4. 3
Networking model
setting and testing
Building an EBN-Sub-Group
on Creative Industries based on the
3C 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
6. 5
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
8. 7
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.
9. 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?
• to build a strong and long-term network among cultural incubators and organizations starting from
the 3C 4 Incubators consortium;
• to facilitate communication and share ideas among incubators, creative SMEs, cultural associa-
tions, cultural entities and territories;
• to exchange expertise in how to grow enterprises in cultural and creative industries (CCI);
• to directly access best practices supporting innovation processes in the CCI;
• to support CCI entrepreneurs in building sustainable businesses;
• to begin the dialogue between CCI entrepreneurs and regional investors;
• to foster cross-sector and cross-border collaboration between the CCI and other industry sectors;
10. 9
The “EBN CREATIVE” proposal: why a Pilot Network should join EBN?
• to share best practices with BICs in other industries;
• to develop common strategies among European BICs, public and private organizations in the Pilot
Network, and players in other industries for supporting innovation processes;
• to create a platform for articulating the needs of partners active in the CCI like NGO associations,
development agencies, municipalities, incubators;
• to benefit from direct access to best practices in other sectors and specialized training;
• EBN publishes a regular ‘Tender Watch’ document highlighting all European funding opportunities
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?
11. 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
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
12. 11
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 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
13. 12
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:
• an open network balancing benefits and responsibilities, which network members join on their own
will, wish and interest,
• and the necessity for members to cover at least one of the CCI sectors, so that the network would
comprise specifically skilled experts in each of the CCI sectors (according to the definition of the EU).
• Some partners expect new members to have strong relationships with CCI SMEs and to provide
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%
14. 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
25%
17%
50%
8%
15. 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.
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
37%
27%
18%
9%
9%
16. 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 Val
Top talent in the CCI X X X
Priority given to developing the CCI X X
Internationalisation of CCI companies X
Studies on cultural economics since 1996 X
Establishing businesses X
Institutional 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 X
Development of economic tools economic indicators X
Cultural planning studies on CCI's connection with social
economic innovation
X
Supporting commercialisation professionalisation of CCI
SMEs
X
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
45%
33%
22%
17. 16
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 Val
Top talent in the CCI X X X
Priority given to developing the CCI X X
Internationalisation of CCI companies X
Studies on cultural economics since 1996 X
Establishing businesses X
Institutional 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 X
Development of economic tools economic indicators X
Cultural planning studies on CCI's connection with social
economic innovation
X
Supporting commercialisation professionalisation of CCI
SMEs
X
Management qualities X
Support to start-ups X
Access 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 Val
Money X X X X
Incubator X X X
Dialogue with local policy makers X X X
European and international networks X X
Visibility of the CCI sector X X
Support tools X
Connection to the EU X
Methodology X
Strategy for attracting private investors X
3.d. Expertise network partners are seeking Ami Aster Bunker Cimac Kult Lazio Pro M Sv B Val
Transfer 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 X
Training SMEs investors on funding the CCI sector X X
Models, methods, tools for building a CCI incubator X X
Bringing SMEs together raising the number of CCI
companies (also in the incubator)
X
Supporting growth employment X
18. 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
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 Val
Money X X X X
Incubator X X X
Dialogue with local policy makers X X X
European and international networks X X
Visibility of the CCI sector X X
Support tools X
Connection to the EU X
Methodology X
Strategy for attracting private investors X
3.d. Expertise network partners are seeking Ami Aster Bunker Cimac Kult Lazio Pro M Sv B Val
Transfer 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 X
Training SMEs investors on funding the CCI sector X X
Models, methods, tools for building a CCI incubator X X
Bringing SMEs together raising the number of CCI
companies (also in the incubator)
X
Supporting growth employment X
19. 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
Visibility of the CCI sector X X
Support tools X
Connection to the EU X
Methodology X
Strategy for attracting private investors X
3.d. Expertise network partners are seeking Ami Aster Bunker Cimac Kult Lazio Pro M Sv B Val
Transfer 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 X
Training SMEs investors on funding the CCI sector X X
Models, methods, tools for building a CCI incubator X X
Bringing SMEs together raising the number of CCI
companies (also in the incubator)
X
Supporting growth employment X
4.a Values in working with EBN Ami Aster Bunker Cimac Kult Lazio Pro M Sv B Val
Lobbying local EU policy makers X X X X X X
Creating visibility for the Creative Industries X X X
Contact network X X X
Participating in EU-projects X X X
Expertise best pracrise in methods for developing
growing the CCI companies
X X X
Customers in other industries X X
Engaging 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 Val
Exchange 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 X
Evidence on how the cultural sector can support regional
development
X X
Quality standards evaluation methods X
Collaboration between local partners, project partners, and
X
20. 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 exchange of expertise within the 3C 4 Incubators partnership helping to enhance innovation
processes,
• access to local contacts in partner BICs and sharing company contact details,
• mixing different incubation approaches,
• exchanging expertise for setting up workshops.
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 Val
Lobbying local EU policy makers X X X X X X
Creating visibility for the Creative Industries X X X
Contact network X X X
Participating in EU-projects X X X
Expertise best pracrise in methods for developing
growing the CCI companies
X X X
Customers in other industries X X
Engaging 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 Val
Exchange 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 X
Evidence on how the cultural sector can support regional
development
X X
Quality standards evaluation methods X
Collaboration 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 Val
Bringing 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 X
EU-wide contact network X X X X X
Participating in EU-projects X X X
21. 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 X
Creating a CCI incubator X X
Link 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 Val
Sharing 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 X
Sharing results of previous projects (i.e. staff
exchange)
X
Experience with a video game cluster X
Training / coaching for CCI companies X
Database on existing companies (Malaga region) X
Lecturing on culture as an instrument for regional
development
X
Skill set for working with artists X
22. 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 Val
Transfer of know-how / expertise (management,
financial support for SMEs, a/v technical
competencies); advocacy training
Kult
Sv B
Kult
Pro M
Lazio
Val
Lazio
Val
Pro M
Pro M
Cimac
Lazio
Aster
Lazio
Val
Pro M
Ami
Business opportunities abroad
Lazio
Pro M
Aster
Pro M
Training SMEs investors on funding the CCI
sector
Kult
Sv B
Pro M
Aster
Kult
Sv B
Learning from mid-long term success models
(i.e. London, Paris, Amsterdam)
Lazio
Pro M
Pro M
Val
Models, methods, tools for building a CCI
incubator
Kult
Lazio
Bringing SMEs together raising the number of
CCI companies (also in the incubator)
Sv B
Cimac
Aster
Supporting growth employment
Kult
Lazio
MATCHING NEEDS WITH EXISTING COMPETENCIES IN THE PARTNERSHIP - Who should consult with which partner?
23. 22
Source: EBN website
On the network’s website1
EBN explains its two membership categories:
• EU|BICs – certified business and innovation centres, incubators, accelerators and other business
support organisations, recognised by the European Union,
• Associate Members – organisations who work in our ecosystem, partner with us in projects or
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:
• Certification of technology-based incubators accelerators assuring quality standards are main-
tained; offering benchmarking, training peer-review services;
• Cross-border and international connections and B2B/Partnership opportunities, their customers,
and partners (i.e. through a series of high-level events, conferences and workshops);
• Developing new proposals for “EU-funded projects” for a series of strategic relevant matters;
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.
• Networking services: developing the community, both online and offline, sharing best practices,
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;
• Running an annual Policy Event in Brussels, linking members with the latest opportunities from the EU;
• Influencing EU other governments, and assisting policy-makers and agencies in establishing ad-
equate and vibrant innovation ecosystems;
• Developing new tools for start-ups for corporate cooperation in the area of IP; developing busi-
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=
24. 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.
3. http://www.ebn.be/?p=memberssearch=1fs=creative
EBN Associate Members
CEEI Synergie
www.synergie-ceei.com
Corallia Clusters Initiative
www.corallia.org
Egg Brussels
www.egg-brussels.eu
Executive Business Accelerator
executivebusinessaccelerator.com
High Technology Park of Yugra
www.tp86.ru
Laval Mayenne Technopole
www.laval-technopole.fr
Media Deals
www.media-deals.org
META GROUP Srl
www.meta-group.com
PUCRS Science and Technology Park - TECNOPUC
www.pucrs.br/tecnopuc
Sociedade Portuguesa de Inovação - SPI
www.spieurope.eu
25. 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.
26. 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:
• connect SMEs with each other (also in form of physical meetings),
• sell SMEs’ products in partner markets,
• promote SMEs’ internationalisation,
• develop training services (facilitating innovation).
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
27. 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:
• connect BICs, development agencies, and SMEs EU-wide to build their business potential,
• communicate the needs of CCI businesses to EBN for lobbying the European Commission,
• share knowledge, problems and solutions, create new tailor-made services for CCI businesses,
• mid to long-term: collaborate with different BICs of other sectors to start working cross-sectorial,
aiming for new innovation processes and for building corporate relations helping to grow expertise
and to expand the partnership,
• connect CCI specialists and non-specialists for developing business innovation centres into a cul-
tural incubation network.
In the interviews, partners described the following main goals to accomplish in the new network (see 4.A.b.)
• sharing research
• building an international network
• lobbying policy makers (at both the local and EU level)
• engaging in EU projects
• creating a European project Lab for the CCI sector, helping to create EU-wide partnerships between
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.)
28. 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
• existing e-pitches such as those established by the EU-project EIG, http://www.eig-project.eu/
• or prepare especially technology-driven CCI companies to pitch at the NEM Summit, http://nem-
summit.eu/
• identify other suitable forums for incubated companies in the sector to meet investors like the Eu-
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?
29. 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
