Shifting Business Models in Creative Industries

Size: px

Start display at page:

Download "Shifting Business Models in Creative Industries"

Cornelia Sparks
7 years ago
Views:

1 Shifting Business Models in Creative Industries Paul Rutten Creating 010 Rotterdam University of Applied Sciences 2nd Seminar on Business and Management-Related Question in the Creative Industry Rotterdam School of Management (Erasmus University), May 31, 2016

Seminar on Business and Management-Related Question in the

2 Urgencies for (business model) innovation

3 Urgencies for business model innovation Labor market study by RvC and SER Creative industries have been hit by the economic crisis Creative services suffered from receding demand Example: architects and building and construction Subsidies gave temporarily protectionfor arts and heritage Cut backs have in the meantime taken their toll in arts and heritage Mariëtte Hamer (Council for Social and Economic Affairs): The image appearing in this study, leads tot concern about the position of people working in this sector. Joop Daalmeijer (Cultural Council): The financial position specifically of free lancers in the cultural sector is sorrowful.

taken their toll in arts and heritage Mariëtte Hamer (Council for Social and Economic Affairs): The image appearing in this study, leads tot concern about the

4 Urgencies for (business model) innovation Development of companies, jobs and added value in Dutch creatieve industries ( ) (2005=100) Banen Vestigingen Toegevoegde waarde

(2005-2013) (2005=100) 190 170 150 130 110 90 2013 2012 2011

5 Urgencies for (business model) innovation Development of production value in Dutch creative industries ( ) Kunsten en cultureel erfgoed Media en entertainmentindustrie Creatieve zakelijke dienstverlening

95 90 85 80 2013 2012 2011 2010 2009 2008 2007 2006 2005 Kunsten en

6 Urgencies for (business model) innovation Conclusions Sensitivity for market fluctuations Recent crisis Luxury good character Structural changes in creative industries Companies and Labor (shrinking avarage company size) Media industries in transition Sliding productivity Changing cultural policies Cut backs in arts and heritage

industries Companies and Labor (shrinking avarage company size) Media industries

7 Business Model (Concept)

8 NEW BUSINESS MODELS ARE A GREATER SOURCE OF COMPETITIVE ADVANTAGE THAN NEW PRODUCTS AND SERVICES THE ECONOMIST INTELLIGENCE UNIT

9 Businessmodel The core logic by which a firm creates, delivers and captures value Joan Margretta(2002)

10 Businessmodels create value It is not the technology or the product that creates value, it s the business model Product/ technology/ knowledge X value creëert enables businessmodel defines business strategy Source: Walter van Andel, Antwerp Management School

technology/ knowledge X value creëert enables businessmodel

11 Case: All of Bach Based on research commissioned bij NBV in 2013 co-authored by Walter van Andel (Antwerp School of Management)

12 Jos van Veldhoven: (Artistic director Netherland Bach Society) Imagination and Aspiration Let s postpone the festivities until we reach a 100 years, then we ll have a grand celebration showcasing every work of Bach online. We record every piece that s ever been created by the composer with our ensemble on video and make it available for the whole world to see. We ll call it All of Bach.

13 Allof Bach Background and value proposition Global, digital platform, complete global reference to Bach online since 2014 Coherence, consistent quality, completeness of all relevant content 20% of Bach s work is performed regularly Disclose complete musical heritage of J.S. Bach (1080 BWV numbers) Provide cultural context in which works are performed Strategic motives Reduce NBV s dependence on concert halls, organisers, R-TV and music industry Explore new channels to reach existing and new audiences Frontrunner and innovator in the domain of classicalandbaroque music Different strategy compared to for instance Digital Concert Hall (Berliner Philhamonic) Strategic decisions Freely accessible, no charges Financing based on sponsorships, donations and subsidies Value exchange based on cultural value, quality and tradition Channel strategies: live and online Leverage brand value and position of Netherlands Bach Society

Bach (1080 BWV numbers) Provide cultural context in which works are performed Strategic motives Reduce NBV s dependence on concert halls, organisers, R-TV and music industry Explore new channels to

14 Business Model All of Bach

15 Case: Applied Gaming Based on research commissioned by Rotterdam Media Commission in 2013 coauthors: Mijke Slot (Erasmus University) and Matthijs Leendertse (ELM Concepts)

16 Business Model Issues Serious Gaming (in Rotterdam) Commissioned by Rotterdam Media Commission Research on value and potential of Serious Gaming for Rotterdam Rotterdam has a concentration in applied gaming development Combination of development expertise with domain knowledge Companies (as for instance Ranj) operate globally Repeat business but hardly scale economics Model based on design practice (work for hire) Value created ßà value captured No sustainable model for a healthy growth strategy Urgency to switch to publishing model Leverage potential

Companies (as for instance Ranj) operate globally Repeat business but hardly scale economics Model based on design practice (work for hire)

17 Leverage potential new sectors (source: van Oort cs.) Example: cluster life cycles and cross overs

18 Finally...

19 Some conclusions Business model innovation essentialfor sustainable future Remains a big issue for creative industries Media industries challenged by structural changes Predominant model in creative services hindersscalibility Arts and heritage dependend on increasingly volatile policy context Research: more empirical work cases, theory and modelling Mistake of Dutch Ministery to axe the CLICKNL CI Next Network Thanksfor your attention Contact: p.w.m.rutten@hr.nl Publications:

on increasingly volatile policy context Research: more empirical work cases, theory and modelling Mistake of Dutch Ministery to

20 Appendix

21 Distribution of jobs among subsectors of creative industries en ICT in the Netherlands (2013) Number of Jobs t/m 1 2 t/m10 11 t/m Kunsten en cultureel erfgoed Media en entertainmentindustrie Creatieve zakelijke dienstverlening Diensten Hardware

22 Average company size: creative industries, ICT and total economy Average number of jobs per company Creatieve industrie ICT Totale economie

Web Team Roles & Responsibilities. This document defines the approved Roles & Responsibilities for the Web Team and related Job Descriptions.

Web Team Roles & Responsibilities This document defines the approved Roles & Responsibilities for the Web Team and related Job Descriptions. Table of Contents Introduction 1 1.1 Roles & responsibilities