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Shifting BusinessModels inCreativeIndustries
PaulRuttenCreating010
RotterdamUniversityofAppliedSciences
2ndSeminaronBusinessand Management-Related QuestionintheCreativeIndustry
RotterdamSchoolofManagement (ErasmusUniversity),May31,2016
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Urgenciesfor(businessmodel)innovation
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UrgenciesforbusinessmodelinnovationLabor marketstudy by RvCand SER• Creativeindustries havebeenhitby theeconomic crisis
• Creativeservicessuffered from receding demand• Example:architects and buildingand construction
• Subsidiesgavetemporarily protection forartsand heritage
• Cutbackshaveinthemeantime takentheir toll inartsand heritage
• MariëtteHamer(CouncilforSocialand Economic Affairs):“Theimageappearing inthis study,leadstotconcernabout theposition ofpeople working inthis sector.“
• JoopDaalmeijer (Cultural Council):“Thefinancialposition specifically offreelancers inthecultural sectorissorrowful.”
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Urgenciesfor(businessmodel)innovationDevelopmentofcompanies,jobsand added value inDutchcreatieveindustries (2005-2013)(2005=100)
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2005
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Banen Vestigingen Toegevoegdewaarde
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Urgenciesfor(businessmodel)innovationDevelopmentofproduction value inDutchcreativeindustries (2005-2013)
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Kunstenencultureel erfgoed Mediaenentertainmentindustrie Creatievezakelijkedienstverlening
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Urgenciesfor(businessmodel)innovationConclusions• Sensitivity formarketfluctuations• Recentcrisis• Luxury good character
• Structural changesincreative industries• Companiesand Labor (shrinking avarage companysize)• Mediaindustries intransition• Slidingproductivity
• Changing cultural policies• Cutbacksinartsand heritage
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BusinessModel(Concept)
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‘NEW BUSINESS MODELS ARE A GREATER SOURCE OF COMPETITIVE ADVANTAGE THAN NEW PRODUCTS AND SERVICES’
THE ECONOMIST INTELLIGENCE UNIT
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Businessmodel
The core logic by which a firm creates, delivers and captures
value
Joan Margretta(2002)
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Businessmodels createvalueItisnot thetechnology ortheproductthat creates value,it’s thebusinessmodel
Product/technology/knowledge value
businessmodel
business strategy
enables
defines
creëert
X
Source:WaltervanAndel,Antwerp ManagementSchool
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Case:All ofBachBased onresearchcommissionedbijNBVin2013co-authored byWaltervanAndel
(Antwerp SchoolofManagement)
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JosvanVeldhoven:(ArtisticdirectorNetherland BachSociety)Imagination and Aspiration
“Let’spostponethefestivitiesuntilwereacha100years,thenwe’llhaveagrandcelebrationshowcasingeveryworkofBachonline.Werecordeverypiecethat’severbeencreatedbythecomposerwithourensembleonvideoandmakeitavailableforthewholeworldtosee.We’llcallitAllofBach.”
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All ofBach
Backgroundand value proposition• Global,digitalplatform,completeglobal reference to Bachonlinesince 2014
• Coherence,consistentquality,completeness ofall relevantcontent• 20%ofBach’s work isperformed regularly
• Disclose completemusicalheritage ofJ.S.Bach(1080BWVnumbers)• Provide cultural contextinwhich works areperformed
• Strategicmotives• Reduce NBV’s dependence onconcerthalls,organisers,R-TVand music industry• Explore newchannels to reach existing and newaudiences• Frontrunner and innovator inthedomainofclassical and baroque music• Differentstrategy compared to forinstance DigitalConcertHall(BerlinerPhilhamonic)
• Strategicdecisions• Freely accessible,nocharges• Financing based onsponsorships, donations and subsidies• Valueexchangebased oncultural value,quality and tradition• Channelstrategies:liveand online• Leverage brandvalue and position ofNetherlandsBachSociety
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BusinessModelAll ofBach
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Case:AppliedGamingBased onresearchcommissionedby RotterdamMediaCommission in2013– co-authors:MijkeSlot(ErasmusUniversity)and MatthijsLeendertse(ELMConcepts)
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BusinessModelIssuesSeriousGaming(inRotterdam)• Commissioned by RotterdamMediaCommission• Researchonvalue and potential ofSeriousGamingforRotterdam• Rotterdamhasaconcentration inappliedgaming development• Combinationofdevelopment expertisewith domainknowledge• Companies(asforinstance Ranj)operate globally• Repeat businessbuthardly scale economics• Modelbased ondesignpractice (work forhire)• Valuecreatedßà value captured• Nosustainable modelforahealthy growth strategy• Urgencyto switchto publishingmodel• Leverage potential
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Leverage potential newsectors(source:vanOortcs.)Example:clusterlifecycles andcrossovers
17-06-16 17
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Finally...
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Some conclusions
• Businessmodelinnovationessential forsustainable future• Remains abigissueforcreative industries• Mediaindustries challenged by structural changes• Predominantmodelincreative serviceshinders scalibility• Artsand heritage dependendonincreasingly volatile policycontext• Research:moreempirical work – cases,theory and modelling• Mistake ofDutchMinistery to axe theCLICKNLCINextNetwork• Thanks foryour attention
Contact:[email protected]:http://independent.academia.edu/PaulRutten
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Appendix
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Distributionofjobsamong subsectors ofcreativeindustries enICTintheNetherlands(2013)
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0t/m1 2t/m10 11t/m50 50+
Num
bero
fJobs
Kunstenencultureel erfgoed Mediaenentertainmentindustrie Creatievezakelijkedienstverlening Diensten Hardware
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Average companysize:creative industries,ICTand total economy
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Averagenumbero
fjobspercom
pany
Creatieveindustrie ICT Totaleeconomie