regional development agencies. Aster represents a region with a ratio of one company per nine inhabitants.

This means that lots of start-ups and entrepreneurial knowledge is available in the region. While Cimac sees

its regional strength in its effective institutional networks and good collaboration between the traditional

industries and cultural scene, Lazio finds distinguishing strengths mainly in the region’s audiovisual sec-

tor, in tourism, and cultural heritage, which leads to expertise in cultural tourism and also in film tourism.

Bunker stresses its strong professional networks across Eastern Europe and, as a non-profit organisation

engaging in the realisation and organisation of cultural events, offers a different and insightful view of the

creative sectors.

i. expertise in the partner network

The following question concerns the practical knowhow that network partners can share with each other.

The table below shows a diverse set of skills and particular qualities that interviewees feel to be valuable for

the partnership.

Table 9 Know-how partners can offer each other

Cimac, Sv B and Val can provide network partners with the expertise of a development agency while Val, es-

pecially, contributes with competencies in territorial management and special planning. Sv B has experience

in working with financial instruments which are important for the CCI, like micro-credits, risk capital and EU-

funding, while Kult learned how to set up a CCI incubator and how to work effectively with little money. BIC

LAZIO is a certified incubator for innovative start-ups as well as a cultural incubator, leading to experience

with certification in the CCI area. Ami developed the ability to open its network internationally and, like Aster,

to disseminate network results also among local politicians in order to create new support policies.

Val’s research unit, covering cultural planning all the way to local development, supports the particular ca-

pability of connecting the CCI with social and economic innovation in order to develop economic tools and

economic indicators.

Pro M has practise in working with the CCI as a key industry, namely on business and fee models, on mar-

ket potential, market access and distribution. Lazio’s certified BIC can share with partners: information on

structure, physical layout, and the management qualities of its incubator. Aster boasts significant experi-

ence with planning and delivering start-up support programmes. Specific programmes for CCIs have been

3.a. Strengths in partner regions Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValTop talent in the CCI X X XPriority given to developing the CCI X XInternationalisation of CCI companies XStudies on cultural economics since 1996 XEstablishing businesses XInstitutional networks & collaboration between traditional and CCI sectors

X

Cultural heritage, tourism & cultural tourism, audio-visual sector

X

Strong professional networks across Eastern Europe X

3.b. Know-how that network partners can offer each other Ami Aster Bunker Cimac Kult Lazio Pro M Sv B Val

Expertise as development agency; territorial management & spacial planning

X X X

Working with micro-credits, venture capital funds, EU-projects; effectively with little money

X X

Set-up of a CCI incubator / running a certified or cultural incubator

X X

Communicating network results to politicians X XDevelopment of economic tools & economic indicators XCultural planning & studies on CCI's connection with social & economic innovation

X

Supporting commercialisation & professionalisation of CCI SMEs

X

Management qualities XSupport to start-ups XAccess to a wide network of organisations actively supporting CCI

X

Working with artists and in creative processes X

3.c. What network partners are lacking Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValMoney X X X XIncubator X X XDialogue with local policy makers X X XEuropean and international networks X XVisibility of the CCI sector X XSupport tools XConnection to the EU XMethodology XStrategy for attracting private investors X

3.d. Expertise network partners are seeking Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValTransfer of know-how / expertise (management, financial support for SMEs, a/v & technical competencies); advocacy training

X X X X X X X X

Learning from mid-long term success models (London, Paris, Amsterdam)

X X X

Business opportunities abroad X XTraining SMEs & investors on funding the CCI sector X XModels, methods, tools for building a CCI incubator X XBringing SMEs together & raising the number of CCI companies (also in the incubator)

X

Supporting growth & employment X

17

launched since 2010 with different focuses: (1) the launch of a start-up, (2) investment readiness and fund

raising, (3) internationalization, (4) sub-sector focus i.e. for the audio-visual sector. Furthermore, ASTER

coordinates a network of over 40 organisations supporting start-ups in Emilia-Romagna, most of them be-

ing active in CCI.

Besides Bunker’s strong South-Eastern networks and good sector insight, it offers experience in working

with artists and in creative processes and specialises in producing art in local realities.

j. what network partners are lacking

Four interviewees answered the question about what partners are lacking -- mostly by answering with mon-

ey. Three partners each require an incubator, and emphasised the need for establishing a dialogue with their

local policy makers, while two each are looking for European and international networks, and more visibility

for their CCI sector. One partner each demanded a connection to the EU, stressed the need to establish a

methodology and tools for effectively supporting its local SMEs and a strategy for attracting equity investors

to the CCI.

Table 10 What Network Partners are lacking

Other concerns touch the problem of small partner regions with, sometimes, too small markets to allow

SMEs to prosper. This fragmentation calls for a combined and bigger market place and for a structured and

strategic activation of local investors across the partnership. Partners also express their need to learn from

best practise examples, inside or outside the partnership, in order to develop suitable skill sets and new

approaches.

k. expertise that network partners are seeking

According to the previously identified areas of regional characteristics, of missing knowhow or tools, we

asked the interviewees to define the expertise they are seeking. The answers of eight out of nine partners

revealed that the top priority was the transfer of expertise. This sought-after knowledge covers the areas of

management, financial support for SMEs as much as competencies in audio-visual and technical solutions

or advocacy training and dealing with decision makers. In other words, the partners clearly expect to raise

their skill level mainly through sharing best practises.

Access to a wide network of organisations actively supporting CCI

X




X X X X X X X X


X X X


X


18

Table 11 Expertise network partners are seeking

Three interviewees like to turn to international success models for guidance on how to build functioning

CCI eco systems mid to long-term. Two partners stated that they wished to seek business opportunities for

their SMEs abroad and to enhance the market visibility of their companies. Furthermore, two network part-

ners are looking for training programmes providing funding knowhow for the CCI sector for both SMEs and

equity investors alike. Also, two partners declared that they were searching for models, methods and tools

in order to build a CCI incubator, while another was seeking advice on how to bring SMEs together, on how

to better support companies financially, and on how to raise the number of CCI companies not only in the

region but also inside the incubators. The desired expertise addresses nothing less than the methods for

supporting regional sector growth and employment.

B. partner’S expectationS for collaBorating with eBn”

a. values in working with eBn

The idea of creating a sub-group for the creative industries within EBN can only be successful if all partners

share a common vision of its values, the partners of the current 3C 4 Incubators project (Aster, Pro M and

Lazio are already either members of EBN or associated members) and the management of EBN. These val-

ues constitute the foundation for this collaboration. We asked partners to express their view on these values

to understand if they can be aligned with EBN’s mission and objectives.

Table 12 Values in working with EBN

Access to a wide network of organisations actively supporting CCI

X




X X X X X X X X


X X X


X


4.a Values in working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValLobbying local & EU policy makers X X X X X XCreating visibility for the Creative Industries X X XContact network X X XParticipating in EU-projects X X XExpertise & best pracrise in methods for developing & growing the CCI companies

X X X

Customers in other industries X XEngaging in and learning from innovation processes in traditional sectors

X X

4.b Expected synergies by working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValExchange of expertise (between partners, for training & workshops)

X X

Engaging in common projects (directly between partners / in EU-projects)

X X

Connecting SMEs internationally X XEvidence on how the cultural sector can support regional development

X X

Quality standards & evaluation methods XCollaboration between local partners, project partners, and EU-wide

X

4.c Expected benefits in working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValBringing policy makers behind CCI / increasing influence on policy makers

X X X X X

EU-wide exchange of expertise & best practise X X X X XEU-wide contact network X X X X XParticipating in EU-projects X X X

19

The 3C 4 Incubators partnership agrees on one key value in working with EBN (6 out of 9): the support in

lobbying local and EU policy makers. We have seen in previous answers that partners provided that the

missing dialogue with local and EU policy makers is a key problem and a big hurdle for growing the sector

Along these lines, two partners saw a main value in finally being able to create the necessary visibility for the

cultural and creative industries. Two interviewees recognised an international competence network as the

main value, two others found importance in participating in more EU-projects while two partners believe in

learning how to develop and grow their CCI companies.

It is worth noting that two interviewees thought about a cross-sectorial exchange of expertise, about acquir-

ing knowledge from traditional industries, which are also organised in EBN, and about an active collabora-

tion with these sectors for enhancing innovation processes - in these traditional segments as much as in

the area of the CCI. Closely connected to this cross-sectorial thinking: the same partners underlined the

importance of reaching new customers in other industries.

b. expected synergies by working within eBn

Partners answered the question of which synergies they are expecting to see: between the 3C 4 Incubators

consortium, between the consortium and EBN, and between the consortium and other BICS organised

within EBN, by highlighting three main expectations:

•an exchangeof expertisewithin the 3C4 Incubatorspartnershiphelping to enhance innovation

processes,

•accesstolocalcontactsinpartnerBICsandsharingcompanycontactdetails,

•mixingdifferentincubationapproaches,

•exchangingexpertiseforsettingupworkshops.

Table 13 Expected synergies in collaborating with EBN

Partners also clearly expected to be able to identify EU-projects they can jointly engage in. They hope to

find evidence which proves to their policy makers that the cultural sector actually can develop territories

economically. Partners want to connect their SMEs internationally, and anticipate the creation of a set of

obliging quality standards and evaluation methods, as well as improved collaboration between project and

local partners and with partners across the EU.

4.a Values in working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValLobbying local & EU policy makers X X X X X XCreating visibility for the Creative Industries X X XContact network X X XParticipating in EU-projects X X XExpertise & best pracrise in methods for developing & growing the CCI companies

X X X

Customers in other industries X XEngaging in and learning from innovation processes in traditional sectors

X X

4.b Expected synergies by working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValExchange of expertise (between partners, for training & workshops)

X X

Engaging in common projects (directly between partners / in EU-projects)

X X

Connecting SMEs internationally X XEvidence on how the cultural sector can support regional development

X X

Quality standards & evaluation methods XCollaboration between local partners, project partners, and EU-wide

X

4.c Expected benefits in working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValBringing policy makers behind CCI / increasing influence on policy makers

X X X X X

EU-wide exchange of expertise & best practise X X X X XEU-wide contact network X X X X XParticipating in EU-projects X X X

20

c. expected benefits from working within eBn

This last question concerning the collaboration of partners in an EBN sub-group aimed to identify practi-

cal benefits for network expects. The provided answers prioritise three main advantages partners hope for

(stated by four interviewees each)

1. increasing the influence on policy makers and convincing them of the regional importance of the cultural

and creative industries,

2. an EU-wide exchange of expertise and best practises in incubating CCI companies,

3. an EU-wide contact network.

Table 14 Expected benefits of working with EBN

Two partners each expected that working with EBN and the other BICS organised in the network would help

them participate in more EU-projects and would encourage the growth of their CCI sector and its individual

companies. One interviewee each expressed the desire to actually build an incubator for regional cultural

and creative industries while others wished for a better link between EU-institutions and local development

processes and initiatives.

On a general level, partners also require better organisation of information among themselves, a clearer

definition of possible types of collaboration and aim to learn from other sectors in order to more effectively

promote the CCI.

d. partners’ contribution to the transfer of best practises

We asked the 3C 4 Incubators network with which expertise they can contribute to an active exchange of best

practises among partners. The provided knowhow is very diverse and, as we will see in point C., fortunately,

quite complementary. Please refer to the table below for details.

Table 15 Partners’ contribution to a transfer of best practise in the network

Grow CCI sector and its companies X XCreating a CCI incubator X XLink between EU-institutions and local development X X

4.d Partner contributions to a transfer of best-practise Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValSharing best practise examples in cultural incubation X X X

Technics in cultural planning & management + cultural incubation X X

Launching initiatives & engagaing other BICs, also in local events X X

Developing all potential in the CCI XSharing results of previous projects (i.e. staff exchange) X

Experience with a video game cluster XTraining / coaching for CCI companies XDatabase on existing companies (Malaga region) XLecturing on culture as an instrument for regional development X

Skill set for working with artists X

21

e. Matching network partner’s needs and competencies

Based on the clearly stated areas of expertise above, we tried to match the needs partners expressed in point

3.d. The table below indicates where to find sought-after experiences and who could consult with which

partners on respective issues.

According to the interview results, all partners found complementing sector expertise within the 3C 4 Incu-

bators Network. This means that, for example, Promálaga can discuss experiences in financially supporting

companies with BIC Lazio and Aster, and with Sviluppo Basilicata, Cimac and Aster on how to best bring

CCI SMEs together and how to effectively boost the number of local CCI companies. The more general

question of how to support sector growth and employment can be addressed with Kulturvarteret and BIC

Lazio.

This attempt to match needs and existing competencies hopefully enables the 3C 4 Incubators network to

more effectively access and utilise the knowhow available within the partnership. Certainly, the table below is

in no way comprehensive. However, it might serve as a starting point for exchanging best practises among

partner organisations.

Table 16 Where to find the needed sector expertise

4. eBn’S MeMBerS and ServiceS

After the previous in-depth analysis of shared and complementing needs, competencies and areas of inter-

est in the 3C 4 Incubators consortium, we now shift our focus to the European Business and Innovation

Centre Network (EBN), the consortium wants to join by building a specialised sector group for the Creative

Industries.

Different types of organisations working on supporting innovative entrepreneurs, start-ups and SMEs are

organised within EBN:

C. Expertise network partners are seeking Ami Aster Bunker Cimac Kult Lazio Pro M Sv B ValTransfer of know-how / expertise (management, financial support for SMEs, a/v & technical competencies); advocacy training

KultSv B

KultPro MLazio

ValLazio

ValPro M

Pro MCimac

LazioAster

LazioVal

Pro MAmi

Business opportunities abroadLazioPro M

AsterPro M

Training SMEs & investors on funding the CCI sector

KultSv B

Pro MAsterKultSv B

Learning from mid-long term success models (i.e. London, Paris, Amsterdam)

LazioPro M

Pro MVal

Models, methods, tools for building a CCI incubator

KultLazio

Bringing SMEs together & raising the number of CCI companies (also in the incubator)

Sv BCimacAster

Supporting growth & employmentKultLazio

MATCHING NEEDS WITH EXISTING COMPETENCIES IN THE PARTNERSHIP - Who should consult with which partner?

22

Source: EBN website

On the network’s website1 EBN explains its two membership categories:

• EU|BICs–certifiedbusinessandinnovationcentres,incubators,acceleratorsandotherbusiness

support organisations, recognised by the European Union,

• AssociateMembers–organisationswhowork inourecosystem,partnerwithus inprojectsor

events, and participate in activities related to innovation and business.

Since the 3C 4 Incubators network consists of BICs, Innovation or Development agencies as much as cultur-

al non-for-profit organisations and universities, EBN’s member categories might just help to easily integrate

these different types of organisations into the network.

EBN offers several services to members with some being directly in line with the expectations of the 3C 4

Incubators partners2. To name a few:

• Certificationof technology-based incubators&acceleratorsassuringqualitystandardsaremain-

tained; offering benchmarking, training & peer-review services;

• Cross-borderand internationalconnectionsandB2B/Partnershipopportunities, theircustomers,

and partners (i.e. through a series of high-level events, conferences and workshops);

• Developingnewproposals for“EU-fundedprojects” foraseriesofstrategic&relevantmatters;

Currently, 7 EU-projects are listed in the section for the Creative Industries: ACE, CONNECT, EURO-

PEANA Creative, KiiCS, lec, tesla and Watify. A few 3C 4 Incubators partners are involved in some of

these projects.

• Networkingservices:developingthecommunity,bothonlineandoffline,sharingbestpractices,

success stories and knowledge through downloadable content and events, running special inter-

est groups, for example, focussing on Horizon 2020, running road-shows and promotions to help

members convince stakeholders;

• RunninganannualPolicyEventinBrussels,linkingmemberswiththelatestopportunitiesfromtheEU;

• InfluencingEU&othergovernments,andassistingpolicy-makersandagenciesinestablishingad-

equate and vibrant innovation ecosystems;

• Developingnewtools forstart-ups forcorporatecooperation in theareaof IP;developingbusi-

nesses for finance services for the investment community

This website excerpt already indicates that the 3C 4 Incubators project partners will find substantial support

in the services EBN offers for accomplishing the expected achievements. Partner’s needs and EBN’s service

offer absolutely correspond.

1. http://www.ebn.be/index.php?lnk=KzF0aDVES1I3bG9TYXFGeEhLL2dQNkRQVWFKNTNWRjQ0a0tzN24vRFU0ST0=2. http://www.ebn.be/index.php?lnk=KzF0aDVES1I3bG9TYXFGeEhLL2dQeVd3TFVvb2N6TGNjZ1pnTm1tZkpWdz0=

23

5. Sector SpecialiSation within eBn - creative induStrieS

Within EBN, specialisation in different sectors is grouped into the categories: Green economy, Bio economy,

Manufacturing, Transport and mobility, ICT, Social innovation, Early stage funding, Internationalisation, and

Creative industries.

EBN members supporting the European Creative Industries today are3(Source: EBN website):

EU|BICS ANd SATELLITES

Business Development Friesland www.bdfriesland.nl CEEI BURGOS www.ceeiburgos.es Inovacentrum CVUT www.inovacentrum.cvut.cz Sines Tecnopolo www.sinestecnopolo.org/ Technoport SA /www.technoport.lu Toulon Var Technologies www.tvt.fr WestBIC www.westbic.ie WESTBIC Donegal WESTBIC Letterkenny WESTBIC MAYO WESTBIC Roscommon

We can expect that valuable competencies are available in these BICs, Satellites and Associated Members,

and expertise, which should be analysed as soon as possible to identify possible synergies, complementary

experiences and potential areas of collaboration.

1. http://www.ebn.be/index.php?lnk=KzF0aDVES1I3bG9TYXFGeEhLL2dQNkRQVWFKNTNWRjQ0a0tzN24vRFU0ST0=2. http://www.ebn.be/index.php?lnk=KzF0aDVES1I3bG9TYXFGeEhLL2dQeVd3TFVvb2N6TGNjZ1pnTm1tZkpWdz0=

3. http://www.ebn.be/?p=members&search=1&fs=creative

EBN ASSoCIATE MEMBERS

CEEI Synergiewww.synergie-ceei.com Corallia Clusters Initiativewww.corallia.org Egg Brusselswww.egg-brussels.eu Executive Business Acceleratorexecutivebusinessaccelerator.com High Technology Park of Yugrawww.tp86.ru Laval Mayenne Technopolewww.laval-technopole.fr Media Dealswww.media-deals.org META GROUP Srlwww.meta-group.comPUCRS Science and Technology Park - TECNOPUCwww.pucrs.br/tecnopuc Sociedade Portuguesa de Inovação - SPIwww.spieurope.eu

24

6. the Model for the eBn SuB-group creative induStrieS

a. Structuring the cci Sub-group

Since the three Italian partners, Sviluppo Basilicata, BIC Lazio and Aster, are all members of EBN, they

form the very core of the new network. The other partners in the 3C 4 Incubators consortium, Ami, Bunker,

Cimac, Kulturvarteret, Promálaga and the University of Valencia could be considered to possibly enter EBN

as associated partners.

The structure for the network, carrying the working title “EBN Creative”, could look like this4:

Figure 1 Structure for the Network Model

Ideally, the other BICs, Satellites and Associate Members already forming the specialised EBN sector group

on Creative Industries will be closely collaborating with the 3C 4 Incubators consortium and offer enormous

added value to the sub-group, thus contributing to the “capitalisation of the capitalisation”.

Figure 2 Sub-group on Creative Industries within other specialised EBN groups

The above-presented overview of the other sub-groups representing different industries and specialised

sector groups within EBN clearly show, how rich and diverse the knowhow is within the European Business

and Innovation Centre Network. It will be crucial to develop a good relationship with these sub-groups in

order to unlock the full potential for future collaboration, exchange of expertise and best practises as well as

benefitting from jointly contributing to innovation processes in their incubated companies.

Furthermore, EBN Creative expects to build its attractiveness for other European creative BICs to join this

network in order to establish a powerful competence centre and a smoothly functioning ecosystem for op-

erative exchange. 4. From the presentation of Sviluppo Basilicata “Building a Networking Model for the Incubators and the Organisations supporting Cultural and Creative Enterprises”, Marseille, 5 April 2014.

25

b. financing the cci Sub-group

One of the main challenges in managing and maintaining a quality-oriented network concerns the question

of how to finance it.

Sviluppo Basilicata agreed to coordinate the network and to lead the communication with EBN with the aim

of establishing the sub-group Creative Industries, which, practically speaking, will be an extended version of

today’s specialised sector group on Creative Industries. Since this is just a collection of organisations also

working with CCI entrepreneurs and without their own network management, the broadened version com-

prising the 3C 4 consortium will not find any administrative support.

It is highly unlikely for parties in the sub-group Creative Industries to dedicate a certain amount of their

budgets to running the network. The only realistic financial support can be expected from jointly engaging in

EU-projects. The mission and practical goals of “EBN Creative” are fully in line with the objectives of several

programmes of the European Commission. Further developing the network and its competencies by work-

ing on EU-projects, therefore, seems like a very organic and appropriate solution.

If the network decides for a lean and transparent collaboration model that is based on the principles of co-

development and sharing, partners can actually immediately begin with creating practical and affordable

initiatives.

7. recoMMended actionS

The suggestion for actions and initiatives are divided into one section addressing actions for the CCI SMEs

and a second one for the partner organisations, BICs or other 3C 4 Incubators consortium members.

a. actions for cci SMes

We remember from the first question regarding the mission of the new network (see 4.A.a.) that intervie-

wees expressed a strong expectation to:

•connectSMEswitheachother(alsoinformofphysicalmeetings),

•sellSMEs’productsinpartnermarkets,

•promoteSMEs’internationalisation,

•developtrainingservices(facilitatinginnovation).

Measure: Building an Exchange Programme for CCI Entrepreneurs

Action Points:➜ host CCI entrepreneurs at each other’s BICs and/or at partner organisations according to the needs of the

respective SMs and the specific competencies located in the partner incubators.

➜ send CCI SMEs to fairs, industry markets and events (traditional as well as sector specific) held in part-

ner regions. This measure will contribute to promoting SMEs internationally and to giving them access to a

bigger market.

➜ create common workshops for SMEs coming from the various partner regions for networking purposes

and to address similar problems they are facing.

➜ establish JAM events for CCI entrepreneurs across the partnership over weekends.

➜ over time, open the activities of the exchange programme to other relevant industries organised within

26

EBN to tap different skills, experiences, industry knowledge, processes, and markets.

c. actions for incubators and network partners

Quickly recapitulating the partner’s expectations, we recall that when asked which mission the new network

should have (see 4.A.a.) interviewees answered:

•connectBICs,developmentagencies,andSMEsEU-widetobuildtheirbusinesspotential,

• communicatetheneedsofCCIbusinessestoEBNforlobbyingtheEuropeanCommission,

•shareknowledge,problemsandsolutions,createnewtailor-madeservicesforCCIbusinesses,

• midtolong-term:collaboratewithdifferentBICsofothersectorstostartworkingcross-sectorial,

aiming for new innovation processes and for building corporate relations helping to grow expertise

and to expand the partnership,

• connectCCIspecialistsandnon-specialistsfordevelopingbusinessinnovationcentresintoacul-

tural incubation network.

In the interviews, partners described the following main goals to accomplish in the new network (see 4.A.b.)

•sharingresearch

•buildinganinternationalnetwork

• lobbyingpolicymakers(atboththelocalandEUlevel)

•engaginginEUprojects

• creatingaEuropeanprojectLabfortheCCIsector,helpingtocreateEU-widepartnershipsbetween

CCI SMEs and between 3C 4 Incubators partners, as well as with monitoring and participating EU

calls, identifying and sharing research & best practices, facilitating business cooperation.

Measure 1: Integrating the existing EBN sector group on Creative Industries

Action Point:

➜ One of the first steps should be to inform the existing specialised sector group on the Creative Industries

of the plans to create a bigger “EBN Creative”. The BICs, Satellites and Associated Members of that sec-

tor group should be invited to answer the same questionnaire the 3C 4 Incubators consortium did. This

will help to identify their competencies and how they could complement the expertise in the partnership.

On the other hand, once the needs of this existing sub-group are recognised and a similar matching of

needs and available experiences is done, the proposition of working together in one competence network

might clearly become a win-win situation.

Measure 2: Unlocking the network potential

Action Points:

➜ set up an EU-project lab for the CCI sector, for monitoring EU calls, for helping to build project consortia

between the BICs and their associated partners, and for submitting tenders. EBN will be able to, effec-

tively, support the project lab in attracting EU projects.

➜ use the contact database from Promálaga as a starting point to develop a comprehensive database for

matching/connecting the CCI SMEs within the partnership (according to their profiles and needs).

➜ build an expert pool for offering specialised training for CCI SMEs.

➜ set goals for developing the sub-group (i.e. which regional targets should be reached; which competen-

cies should be acquired; which policies should be addressed/developed/changed, etc.)

27

➜ form expert groups (working around the year) within the partnership with particular assignments, i.e. to

build a certain expertise inside or outside the sub-group, to engage in research, or to create a workshop

programme, etc.

➜ establish regular e-meetings between the network partners (Skype, Adobe Connect) to discuss project

ideas, current issues and to share solutions to common problems.

➜ offer each other the opportunity for exchanging staff in order to transfer best practises among the part-

nership. Identify key areas of expertise that partners are seeking and engage the interested parties in a

staff exchange programme.

Measure 3: Building an investor network

Action Points:

➜ invite local investors to visit CCI companies in partner regions, in order to get acquainted with creative

people, their businesses and business models. Try to establish regular visits to the different sub-sectors

of the CCI to educate local investors.

➜ engage investment-ready companies in

•existinge-pitchessuchasthoseestablishedbytheEU-projectEIG,http://www.eig-project.eu/

•orprepareespeciallytechnology-drivenCCIcompaniestopitchattheNEMSummit,http://nem-

summit.eu/

• identifyothersuitableforumsforincubatedcompaniesinthesectortomeetinvestorsliketheEu-

ropean Mediatech Investment Forum organized by Media Deals, http://www.media-deals.org/

d. Collaborating with ebn

Collaboration with the EBN should be established as soon as possible in order to create tangible results

before the 3C 4 Incubators network project finishes and in order to begin developing strategies on how to

maintain the network after the project’s life.

Measure: Begin the conversation with EBN

Action Point:

A few questions should be sent to EBN (the contact person is Giordano Dichter) to begin the dialogue and

to deepen the understanding of each other’s goals and objectives, of mutual expectations as much as the

terms of collaboration:

1. Which expertise are you seeking from 3C 4 INCUBATORS network partners?

2. Which expertise are you able to share?

3. Which synergies between EBN and the CCI network partners are you seeking?

4. Practically speaking, how could EBN facilitate an exchange of expertise across the specialised sec-

tor groups and among other sectors?

5. Is EBN interested in establishing a “filter” to access best practise CCI incubators, via the support of

3C 4 INCUBATORS network partners?

6. If the 3C 4 INCUBATORS network joins EBN as a sub-group, how can EBN handle the participation

of a university and other non-BIC organisations with regard to the membership (status as associ-

ates)?

7. What does EBN suggest to 3C 4 INCUBATORS network partners do next?

28

8. liSt of taBleS

Table 1 The Mission of the New Network

Table 2 Goals of EBN Creative

Table 3c Selection Criteria for Network Members

Table 4 Needs for creating more CCI companies

Table 5 Enhancing Collaboration between existing CCI Companies

Table 6 Desired Impact on partner regions

Table 7 Existence of local Creative Europe Desks

Table 8 Strength in Partner Regions

Table 9 Know-how Partners can offer each other

Table 10 What Network Partners are Lacking

Table 11 Expertise Network Partners are Seeking

Table 12 Values in Working with EBN

Table 13 Expected Synergies in Collaborating with EBN

Table 14 Expected Benefits in Working with EBN

Table 15 Partners’ Contribution to the Transfer of Best Practises in the Network

Table 16 Where to Find the Needed Sector Expertise

9. liSt of figureS

Figure 1 Structure for the Network Model

Figure 2 Sub-group on Creative Industries within other specialised EBN groups

www.3c4incubators.eu