- Amsterdam is a major hub for the creative industries, home to over 30,000 creative companies and 53,000 creative professionals. It ranks 5th globally on a list of hot digital cities. - The creative industries in Amsterdam have grown at an annual rate of 6% over the past decade and contribute over half a billion euros annually to the Dutch economy. - The city aims to attract and retain creative talent, strengthen international connections to brand Amsterdam globally, foster cross-sector collaboration, and improve access to financing to drive economic growth and quality of life. - Past policies have focused on developing the creative industries from an artistic to economic focus, and facilitating private sector growth through public-private partnerships. Future challenges include

1. Creative Industries Amsterdam
October 3rd, 2014
Lizann Tjon

2. KERNGROEP CI
2

3. Some facts & figures
• Amsterdam is home to over 30.000 creative companies.
• Over 53.000 professionals working in the creative industry in Amsterdam in
2012.
• Amsterdam is ranked 5th on a list of hot digital cities, compiled by Wired
Magazine.
• The Amsterdam Area accounts for 25% of those working in the creative sector
in the
• Netherlands.
• The creative industry as a whole has grown at an annual rate of 6% over the
past decade.
• The Dutch gaming market is expected to reach a value of 805m euros by 2013
with social, mobile and portal gaming behind a quarter of the revenue.
• The Dutch dance industry contributes more than half a billion euros to the
Dutch economy each year and employs about 7.000 fulltime employees

4. Ambition
Ambition for the creative
industry in Amsterdam
… should help to realize four
themes for the CI in Amsterdam
Attract and retain talent with
Education and Entrepreneurship for
creative industry (Human Capital)
Create sustainable international
connections to ensure that the
Amsterdam has an international
branding
Have cross-overs with other sectors
ICT, Financial, Life Sciences etc to
innovate or fill in the gaps
Contribute with access to finance to
create economic value and improve
the quality of living and working
1
2
3
4
Scale up and be an enabler
for other clusters and to be
a world leading City in the
creative industry
The key target group for
the cluster are (creative)
companies and knowledge
institutes in the creative
industry

5. A number of points
to keep in mind
Creative ideas
come to life
• Developed campaigns for brands
such as FairPhone
• Leading location fo the
development of television formats
Moving into
the digital age,
dance and
denim
• Home to almost one hundred
companies directly or indirectly
involved in designing and
developing online, mobile or
serious games
• Fastest growing sector in today’s
experience economy e.g. ID&T and
ADE
• Fashion hub with more than 100
fashion designers e.g. G-star, Levi’s
and Diesel
Creative
education &
entrepeneurship
• World’s first Jean School for students
to learn about production of jeans
• The Amsterdam School of Creatieve
leaderschip School:THNK
• Accelerators such Rockstart and
Startup Bootcamp

6. 2000 2004 20052001 2002 2003
Realization
of Arts
factory
Long term vision
Culture of
Amsterdam
Citymarketing:
Iamsterdam
Amsterdam
Creative City
Amsterdam
Creative
Metropolitan
2006 2007
Amsterdam
Topstad
2008
Regional inniovation
strategy Amsterdam
Metropolitan Area
Programma
Creatieve
Industries
2009 2010 2011
Knowlegde &
Innovatia agenad
(KIA) +
Clusterstrategy
Creatieve
Industries
Clusterstrategy
Creatieve
Industries
2012 2013 2014
Historical overview 2000 – 2014
of the creative industries policy in Amsterdam

7. 1. From artist to entrepeneur
• From economic precondition to economic added value
• The lead from social to economic
2. Focus on Creative Industries
• Program: efforts aimed at expanding and strengthening economy
• Creative Industries important role for Amsterdam Metropolitan Area
• From 2006: Amsterdam Innovation Motro, one-stop shop
7
What was the role of the
public sector and the private sector?

8. What was the role of the
public sector and the private sector?
3. Facilitate and no finance
4. Connect regional policy with national
5. Follow European developments
6. Working triple helix (business, goverment and knowledge institutes)
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9. What are the effects/results of the past policy and
which challenges do you see for the future?
1. Integral
2. Focus on economic benefits
3. Input of private sector
9

10. Challenges
Digitalize
• Technology developments
Competition
between city
hubs
• Stronger competition between cities
• Battle of the talents
Credit crunch
Acces to
finance
• Saving budgets in business and goverment
o Advertising : less projects
• Difficulties to reach the budgets in Brussel

11. More information on
www.amsterdameconomicboard.com